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Alien vs. Predator (film)
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- "Whoever wins... we lose."
- ―Alien vs. Predator tagline
Alien vs. Predator | |
Film information | |
Directed by | Paul W. S. Anderson |
Produced by | Gordon Carroll John Davis David Giler Walter Hill |
Written by | Story: Paul W. S. Anderson Dan O'Bannon Ronald Shusett Screenplay: Paul W. S. Anderson Shane Salerno (uncredited) |
Starring | Sanaa Lathan Raoul Bova Lance Henriksen Ewen Bremner Colin Salmon Tommy Flanagan Joseph Rye Agathe de La Boulaye Carsten Norgaard |
Music | Harald Kloser |
Cinematography | David Johnson |
Editing | Alex Berner |
Distributor | 20th Century Fox |
Release information | |
Release date(s) | August 13, 2004 |
Running time | 101 minutes |
Budget | $60 million (Production)[1] |
Worldwide gross | $172,543,519 |
Rating | MPAA: PG-13 BBFC: |
Chronology | |
Preceded by | Predator 2 |
Followed by | Aliens vs. Predator: Requiem |
Alien vs. Predator, also known as AVP: Alien vs. Predator and often shortened to AVP, is a 2004 science fiction film directed by Paul W. S. Anderson and starring Sanaa Lathan, Raoul Bova, Lance Henriksen, Ewen Bremner, Colin Salmon and Tommy Flanagan. It is based on the crossover Alien vs. Predator franchise, a concept which originated in a 1989 comic book, although the film features an original story written by Anderson, Dan O'Bannon and Ronald Shusett. The screenplay, by Anderson and Shane Salerno, was influenced by Aztec mythology, the comic book series, and the writings of Erich von Däniken.
Set in 2004, Alien vs. Predator follows a group of paleontologists, archaeologists and others assembled by billionaire Charles Bishop Weyland for an expedition to a remote island off Antarctica, after a mysterious heat signal is discovered under the ice. Weyland and the group discover a pyramid buried beneath the ice cap and hope to claim the important find for themselves. However, the structure is revealed to be an ancient hunting ground where Predators stalk and kill Aliens as a rite of passage, and the humans become caught in the middle of a battle between the two species.
Released on August 13, 2004 in North America, Alien vs. Predator received mixed to negative reviews from film critics, scoring a 22% approval rating on Rotten Tomatoes, and 29 on Metacritic. Some critics praised the special effects and set designs, while others dismissed the film for its "wooden dialogue", and "cardboard characters". Despite its poor reviews, Alien vs. Predator was more commercially successful than any of the preceding films in the Alien and Predator franchises, grossing a total of $171 million. The film's financial success led to a sequel, titled Aliens vs. Predator: Requiem (2007). The film, along with its sequel, has been widely condemned by many fans of the franchise.
In 2004, a satellite detects a mysterious heat bloom beneath Bouvetøya, an island about one thousand miles north of Antarctica. In response, billionaire industrialist Charles Bishop Weyland assembles a team of scientists to investigate the heat source and claim any related discoveries for his multinational communications company Weyland Industries. The expedition includes palaeontologists, archaeologists, linguistic experts, drillers and a female guide named Alexa "Lex" Woods, with security provided by Max Stafford and his team of mercenaries.
As the team travels to Bouvetøya, a Predator ship enters Earth's orbit and fires an energy beam towards the source of the heat bloom. When the Weyland Industries expedition arrives at the site above the heat source, an abandoned whaling station, they find a hole bored deep into the ice by the energy beam, and they descend to investigate. On the bedrock deep below, they discover a mysterious pyramid and begin to explore it, finding evidence of a civilization pre-dating written history and what appears to be a sacrificial chamber filled with human skeletons with ruptured rib cages. As they explore, they unwittingly activate the power source for the structure, awakening an imprisoned Alien Queen frozen deep within the pyramid.
Meanwhile, three Young Blood Predators land on the surface and kill the humans there, before making their way down to the pyramid. Several Eggs laid by the Queen are automatically delivered to the sacrificial chamber, and several members of the human expedition still exploring there are impregnated by Facehuggers. The Chestbursters that emerge from them quickly grow into adult Aliens. Oblivious to these events, the rest of the Weyland Industries team push on with their exploration, eventually discovering the Predators' Plasmacasters in a sarcophagus inside the pyramid. Recognizing them as incredibly advanced, possibly alien technology, they take them for study, but in doing so they activate a mechanism that causes the pyramid to rearrange its interior every ten minutes.
The group is soon ambushed by the Predators and most of the humans are killed, including Stafford and his mercenaries, while several others are taken by the Aliens to be hosts for more of the creatures. The alpha Alien, known as Grid, ambushes and kills the first Predator, Chopper. The lead Predator, Celtic, then engages Grid in a brutal fight. At first, Celtic appears to have the upper hand, but he grows over-confident and is eventually killed by Grid. Scar, now the last remaining Predator, pursues the human survivors with the aim of recovering the Plasmacasters they have stolen. Weyland himself is killed when he attacks Scar, but the two remaining survivors, Lex and an archaeologist named Sebastian, are separated from the Predator by the pyramid's shifting walls. As he waits for a chance to pursue, an Alien and a lone Facehugger sneak up on Scar and try to subdue him. Scar kills both of them with his Shuriken, then ritualistically marks himself with their acidic blood. Before he can put his mask back on after marking himself, a second Facehugger sneaks up on Scar and apparently subdues him.
Through translation of the pyramid's hieroglyphics, Sebastian and Lex learn that the Predators have in fact been visiting Earth for thousands of years. It was they who taught early human civilizations how to build pyramids, and were in turn worshipped as gods. Every 100 years the Predators would return to Earth so that they could hunt Aliens, the "ultimate prey", bred from sacrificial human hosts. If the Predators became overwhelmed, they would activate their Self-Destruct Device to eliminate the Aliens and themselves, thereby explaining the mysterious and rapid disappearance of several ancient cultures. Sebastian and Lex deduce that this is why the current Predators have come to the pyramid, and that the purpose of the heat bloom was a trap to attract humans to play host for the Aliens. They decide that the Predators must be allowed to succeed in their Hunt, so that the Aliens will be prevented from reaching the surface. However, Sebastian is taken by the Aliens, leaving Lex alone.
Scar, having apparently survived the earlier Facehugger ambush, eventually finds Lex and reclaims his Plasmacaster, but rather than killing her the two form something of an uneasy alliance after Lex impresses the Predator by killing an Alien. They make their way into the Alien Hive and deploy Scar's Self-Destruct Device to destroy the remaining Aliens and the eggs, successfully escaping and reaching the surface just before the explosion destroys the site. They are suddenly attacked by the Alien Queen, which has also escaped the pyramid. After a fierce battle, Lex and Scar defeat the Queen by chaining her to a water tower and dropping it over a cliff into the Antarctic Ocean, dragging the Queen to the ocean floor, where she either drowns or freezes to death. In the process, however, the Queen impales Scar through the torso with her tail, and the Predator succumbs to his wounds.
Lex is shocked when a Predator ship decloaks and several Predators appear from within. They solemnly collect their fallen comrade and the Clan Leader presents Lex with a Combistick in recognition of her skill as a warrior. The Predators depart peacefully, leaving Lex to her fate, but as they fly off into space a Predalien Chestburster erupts from Scar's corpse.
- Alexa Woods .... Sanaa Lathan
- Sebastian De Rosa .... Raoul Bova
- Charles Bishop Weyland .... Lance Henriksen
- Graeme Miller .... Ewen Bremner
- Maxwell Stafford .... Colin Salmon
- Mark Verheiden .... Tommy Flanagan
- Joe Connors .... Joseph Rye
- Adele Rousseau .... Agathe de La Boulaye
- Rusten Quinn .... Carsten Norgaard
- Thomas Parks .... Sam Troughton
- Stone .... Petr Jákl
- Bass .... Pavel Bezdek
- Klaus .... Kieran Bew
- Mikkel .... Carsten Voigt
- Boris .... Jan Filipenský
- Sven .... Adrian Bouchet
- Juan Ramirez .... Andy Lucas
- Supervisor .... Liz May Brice
- Technician .... Glenn Conroy
- Karl .... Eoin McCarthy
- Sacrificial Maiden .... Karima Adebibe
- Grid .... Tom Woodruff, Jr.
- Scar .... Ian Whyte
- See also: The Hunt: Alien vs. Predator
The concept of Alien vs. Predator originated with an Aliens vs. Predator comic book crossover published by Dark Horse Comics in the anthology issue Dark Horse Presents #36 in February 1990. This short story was quickly expanded into a four-issue series several months later. Later the same year, the idea of Aliens and Predators fighting each other was first hinted at on-screen in Predator 2, when a Xenomorph skull appeared in a trophy cabinet aboard a Predator ship.[2] Based on the success of the comic book series, in 1991 20th Century Fox commissioned Peter Briggs to write a screenplay for a movie adaptation.[2] Roland Emmerich was at one point attached to direct the film, tentatively titled The Hunt: Alien vs. Predator,[3] although the film ultimately fell through. However, in 2002 the studio returned to the concept of an Alien vs. Predator film. As there were a total of six producers between the two film franchises, producer John Davis had difficulty securing the necessary rights, as the respective groups were concerned about a film featuring the two creatures together.
Nonetheless, a new script was penned by James DeMonaco and Kevin Fox, who hoped to give the film an original approach by setting it on Earth.[4] Their draft involved a team of human researchers discovering a crashed Predator ship and using the Eggs found on board to breed Xenomorphs, hoping that the creatures' presence will lure more Predators to Earth and enable them to capture the hunters' technology.[5] However, the script was rejected by producer Davis. Paul W. S. Anderson subsequently pitched Davis a story he had been working on for eight years, and showed him related concept art created by Randy Bowen.[6] Impressed with Anderson's idea, Davis thought the story was like Jaws in that it "just drew you in, it drew you in".[7] Anderson started to work on the film after completing the script for Resident Evil: Apocalypse, with Shane Salerno co-writing. Salerno spent six months writing the shooting script, finished its development, and stayed on for revisions throughout the film's production.[8]
Influenced by the work of Erich von Däniken, Anderson researched Däniken's theories on how he believed early civilizations were able to construct massive pyramids with the help of aliens, an idea drawn from Aztec mythology;[9] Däniken's work would also provide inspiration for Ridley Scott's Prometheus.[10] Anderson wove these ideas into Alien vs. Predator, describing a scenario in which Predators taught ancient humans to build pyramids, in turn using Earth for rite of passage rituals every 100 years in which adolescent Predators would hunt Xenomorphs, bred from sacrificial members of those ancient civilizations. To explain how these ancient peoples "disappeared without a trace", Anderson came up with the idea that the Predators, if overwhelmed by the Xenomorphs, would use their Self-Destruct Devices to contain the situation, wiping out the Xenomorphs at the expense of the civilization that surrounded them.[9] H. P. Lovecraft's 1931 novella At the Mountains of Madness also served as an inspiration for the film, and several elements of the Alien vs. Predator comic series were included as well.[11][6] Anderson's initial script called for five Predators to appear in the film, although the number was later reduced to three.[9]
As Alien vs. Predator is both a sequel to the Predator films and a prequel to the Alien series, Anderson was cautious of contradicting continuity in the franchises. He chose to set the film on the remote Norwegian Antarctic island of Bouvet, commenting, "It's definitely the most hostile environment on Earth and probably the closest to an Alien surface you can get."[12] Anderson thought that setting the film in an urban environment like New York City would break continuity with the Alien series as the protagonist, Ellen Ripley, had no knowledge the creatures existed. "You can't have an Alien running around the city now, because it would've been written up and everyone will know about it. So there's nothing in this movie that contradicts anything that already exists."[12]
The first actor to be cast for Alien vs. Predator was Lance Henriksen, who played the characters Bishop in Aliens and Michael Bishop in Alien3. Although the Alien movies are set 150 years in the future, Anderson wanted to keep continuity with the series by including a familiar actor. Henriksen plays billionaire Charles Bishop Weyland, a character that ties in with the Weyland-Yutani Corporation of the Alien films. According to Anderson, Weyland becomes known for the discovery of the pyramid, and as a result the Weyland-Yutani Corporation models the Bishop android in the Alien films after him; "when the Bishop android is created in 150 years time, it's created with the face of the creator. It's kind of like Microsoft building an android in 100 years time that has the face of Bill Gates."[13]
Anderson opted for a European cast including Italian actor Raoul Bova, Ewen Bremner from Scotland, and English actor Colin Salmon. Producer Davis said, "There's a truly international flavor to the cast, and gives the film a lot of character."[14] Several hundred actresses attended the auditions to be cast as the film's heroine Lex Woods. Sanaa Lathan was selected, and one week later she flew to Prague to begin filming. The filmmakers knew there would be comparisons to Alien heroine Ellen Ripley and did not want a clone of the character, but wanted to make her similar while adding something different.[14]
Anderson reported in an interview that California Governor Arnold Schwarzenegger was willing to reprise his role as Major Alan "Dutch" Schaefer from Predator in a short cameo appearance, on the conditions that he lose the recall election and that the filming take place at his residence.[15] Schwarzenegger, however, won the election with 48.58% of the votes and was unavailable to participate in filming. Actress Sigourney Weaver, who starred as Ripley in the Alien series, said she was happy not to be in the film, as a possible crossover was "the reason I wanted my character to die in the first place", and thought the concept "sounded awful".[16][17]
Set Design and FilmingEdit
Production began in late 2003 at Barrandov Studios in Prague, Czech Republic, where most of the filming took place. Production designer Richard Bridgland was in charge of sets, props and vehicles, based on early concept art Anderson had created to give a broad direction of how things would look. 25 to 30 life-sized sets were constructed at Barrandov Studios, many of which were interiors of the pyramid. The pyramid's carvings, sculptures, and hieroglyphs were influenced by Egyptian, Cambodian, and Aztec civilizations, while the regular shifting of the pyramid's rooms was meant to evoke a sense of claustrophobia similar to the original Alien film.[18] According to Anderson, if he was to build the sets in Los Angeles they would have cost $20 million. However, in Prague they cost $2 million, an important factor when the film's budget was less than $50 million.[6]
Third scale miniatures several meters in height were created to give the film the effect of realism, rather than relying on computer generated imagery (CGI). For the whaling station miniatures and life-sized sets, over 700 bags of artificial snow was used (roughly 15–20 tons).[7] A 4.5-meter miniature of an icebreaker with working lights and a mechanical moving radar was created, costing almost $37,000 and taking 10 weeks to create. Visual effects producer Arthur Windus, claimed miniatures were beneficial in the filming process: "With computer graphics, you need to spend a lot of time making it real. With a miniature, you shoot it and its there."[19] A 25-meter miniature of the whaling station was created in several months. It was designed so the model could be collapsed and then reconstructed, which proved beneficial for a six-second shot which required a re-shoot.[19]
Special EffectsEdit
Steve Johnson's special effects company Edge FX originally bid for the creature effects in the film, proposing a raft of radical redesigns for both the Aliens and the Predators. To this end, conceptual artist Constantine Sekeris produced several concept sketches of the designs for the various creatures in the film.[20] However, these ideas were eventually rejected for being too different to what had come before, and instead Amalgamated Dynamics, Inc. (ADI) was hired for the movie, having previously worked on Alien3 and Alien Resurrection; although ADI founders Alec Gillis and Tom Woodruff, Jr. had been with Stan Winston's effects company during the production of the original Predator in 1987, they had been employed on another movie (The Monster Squad) at the time, and thus Alien vs. Predator was the first time the duo had a chance to design and build Predators.
Visual special effects producers Arthur Windus and John Bruno were in charge of the effects production, including some 400 effects shots in the film.[19] Gillis and Woodruff, along with members of their company, began designing costumes, miniatures and effects in June 2003. For five months the creatures were redesigned, the Predators wrist blades being extended roughly four times longer than those in the Predator films, and a larger mechanical Plasmacaster was created for the Scar Predator.[7]
The basic shape of the Predator mask was kept, although technical details were added and each Predator was given a unique mask to distinguish them from each other. These masks were created using clay, which was used to form molds to create fiberglass copies. These copies were painted to give a weathered look, which Woodruff claims "is what the Predator is all about".[7] A hydraulic Alien puppet was created so ADI would be able to make movements faster and give the Alien a "slimline and skeletal" appearance, rather than using an actor in a suit. The puppet required six people to run it; three for the head and body, two for the arms, and a sixth to make sure the signals were reaching the computer. Movements were recorded in the computer so that puppeteers would be able to repeat moves that Anderson liked. The puppet was used in six shots, including the fight scene with the Predator which took one month to film.[7]
The crew tried to keep CGI use to a minimum, as Anderson said people in suits and puppets are scarier than CGI monsters as they are "there in the frame".[7] Roughly 70% of scenes were created using suits, puppets, and miniatures. The Alien queen was filmed using three variations: a 4.8-meter practical version, a 1.2-meter puppet, and a computer-generated version. The practical version required 12 puppeteers to operate.[6] CGI tails were added to the Aliens and the Queen as they were difficult to animate using puppetry.[14][21] Anderson praised Alien director Ridley Scott's and Predator director John McTiernan's abilities at building suspense by not showing the creatures until late in the film, something Anderson wanted to accomplish with Alien vs. Predator. He later commented, "Yes, we make you wait 45 minutes, but once it goes off, from there until the end of the movie, it's fucking relentless".[22]
Deleted ScenesEdit
Release and ReceptionEdit
Box officeEdit
Alien vs. Predator was released in North America on August 13, 2004 in 3,395 theaters. The film grossed $38.2 million over its opening weekend for an average of $11,278 per theater, and was number one at the box office. The film spent 16 weeks in cinemas and made $80 million in North America.[23] It grossed $9 million in the United Kingdom, $16 million in Japan, and $8 million in Germany, for an international total of $90.9 million. This brought the film's total gross to $171 million, making it the highest grossing film in the Predator and Alien franchises (excluding the effect of inflation), although Aliens earned more in the domestic box office. Alien vs. Predator was the 33rd highest grossing film of 2004.[24]
Critics were not allowed to view the film in advance, and once they did the response was generally negative.[25] Based on 132 reviews, the film scored a 21% approval rating on Rotten Tomatoes, and 29 out of 100 based on 21 reviews on Metacritic.[26][27] Chief criticisms of the film included its dialogue, "cardboard characters", PG-13 rating, the "fast-paced editing" during fight sequences, and lighting. However, special effects and set designs received praise.[26][27]
Rick Kisonak of Film Threat praised the film stating, "For a big dumb production about a movie monster smackdown, Alien vs. Predator is a surprisingly good time".[28] Ian Grey of the Orlando Weekly felt, "Anderson clearly relished making this wonderful, utterly silly film; his heart shows in every drip of slime."[28] Staci Layne Wilson of Horror.com called it "a pretty movie to look at with its grandiose sets and top notch creature FX, but it's a lot like Anderson's previous works in that it's all facade and no foundation."[27]
However, with the majority of critics awarding the film a negative review, Michael Wilmington of the Chicago Tribune commented it was full of "monster movie clichés that leave you praying for most of the cast to get killed off fast, to put them (and us) out of our misery."[26] Jack Mathews of New York Daily News panned the movie, stating that "Writer-director Paul W. S. Anderson has created the darkest, if not worst, sci-fi movie since Battlefield Earth."[27] Gary Dowell of Dallas Morning News called the film, "a transparent attempt to jumpstart two run-down franchises".[28] Ed Halter of The Village Voice described the film's lighting for fight sequences as, "black-on-black-in-blackness",[29] while Ty Burr of The Boston Globe felt the lighting "left the audience in the dark".[30] The film received a Golden Raspberry (Razzie) nomination 2005 in the category of "Worst Remake or Sequel".[31]
Fan receptionEdit
The film was poorly received by fans of the Predator, who felt the film did a disservice to the race of creatures as they had been portrayed in previous movies and, more specifically, the comic books. Many fans believed the Predators were made to look weak and unintelligent, given that two of their number were almost immediately killed off by a single Alien. Many cited the Predators' so-called "movie monster" behavior, whereby the creatures would simply tilt their heads and growl in confusion rather than react to a situation. This is perhaps most evident when Celtic decisively defeats Grid in combat, but instead of making the kill, Celtic spends several seconds admiring his dagger and savouring the moment, during which time Grid revives and duly kills him. Further criticism was directed at the redesign the Predators received. Whereas the Jungle Hunter and City Hunter were both lean, lithe and athletic, the Predators in Alien vs. Predator appeared to be clumsy, bulky and top-heavy with limited mobility.
Alien fans were similarly critical of the film's lack of conformity with regards to the Alien lifecycle, as shown in the other films in the franchise. The time between a victim being subdued by a Facehugger and the Chestburster emerging is supposed to take around 24 hours, yet in the film this process occurs in as little as 10-20 minutes. Likewise, the time it takes for the newly born Chestburster to reach adulthood is also significantly accelerated in the film.
Fans of both franchises were also displeased with the film being set on Earth, in Antarctica, and in the "present". The cold Antarctic setting was seen as contrary to the Predator's stated preference for hot, humid locations, while Alien fans were frustrated by the concept of the Xenomorphs being present on Earth some 118 years before they were supposedly first encountered by humans on LV-426. The manner in which Scar allied himself so readily with Lex was also criticised. Lastly, fans believed that having three Predators and a dozen Aliens facing off in the same location had the makings of an action-packed war zone, yet many were left disappointed by the comparative lack of Alien versus Predator fight sequences in the film.
Home video releasesEdit
Alien vs. Predator was released on DVD in North America on January 25, 2005.[32] The DVD contained two audio commentaries. The first featured Paul W. S. Anderson, Lance Henriksen, and Sanaa Lathan, while the second included ADI founders Alec Gillis and Tom Woodruff, Jr., and special effects supervisor John Bruno. A 25-minute Making of Featurette and Dark Horse AVP comic covers galley were featured in the special features with three deleted scenes. On release, Alien vs. Predator debuted at number 1 on the Top DVD Sales and Top Video Rental charts in North America.[33][34]
A two-disc Extreme Edition was released on March 7, 2005, featuring the previous release's special features plus a second disc containing behind the scenes featurettes on the conception, pre-production, production, post-production and licensing of the film. An extended Unrated Edition was released on November 22, 2005, including an extended version of the film plus all of the features of the Extreme Edition. Copies of the Unrated Edition sold at Best Buy outlets additionally included the exclusive promotional comic titled Alien vs. Predator: Whoever Wins...We Lose. The film was released on Blu-ray Disc in North America on January 23, 2007.
Unrated EditionEdit
Author Marc Cerasini wrote a novelization of the movie, notably including a higher level of violence then was included in the film. Although no direct comic book adaptation was produced, Dark Horse Comics did publish an original tie-in comic that incorporated elements from the film's back story into its plot, titled Alien vs. Predator: Thrill of the Hunt. A second comic, Alien vs. Predator: Whoever Wins...We Lose (in fact a reprint of several existing Dark Horse short stories), was packaged exclusively with the Unrated Edition's home video release. Harald Kloser's score was released as a soundtrack album.
Design Studio Press published a behind-the-scenes book looking at the creature effects of the film, titled AVP: Alien vs. Predator: The Creature Effects of ADI. Inkworks also produced a set of trading cards for the film, including a limited edition subset that incorporated samples of fabric from costumes actually worn by the actors in the movie.
Two video games based on the film were developed for mobile phones, the first published by Superscape, and the second by Wicked Witch Software.
- Director Paul W. S. Anderson had previously been approached to direct Alien Resurrection.[35]
- To date, Alien vs. Predator is the only film in the Alien, Predator and Alien vs. Predator franchises to be rated PG-13 in the United States; all other entries have been rated R. It was also the first entry to be rated 15 in the UK, as opposed to the 18 certificate all previous films had received, although subsequently Aliens vs. Predator: Requiem, Predators and Prometheus have also been rated 15.
- This is the only movie featuring the Xenomorph in which no humans are killed by an adult Alien.
- Much like in Alien, the exploration team wears color-coded uniforms — Stafford's mercenaries wear silver coats, the scientists and archaeologists wear yellow coats, and Quinn's drilling team wear orange overalls. The only exceptions are Weyland and Lex, who also wear silver coats (although Lex quickly removes hers to reveal a red winter jacket and pants beneath).
See AlsoEdit
- Alien vs. Predator (novel) — The novelization of the film by Marc Cerasini.
- Alien vs. Predator (soundtrack) — The soundtrack to the film by Harald Kloser.
- Alien vs. Predator (2004 Superscape game) — The first of two video games based on the film.
- Alien vs. Predator (2004 Wicked Witch game) — The second video game based on the film.
- ↑ "Box Office Mojo: Alien vs. Predator". Box Office Mojo. Retrieved on 2008-04-21.
- ↑ 2.0 2.1 Cinescape Presents v3 #9, Movie Aliens
- ↑ Dave Hughes, Lee Brimmicombe-Wood. Aliens magazine, Vol. 2 #4, p. 14 (1992), Dark Horse International.
- ↑ Davidson, Paul (2002-03-07). "Alien vs. Predator Still Seeking a Script". IGN. Retrieved on 2008-01-13.
- ↑ Davidson, Paul (2002-07-15). "Anderson Will Direct Aliens vs. Predator". IGN. Retrieved on 2008-01-13.
- ↑ 6.0 6.1 6.2 6.3 Audio commentary by Paul W. S. Anderson, Lance Henriksen and Sanaa Lathan, 2004, 20th Century Fox
- ↑ 7.0 7.1 7.2 7.3 7.4 7.5 The Making of Alien vs. Predator, 2004, 20th Century Fox
- ↑ Seeton, Reg and Van Buskirk, Dayna. "Armageddon It: Shane Salerno Speaks Out! - Part Two". Screenwriting.ugo. Retrieved on 2008-01-13.
- ↑ 9.0 9.1 9.2 "Aliens vs. Predator featurette". Apple.com. Retrieved on 2008-01-13.
- ↑ "The Hollywood Reporter - Ridley Scott, Michael Fassbender, Noomi Rapace Tease 'Prometheus' at CineEurope". Retrieved on 2012-06-14.
- ↑ Twentieth Century Fox Film Corporation, Alien: Definitive Edition DVD
- ↑ 12.0 12.1 Let's get ready to rumble!, Movie Magic, January 2005, page 62
- ↑ Horn, Steven. "Interview with AvP Director Paul Anderson". IGN. Retrieved on 2008-01-15.
- ↑ 14.0 14.1 14.2 "Alien vs. Predator production notes". AVP-movie. Retrieved on 2008-01-14.
- ↑ Utichi, Joe (2004-10-04). "Exclusive: Paul Anderson on AvP". filmfocus.co.uk. Retrieved on 2008-01-16.
- ↑ Rose, Tiffany (2004-08-20). "Sigourney Weaver: Loving the alien". arts.independent.co.uk. Retrieved on 2008-01-16.
- ↑ From The Ashes - Reviving The Story, Alien Quadrilogy, 2003, 20th Century Fox
- ↑ "Alien vs. Predator A New World Vision". Spike.com. Retrieved on 2008-01-14.
- ↑ 19.0 19.1 19.2 Campbell, Josh (2004-02-05). "Local shoots shrinking". The Prague Post. Retrieved on 2008-01-13.
- ↑ 20.0 20.1 "RAR Writes - AVP: ALIENS VS. PREDATOR Concept Art by Constantine Sekeris". Retrieved on 2015-05-22.
- ↑ Audio commentary by Alec Gillis, Tom Woodruff and John Bruno, 2004, 20th Century Fox
- ↑ Salisbury, Mark. The AVP referee, Fangoria issue #235, page 44
- ↑ "Alien vs. Predator gross". Box Office Mojo. Retrieved on 2008-01-13.
- ↑ "2004 Domestic gross (2004)". Box Office Mojo. Retrieved on 2008-01-20.
- ↑ Kehr, Dave (2004-08-14). "It's an Underground Monster World Series". New York Times. Retrieved on 2008-01-24.
- ↑ 26.0 26.1 26.2 "Alien vs. Predator critic reviews". Rotten Tomatoes. Retrieved on 2008-01-13.
- ↑ 27.0 27.1 27.2 27.3 "Alien vs. Predator Metacritic". Metacritic.com. Retrieved on 2008-01-13.
- ↑ 28.0 28.1 28.2 "Alien vs. Predator reviews Page 2". Rotten Tomatoes.com. Retrieved on 2008-01-20.
- ↑ Halter, Ed (2004-08-13). "Slime Pickings". The Village Voice. Retrieved on 2008-01-29.
- ↑ Burr, Ty (2004-08-14). "Alien vs. Predator is an enjoyable schlockfest". The Boston Globe. Retrieved on 2008-01-29.
- ↑ "25th annual Razzie awards - Worst remake or sequel". Razzies.com. Retrieved on 2008-01-13.
- ↑ "Alien Vs. Predator (Widescreen Edition)". Amazon.com. Retrieved on 2008-01-29.
- ↑ "Top DVD sales for the week of Feb 19, 2005". Billboard.com. Archived from the original on 2008-02-04. Retrieved on 2008-01-20.
- ↑ "Top Video rentals for the week of Feb 19, 2005". Billboard.com. Archived from the original on 2008-02-03. Retrieved on 2008-01-20.
- ↑ "Tor.com - I'm the Monster's Mother: Alien Resurrection". Retrieved on 2014-10-23.


text:
We analyze the features of the output field of a generic optomechanical system that is driven by a control field and a nanosecond driven pulse, and find a robust high-order sideband generation in optomechanical systems. The typical spectral structure, plateau and cutoff, confirms the nonperturbative nature of the effect, which is similar to high-order harmonic generation in atoms or molecules. Based on the phenomenon, we show that the carrier-envelope phase of laser pulses that contain huge numbers of cycles can cause profound effects.
© 2013 Optical Society of America
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If you've ever tried to send packages to the Philippines, chances are you are familiar with the Balikbayan box. "Balikbayan" means "return (to) country," and it could refer to returning people, as well as to the things they bring. Balikbayan boxes have become popular because Filipinos customarily send things back home to family when visiting, living or working overseas, and they also use the boxes for gifts they take when visiting home.
- Skill level:
- Moderate
Other People Are Reading
Things you need
- Balikbayan box
- Things you want to send home
- Packing material
- Packing tape
- Address of person(s) you want to send to
- Yellow Pages or Internet
Show More
- 1
Get your Balikbayan box. While technically any sturdy cardboard box could do, a Balikbayan box will typically have the word "Balikbayan" on it. Balikbayan boxes are generally large, close to 20 inches in any dimension, meant for packing a large amount of goods. If you already have a carrier, they may provide the size of boxes you need.
- 2
Pack your boxes. The trick here is to pack as much as you can without making the box too heavy or breaking the items you're sending—it's a long trip. Fortunately, you can use some of your items in place of packing material. Clothes or linens, for instance, are both popular items to send and will function well as packing material. You can wrap them around objects or place them between objects to cushion them from the impacts of shipping. Closing your box up with packing tape should be sufficient; don't use rope or twine.
The rules of shipping apply here. Don't mail anything that's too fragile, perishable, explosive, hazardous, leaking, or may break open and ruin everything else in the box. No illicit drugs, live animals, plants or weapons. Don't send anything too valuable, for while carriers are generally honest and well meaning, shipping comes in several segments and the box will come in contact with many people along the way.
- 3
Find a carrier. If you already have one in mind, you may skip this step. Make sure not to skimp on quality for price, or your items may never make it to their destination. While worldwide carriers such as FedEx and UPS are good companies, carriers that specialise in Balikbayan shipping will be more familiar with the terrain and how to get your box to where it is destined and could cost less. It may also make it easier for the recipients to track the package. You can look in the phone book or search the Internet.
- 4
Mail your boxes. You may schedule a pickup or take them to the shipping counter. Either way you'll need to provide address information and perhaps fill out a shipping label or two.
Tips and warnings
- When sending a Balikbayan box, be aware that it may take weeks for your package to get to its destination, even longer around the Christmas holidays. Therefore, plan to send your items far ahead of the time they need to be there to allow for normal shipping time and any delays.


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We enable our shareholders to participate in this success in the form of an appropriate dividend.
Sassenberg, November 3, 2016, 7.00 pm – technotrans AG has successfully completed the placement of its holding of 374,915 treasury shares, with the involvement of Bankhaus Lampe, Düsseldorf. All treasury shares held (equivalent...[more]
Sassenberg, November 3, 2016, 5.40 pm – The Board of Management of technotrans AG has, with the consent of the Supervisory Board, resolved to dispose of the 374,915 treasury shares held by the company (equivalent to around...[more]
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Phone +49 (0)2583 301-1890
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BlueHost Review
A world class hosting service provider is a web hosting service solutions providing company whose services meet world standards. The services of such a company must be ahead of that of its contemporaries in their chosen niche. The services of such a company must also provide you, their client, with value to solve your web hosting problem which is the reason you are dealing with the company in the first place.
They are here to serve you
The world is so technologically advanced now and things are moving at such a pace that, what is the 'in-thing' now might become obsolete by tomorrow. This pace of movement does not exclude web hosting service providers. Bluehost is committed to staying up-to-date with the ever changing hosting world. Then achieve this by acquiring new equipments, training and re-training staff, learning and using modern marketing techniques and so on.
Hosting Resources
A world class hosting service provider like bluehost provides unlimited hosting resources. This means you should have the privilege of hosting unlimited files and using unlimited bandwidth. The truth is that most users are unable to exhaust their usage limits. With bluehost unlimited bandwidth, you are rest assured you can have more than enough.men though some service providers set fair usage limits, you can hardly reach the limits.
Ease of Use
The standard Cpanel is the easiest hosting panel to use in managing hosting accounts. World class hosting service companies like bluehost ensure they give thier subscribers the best by msking use of the standard Cpanel. It is a control panel that you will find very easy to use even if you are a complete newbie. Cpanel makes managing your hosting account much easier. Bluehost gives its subscribers an additional comfort by providing access to SSH, 100%. These all help in running your website effortlessly.
Customer Support
How well a hosting service provider's customer support initiative is rated will go a long way in determining whether it can be called world class. Bluehost customer support is very professional and very prompt; they exist to serve you. Their problem resolution usually does not exceed thirty minutes at the most. They provide a variety of platforms through which they can be contacted. They do this because they understand how frustrating a long wait can be, especially when there's a problem at hand.
They could in phone calls, E-mail, live chat and so on. Another way they improve customer support is by including resources online that show clients the way. By providing easy-to-follow tutorials on their website, clients have the option of DIY or to contact technical support when problems arise. This is because the clients might have gotten one of the tutorials to solve their problem.
Most new internet entrepreneurs come into the world of online business without a fortune of money to spend. They sometimes do not have enough money to spend on shared hosting. Especially since there are companies that claim you can sign up for as low as $10/month. The drawback to most of these companies is their lack of quality. Bluehost, a world class hosting service providing company, are able to strike a balance between good quality service and price. This will ensure that they cater for clients from all kinds of financial backgrounds.
One hosting service solution provider that meets these descriptions and therefore, can be called world class is bluehost. They are very wonderful in all the departments you have read about. But one extra feature they have added is the bluehost coupon $3.49 per month offer. With this offer, they have included all the features we have mentioned and even more. Bluehost is presently one of the most reliable hosting service providers on the face of the earth. Their bluehost coupon $3.49 per month is a must use.
You have read a lot about what makes a hosting service providing company become world class. There are still some other factors that are included. Those you have read here are enough to help you in understanding and deciding. You must decide to go for a world class hosting service provider. By going, you will be doing yourself, your website and your online business a lot of good.


text:
$ 25.70
$ 42.74
In Stock
- Condition:
- New
- Item No.
- 502575
- Mfg Part No.
- 1117
Product Information for Accentra Prodigy Spring Powered Stapler
Highlights for Accentra Prodigy Spring Powered Stapler
- Product Type:Desktop Stapler
- Color:Red
Marketing Information
Powerful nonelectric stapler features a power-assisted, staple-driving mechanism that will drive a staple through up to 25 sheets of paper with one finger. Ideal for mailrooms, offices, stores and any desk with high-volume paperwork. Drop-in loading takes a full, 210-staple strip of standard 1/4" staples (included). Sleek, ergonomic design offers a nonslip rubberized handle and base.
Battery Information
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Country of Origin
NoRecycled Content
0%Assembly Required
NoPhysical Characteristics
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Product Information


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Dark Horses[CD]~ Dark HorsesProduct Notes
The New York City trio known as The Dark Horses sound more a product of Austin's eclectic musical inclinations, where regular sojourns into late '60s-early '70s So-Cal country also come as naturally as ordering another Lone Star beer. And, as they frequently utilize their sidemen, Erik Kristiansen on acoustic guitar and Jon Graboff, whose pedal-steel work is keenly featured throughout, you hear a far heartier mix than any trio might offer. This self-titled recording is really the follow-up to their terrific 2001 release, Come Along. Elements of early Flying Burrito Bros. Still haunt their material and quality songwriting definitely prevails throughout this easy mix of honky-tonk, ballads and alt. Country twang rockers. As is their forte, it's all about the broken heart, as made clear in songs like 'Lonesome Again', 'If It's All The Same' and '(I Pity) The Poor Bastard'. And some tunes profess that 'there ain't nobody ever gonna love ya baby Like I Do,' and get away with it...with taste! -- Robinson, Miles Of Music (Going Nowhere Music)
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Recognising The Organisational Structure And Culture
Published: Last Edited:
This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
Organizing, the process of structuring human and physical resources in order to accomplish organizational objectives, involves dividing tasks into jobs, specifying the appropriate department for each job, determining the optimum number of jobs in each department, and delegating authority within and among departments. One of the most critical challenges facing lodging managers today is the development of a responsive organizational structure that is committed to quality.
The framework of jobs and departments that make up any organization must be directed toward achieving the organization s objectives. In other words, the structure of a lodging business must be consistent with its strategy. Managers give structure to a hotel and lodging through job specialization,
organization, and establishment of patterns of authority and span of control.
Other organisations will have different structures. For example most organisations will have a marketing department responsible for market research and Marketing planning. A customer services department will look after customer requirements. A human resources department will be responsible for recruitment and selection of new employees, employee motivation and a range of other people focused activities. In addition there will be a number of cross-functional areas such as administration and Information Technology departments that service the functional areas of the company. These departments will provide back up support and training.
Organisations are structured in different ways:
1. By function as described above
2. By regional area - a geographical structure e.g. with a marketing
manager North, marketing manager South etc
3. By product e.g. marketing manager crisps, marketing manager drinks, etc
4. into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a supervisor, who is accountable to a junior manager, who is then accountable to a senior manager - communication and instructions can then be passed down the line.
Moreover, structural features of organization are formal, inflexible (except under special conditions and procedures), created and maintained by documentation, and contingency-centered: they set responsibilities, formal rights, and rewards or punishments on which individual behavior or group action is contingent. The structure is adopted officially, by explicit decision, on the basis of known rules and procedures. It determines how the organization is supposed to operate and for what purposes. The Command chain in cliston hotel is shown in the fig 1.1
Fig 1.1 Chain of Commands
When designing an organizational structure, managers must consider the distribution of authority. Defined simply, authority is the organizationally sanctioned right to make a decision. Authority can be distributed throughout an organization or held in the hands of a few select employees. Decentralization is the process of distributing authority throughout an organization. In a decentralized organization, an organization member has the right to make a decision without obtaining approval from a higher-level manager. Centralization is the retention of decision-making authority by a high-level manager. Traditionally, hotel and lodging management has been very centralized, probably due to its roots in small, owner-operated lodging. In recent years, as the hotel and lodging industry has expanded, decentralization has become a more frequent style of operation.
Decentralization has several advantages. Managers are encouraged to develop decision-making skills, which help them advance in their careers. The autonomy afforded by this style of operation also increases job satisfaction and motivation. When employees are encouraged to
perform well, the profitability of the organization increases. Many hotel and lodging organizations have begun to empower employees and supervisors to make decisions that typically have been
made by managers. One example that we have already discussed is the use of the quality circle. For example, if a front desk agent determines that a guest s bill is incorrect, in a decentralized organization the agent has the power to make the correction immediately. If that same front
desk agent determines that a guest s stay has been unsatisfactory, he or she has the power to reduce the guest s bill by an amount previously specified by management. Additional challenges, control of the process, and quality assessment become part of everyone s job, and each employee is given the authority to take positive actions that will lead to high quality and improved performance.
Culture has been defined in various ways by different people. A sampling of these definitions is provided. Kluckholn (1951, p.36) described culture as patterned ways of thinking, feeling and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups, including their embodiments in artefacts. Hofstede (1984, p.21) defined culture as the collective programming of the mind which distinguishes the members of one human group from another.
However, many people can define Organisation or Corporate Culture simply as How we do thing around here (in the organisation), with my point of view this is a Invisible powerful force that gently nudges you in compliance with how we do things around here , it is the force that get you to do things we do .
The foregoing definitions of culture suggest that culture is a very broad concept which encompasses many and varied dimensions. The specific cultural dimensions that have significant impact on cross-national business interactions are: (1) High-versus low-context cultures; (2) Monochronic versus Polychronic time; (3) Silent language; (4) Hofstede's five cultural dimensions; and (5) Maruyama's epistemological types. These dimensions can be used as a means of understanding and comparing cultures.
1) Plan the work activities of your team and gain their commitment.
The effective use of such resources requires managers to devise, communicate, implement and monitor plans to achieve
organisational aims and objectives.
Planning is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how
your colleagues perceive your performance in this skill area. To improve your performance, a development action based
upon your current performance level, is provided for each of the Specific Skills.
Developing plans: Prioritising and organising work activities in-line with organisational aims and objectives
Your assessment shows that you:
Need to make more time to ensure that your plans are clear and well-constructed
Need to check that an adequate supply of resources is always available
Are able to prioritise activities to meet objectives, but need to be more consistent in this area
Development Action: To improve your planning skills, break down your objectives into a list of tasks. Adopt the PDA
model: Plan, Decide and Act. Start by talking to other people, especially those in your own team, to find out if they have
ideas which you might build into your plans as this will help to gain their commitment to your plans. Always ensure that you
commit your plans to paper so that you have a record of what needs to be done.
Monitoring performance: Monitoring and reviewing performance against organisational aims and objectives
Your assessment shows that you:
Rarely monitor progress against plans
Normally take action when performance is below the standard you expect
Check the quality of work and progress against plans, albeit infrequently
Development Action: Make time every week to monitor progress against plans. This will help you to identify what action
you need to take to get your plans back on track and to re-prioritise activities and the availability of equipment, supplies and
people, thereby improving productivity and efficiency. Using your diary, schedule the dates on which you will monitor
progress against plans.
Focusing on results: Maintaining a focus on achieving organisational aims and objectives
Your assessment shows that you:
Work steadily towards achieving objectives
Sometimes remind others of plans and objectives
Will sometimes adjust plans when objectives are not being achieved
Development Action: Whilst plans are important, do not be frightened to amend them if you are not achieving the results
you expected. If you have identified clear measures of performance when you devised your plan, you will know if action is
needed, so do not delay taking action immediately to ensure you achieve your objective use the STAR formula STOP,
THINK, ACT and RESOLVE.
Managing change: Planning for and implementing change to achieve organisational aims and objectives
Your assessment shows that you:
Often omit to let people know when there are changes to plans
Must ensure that people understand the reason for changes
Normally identify situations where change is needed
Development Action: When you have to make changes to plans, make sure that you inform people as soon as possible. If
you think some people might be anti-change, draw up a list of those likely to be for and against it and decide how best to
inform them of the changes.
Managing improvement: Taking action to improve performance by acting on the lessons from past successes and failures
Your assessment shows that you:
Identify new and improved ways of doing things and put your ideas into action
Tend not to make the same mistake twice because you learn from mistakes
Are open to ideas about improving systems and procedures
Development Action: In order to learn from mistakes, jot down the main learning points when you take time to review
plans. Ask yourself, what worked well, what could have worked better, what could you have done differently?
The principles and processes of effective communication underpin the role of the manager. Managers need to be able to
communicate effectively with a range of people, including team members, colleagues, line managers, customers and
suppliers. It is important that managers are able to organise, present and communicate their views, ideas and plans
according to the needs of the people with whom they interact.
Communication is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation
of how your colleagues perceive your performance in this skill area. To improve your performance, a development action
based upon your current performance level, is provided for each of the Specific Skills.
Explaining clearly: Presenting ideas, plans and problems in ways that promote understanding
Your assessment shows that you:
Are not always able to explain complex ideas and plans clearly and concisely
Usually give instructions and information in a clear logical way
Normally check that people have understood what you have said when explaining something to others
Development Action: When you need to explain complex ideas and plans to others, plan what you want to say carefully
and break things down into small, bite-sized pieces. Always check that people have understood what you have said by
asking for their opinions and observing their reaction to you.
Influencing others: Presenting views and opinions clearly and positively to others, resulting in agreement and consensus
Your assessment shows that you:
Can usually be relied upon to make constructive suggestions to help achieve results
Present ideas and plans positively and are able to influence other people s point of view
Project a positive self image to others at all times
Development Action: As a manager, you need to be positive, supportive of others and provide constructive suggestions
and advice to improve performance. Thinking about the people that work with you, what suggestions do you have for helping
them to improve their performance?
Resolving conflict: Understanding the problems and concerns of others and working towards an appropriate resolution
Your assessment shows that you:
Should try harder to understand the views of others more often than you do currently
As a rule you resolve conflict in a positive manner
Generally resolve conflict by obtaining a consensus agreement
Development Action: Seek first to understand, then to be understood! should be your motto. This means taking time to
understand the feelings, concerns and anxieties of other people. Try asking questions such as, Why do you say that? ,
Can you explain that to me again or How do you feel about . .
Listening: Seeking and listening to the views and opinions of others
Your assessment shows that you:
Listen to others without interrupting
Often allow others to put forward their views and opinions
Show interest in what others have to say sometimes
Development Action: Although you might actually be listening to others, you also need to show that you are listening. To
do this, maintain eye contact with them when they are speaking, smile and acknowledge their contribution, nod your head in
agreement and discuss their ideas before moving on.
Managers achieve organisational aims and objectives through the work of other people and in particular teams. Setting up
and managing effective teams requires managers to inspire and motivate team members, ensuring that everyone
understands what the team is trying to achieve.
Teamworking is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of
how your colleagues perceive your performance in this skill area. To improve your performance, a development action
based upon your current performance level, is provided for each of the Specific Skills.
Building teams: Involving team members in planning and organising their work to meet team objectives
Your assessment shows that you:
Should involve your team in planning and decision-making more than you do currently
Incorporate ideas made by your team into plans
May not be fully aware of the strengths of individuals in your team and therefore may not always get the best from them
Development Action: Remember that the people in your team will have a wealth of knowledge, which could help you in
planning and decision-making. Try tapping into it by discussing plans and decisions during team meetings. Hold team
problem-solving and planning sessions with your team to get them involved more than you do currently.
Leading teams: Providing teams with a clear understanding of their purpose and objectives
Your assessment shows that you:
Need to ensure that your team fully understands its objectives and what it is expected to achieve
Should devote more time discussing plans and objectives with your team
Do not provide your team with enough direction at certain times
Development Action: High performance teams need to understand precisely what their objectives are and what is
expected of them. Hold a team meeting to discuss the team s objectives and invite people to comment on the best way of
achieving them.
Encouraging teamwork: Minimising conflict and problems to enable the team to perform
Your assessment shows that you:
Ought to provide people with more encouragement to work together as a team
Address most of the problems which impact upon team performance
Resolve conflict and disputes between team members when it arises
Development Action: Encourage individuals in your team to work together. Remind people that they are part of a team and
that as such they need to support each other.
Representing teams: Presenting a positive image of the team
Your assessment shows that you:
Always speak highly of your team when talking to others
Are always loyal to your team
Are prepared to support your team whenever it is required
Development Action: It is important to speak highly of your team, but beware of going over the top and presenting it as
some form of super-team, and rejecting any criticism.
Managers are leaders of people and need to inspire commitment and enthusiasm in others in order to achieve
organisational aims and objectives. To be effective, managers need to build strong working relationships which means
providing clear guidance and direction, acting as a role model and respecting the views and opinions of others.
Leading is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how
your colleagues perceive your performance in this skill area. To improve your performance, a development action based
upon your current performance level, is provided for each of the Specific Skills.
Leading by example: Acting as a role model for others
Your assessment shows that you:
Always act in a professional manner
Achieve organisational objectives most of the time
Always demonstrate a positive and confident attitude
Development Action: If you do not have a very clear idea of how you are going to achieve your objectives, spend time
looking at this now or schedule an appropriate time in your diary. Review your plans and progress against each of your
SMART objectives, that is Specific, Measurable, Achievable, Realistic and a Timescale has been agreed.
Providing guidance: Providing support and advice to others in order to enable the achievement of organisational aims and
Your assessment shows that you:
Can be supportive of others on occasions
Provide others with the guidance and advice that they need from time to time
Often step in to help people who are experiencing problems
Development Action: Making to provide individuals with the support they need can be time consuming, but is time well
invested. You need to make more effort to be available to support your team; it is not enough to say, My door is always
open you must invite people in!
Motivating others: Enthusing, and gaining the commitment of others to decisions and plans
Your assessment shows that you:
Generate commitment to decisions and plans most of the time
Usually recognise and praise people for their contributions and hard work
Motivate and enthuse people to meet their objectives and targets
Development Action: When developing plans and making decisions, involve people. Try to make decisions through
consensus rather than imposition. If people cannot agree get them to produce a pros and cons list; this usually helps them
to make a clear decision.
Building trust and respect: Maintaining confidences and honouring commitments and promises made to others
Your assessment shows that you:
Always respect confidences and are considered to be an honest and straightforward manager
Endeavour to fulfil commitments and promises made to others
Are trusted and highly respected by others
Development Action: Once you fail to honour a promise or a commitment, you will lose trust and respect. Do everything
humanely possible to meet your commitments and promises. If necessary, think twice before agreeing to things you will
struggle to deliver; under promising and over delivering is better than over promising and under delivering!
Personal effectiveness
Personal effectiveness enables to achieve results and meeting personal and organisational objectives. Managers are
literally faced with hundreds of decisions to make every day: choices about how to prioritise activities, how to allocate their
time and how to communicate and present their plans and opinions to others. An important part of improving personal
effectiveness is recognising and addressing personal development needs.
Personal effectiveness is broken down into Specific Skills. Each Specific Skill is described below and is followed by an
explanation of how your colleagues perceive your performance in this skill area. To improve your performance, a
development action based upon your current performance level, is provided for each of the Specific Skills.
Acting assertively: Presenting views and opinions clearly and taking responsibility for initiating action
Your assessment shows that you:
Need to take more responsibility for making things happen
Are able to say no to others
Are always able to state your own views and opinions clearly and with confidence
Development Action: When something has not worked out as planned, think about how you could have prevented that
from happening and what you could do in future to prevent the same situation happening again. You should be proactive
and seek out possible solutions rather than look for excuses or people to blame.
Managing time: Maximising the use of time to achieve aims and objectives
Your assessment shows that you:
Are sometimes short of time
Usually find time to discuss problems and offer advice to people
Do not always meet deadlines which impacts upon your personal effectiveness
Development Action: Remember the old saying A stitch in time saves nine . Think about any instances where a small
amount of time spent now, could save a lot more time in the future, for example, sitting down and planning what needs to be
done, by when and with what resources or simply clearing your desk, so that you do not spend ages looking for that missing
Developing self: Improving personal performance and skills by recognising weaknesses and areas for improvement
Your assessment shows that you:
Spend some time improving and developing your knowledge and skills
Sometimes feel threatened when others try to provide you with feedback on your own performance
Tend not to be very aware of your own areas of development
Development Action: Use this assessment to review your strengths and areas for development. This report provides
numerous ideas and suggestions for improving your management skills. Take action on the Specific Skills in which you
scored lowest. Have a good look at your Core Management Skills Profile and reflect on any significant differences between
your perception and that of the people with whom you work.
Decision-making: Obtaining and analysing accurate information in order to make effective decisions
Your assessment shows that you:
Usually take decisions based upon your own opinions rather than those of others
Generally make decisions promptly and confidently
Need to keep others more informed of your decisions
Development Action: When making decisions, ask others for their ideas and opinions before making up your mind: you will
be surprised at just how many options and choices are open to you if you just take the time to seek the views of others.
Managing people
Managing and developing people is perhaps the hardest part of management. Managers must be able to agree clear,
measurable objectives, manage the performance of both individuals and teams and provide regular and constructive
feedback on their performance. Managers must provide timely and appropriate support for people, ensuring that they
possess the right knowledge and skills to achieve their objectives.
Managing people is broken down into Specific Skills. Each Specific Skill is described below and is followed by an
explanation of how your colleagues perceive your performance in this skill area. To improve your performance, a
development action based upon your current performance level, is provided for each of the Specific Skills.
Setting objectives: Negotiating individual and team objectives which are challenging and achievable
Your assessment shows that you:
Regularly agree objectives and targets with individual team members
Set long and short term objectives for your team
Often negotiate challenging and achievable objectives and targets
Development Action: Ensuring that all targets and objectives are recorded, agree a set of objectives with each team
member, which you can use to monitor performance in the future.
Managing performance: Reviewing individual and team performance to ensure that objectives are achieved
Your assessment shows that you:
Provide individuals with regular feedback on their performance
Regularly monitor your team s performance against its objectives
Take action when performance is not satisfactory, but not as promptly as you could
Development Action: Do not delay in taking action when you become aware of under performance. The sooner that you
take action, the less the effect of the under performance will be. Identify the cause of the problem, listen and negotiate a
performance improvement plan. Monitor performance and take whatever other action is necessary.
Developing others: Helping others to improve their knowledge and skills in order to achieve their objectives
Your assessment shows that you:
Need to take time to regularly review the training and development needs of others
Take action for helping to meet the training and development needs of others
Provide some coaching and on-the-job training
Development Action: Produce and up-date a simple skills matrix. Encourage people to identify their own development
needs or analyse their performance and identify what skills would help improve performance levels.
Providing feedback: Giving individuals and teams constructive feedback designed to improve performance
Your assessment shows that you:
Generally provide constructive feedback to others
Give positive feedback to improve the performance of your team
Often praise the achievement of objectives individuals and teams
Development Action: Feedback should be constructive and concentrate on positive aspects of performance as well as
discussing weaker aspects. Always sandwich areas for improvement with positive observations either side, ending on a
positive note. Encourage people to comment on their own performance, agree any action points and implement them.


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US unemployment benefit applications fall to 350,000, lowest in 4 years; drop may be temporary
Our Apologies, This article is no longer available, You may have followed an outdated link.
Source:Copyright 2012 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed..
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Follow-up of a Study Examining Sleep Management in United States Veterans
This study has been completed.
University of Utah
Information provided by:
University of Utah
ClinicalTrials.gov Identifier:
First received: June 18, 2009
Last updated: November 23, 2011
Last verified: November 2011
- Full Text View
- Tabular View
- No Study Results Posted
- Disclaimer
- How to Read a Study Record
Detailed Description:
The first part of the pilot study, as detailed in Unique Protocol ID No. 27522, is a randomized clinical trial that compares the effects of a mind-body bridging program with a sleep hygiene program to improve sleep quality in patients suffering from sleep disturbances. In Part II of the study, the investigators will perform a six month follow-up on the same subjects.
Condition | Intervention | Phase |
Insomnia |
Behavioral: Mind-Body Bridging Program Behavioral: Sleep Hygiene |
Phase 1 Phase 2 |
Study Type: | Interventional |
Study Design: | Allocation: Randomized Intervention Model: Parallel Assignment Masking: Single Blind (Subject) Primary Purpose: Treatment |
Official Title: | A Pilot Study of Two Contrasting Intervention Programs for Sleep Management - Part II |
Further study details as provided by University of Utah:
Primary Outcome Measures:
- Medical Outcomes Study-Sleep Scale [ Time Frame: 6 months following study part I ]
- Medical Outcomes Study Short Form-36 [ Time Frame: 6 months following study part I ]
Secondary Outcome Measures:
- Center for Epidemiologic Studies Depression Scale [ Time Frame: 6 months following study part I ]
- Five-factor Mindfulness Questionnaire [ Time Frame: 6 months following study part I ]
- PTSD Check List-Military [ Time Frame: 6 months following study part I ]
Enrollment: | 34 |
Study Start Date: | April 2009 |
Study Completion Date: | September 2009 |
Primary Completion Date: | September 2009 (Final data collection date for primary outcome measure) |
Arms | Assigned Interventions |
Experimental: Mind-Body Bridging Program
Mind Body Bridging subjects will be accessed with questionnaires and medical history evaluations for the impact of MBBP over the past 6 months since undertaking the program.
Behavioral: Mind-Body Bridging Program
Bridging aims to reduce the impact of negative thought patterns that contribute to stress in the body.
Other Name: MBBP
Active Comparator: Sleep Hygiene
Sleep Hygiene subjects will be accessed with questionnaires and medical history evaluations for the impact of SH over the past 6 months since undertaking the program.
Behavioral: Sleep Hygiene
treatment as usual
Other Name: SH
Detailed Description:
In this follow-up, we ask subjects to answer the same questionnaires that they completed at the beginning of the study. In addition we will ask subjects to complete a survey reflecting their medical history over the past 6 months and a second survey establishing their behavioral patterns and whether they continued practicing techniques of the intervention they were assigned to.
Ages Eligible for Study: | 18 Years to 70 Years (Adult, Senior) |
Sexes Eligible for Study: | All |
Accepts Healthy Volunteers: | Yes |
Inclusion Criteria:
- Have participated in Part I of this study
Exclusion Criteria:
- The patient presents with significant mental health issues, such as severe psychosis or major depression (as verified by the primary care provider) or the patient is under intensive mental health case management.
Contacts and Locations
Choosing to participate in a study is an important personal decision. Talk with your doctor and family members or friends about deciding to join a study.
To learn more about this study, you or your doctor may contact the study research staff using the Contacts provided below.
For general information, see Learn About Clinical Studies.
Please refer to this study by its ClinicalTrials.gov identifier: NCT00935337
Please refer to this study by its ClinicalTrials.gov identifier: NCT00935337
United States, Utah | |
SLC VA Medical Center | |
Salt Lake City, Utah, United States, 84148 |
Sponsors and Collaborators
University of Utah
Principal Investigator: | Gavin West, M.D. | Salt Lake City VA/University of Utah |
More Information
Keywords provided by University of Utah:
ClinicalTrials.gov processed this record on March 24, 2017
Responsible Party: | Gavin West, M.D., VA Medical Center/University of Utah |
ClinicalTrials.gov Identifier: | NCT00935337 History of Changes |
Other Study ID Numbers: |
34556 |
Study First Received: | June 18, 2009 |
Last Updated: | November 23, 2011 |
Keywords provided by University of Utah:
Sleep problems Awareness training program Mind body bridging |
ClinicalTrials.gov processed this record on March 24, 2017


text: jumpiness definition March 27, 2017 AZ Dictionary Link to this page noun: their state of being jumpy the nervous sensation you've got if you have the jitters Related Sources Sentence for "jumpiness" They had stuck too close to… View More Phrases for "jumpiness" jumpiness anger View More Hypernym for "jumpiness" anxiety View More Same Context for "jumpiness" agression View More How would you define jumpiness? All the definitions on AZdictionary were written by people just like you. Now's your chance to add your own! Your Full Name Your definition Post Definition


text:
Rangoli 200cm Round Indoor/Outdoor Jute Rug
RRP: $585 Save 40%
Product Details
?Ask a question about this itemThis 100% natural jute rug is woven together with low profile flatweave rug with modern design. The rug is wowen by skilled artisan. The highest quality material used for the rug and jute is good for kids and pets.
Please note that this item has to be placed at covered areas if use outdoor.
Origin | India |
Colour | Multi |
Material | Jute |
Measurement | 200cm Dia |
Brand | Phrear Rugs |
Return Policy | This item is NOT eligible for our 14 day change of mind return |


text:
We are The Stutzman Family-Join us as we travel this road of our second adoption of a brother & sister from Ethiopia, and beyond! Adam & Amber- Jacob 17 years, Haile from Ethiopia 15 years, Twins-Cassidy and Zachary 13 years Noah 12 years, Logan 10 years, Bethlehem from Ethiopia 9 years, and Seble from Ethiopia 5 years
Thursday, June 30, 2011
Tuesday, June 28, 2011
Young Life - Washington Family Ranch - Summer Camp
June 17 - 24, 2011 |
Within a half hour of arriving at the Ranch House, Zachary & Nathan had captured a Lizard |
Isn't he cute! |
Seble even thought it was interesting |
"Hey! Bring him back here!" |
We even found a tick |
We tried to "corral" the kids but it didn't work too well |
Camp Nurses for Session 1, Camp 1 Amber & Sarah |
Noah in the pool, ALL to himself! |
The pool belonged to the Stutzmans & Hohenshelts.... |
Logan skips the diving board and heads straight to the high diving board |
Noah off the diving board |
Cassidy ready to jump off the high board |
Jacobs turn off the high board |
Zachary's turn off the high board |
Amber posing as the life guard |
Logan's last jump in |
Stutzman & Hohenshelt kids pose for a picture in an original Oregon Trail wagon that had been refurbished. |
Seble, Cassidy & Logan |
Amber & Cassidy playing ping-pong before Amber had to leave to check in campers medications |
Jacob getting ready to play pool |
Amber, Sarah & Maree working hard at organizing all the campers medical forms |
Logan at bat on the Wiffle Ball Field playing ball with a few of the early campers that arrived |
Noah up to bat on the Wiffle Ball Field |
Noah ended up hitting the wiffle ball out of the park. HOME RUN!!!! (the guy on the other side of the fence is chasing down the ball) |
Annual photo on the wagon in front of the Iron Kettle (Dining Hall) |
Each group of campers had to come up with a team theme and get dressed for some competitive games.
Hawaiian Girls with Straw Hats |
Hawaiian Grass Skirt Boys |
Far back is the Purple Butterflies (all equipped with wings) |
This was the Bride and Bridesmaid Team All in Bridesmaid dresses and one in a Wedding dress! |
The Smurfs They painted their bodies blue |
The Too-Too Group |
The Black Garbage Bag Shirts (and some shorts) |
The Ladybugs (with antennas) |
Pirate Head Bandannas with matching Red Shirts |
Team Lime shirts |
Painters Group All wearing clear plastic painter coveralls |
Grass Skirt / Multi-colored shirt Team |
Wonder Women Team Picture doesn't show it but each girl had a set of golden wings cut out on their chest Just like Wonder Women - Pretty good outfits |
This Team Won!!!! The Intel Blue Man Group |
Competitive game of Dodge-Ball |
It was getting warm. It was time to get back into the pool. Dad & Seble enjoying the water |
Seble floating solo |
Seble clinging to the pool wall |
Seble swimming with big brother Jacob |
Noah & Zachary looking right into the sun, posing for a picture. Today is Noah's 8th Birthday!!!! HAPPY BIRTHDAY NOAH!!!!!!!!!!!!! |
Cassidy & Logan |
Bad pictures due to the shutter speed being SO slow. Anyway, this is the Medical Team heading out to the air field. The First LIFE FLIGHT of the week. |
The white streak in the sky, upper left, is life flight coming into the camp. |
Life Flight above the Ranch House as they circled the camp trying to figure out where they were suppose to land. |
Amber at the Med-ex Trailer (Medical Express Trailer) getting ready to hand out medications to the campers that needed their medication. |
Famous Ridge Runners -
Not sure what they plan on doing with them as they have been replaced with the new go-cart circuit.
Noah |
Zachary |
with Seble in a distant third |
Logan |
Logan and his imagination of steering a horse drawn covered wagon |
Noah |
Noah applying the break with Zachary & Logan as passengers |
Ended up finding a baby bird on the side of the Sports Center. Must have fallen out of its nest. Hope the poor guy makes it! |
The Washington Family Ranch sign just outside the Sports Center |
Other side of the sign - Washington Family Sports Center with the Sports Center in the background. |
The last game of the messy games they brought out the flour, shaving cream or whipping cream and water. Some got pretty messy! Here Noah is in the middle wearing a blue shirt. |
Zachary in green & Nathan in red, chasing the girl in blue that we met and nailed her with a hand full of shaving cream on her neck. She got revenge with the boys though. |
Zachary & Noah taking a break on the fence during the Messy Games |
Pedestrians, WATCH-OUT!!!!! Noah & Amber |
Mom, Seble & Zachary waiting on the Medical Golf Cart while waiting to drive the go-carts |
This night, the kids found a bull frog in the front yard of the Ranch House. Nice find! |
Kermit, is that you? |
Skeet Ball |
Crazy Driver |
Chicken Chucker |
Bozo Toss |
Barrel Race |
Noah & Nathan competing in the barrel race |
Even had the traditional Sledge Hammer Swing to hit the bell at the top |
Barn Yard Launch |
Water Balloon Throw After winning tickets at other games, once you get so many tickets, you get to pick someone to sit behind the screen and you get to throw water balloons at them. |
Can you guess who was the lucky one to sit behind the screen? |
Even though it was 10:30 at night and the water balloons were cold, it was fun to get involved. |
This was Cassidy & Zachary's Sunday School Teacher a few years back from Salem Evangelical Church. She was a Young Life Leader and just happened to have her group at this weeks session. |
Bottle Toss |
Jacob & Connor trying to ring a bottle |
Logan tossing a ring. This particular picture, that yellow ring was the one that actually made it on a bottle. |
Noah's turn |
Cowboy Wrestling |
This looked like so much fun. Never seen it done before but so simple. All campers had fun on this one. They even had a guy in his electric cart go. It was Great! |
Nathan & Noah's attempt at "Cowboy Wrestling" |
Ball Bingo |
Cowpie Fly Pretty funny - they have Frisbee's in the shape of a cowpie. Had to toss them into a wooden barrel. Amber & Zachary did pretty good! |
Pie Eating Contest |
Horseshoes |
Traditional Sack Race |
The famous DUNK TANK Campers collected tickets and got to dunk their leader |
Jeramy Williams - Keizer Young Life Leader getting into the Dunk Tank |
Jeramy going down |
Jeramy after being dunked with his students laughing. What a sport! |
They even had the center stage with music playing |
Cotton Candy anyone? |
Was that good, even at such a late hour :-) |
Logan enjoying a bag of popcorn |
Cassidy & Mom in line for a Snow Cone |
Logan attempting the BarnYard Launch to get more tickets |
Now Zachary's turn |
Jacob launching a cow |
Cassidy with a great shot |
Noah aiming up his Dalmatian pup |
High flying pup |
The actors got everyone to sit down and on the count of three, showed them a magic trick. As everyone counted to three, the lights went out and we got to watch a Firework show! |
Amber and Seble wiped out |
A large SPLASH party |
Another competition between teams - this was a treasure hunt. Many things were in the pool - they had to jump in and collect all they could. |
This particular picture shows a bit more color but still DOES NOT show justice as to how COOL it really was. |
Picnic lunch outside today. Medical Team got to get our food from the kitchen. Awesome Kitchen! |
Zachary coming down the Zip Line |
Zachary just touching down on the water |
Nice landing Zach |
Seble in her Bikini. |
Playing on the Beach |
Logan on the trampoline in the lake |
Cassidy attempting the log roll |
Zachary jumping onto the Blob (Burrito) You crawl to the end and the next person that jumps on ends up launching you into the lake |
Zachary ends up catching another bull frog near the Blob |
Mom & Seble in the pool |
Hannah getting Amber's hair ready |
The "Western" Stutzmans |
Noah & Nathan |
Noah & Nathan act out a fighting scene in front of all the campers |
Posing in front of the trailer fold-out of the western town scene. |
Amber & Sarah |
The Hohenshelt Family |
Zachary and Miss Abra-Ca-Debra |
Zachary and "Very Long Name Smith" but you can call him Mica |
Kids enjoying the Western Dinner together at one table |
Logan & Mom, Square Dancing through the ages that night |
Top of Communication Hill looking at the new Junior High Camp, Creekside |
Looking at the High School Camp, Canyon (Notice the three small people near the tree on the trail below) |
Same picture of Canyon but at the location of where those three people were at |
Ranch House (white building) |
View of the trail up the ridge of Communication Hill |
Zachary going up on the swing |
Down he goes |
Spencer, Hannah & Sarah coming down on the swing |
Amber, Logan & Adam |
Even Logan got to go this time. |
Going up |
Coming down....Weeeeeeee |
Hannah & Cassidy coming down the Zip Line |
Touch down on the water |
Another nice landing by both |
Hannah & Cassidy ready for another ride on the Zip Line |
Cassidy in front of Creeksides Rope Coarse Very neat ropes coarse. It's all tracked in and you get to go up three stories. |
The starting point of the ropes coarse. Start on the second floor of the cabin. Pretty neat set-up |
Creekside Jr. High Camps Water slide |
Muddy Station (dining hall) |
Cassidy up on the Canyon's Rope Coarse |
Adam with Noah transferring from one cable to the next |
Adam & Noah on the "bridge" section |
Cassidy crossing "the swaying log" |
Zachary starting the ropes coarse |
Amber starting the ropes coarse |
Logan playing with one of the staffers on top of the ropes coarse |
Staffer playing with Logan below. Here she hauls up his noodle he tied to her rope. |
Cassidy crossing the "net bridge" |
Noah crossing the "net bridge" |
Cassidy on the "tight wire" |
Mom & Zachary crossing "the swaying log" |
Hannah, Spencer & Nathan starting the ropes coarse |
Zachary & Amber crossing the "net bridge" |
Cassidy making the final cross to the last platform |
Noah making his last crossing too. At this point, he started loosing it. It's pretty wobbly and he was done. |
Zachary making it to the last platform |
Mom making it to the last platform with Sarah in the background trying to cross the "tight wire" |
LIFE FLIGHT #2 This time they sent an airplane Life Flight. It came flying straight over the Ranch House. Pretty Cool |
The Life Flight plane is taking off heading directly for us. (had to video instead of taking a picture) |
The Stutzman Family on the Ranch House steps |
2011 Camp Medical Team & Family |
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"Although it may not always be obvious to us, there seems to be one distinct moment when God begins a new story in each of our lives. He writes words on our hearts that long to be spoken and strain to be lived out. Then with His own great hand, He begins to write the script. Experience by experience through seemingly ordinary days, He supernaturally orders our lives. Only when we look back and reflect on what appeared to have been the ordinary events of life does it become clear what a miracle the Lord has performed." Jan Beazely
Markos Gotcha Video from Kristin on Vimeo.
What Adoption is About! What a Testimony! Lundy's Adoption
Ludy Adoption Video from Lifesong for Orphans on Vimeo.


text:
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http://www.huz2game.com/think-about-the-vacation-you-truly-desire-to-take/Business Products & Services


text:
You must register to post or download hacks.
If you are having any issues, shoot us an email, Contact MPGH Support. As always, have fun and enjoy your stay! - MPGH Staff
who know's the shop code of kirito armor
Can you post this armor pic or take a screen shot !


text:
280 Wildwood Drive South
Branson, Missouri 65616
Branson Airport - BKG
Airport Phone: +1 417 334 7813
Hotel direction: 10 miles S
This hotel does not provide shuttle service.
Residence Inn - Go left on S Wildwood Drive to Fall Creek Road, Turn left and go to intersection of Fall Creek and Hwy 76. Turn Right and go two miles and exit on S Hwy 65. Approximately 5 miles south turn left into the Communities at Branson Creek and follow Branson Creek Boulevard about 2.5 miles until it turns into Branson Airport Boulevard. Continue another 2 miles to Branson Airport.
Springfield–Branson National Airport - SGF
Airport Phone: +1 417 868 0500
Hotel direction: 50 miles N
This hotel does not provide shuttle service.
Drive South on airport blvd, from the airport to Hwy 266. Turn left and go about one mile to I-44 east. Travel east 8.8 miles to exit 82A/US 65 south to Branson. Drive south on US 65 for 50 miles and take Hwy 76 exit. Turn left on Hwy 76 and go to second intersection of Hwy 76 and Fall Creek Road. Turn left and go 1 mile to Wildwood Drive. Turn right and go 1/4 mile, property on right.
Lambert-St Louis International Airport - STL
Airport Phone: +1 314 890 1333
Hotel direction: 258 miles NE
This hotel does not provide shuttle service.
Take I-70 E to I 44 West. Go 200 miles to Springfield. Exit Hwy 65 S to Branson. Take the Hwy 76 exit, turn left and go to Hwy 76 and Fall Creek Road intersection. Turn left and go 1 mile to Wildwood Drive, turn right and go 1/4 mile, property on right.
Kansas City International Airport - MCI
Airport Phone: +1 816 243 5237
Hotel direction: 250 miles N
This hotel does not provide shuttle service.
US 71 South and exit onto I-44 E toward Springfield. Take exit 69 for MO 360/James River Freeway toward Route 60. Take exit onto US 65 toward Branson. Take Highway 76 exit, go left, to Fall Creek Road and Hwy 76 intersection, turn left, go 1 mile to Wildwood Drive, Turn right and go 1/4 mile.
415 State Highway 265
Branson, Missouri 65616
Phone: +1-417-334-4808
Enterprise Rent-A-Car
1029 West State Highway 76
Branson, Missouri 65616
Phone: +1-417-336-2000
491 Blue Sky Lane
Hollister, Missouri 65672
Phone: +1-417-334-4945


text:
Top Definition
When you take a shit in your hand whilst taking a shower and throw it in the toilet
"Ted told me he plays shower basketball" "Eww, gross, we should stop associating with Ted"
by mastermorris
September 28, 2013
The Urban Dictionary Mug
One side has the word, one side has the definition. Microwave and dishwasher safe. Lotsa space for your liquids.
Buy the mugThe Urban Dictionary T-Shirt
Smooth, soft, slim fit American Apparel shirt. Custom printed. 100% fine jersey cotton, except for heather grey (90% cotton).
Buy the t-shirt


text:
See the latest Pew Research Center reports and data related to income inequality in society.
Despite Challenges, Africans Are Optimistic about the Future
Even though many in Africa continue to face serious financial adversity, their economic outlook is more positive than many others around the world, and they are hopeful about their children's future.
Chart of the Week: The changing patterns of global income distribution
Swedish academic Hans Rosling uses advanced graphics and display technology to show how billions of people worldwide have escaped extreme poverty.
The growing economic clout of the college educated
For the first time on record, nearly one out of every two dollars in aggregate U.S. household income went to the college educated.
Four takeaways from Tuesday's Census income and poverty release
On Tuesday the Census Bureau released its annual trove of data on income, poverty and health insurance in 2012. Here were some of the key findings on household income: New data show that median household income has stagnated for the longest period since the government began collecting such data in 1967. In 2012 the median […]
Mapping Mediterranean Misery
The closer the country is to the outer edge of the spider graph, the more negative its attitudes are; the closer it is to the center of the graph, the more positive its attitudes are. To see more countries, select in the legend below.
Quiz: Global Econ Quiz
Test how much you know about economic attitudes in the world with this quiz.
Data: Advanced Economies Report Lowest Deprivation
While people in advanced economies are most bearish about their economic situation, they report very low levels of deprivation relative to others around the world.
Map: Economic Attitudes Across 39 Countries
Publics around the world are decidedly unhappy about their nations' economies. However, citizens of emerging market countries are overall more pleased with their economies than are people in advanced or developing economies.
Emerging Markets Better Rated During Difficult Times
Citizens of emerging market countries are happier with their economies than are people in advanced or developing economies.
Many in Developing Nations Struggle to Afford Food
Many in Developing Nations Struggle to Afford Food


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Mommy to Abigail 2/09 and Ollie 3/11
Happy Wife since 12/31/05 ~ Blessed Mama to 2/8/09 and 6/11/11, with on the way due 2/24/14
Sue, Mama to Fiona Aileen (2/1/09) and Maeve Penelope (10/7/11)
Mama to my veggie girl (1/09) and my sweet rainbow baby (9/12).
Does anybody know how many days are left until their EDD?
I have 66 days until mine. Wow. |
Jen - Mama to V (b. 2-18-09) and AJ (b. 10-9-11) Wife to DH
"If you keep doing the same things you've always done, you'll keep getting the same results you've always gotten."
Mama to my veggie girl (1/09) and my sweet rainbow baby (9/12).
What exactly does everyone have left to do that that two months isn't enough time? In one week I will Order my car seat base, birth supplies, diaper sprayer and finalize diaper plans and thats it.
Mallory. Happily married to Joe since 6/25/05. Loving my adventure with my girls, Owyn Samantha, born 3/1/09. and Greta June, born 11/2/11
I had a friend who would only ever give vague generalities about when her baby was due ("Around mid-February..."). I thought this was brilliant for natural onset births. This time around, I'm just going with "around Valentines Day." It's a mental game for me to be patient!
On another note, I have been in pain this week. I feel very sore in my upper abdomen and it's hard to do anything that flexes my ab muscles, especially sitting up and reaching up for things. It hurts when she moves too...
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text:
Uncanny X-Men #173 Recreation by J.W. Erwin (After Paul Smith)
Uncanny X-Men #173 Recreation by J.W. Erwin (After Paul Smith)
page 14 from The Uncanny X-Men #173 by Paul Smith, Bob Wiacek, Glynis Wein, Chris Claremont and Tom Orzechowski
lemme do my good deed for the day. // uncanny x-men #173
Yay mohawk Storm!! As the X-Men gather in Japan for Wolverine's wedding, there's more than a few surprises in Storm… er I mean in store… as the entire team reunites for the first time in a while. Something weird is up with Storm. Her powers are on the fritz, she almost killed Callisto a few issues ago, and now the time she spent fighting the Japanese underworld with the wild and impulsive Yukio has inspired her to change her look drastically. But come on who doesn't love punk rock Storm!
Ah fuck you Kitty. (The Uncanny X-Men #173 – Sept 1983)
Ororo's got a new look
Uncanny X-Men #173, September 1983
Oh my SHITTTTTT. I was wondering how this wedding was gonna get broken up since I knew Wolverine never gets married, but I wasn't fucking expecting Mastermind!!! He is quickly becoming one of my favorite villains of all time. He's just PERFECT. Slimy, disgusting, creepy as all fuck in that Killgrave kind of way, with so little physical power but with such massive ability to violate your brain in every perverted way imaginable. Is he the mystery villain that has been sneaking around fucking up all of the X-Men's enemy telepaths?? Ooo lets see where this is going!! (The Uncanny X-Men #173 – Sept 1983)
And just like that Rogue has won Wolverine over forever. From here on out they have each other's backs, despite that Rogue almost completely destroyed one of Wolverine's best friends. What a fair-weather friend Logan is. (The Uncanny X-Men #173 – Sept 1983)
X-Men #173