Contract Management Quotes

An author who gives a manager or publisher any rights in his work except those immediately and specifically required for its publication or performance is for business purposes an imbecile.

Spectacles, on that strong-featured face…and his hair mussed as if he had been tugging absently on the front locks. All that combined with a plenitude of muscles and masculine virility was astonishingly…erotic. “When did you start wearing those?” Daisy managed to ask. “About a year ago.” He smiled ruefully and removed the spectacles with one hand. “I need them to read. Too many late nights poring over contracts and reports.” “They…they are very becoming.” “Are they?” Continuing to smile, Swift shook his head, as if it had not occurred to him to wonder about his appearance.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

When I’d checked into the bathroom with Seymour’s diary under my arm, and had carefully secured the door behind me, I spotted a message almost immediately. It was not, however, in Seymour’s handwriting but, unmistakably, in my sister Boo Boo’s. With or without soap, her handwriting was always almost indecipherably minute, and she had easily managed to post the following message up on the mirror; 'Raise high the roof beam, carpenters. Like Ares comes the bridegroom, taller far than a tall man. Love, Irving Sappho, formerly under contract to Elysium Studios Ltd. Please be happy happy happy with your beautiful Muriel. This is an order. I outrank everybody on this block.

He's a pathetic fool, indeed. He was just some contracted worker for a no-name game developer, and his hobby was reading novels. His specialty is to run his cocky mouth off, and he has this habit of throwing his life away so that we can overcome any and all impossible situations hindering us. Someone like that managed to lead his companions this far. Regardless of what the incoming conclusion is, this world wouldn't have come this far without him around.

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

Y'know — Babylon once had two million people in it, and all we know about 'em is the names of the kings and some copies of wheat contracts . . . and contracts for the sale of slaves. Yet every night all those families sat down to supper, and the father came home from his work, and the smoke went up the chimney,— same as here. And even in Greece and Rome, all we know about the real life of the people is what we can piece together out of the joking poems and the comedies they wrote for the theatre back then. So I'm going to have a copy of this play put in the cornerstone and the people a thousand years from now'll know a few simple facts about us — more than the Treaty of Versailles and the Lind-bergh flight. See what I mean? So — people a thousand years from now — this is the way we were in the provinces north of New York at the beginning of the twentieth century. — This is the way we were: in our growing up and in our marrying and in our living and in our dying. Said by the Stage Manager

And under the contract, management couldn’t fire a Teamster unless they had certain grounds. They had none. Stealing was grounds only if they could prove it. Besides, I worked hard for them when I wasn’t stealing from them. But

I told him I had, perhaps, different notions of matrimony from what the received custom had given us of it; that I thought a woman was a free agent as well as a man, and was born free, and, could she manage herself suitably, might enjoy that liberty to as much purpose as the men do; that the laws of matrimony were indeed otherwise, and mankind at this time acted quite upon other principles, and those such that a woman gave herself entirely away from herself, in marriage, and capitulated, only to be, at best, but an upper servant, and from the time she took the man she was no better or worse than the servant among the Israelites, who had his ears bored—that is, nailed to the door-post—who by that act gave himself up to be a servant during life; that the very nature of the marriage contract was, in short, nothing but giving up liberty, estate, authority, and everything to the man, and the woman was indeed a mere woman ever after—that is to say, a slave. Roxana: The Fortunate Mistress (1724)

lawyers. An error at the hour of signing a big contract, or negotiating an acquisition, could easily cost you millions, or be the deciding factor between summers in Ibiza with your model girlfriend or taking a consolation-prize job as product manager at Oracle instead (look,

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

The only gold stars the CIA gives out are for death in the field, and then only to actual employees, not contracted assets. You get my appreciation.” She smiled. “You’ll get a gold star in a forgotten file when you die. It will have to wait for now, but I doubt it will wait for too long.” “With friends like you.” “All your friends fucked you over, Court. Face it, you are better off with a straight shooter like me managing you.

Japanese contracts were vague; they wouldn’t stand up in Canadian courts, for in Japan they didn’t have to. If an agreement wasn’t working out for both parties, company managers would just talk it over and settle any differences.

My main working skill was Trade. The development tree for this skill featured at least thirteen different branches, including things like: Contracts, Clan Contracts, Direct Sales, Knowledge of Market, Management, Wholesale, Commission Contracts, and so on and so forth…

The federation isn’t callous. It recognizes the gravity of wiping out entire civilizations, entire species. It does so only when it has a high degree of certainty that the species in question is apt to reject any social contract that involves managed resource consumption.

Jobs’s successes came at a cost, since velvety diplomacy was still not part of his repertoire. When he decided that a division of Airborne Express wasn’t delivering spare parts quickly enough, he ordered an Apple manager to break the contract. When the manager protested that doing so could lead to a lawsuit, Jobs replied,

Perhaps managers still saw themselves in workers, people they considered their fellow Americans. I often picture it literally—three white men seated in a room, signing a contract: Walter Reuther of the United Automobile Workers; Charles Wilson, the General Motors chief executive; and President Dwight Eisenhower. Their handshakes seal the deal for a broad, white middle class. Then, in the mid-sixties, there’s a commotion at the door. Women and people of color are demanding a seat at the table, ready to join the contract for shared prosperity. But no longer able to see themselves reflected in the other signatories, the leaders of government and big business walk out, leaving workers on their own—and the Inequality Era was born.

Growing religious fundamentalism is directly linked to globalization and to privatization. The Indian government is talking about selling its entire power sector to foreign multinationals, but when the consequences of that become hard to manage, the government immediately starts saying, "Should we build the Ram temple in Ayodhya?" Everyone goes baying off in that direction. Meanwhile, contracts are signed. It's like a game. That's something we have to understand. It's like a pincer action. With one hand they're selling the country out to multinationals. With the other they're orchestrating this howling cultural nationalism. On the one hand you're saying that the world is a global village. On the other hand governments spend millions and millions patrolling their borders with nuclear weapons.

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

I waited for years for my infatuation to blow over, managing it like a chronic illness. But suppression only sustains and intensifies passion instead of letting it peter out into domesticity, the way the narrow glass canyons of Manhattan Venturi the winds to a pitch that rips umbrellas inside out. Kati Jo used to say she wished Lauren and I could just fuck so I'd get it out of my system, but I never wanted anything as feasible as an affair. I never imagined that Lauren might leave her husband, or entertained shameful little daydreams about his death. The only scenario I could plausibly picture that would bring us together was not Lars's death but my own. I would contract some painless terminal illness that would entitle me to ask Lauren to sit at my bedside in my last months and read to me or bring me little sandwiches. I couldn't envision any realistic way of changing this world; what I wanted was to live in a different one. I was never really a reformer, but a utopian.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

Originally, the word power meant able to be. In time, it was contracted to mean to be able. We suffer the difference. Iwas waiting for a plane when I overheard two businessmen. One was sharing the good news that he had been promoted, and the other, in congratulation, said, “More power to you.” I've heard this expression before, but for some reason, I heard it differently this time and thought, what a curious sentiment. As a good wish, the assumption is that power is the goal. Of course, it makes a huge difference if we are wishing others worldly power or inner power. By worldly power, I mean power over things, people, and situations—controlling power. By inner power, I mean power that comes from being a part of something larger—connective power. I can't be certain, but I'm fairly sure the wish here was for worldly power, for more control. This is commonplace and disturbing, as the wish for more always issues from a sense of lack. So the wish for more power really issues from a sense of powerlessness. It is painfully ironic that in the land of the free, we so often walk about with an unspoken and enervating lack of personal freedom. Yet the wish for more controlling power will not set us free, anymore than another drink will quench the emptiness of an alcoholic in the grip of his disease. It makes me think of a game we played when I was nine called King of the Hill, in which seven or eight of us found a mound of dirt, the higher the better, and the goal was to stand alone on top of the hill. Once there, everyone else tried to throw you off, installing themselves as King of the Hill. It strikes me now as a training ground for worldly power. Clearly, the worst position of all is being King of the Hill. You are completely alone and paranoid, never able to trust anyone, constantly forced to spin and guard every direction. The hills may change from a job to a woman to a prized piece of real estate, but those on top can be so enslaved by guarding their position that they rarely enjoy the view. I always hated King of the Hill—always felt tense in my gut when king, sad when not, and ostracized if I didn't want to play. That pattern has followed me through life. But now, as a tired adult, when I feel alone and powerless atop whatever small hill I've managed to climb, I secretly long for anyone to join me. Now, I'm ready to believe there's more power here together.

I was wondering how Ms. Hetley, who seemed to occupy just about every slot on the New York Times hardback, paperback, and e-book bestseller lists, had managed to wring eight five-hundred-page installments out of the concept of wars between rival gangs of vampires and wizards when it seemed obvious to me that all a wizard would have to do to kick a vampire's ass was pounce on it during the day while it was sleeping. How could anyone take this stuff seriously, I wondered. Hetley's graphic depictions of wizard-on-vampire sex, which was creating a bloodthirsty, mutant race of evil, soulless 'vampards', seemed absurd.

Fitz sat in a green leather armchair. To Ethel’s surprise, Albert Solman was there, too, in a black suit and a stiff-collared shirt. A lawyer by training, Solman was what Edwardian gentlemen called a man of business. He managed Fitz’s money, checking his income from coal royalties and rents, paying the bills, and issuing cash for staff wages. He also dealt with leases and other contracts, and occasionally brought lawsuits against people who tried to cheat Fitz. Ethel had met him before and did not like him. She thought he was a know-all. Perhaps all lawyers were; she did not know: he was the only one she had ever met.

The explosion was deafening; a huge cloud of fire rolled out the window after us, its immense heat brushing my face as we tumbled into the snow. We hit the ground and rolled. Flaming debris from the house came down around us; Griffin shoved me flat on my back, covering us both with his heavy coat. The echoes of the explosion reflected back across the river, then slowly dwindled away, like dying thunder. The leaping flames threw warm light onto the falling snow, turning it into a storm of sparks pouring down from the heavens. Griffin started to push himself off of me, then stoped. His hands were braced on either side of my shoulders, his legs twined with mine. Mt heart pounded, my palms sweated, and I was suddenly, acutely aware of how close his face was to mine. "You're a madman," he whispered. "An utter madman." "Perhaps," I allowed. "But it worked." The leaping light from the burning house painted his features in gold, highlighting his patrician nose and finding threads of brown and blue in his green eyes. His pupils widened, the irises contracting to silver. "Whatever am I going to do with you?" he murmured. The warmth of his breath feathered over my skin. Heat collected in my groin, my lips. My mouth was dry, my voice hoarse, and perhaps he was right and it was madness when I whispered, "Whatever you want." A shiver went through his body, perhaps because we were lying on the cold ground. But instead of getting up, he leaned closer, his overlong hair tumbling over his forehead. He paused, his mouth almost touching mine, his eyes seeming to ask a question. It was madness; it was folly; it was sheer selfishness. I was delusional, misguided, wrong, out of control. I needed to pull back, to say something sane, to re-establish mastery over myself. I could not do this. I could not take the risk. Later tonight, I'd relive this moment in my lonely bed and wonder if I'd done the right thing. But at least that would be familiar, would be something I knew how to cope with. And yet the very thought felt like dying. I surged forward, crossing the final, tiny gap and pressing my lips to his. It was awkward and desperate and frantic, but the feel of his mouth against mine sent a bolt of electricity straight down my spine. Just a moment, just this one kiss, surely that would be enough... Then he kissed me back, and it would never be enough, a thousand years of this would not be enough. His mouth was hungry and insistent, his tongue probing my lips, asking for greater intimacy. I granted it, tongues swirling together, mine followed his when it retreated and tasting him in return. There came the clanging of bells in the distance, the fire company alerted to the explosion. Griffin drew back a fraction. His breath was as raged as mine, which left me dazed with wonder. "My dear," he whispered against my lips. Then he swallowed convulsively. "We should leave, before the fire companies come." "Y-Yes." It was amazing I managed that much coherence. He closed his eyes and leaned his forehead against mine, our breaths mingling. "Will you come home with me?" Was he asking...? "Yes." Oh, God, yes. His lips curved into a smile.

Hey Blake, how’s it hanging?” She questioned, looking through me at Blake, obviously ignoring my presence. She looked smug at the double meaning in her sentence. Blake furrowed his eyebrows. Brianna only talked to him on rare occasions when she bumped into us at my house. He must have been confused as to why she approached us in public, considering how she and I weren’t friends even in the slightest sense. Ignoring the fact that she was talking to Blake and not me, I spoke. “Longer than anything you’ve ever sucked.” Blake’s eyes widened for a second before he bit his lip to keep from laughing. Brianna turned toward me with cold eyes, her smile gone. “Not like you would know, Virgin Violet.” Her cohorts laughed and smiled like that was the funniest thing they had heard in their entire lives. “You know I really do admire you, Bri Bri.” I smiled sweetly, leaning forward as I placed my hand on her shoulder. “The fact that you’ve had so many fuck buddies this summer and still have not managed to contract some kind of STI or gotten pregnant really does inspire me.” I smirked wickedly. “At least from my knowledge you haven’t.” The look that came to her face made me want to buckle over with laughter. She looked flustered, angry, and embarrassed all at the same time. Maybe I hit a soft spot.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Bob Cavallo remembers early on in the process, ‘We were at odds with each other. Our contract was up; five years had gone by since Purple Rain. We met at the Four Seasons with his lawyer and his accountant, me and Steve Fargnoli to discuss some kind of rapprochement because he had fired us. Basically he said, “I’ll work with you again but you’ve got to help me make this movie.” I read the treatment and said, “This could be an interesting thing,” and I said, “I’ll try to put you together with some young hip writers and maybe we can come up with a script quickly, ’cause this is pretty detailed.” And he went, “What are you talking about? That is the script.” It was thirty pages. And he said, “I’m going to shoot it, I know exactly how to do it.” So I said, “Maybe we could get this on Broadway for you. Would you be interested in that?” And he said, “No.” Now he was pissed that I didn’t think this was a good enough script, so we shook hands and that was the end of it. Then, about a year later, we were suing each other. But even when we sued each other, it was kinda funny. I said, “How could you not pay me?” He said, “How could you sue me?” He said, “You can’t have my children, those songs. You’re gonna give your involvement in those songs to your grandchildren?” And I said, “Yeah, I put ten years of my life into you, and you sucked all the air out of the room. I couldn’t really manage anybody else except for your friends.

With unsteady hands, Phillip yanked on the mare’s bridle straps while trying to loosen one of the stubborn buckles. She snorted at his rough handling. Totka appeared beside him. “Let me.” Phillip gratefully released the task, an unexpected sense of brotherhood filling him. If anyone knew the heartache of separation, it was the man whose deft brown hands readied Phillip’s mount for the long road ahead. Totka’s own road had been lengthy. And yet, after two years, he somehow managed to continue to place one foot in front of the other. His breath still entered and left his body in the same monotonous pattern. How? When already several times over the half-day since Grayson had ridden out with Milly, Phillip had wondered if his chest might explode with the effort of expanding and contracting without her.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

The sexual segregation of the labour force, and the preservation of workplaces as arenas for fraternal solidarity, have remained remarkably stable during the twentieth century.59 Most women can find paid employment only in a narrow range of low-status, low-paid occupations, where they work alongside other women and are managed by men, and, despite equal-pay legislation, they earn less than men. Marriage thus remains economically advantageous for most women. Moreover, the social pressures for women to become wives are as compelling as the economic. Single women lack a defined and accepted social place; becoming a man’s wife is still the major means through which most women can find a recognized social identity. More fundamentally, if women exercised their freedom to remain single on a large scale, men could not become husbands – and the sexual contract would be shaken.

This is related to the phenomenon of the Professional Smile, a national pandemic in the service industry; and noplace in my experience have I been on the receiving end of as many Professional Smiles as I am on the Nadir, maître d’s, Chief Stewards, Hotel Managers’ minions, Cruise Director—their P.S.’s all come on like switches at my approach. But also back on land at banks, restaurants, airline ticket counters, on and on. You know this smile—the strenuous contraction of circumoral fascia w/ incomplete zygomatic involvement—the smile that doesn’t quite reach the smiler’s eyes and that signifies nothing more than a calculated attempt to advance the smiler’s own interests by pretending to like the smilee. Why do employers and supervisors force professional service people to broadcast the Professional Smile? Am I the only consumer in whom high doses of such a smile produce despair? Am I the only person who’s sure that the growing number of cases in which totally average-looking people suddenly open up with automatic weapons in shopping malls and insurance offices and medical complexes and McDonald’ses is somehow causally related to the fact that these venues are well-known dissemination-loci of the Professional Smile? Who do they think is fooled by the Professional Smile? And yet the Professional Smile’s absence now also causes despair. Anybody who’s ever bought a pack of gum in a Manhattan cigar store or asked for something to be stamped FRAGILE at a Chicago post office or tried to obtain a glass of water from a South Boston waitress knows well the soul-crushing effect of a service worker’s scowl, i.e. the humiliation and resentment of being denied the Professional Smile. And the Professional Smile has by now skewed even my resentment at the dreaded Professional Scowl: I walk away from the Manhattan tobacconist resenting not the counterman’s character or absence of goodwill but his lack of professionalism in denying me the Smile. What a fucking mess.

The flowering of the consumerist ethic is manifested most clearly in the food market. Traditional agricultural societies lived in the awful shade of starvation. In the affluent world of today one of the leading health problems is obesity, which strikes the poor who stuff themselves with hamburgers and pizzas even more severely than the rich who eat organic salads and fruit smoothies. Each year the US population spends more money on diets than the amount needed to feed all the hungry people in the rest of the world. Obesity is a double victory for consumerism. Instead of eating little, which will lead to economic contraction, people eat too much and then buy diet products – contributing to economic growth twice over. In medieval Europe, aristocrats spent their money carelessly on extravagant luxuries, whereas peasants lived frugally, minding every penny. Today, the tables have turned. The rich take great care managing their assets and investments, while the less well heeled go into debt buying cars and televisions they don’t really need.

Seeing that I would never manage to fall asleep, I arose, lit a candle, and after dressing went outside. Beneath the dull glow of the winter moon the snow glowed like pale blue china. The sidewalks sparkled weakly beneath the rays of the flickering street lamps; the benumbed streets slumbered forlornly. I walked, passing one corner after the other, and suddenly found myself on the edge of town. Further, beyond the square, an endless expanse began to glisten with a somber silverness. I stopped just before the gates. My intent gaze could distinguish nothing in the distant white expanse. Before me rose the imposing bank of the Volga like a gigantic snowdrift. So barren and uninviting was this deserted view resembling eternity that my heart contracted. I turned to the right and approached quite close to the monastery enclosure. From behind the bronze gates, glimmered a dense net of crosses and gravestones. The ancient eyes of the church gazed forbiddingly down on me, and with an eerie feeling I thought of the monks sleeping at this moment in tomb-like cells together with corpses. Were any of them thinking of the hour of death on this night? ("Lamia")

The damned alarm went off in the middle of the hottest fuck Nick had ever had. He came up out of the dream roaring like an angry bear and practically slapped the clock off the nightstand in his efforts to shut it off. There was no going back to sleep, not with his heart hammering and his dick stretching out between his legs like it owned the place. Cursing between his teeth, he stumbled to the bathroom with only one eye half open. Not bothering with the stop at the commode for the piss he knew he couldn’t manage as hard as he was, he shoved his way into the shower and cranked the hot water. No cold showers this morning. He had every intention of giving this dream a good send-off. For a minute he leant against the wall, letting the jets from the shower massage work their magic. Then, when he was nice and wet, he soaped up, still not bothering to open his eyes, still doing his best to capture the vivid images from his dream. Once his chest and armpits, lower back and arse were well lathered, he went to work where he needed it most. And when his pubes felt like they were mounded in thick whipped cream, he closed his fist around his sudsy hard-on and began to stroke, letting the dream flood full-on back into his head.

It takes the better part of those months for Herr Thiessen to complete the clock. He works on little else, though the sum of money involved makes the arrangement more than manageable. Weeks are spent on the design and the mechanics. He hires an assistant to complete some of the basic woodwork, but he takes care of all the details himself. Herr Thiessen loves details and he loves a challenge. He balances the entire design on that one specific word Mr. Barris used. Dreamlike. The finished clock is resplendent. At first glance it is simply a clock, a rather large black clock with a white face and a silver pendulum. Well crafted, obviously, with intricately carved woodwork edges and a perfectly painted face, but just a clock. But that is before it is wound. Before it begins to tick, the pendulum swinging steadily and evenly. Then, then it becomes something else. The changes are slow. First, the color changes in the face, shifts from white to grey, and then there are clouds that float across it, disappearing when they reach the opposite side. Meanwhile, bits of the body of the clock expand and contract, like pieces of a puzzle. As thought clock is falling apart, slowly and gracefully. All of this takes hours. The face of the clock becomes a darker grey, and then black, with twinkling stars where the numbers had been previously. The body of the clock, which has been methodically turning itself inside out and expanding, is now entirely subtle shades of white and grey. And it is not just pieces, it is figures and objects, perfectly carved flowers and planets and tiny books with actually paper pages that turn. There is a silver dragon curls around part of the now visible clockwork, a tiny princess in a carved tower who paces in distress awaiting an absent prince. Teapots that our into teacups and minuscule curls of steam that rise from them as the seconds tick. Wrapped presents open. Small cats chase small dogs. An entire game of chess is played. At the center, where a cuckoo bird would live in a more traditional timepiece, is the juggler. Dressed in harlequin style with a grey mask, he juggles shiny silver balls that correspond to each hour. As the hour chimes, another ball joins the rest until at midnight he juggles twelve balls in a complex pattern. After midnight the clock begins once more to fold in upon itself. The face lightens and the colds return. The number of juggled balls decreases until the juggler himself vanishes. By noon it is a clock again, and no longer a dream.

Hamilton argued that the security of liberty and property were inseparable and that governments should honor their debts because contracts formed the basis of public and private morality: “States, like individuals, who observe their engagements are respected and trusted, while the reverse is the fate of those who pursue an opposite conduct.”The proper handling of government debt would permit America to borrow at affordable interest rates and would also act as a tonic to the economy. Used as loan collateral, government bonds could function as money—and it was the scarcity of money, Hamilton observed, that had crippled the economy and resulted in severe deflation in the value of land. America was a young country rich in opportunity. It lacked only liquid capital, and government debt could supply that gaping deficiency. The secret of managing government debt was to fund it properly by setting aside revenues at regular intervals to service interest and pay off principal. Hamilton refuted charges that his funding scheme would feed speculation. Quite the contrary: if investors knew for sure that government bonds would be paid off, the prices would not fluctuate wildly, depriving speculators of opportunities to exploit. What mattered was that people trusted the government to make good on repayment: “In nothing are appearances of greater moment than in whatever regards credit. Opinion is the soul of it and this is affected by appearances as well as realities.” Hamilton intuited that public relations and confidence building were to be the special burdens of every future treasury secretary.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

There’s no efficient way to kill yourself with a dressmaker’s pin (I wouldn’t call contracting gangrene an efficient way to kill yourself) – I puzzled over it for a long time, seeing as they’d left the pins there, but it’s just not possible. Useful for picking locks though. I so loved the burglary lessons we got when we were training. Didn’t so much enjoy the bleak aftermath of my unsuccessful attempt to put them to use – very good at picking locks but not so good at getting out of the building. Our prison cells are only hotel bedrooms, but we are guarded like royalty. And also, there are dogs. After that episode with the pins, they had a good go at making sure I wouldn’t be able to walk if I did manage to get out – don’t know where you pick up the skills for disabling a person without actually breaking her legs, Nazi School of Assault and Battery? Like everything else it wasn’t permanent damage, nothing left this week but the bruises, and they check me carefully now for stray bits of metal. I got caught yesterday trying to hide a pen nib in my hair (I didn’t have a plan for it, but you never know). Oh – often I forget I am not writing this for myself, and then it’s too late to scratch it out. The evil Engel always snatches everything away from me and raises an alarm if she sees me trying to retract anything. Yesterday I tried ripping off the bottom of the page and eating it, but she got to it first. (It was when I realised I had thoughtlessly mentioned the factory at Swinley. It is refreshing sometimes to fight with her. She has the advantage of freedom, but I am a lot more imaginative. Also I am willing to use my teeth which she is squeamish about.) Where was I? Hauptsturmführer von Linden has taken away everything I wrote yesterday. It is your own fault, you cold and soulless Jerry bastard, if I repeat myself.

Then, as if he’d figured out what produced the maximum reaction in her, he switched back to Chopin. Just like that night in her childhood, the music slipped past her defenses and produced a deep contraction inside her, equal parts pain and pleasure. It went deeper still, until the tears began to rise, and she could only sit there, crying, trying to display only her expressionless left side so he wouldn’t notice. She’d been numb and it had felt good. Okay, not good. But safe. Manageable. He kept playing, soulful, stirring pieces that seemed chosen for their ability to pierce her heart deeper, deeper. She was crying audibly now, and he stopped and regarded her impassively. It couldn’t have been more awkward. She worked to compose herself and only then did she look up and meet his eyes. “Well,” he said, “I think it’s safe to say that dance is not done with you yet.” She stared at him in disbelief. “You did this on purpose. Tried to provoke a reaction.” “I suppose I did.” What a horrible, disreputable person he was. No wonder Misha had seemed anxious about having him around this weekend. “That was a pretty shitty thing to do.” “Not at all,” he replied. “I was just helping you see where you stand with your art. You need it. It nourishes you. That’s not going to go away just because you’re sidelined for a year or two.” “Two years?” She wasn’t sure which appalled her more, his words or his casual attitude. “Whatever. Point being, you’re still a dancer. It couldn’t be more obvious. That gorgeous body of yours, the way it moves. The way you’re sitting there now, all swept away by the music. You’re a dancer. You can’t not be one. Ever.” The truth of this, the twin emotions of fragile hope and crushing despair, crashed into her. He was right. And right then, the truth hurt. Now that the numbness was gone, it all hurt. The tears rose up again and spilled out. She heard Misha come in through the front door. David looked anxious. “Look, Dena. I just want to make sure you’re looking at the issue clearly.” Misha

In the very midst of this panic came the news that the steamer Central America, formerly the George Law, with six hundred passengers and about sixteen hundred thousand dollars of treasure, coming from Aspinwall, had foundered at sea, off the coast of Georgia, and that about sixty of the passengers had been providentially picked up by a Swedish bark, and brought into Savannah. The absolute loss of this treasure went to swell the confusion and panic of the day. A few days after, I was standing in the vestibule of the Metropolitan Hotel, and heard the captain of the Swedish bark tell his singular story of the rescue of these passengers. He was a short, sailor-like-looking man, with a strong German or Swedish accent. He said that he was sailing from some port in Honduras for Sweden, running down the Gulf Stream off Savannah. The weather had been heavy for some days, and, about nightfall, as he paced his deck, he observed a man-of-war hawk circle about his vessel, gradually lowering, until the bird was as it were aiming at him. He jerked out a belaying pin, struck at the bird, missed it, when the hawk again rose high in the air, and a second time began to descend, contract his circle, and make at him again. The second time he hit the bird, and struck it to the deck. . . . This strange fact made him uneasy, and he thought it betokened danger; he went to the binnacle, saw the course he was steering, and without any particular reason he ordered the steersman to alter the course one point to the east. After this it became quite dark, and he continued to promenade the deck, and had settled into a drowsy state, when as in a dream he thought he heard voices all round his ship. Waking up, he ran to the side of the ship, saw something struggling in the water, and heard clearly cries for help. Instantly heaving his ship to, and lowering all his boats, he managed to pick up sixty or more persons who were floating about on skylights, doors, spare, and whatever fragments remained of the Central America. Had he not changed the course of his vessel by reason of the mysterious conduct of that man-of-war hawk, not a soul would probably have survived the night.

Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum. This was classic Musk. The e-mail is rough in its tone and yet not really unwarranted for a guy who just wants things done as efficiently as possible. It obsesses over something that other people might find trivial and yet he has a definite point. It’s comical in that Musk wants all acronym approvals to run directly through him, but that’s entirely in keeping with the hands-on management style that has, mainly, worked well at both SpaceX and Tesla. Employees have since dubbed the acronym policy the ASS Rule.

Dammit, Holly, I'd never have believed you'd do something so harebrained. Do you understand that the building could have collapsed around you and those henwits? I know what condition those places are in, and I wouldn't let a dog of mine venture past the threshold, much less my wife. And the men—good God, when I think of the low-living bastards who were in your vicinity, it makes my blood curdle! Sailors and drunkards on every corner—do you know what would happen if one of them took it into his head to snap up a little treat like you?” As the thought seemed to temporarily render him incapable of speech, Holly took the opportunity to defend herself. “I was with companions, and—” “Ladies,” he said savagely. “Armed with umbrellas, no doubt. Just what do you think they would have been able to do, had you met with bad company?” “The few men we encountered in the neighborhood were harmless,” Holly argued. “In fact, it was the very same place you lived in during your childhood, and those men were no different from you—” “In those days, I'd have played merry hell with you, if I'd managed to get my hands on you,” he said harshly. “Have no illusions, milady… you'd have ended face-to-the wall in Maidenhead Lane with your skirts around your waist. The only wonder is that you didn't meet that fate with some randy sailor yesterday.” “You're exaggerating,” Holly said defensively, but that only roused his temper to a higher pitch. He continued to blister her ears with a lecture that was furious and insulting by turns, naming the various diseases she could have contracted and the vermin she had likely encountered, until Holly couldn't bear another word. “I've heard enough,” she cried hotly. “It's clear to me that I'm not to make a single decision without asking your permission first—I'm to be treated as a child, and you will act as a dictator.” The accusation was unfair, and she knew it, but she was too incensed to care. Suddenly his fury seemed to evaporate, and he stared at her with an inscrutable gaze. A long moment passed before he spoke again. “You wouldn't have taken Rose to such a place, would you?” “Of course not! But she is a little girl, and I'm—” “My life,” he interrupted quietly. “You're my entire life. If anything ever happens to you, Holly, there is nothing left for me.

How did you convince her to remarry you?” Tomas asked curiously, drawing Radcliffe from his thoughts. Making a face, he admitted, “I had to draw up a contract stating that I would never again condescend to her. That I would discuss business with her on a daily basis were she interested, and…” “And?” He sighed unhappily. “And that I would take her to my club dressed as a man.” Tomas gave a start. “What?” “Shh,” Radcliffe cautioned, glancing nervously around to be sure that they had not been overheard. No one seemed to be paying attention to them. Most of the guests were casting expectant glances toward the back of the church, hoping to spot the brides who should have been there by now. Glancing back to Tomas, he nodded. “She was quite adamant about seeing the club. It seems she was jealous of Beth’s getting with those ‘hallowed halls’-her words, not mine-and she was determined to see inside for herself.” “Have you taken her there yet?” “Nay, nay. I managed to put her off for quite some time, and then by the time she lost her patience with my stalling, she was with child and did not think the smoky atmosphere would be good for the baby. I am hoping by the time it is born and she is up and about again, she will have forgotten-“ A faint shriek from outside the church made him pause and stiffen in alarm. “That sounded like Charlie.” Turning, he hurried toward the back of the church with Tomas on his heel. Crashing through the church doors, they both froze at the top of the steps and gaped at the spectacle taking place on the street below. Charlie and Beth, in all their wedding finery, were in the midst of attacking what appeared to be a street vendor. Flowers were flying through the air as they both pummeled the man with their bouquets and shouted at him furiously. “Have I mentioned, Radcliffe, how little I appreciate the effect your wife has had on mine?” Tomas murmured suddenly, and Radcliffe glanced at him with amazement. “My wife? Good Lord, Tomas, you cannot blame Beth’s sudden change on Charlie. They grew up together, for God’s sake. After twenty years of influence, she was not like this.” Tomas frowned. “I had not thought of that. What do you suppose did it, then?” Radcliffe grinned slightly. “The only new thing in her life is you.” Tomas was gaping over that truth when Stokes slipped out of the church to join them. “Oh, dear. Lady Charlie and Lady Beth are hardly in the condition for that sort of behavior.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Another dangerous neoliberal word circulating everywhere that is worth zooming in on is the word ‘resilience’. On the surface, I think many people won’t object to the idea that it is good and beneficial for us to be resilient to withstand the difficulties and challenges of life. As a person who lived through the atrocities of wars and sanctions in Iraq, I’ve learnt that life is not about being happy or sad, not about laughing or crying, leaving or staying. Life is about endurance. Since most feelings, moods, and states of being are fleeting, endurance, for me, is the common denominator that helps me go through the darkest and most beautiful moments of life knowing that they are fleeing. In that sense, I believe it is good for us to master the art of resilience and endurance. Yet, how should we think about the meaning of ‘resilience’ when used by ruling classes that push for wars and occupations, and that contribute to producing millions of deaths and refugees to profit from plundering the planet? What does it mean when these same warmongers fund humanitarian organizations asking them to go to war-torn countries to teach people the value of ‘resilience’? What happens to the meaning of ‘resilience’ when they create frighteningly precarious economic structures, uncertain employment, and lay off people without accountability? All this while also asking us to be ‘resilient’… As such, we must not let the word ‘resilience’ circulate or get planted in the heads of our youth uncritically. Instead, we should raise questions about what it really means. Does it mean the same thing for a poor young man or woman from Ghana, Ecuador, Afghanistan vs a privileged member from the upper management of a U.S. corporation? Resilience towards what? What is the root of the challenges for which we are expected to be resilient? Does our resilience solve the cause or the root of the problem or does it maintain the status quo while we wait for the next disaster? Are individuals always to blame if their resilience doesn’t yield any results, or should we equally examine the social contract and the entire structure in which individuals live that might be designed in such a way that one’s resilience may not prevail no matter how much perseverance and sacrifice one demonstrates? There is no doubt that resilience, according to its neoliberal corporate meaning, is used in a way that places the sole responsibility of failure on the shoulders of individuals rather than equally holding accountable the structure in which these individuals exist, and the precarious circumstances that require work and commitment way beyond individual capabilities and resources. I find it more effective not to simply aspire to be resilient, but to distinguish between situations in which individual resilience can do, and those for which the depth, awareness, and work of an entire community or society is needed for any real and sustainable change to occur. But none of this can happen if we don’t first agree upon what each of us mean when we say ‘resilience,’ and if we have different definitions of what it means, then we should ask: how shall we merge and reconcile our definitions of the word so that we complement not undermine what we do individually and collectively as people. Resilience should not become a synonym for surrender. It is great to be resilient when facing a flood or an earthquake, but that is not the same when having to endure wars and economic crises caused by the ruling class and warmongers. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

Table Of Contents Introduction The Problem With Contracts The Smart Solution Distinctive Properties What You Need to Know What Is A Smart Contract? Blockchain and Smart Contracts Vitalik Buterin On Smart Contracts Digital and Real-World Applications How Smart Contracts Work Smart Contracts' Historical Background A definition of Smart Contracts The promise What Do All Smart Contracts Have in Common? Elements Of Smart Contracts Characteristics of Smart Contracts Capabilities of Smart Contracts Life Cycle Of A Smart Contract Why Are Smart Contracts Important? How Do Smart Contracts Work? What Does Smart Contract Code Look Like In Practice? The Structure of a Smart Contract Interaction with Traditional Text Agreements Are Smart Contracts Enforceable? Challenges With the Widespread Adoption of Smart Contracts Non-Technical Parties: How Can They Negotiate, Draft, and Adjudicate Smart Contracts? Smart Contracts and the Reliance on “Off-chain” Resources What is the "Final" Agreement Reached by the Parties? The Automated Nature of Smart Contracts Are Smart Contracts Reversible? Smart Contract Modification and Termination The Difficulties of Integrating Specified Ambiguity Into Smart Contracts Do Smart Contracts Really Guarantee Payment? Allocation of Risk for Attacks and Failures Governing Law and Location Best Practices for Smart Contracts Types Of Smart Contracts A Technical Example of a Smart Contract Smart Contract Use-Cases Smart Contracts in Action Smart Contracts and Blockchains In the Automobile Industry Smart Contracts and Blockchains in Finance Smart Contracts and Blockchains In Governments Smart Contracts And Blockchains In Business Management Smart Contracts and Blockchains in Initial Coin Offerings (ICOs) Smart Contracts and Blockchains In Rights Management (Tokens) Smart Contracts And Blockchains In NFTs - Gaming Technology Smart Contracts and Blockchains in the Legal Industry Smart contracts and Blockchains in Real Estate Smart Contracts and Blockchains in Corporate Structures - Building DAOs Smart Contracts and Blockchains in Emerging Technology Smart Contracts and Blockchains In Insurance Companies Smart Contracts and Blockchains in Finance Smart Contracts And Blockchains In Powering DEFI Smart Contracts  and Blockchains In Healthcare Smart Contracts and Blockchains In Other Industries What Smart Contracts Can Give You How Are Smart Contracts Created? Make Your Very Own Smart Contract! Are Smart Contracts Secure?

Where to touch? The worst of the waxy spikes were stuck from waist to groin. She swiped at his hip, managed to knock off a few. She made a wider sweep on his outer thigh, and cleared a few more. Her hand over his zipper. Shook. Cade was still picking needles off his abdomen. He widened his stance. "Don't be shy." There was challenge in his tone. He was getting even with her. She'd forced him to replace the bulbs. His request for her to remove the prickles seemed a fair exchange. Her heart gave an unfamiliar flutter. Her stomach knotted. They presently stood between the tall box of headstones and a privacy hedge. They weren't visible from the road. She decided to pick off the needles individually instead of making a palm-wide sweep. There'd be less touching. In her hurry, her knuckles bumped his sex. He sucked air. Enlarged. The tab on the zipper slid down an inch. He made the adjustment. "Good enough." He pushed her hand away. She sighed her relief. He twisted, struggled with the prickles on his back, stretching to brush those between his shoulder blades. Frustrated by those he couldn't reach, he snagged the hem on his T-shirt and tugged it over his head. Shook it out. Grace's eyes rounded and her mouth went dry. Her had a magnificent chest. Broad and bare, his chest tempted her. Her fingers itched to touch him. Even for a second. This was so unlike her. The need to satisfy her curiosity outweighed the consequences. She went with the urge. She traced his flat stomach and six-pack abs. His jeans hung low. Sharp hip bones, man dents, and sexy lick lines. The man was sculpted. Cade clutched his shirt to his thigh. Stood still. She felt his gaze on her, but couldn't meet his eyes. Not after she flattened her hand over his abdomen, and his heat suffused her palm. His stomach contracted. Her fingers flexed. She scratched him. He groaned.

Since the Firm’s IPO, the Founder and the partners have realized that the listed market seems to value more highly the stable, recurring management fees that the Firm brings in, come rain or shine—the two percent—over the larger, supposedly more volatile performance fees that crystallize when investment gains are monetized—the twenty percent. The stock price is largely driven by a regular stream of management fees under long-term contracts, and as assets under management grow for the Firm, the stock’s attractiveness to public market investors increases because this fee pile grows alongside the assets. Of course, there is a strong track record of delivering performance fees on top, because the funds perform well, but these are incremental to the equity story; they do not underpin it. For the stock market, the Two is mission-critical. The Twenty is important, but it is not taken for granted.

Mary Mallon was born in 1869 in Cookstown, County Tyrone, then part of British-ruled Ireland. Like many of her countrymen, she immigrated to the United States at a young age, where she eventually found employment as a cook. During her lifetime, it was suspected that she has unintentionally (albeit perhaps negligently) infected over fifty people with typhoid. Typhoid fever is a bacterial disease caused by gastrointestinal infection by Salmonella enterica serovar Typhi. In most patients, it causes an unpleasant but manageable disease that resolves fully. However, as many as one in twenty patients become chronic carriers, who continue to be infectious for their lifetimes. Mary Mallon was one of the unfortunate few who fell into that category. It is hypothesised today that she contracted typhoid at birth. Her case, which involved prolonged quarantine on North Brother Island for almost half her life, raises complex moral and ethical questions about reconciling the interests of public health with the moral imperative to respect individual liberties and treat the sick (even if asymptomatic) with compassion.

What saved the land, this study found, was what Hugh Bennett had started: getting farmers to enter contracts with a soil conservation district and manage the land as a single ecological unit.

I like to dance, too,” I said. “In fact, I love it. Why do you think the expectation is to dance with someone else? I danced by myself for six hours straight and it was just so nice not to have to interact with anyone.” “I dunno,” she said. “It’s a weird social contract, like flailing around and expressing yourself is okay if you’re both doing it but if you’re doing it alone, you’re a saddo who no one wants to dance with.

Building on the Pentagon’s anthrax simulation (1999) and the intelligence agency’s “Dark Winter” (2001), Atlantic Storm (2003, 2005), Global Mercury (2003), Schwartz’s “Lockstep” Scenario Document (2010), and MARS (2017), the Gates-funded SPARS scenario war-gamed a bioterrorist attack that precipitated a global coronavirus epidemic lasting from 2025 to 2028, culminating in coercive mass vaccination of the global population. And, as Gates had promised, the preparations were analogous to “preparing for war.”191 Under the code name “SPARS Pandemic,” Gates presided over a sinister summer school for globalists, spooks, and technocrats in Baltimore. The panelists role-played strategies for co-opting the world’s most influential political institutions, subverting democratic governance, and positioning themselves as unelected rulers of the emerging authoritarian regime. They practiced techniques for ruthlessly controlling dissent, expression, and movement, and degrading civil rights, autonomy, and sovereignty. The Gates simulation focused on deploying the usual psyops retinue of propaganda, surveillance, censorship, isolation, and political and social control to manage the pandemic. The official eighty-nine-page summary is a miracle of fortune-telling—an uncannily precise month-by-month prediction of the 2020 COVID-19 pandemic as it actually unfolded.192 Looked at another way, when it erupted five years later, the 2020 COVID-19 contagion faithfully followed the SPARS blueprint. Practically the only thing Gates and his planners got wrong was the year. Gates’s simulation instructs public health officials and other collaborators in the global vaccine cartel exactly what to expect and how to behave during the upcoming plague. Reading through the eighty-nine pages, it’s difficult not to interpret this stunningly prescient document as a planning, signaling, and training exercise for replacing democracy with a new regimen of militarized global medical tyranny. The scenario directs participants to deploy fear-driven propaganda narratives to induce mass psychosis and to direct the public toward unquestioning obedience to the emerging social and economic order. According to the scenario narrative, a so-called “SPARS” coronavirus ignites in the United States in January 2025 (the COVID-19 pandemic began in January 2020). As the WHO declares a global emergency, the federal government contracts a fictional firm that resembles Moderna. Consistent with Gates’s seeming preference for diabolical cognomens, the firm is dubbed “CynBio” (Sin-Bio) to develop an innovative vaccine using new “plug-and-play” technology. In the scenario, and now in real life, Federal health officials invoke the PREP Act to provide vaccine makers liability protection.

The more ambitious the OKR, the greater the risk of overlooking a vital criterion. To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results, to measure both effect and counter effect, as Grove wrote in High Output Management. When key results focus on output, Grove noted, 'the paired counterparts should stress the quality of work, thus in Accounts Payable, the number of vouchers processed should be paired with the number of errors found either by auditing or by our suppliers. For another example, the number of square feet cleaned by a custodial group should be paired with by rating of the quality of work as assessed by a senior manager with an office in that building.' -- Let the quantity goal be three new features, the paired quality goal will be fewer than 5 bugs per feature in quality assurance testing. The result - developers will write cleaner code. If the quantity goal is 50 million dollars in Q1 sales, the quality goal can be 10 million dollars in maintenance contracts, because sustained retention by sales professionals will increase customer success and satisfaction.

Aim for Full Replacement Cost While policies and terms vary, get the closest you can to 100% replacement value for your dwelling. This way your insurance will cover any full loss of the property. Often, state court rulings will outline how insurance contracts are interpreted in each state. Talk to your broker, attorney, or another expert in the area. If you are not able to get guaranteed replacement cost, look at extended dwelling coverage options.

Refusing to acknowledge the contracts of women in pornography places them in the same legal category as children or mental incompetents. In Indianapolis, the anti-pornography ordinance argued that women, like children, needed special protection under the law: "Children are incapable of consenting to engage in pornographic conduct.... By the same token, the physical and psychological well-being of women ought to be afforded comparable protection, for the coercive environment ... vitiates any notion that they consent or `choose' to perform in pornography." [2] This attitude of "I'm a helpless victim" could easily backfire on women who may be required to prove they are able to manage their own finances, or to handle custody of their own children. Moreover, the idea of men "emotionally or verbally coercing" women re-enforces the concept of men as intellectually and psychologically stronger than women. It is the old "Man of Steel/ Woman of Kleenex" myth.

Neither Duncan nor I could see how to solve that problem by pure mathematics, so we used a computer to simulate the morph on networks of large but manageable size, starting from pristine rings with 1,000 nodes and 10 links per node. To chart the structural changes in the middle ground, we graphed both the average path length and the clustering as functions of the proportion of links that were randomly rewired. What we found amazed us. The slightest bit of randomness contracted the network tremendously. The average path length plummeted at first—with only 1 percent rewiring (meaning that only 1 out of every 100 links was randomized), the graph dropped by 85 percent from its original level. Further rewiring had only a minimal effect; the curve leveled off onto a low-lying plateau, indicating that the network had already gotten about as small as it could possibly get, as if it were completely random. Meanwhile, the clustering barely budged. With 1 percent rewiring, the clustering dropped by only 3 percent. Connections were being yanked out of well-ordered neighborhoods, yet the clustering hardly noticed. Only much later in the morph, long after the crash in path length, did clustering begin to drop significantly.

And so Andy Malloy became the first of many managers I was to have throughout my career. Up to the time I teamed up with Jack Kearns, the managers I had were mostly my friends or well-meaning acquaintances who tried to help me get fights, arranging the small details so that I could dedicate myself to my training. I never signed a contract with any of them, not even Kearns. It just didn’t seem necessary in those days; a handshake was stronger and more meaningful than any inked signature. The only ingredients necessary were respect and trust. There is no doubt in my mind that a fighter needs a manager. Ideally, a manager gets up good likely bouts, arranges suitable dates and times and living accommodations, hires and sometimes fires sparring partners, “sells” his fighter’s ability and skill to others by taking scouting trips and being a good press agent, and honestly handles all accounts as well. This gives the fighter more time to keep himself in shape, running miles, punching bags, jumping rope, sleeping. Together the fighter and the manager are a team, pulling and pushing toward the same goal. If either takes advantage of the other, underestimates or oversteps the given role, then that’s it; a loss of respect sets in and the whole relationship is shot to hell. If such a split does take place, it is usually the fighter who winds up with the short end of the stick. I learned many things from my manager Andy Malloy. I learned to make my body a complete unit, the muscles of my feet, legs, waist, back and shoulders all contributing to the power of my arm. He taught me, in short, that my entire body was at stake in the ring, not just my fists. He was a good teacher.

In June, ICOs raised around $620 million—and July 1 was the start of one of the buzziest ICOs, Tezos. The project, which had also received investment from Tim Draper, was seen as a potential competitor to Ethereum, with two features that improved upon it: formal verification, a way to mathematically prove that smart contracts would behave as the developers intended, to prevent DAO attack–like situations, and built-in governance, right on the blockchain, to manage questions like whether to fork after the DAO. It would go on to raise a record $232 million.

First they told me: “build a following and the industry will follow.” So I spent my entire 20s building a following on zero budget, getting by on donations. Then they told me: “You need a literary agent. But a literary agent wants to see you have a following and something big going on.” So I started my own small press and self published 5 books and spent day and night connecting with my people until I’d sold over 35,000 copies in 35 different countries and now they tell me: “no agent wants to work with a self published author.” Sometimes I feel like I was doomed from the very start, the very day I sat my food on that plane to London 12 years ago. Like the whole world keeps saying “you can fight all you want but we won’t let you in.” But I do have freedom and I do have my following and I have vulnerable souls writing to me on Friday nights, about loss and hope and how my books or music or words played a small part in something they went through and sometimes I think I would throw all that away just to have a literary agent and a management and the contracts and headlines… because I’m tired.. of always fighting uphill.. but then I get that message, on a Monday night, and I take my computer to a bar close to where I live in Berlin, high above the city, and I write like never before because I have my people and vulnerable souls to find and I have so many books in me and time is not endless, time is crucial, and lately I’ve felt it running out, some nights, so I’m writing another book that won’t be noticed by the agents but I have my people and that’s all I will care about from now on. My people and my freedom, with time running out. That’s what I will focus on.

PayrHealth has been the leading outsource solution for managed care contracting since 1994. We have served providers of all shapes and sizes across the country over the last 25+ years. We are a complete managed care payor contracting services company – providing analytical, contracting, renegotiation, and credentialing support. At the core of our business, we help healthcare providers grow their revenue by obtaining new and more profitable contracts with payors. We become an extension of your team in our outreach to payors. We are an affordable and effective alternative to sourcing and hiring your own full-time employees.

In most states, a tenant without a rental contract is treated the same as a tenant on a month-to-month lease.

Jazz had stayed with her for three hours. Three, long luxurious hours where he'd pleasured her---to use an old-fashioned word---time after time. And what she'd paid for was good old-fashioned romancing. That had taken her by surprise. All of Jazz's attention had been entirely focused on her body, her desires. He'd managed to push buttons that she didn't even know she had. How many women could say that they got the same service from their husbands? He'd been the ultimate professional, the perfect gentleman. It was hard to see this arrangement as a fairly sleazy business contract. Jazz had seemed to enjoy himself too; either that or the man was a damn fine actor. She closed her eyes and a stream of sexy images washed over her. His attaché case had contained a range of potions, lotions and toys to set the scene for a very naughty evening. He'd drizzled chilled champagne all over her body and had lapped it up with his hot tongue. The thought of it made her shiver with delight.

Wikipedia: Crony Capitalism Crony capitalism is an economic system in which businesses thrive not as a result of risk, but rather as a return on money amassed through a nexus between a business class and the political class. This is often achieved by using state power rather than competition in managing permits, government grants, tax breaks, or other forms of state intervention over resources where the state exercises monopolist control over public goods, for example, mining concessions for primary commodities or contracts for public works. Money is then made not merely by making a profit in the market, but through profiteering by rent seeking using this monopoly or oligopoly. Entrepreneurship and innovative practices which seek to reward risk are stifled since the value-added is little by crony businesses, as hardly anything of significant value is created by them, with transactions taking the form of trading. Crony capitalism spills over into the government, the politics, and the media,[3] when this nexus distorts the economy and affects society to an extent it corrupts public-serving economic, political, and social ideals.

You can find event planners by doing an online search of the following key words: DESTINATION MANAGEMENT COMPANY GENERAL CONTRACTORS FOR EVENTS EVENTS PRODUCTION Then send an introduction e-mail that is short and to the point. It should mention that you are available for events and that you would like them to consider you for future clients. Include your PDF brochure and ask them to call should they have any questions. When you get an Account Manager on the phone from an event company, ask them questions to help you understand what their needs are. Here are a few: What do you look for when contracting with an artist? Who are your main clients? What type of companies? What seems to be the most popular theme of the events you do?

This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place. Sunk

she has her audience in raptures.              ​All the corridor girls are going too, we all managed to get time off and we’re really looking forward to it. And…Tina’s decided if she gets the contract, to put midwifery on hold, but continue nursing part time, and of course she’s getting married next year, so it’s all happening for our wee gastric orgasm.” ​They were laughing when the Domestic came in and told Susan Miss Stewart was in the ward.  ​ “I’ve just been speaking to Doctor Williams” Miss Stewart said with a smile “everything okay?” ​“Oooh yes, everything is just magical.

When the environment changes more rapidly than one can change rules, or when a set of circumstances is so ambiguous and unclear that a contract between the parties that attempted to cover all possibilities would be prohibitively complicated, we need another mode of control, which is based on cultural values. Its most important characteristic is that the interest of the larger group to which an individual belongs takes precedence over the interest of the individual himself. When such values are at work, some emotionally loaded words come into play—words like trust—because you are surrendering to the group your ability to protect yourself. And for this to happen, you must believe that you all share a common set of values, a common set of objectives, and a common set of methods. These, in turn, can only be developed by a great deal of common, shared experience.

Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.

Many a blue-collar father's dream is that his son never has to sweat or break his back on the job. His son can avoid the daily grind he endured. It was a well-intentioned hope for an easier future. What those fathers did not imagine was that their sons would lose all of those skills that generations of fathers found perfunctory. Those fathers did not imagine their sons would find emptiness and no sense of accomplishment in their comfortable, air-conditioned offices. There is no satisfaction in ten percent close ratios, contract evaluations, or supply chain management that compares to a newly-painted home, an assembled engine, or a finished cabinet.

Looking at the turnover and quality of managers in charge of sales and marketing is a good way to gauge how much the company values this part of the business. One important element of this principle is knowing which numbers matter the most to a company’s bottom line. For example, many Software-as-a-Service businesses have a tremendous amount of free users (who cost the business money in server fees). Still, they have a difficult time converting these free users into paying customers. So when reading a company’s annual or quarterly report, focus on figures such as the number of paying customers or average customer purchase value. Rather than relying on misleading numbers like “total users” or “monthly average users.” These are often used by unprofitable companies to make their prospects look more attractive than they are. Another essential element of this principle is that a company’s income is not reliant on a single factor. For example, if a semiconductor manufacturer relies on a contract with Apple for 80% of its revenue, then Apple ending that contract would plunge the economics of that business into disarray. This is

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Reduction of bureaucracy: Smart contracts and similar rights management solutions have the potential to reduce bureaucracy and the coordination costs of business transactions

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Dennis Fine digs deep into his skillset to bring the best leadership to the healthcare industry as he can. From physician practice management, strategic planning, major medical equipment contracting and procurement, to revenue cycle management, Dennis Fine excels at fixing broken processes and leading high-performing teams to successful outcomes.

Many public services were also outsourced. While PFI was largely about building and running infrastructure, outsourcing was mainly about handing services over to the private sector to manage, notably IT. HMRC (Her Majesty’s Revenue and Customs), DVLA (the Driver and Vehicle Licensing Agency), the NHS and local authorities awarded enormous IT contracts to external suppliers. Public services, including rubbish collection, school meals, building maintenance, prisons and even ambulance and probation services, were placed in the hands of private providers, often by local authorities: at its peak in 2012–13, the value of outsourcing contracts awarded by the latter reached £708 million.19 Since then, however, the value of local-government outsourced contracts has steadily fallen. The trend is similar for central-government IT outsourcing. Public organizations have increasingly found that outsourcing has not delivered the quality and reliability of services they had expected and has often not been good value for money either.

FACTS ABOUT BLACK OPPRESSION Black Codes During 1865 and 1866 they enacted the Black Codes as a system of social control that would be a substitute for slavery, fix the Negro in a subordinate place in the social order, and provide a manageable and inexpensive labor force. Blacks who were unemployed or without a permanent residence were declared vagrants. They could be arrested and fined and, if unable to pay, be bound out for terms of labor. States enacted careful provisions governing contracts between employer and laborer—in several states the words “master” and “servant” were freely used.

There are only three of these activities that the Systems Integrator MUST provide and MUST be expert at. These are: Project Management, Systems Engineering, and Subcontract Management. Everything else can be assigned to subcontractors to perform, but these three activities must be performed by the prime contractor.

Sometimes, the world's bad players so egregiously fractured the social contract that they surrendered their right to fairness in general, let alone a fair trial. They needed to be milked for information and then incinerated in the human trash heap. The bitter irony of it all was the inherent hypocrisy of the American people. As intense as their need for action when they were frightened was their self-righteous anger once a sense of peace was restored. This was why governments so often failed at their mission to keep people safe from terror. Law enforcement agencies were ultimately managed by elected politicians whose fealty to the will of the people made it ultimately impossible for the law enforcers to do their jobs. Justice and principle took a backseat to re-election and pandering. Politicians forgot what they ordered the street cops and soldiers to do, and in the end, they turned on them and vilified them for doing what they were told.

Perhaps even more than he hated environmental laws, Menard hated labor unions. “The Manager’s income shall be automatically reduced by sixty percent (60%) of what it would have been if a union of any type is recognized within your particular operation during the term of this Agreement,” read an employment contract managers were required to sign. “If a union wins an election during this time, your income will automatically be reduced by sixty percent (60%).

most of my first two years in office, Trump was apparently complimentary of my presidency, telling Bloomberg that “overall I believe he’s done a very good job”; but maybe because I didn’t watch much television, I found it hard to take him too seriously. The New York developers and business leaders I knew uniformly described him as all hype, someone who’d left a trail of bankruptcy filings, breached contracts, stiffed employees, and sketchy financing arrangements in his wake, and whose business now in large part consisted of licensing his name to properties he neither owned nor managed. In fact, my closest contact with Trump had come midway through 2010, during the Deepwater Horizon crisis, when he’d called Axe out of the blue to suggest that I put him in charge of plugging the well. When informed that the well was almost sealed, Trump had shifted gears, noting that we’d recently held a state dinner under a tent on the South Lawn and telling Axe that he’d be willing to build “a beautiful ballroom” on White House grounds—an offer that was politely declined.

So many leaders are bound by a contract to lead when it should be bound by your choice to lead

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them.

The solution to worker dissatisfaction in Europe involved blunting the edge of discontent. It involved adhering to an unwritten social contract, keeping levels of hunger and deprivation within manageable limits by making sure enough quantities of cheap food were available. The cheap food demanded slaves and low-paid agricultural workers.

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

Dr. Al Rosen. He is a former accounting professor, one of the most reputable forensic accountants in North America. Dr. Rosen has consulted or given independent opinions on over 1,000 litigation-related engagements. In recent years he has written two books, which have sounded alarm bells about the state of the accounting profession, but the profession makes more money by not heeding his warnings. What concerns him should concern us all. His first book was titled “Swindlers” and went into detail about how easy it is to financially dupe investors in Canada and the U.S. His book gave examples from cases he has handled in his career. His second book “Easy Prey Investors” is also a must read for anyone investing in Canada or the U.S. In it he reveals the tricks and traps of the accounting industry that no others in the industry have the courage or the moral freedom to voice. The story below, from the UK, gives a snapshot and a link to the kind of accounting fraud that Dr. Al Rosen has long been warning us about. January 15, 2018 On Monday, Carillion, the U.K.’s second-largest construction company, announced that it would go into compulsory liquidation. Carillion is a construction company, it also provides facilities management and maintenance services such as cleaning and catering in the U.K.’s National Health Service hospitals, providing meals in 900 schools, and maintaining prisons. It holds a number of government contracts, including for the construction of a high-speed rail link and for the maintenance of roads. 43,000 employees worldwide, 20,000 work in the U.K.; the company also has a significant presence in the

People with BPD try to manage their pain through their interactions with other people. As we have explained, projections, rages, criticism, blaming, and other defense mechanisms may be attempts to get you to feel their pain for them. When you assertively redirect the pain back to the person with BPD so they can begin to deal with it, you are breaking a contract that you didn’t know you signed. Naturally, the person with BPD will find this distressing. The person with BPD will probably make a countermove. This is an action designed to restore things to the way they were. Countermoves also help people justify their actions, both to themselves and to you. This element is crucial because it seems to make the blackmail acceptable—even noble. Your ability to withstand these countermoves will determine the future course of your relationship.

Your attorney can also help: • Set up your holding company correctly • Draft leases • Deal with property closings and title issues • Navigate federal, state, and local laws • Review and revise the property management contract

The bottom line: Irv now has a Navy contract to load stores on ships via a conveyor belt.

In the end, it is your responsibility to read the small print, whether it is for gig contracts, record contracts, investors, management, booking agents, or anything else. You can blame everyone else for your mistakes, but when you make them, you end up being the one who has to pay.

All we believe is the roads, the bridges, the railways, the electricity they build only on televisions. I always ask my self these questions: 1. Where are the roads? ✏The Abuja - Lokoja road was awarded by Obasanjo's administration. He spent 8 years in the office. Then Yaradua and Goodluck spent another 4 years. Now if Goodluck is elected, he will be spending another 8 years. This will amount to 20 years and 180 km road is yet to be completed. ✏Enugu - Onitsha road was also awarded by the Obasanjo administration and till date, a journey that is supposed to take 45 minutes can take you 8 hours if it rains. ✏Enugu- PH road is on the same series. ✏What about Uyo - Calabar route? Just to mention a few. 2. Where is the power? They sold all the NEPA to their friends. We pay for the light that was not supplied. 3. Our education and health system go bad everyday. Lecturers and Health workers spent more time at home than in the schools and hospitals as a result of incessant strikes. 4. The government failed to provide us with security. People are being killed everyday and yet government comes out to tell us they are in control. 5. Why are we pretending that all is well? It is only in Nigeria where monies develop wings and fly. $20 billion oil money disappeared and they said it was $10 billion. Forensic investigators were hired and that was the end of the story. N20 billion pension fund stolen and nothing came out of it. $9.3 million seized in South Africa and government claimed it was meant for ammunition purchase. The immigration scandal has also been swept under the carpet because the senate could not proceed with their investigation. The man behind the contract is sitting among the high seats in the senate. Innocent people were defrauded and they at the same time lost their lives yet, we have a transparent governance. 6. Why are we praising government as if they are doing whatever with their personal money. How many people in their various communities have they provided scholarship with their personal money before they got elected? The reason they got elected is to manage our resources and not to loot us dry. One thing I know is that we will not have any meaningful development except if we make a CHANGE.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

You will rapidly discover that a mutually agreed understanding—a contract of sorts—is a wonderful device for fostering a sense of responsibility among the people at your company. Because they have to consider, think, and agree, rather than acquiesce, you will sense increased morale and improved dedication. All of this, of course, reinforces mutual trust and implicit communication, which, as we have seen, are critical elements in increasing your OODA loop speed. Perhaps the greatest value of viewing responsibility as a contract is that it provides an alternative to over-control. Micromanaging is simply not allowed: Once he or she accepts the contract, the subordinate has total freedom within the constraints of the contract as to how to proceed. There is no place for the stack of reports that allow managers or headquarters staffers to second guess every decision.

Companies kept stricter control of their labour costs, increasingly contracting out production in industrial businesses and re-engineering middle-management. Computerisation and improved communications then sped the process up, making it easier for companies to export jobs abroad, to reshape them so that they could be done by less skilled contract workers, or to eliminate them entirely. This has all resulted in a more rootless and flexible labour force.

An automobile yields to its driver regardless of his expertise and dexterity. If a driver decides to run a car into a solid wall, the car will hit the wall without objection. Riding a horse, however, presents a different perspective. It matters to the horse who the rider is, and a proper ride can be achieved only after a series of information exchanges between the horse and the rider. Horse and rider form an information-bonded system in which guidance and control are achieved by a second degree agreement (agreement based on a common perception) preceded by a psychological contract.

For my last 15 years at United I had a rolling one-year contract and an agreement that if I was sacked I would be entitled to two years’ salary, even if I turned up and started managing Manchester City the day after I was fired. That was more than enough for me.

The reason for the displeasure at Corey’s position as an on-air political commentator was partly because he was being paid simultaneously by CNN and the Trump campaign. Nearly two years earlier, when Corey had taken the job as Mr. Trump’s campaign manager, he had asked for and was given a three-month severance package in his contract. When Don Jr. fired him, his severance was extended to six months, through December 2016. Considering he was making twenty grand a month as Trump’s campaign manager,

a measure of “declining sales” certainly points to a problem, but “revenue churn”—specifically, how many customers canceled contracts—tells management where to intervene.

Insurance is expected to be revolutionized thanks to blockchain technology. The technology can streamline the user experience by using smart contracts that can automate policies depending on the customer’s circumstances. It means that insurance claims could be made through the blockchain without the need for talking with an intermediary. One app known as Dyanmis uses the blockchain to manage supplementary unemployment insurance. Based on peer-to-peer technology, it uses the social media network, LinkedIn, to help confirm the identity and employment status of its customers. Another such app is Inchain, which is a decentralized insurance platform that reduces the associated risks of losses of crypto-assets in the event of cyber-attacks or online hacking.

a Cell match for the main event at the pay-per-view. Later in the week on Smackdown, on the Miz TV segment between Ambrose and Cena, the match was revealed to be a No Holds Barred Contract On A Pole Match. On the October 13 episode of Raw, Ambrose and Cena had their match that night instead in which Ambrose won and will face Seth Rollins in a Hell in a Cell match at the Hell in a Cell pay-per-view. At Hell in a Cell, Ambrose lost to Rollins after Bray Wyatt attacked Ambrose at the end of the main event match. The next few weeks saw Ambrose and Wyatt taunting and attacking each other in both backstage and in-ring segments, with Wyatt claiming that he could "fix" Ambrose, leading to a match at Survivor Series. Ambrose lost the match by disqualification after hitting Wyatt with a steel chair and then hit Wyatt through a table in which Wyatt would be buried under tables and chairs as Ambrose stood on a ladder. This would then soon after announce another match between the two in a tables, ladders and chairs match on the TLC pay-perview next month. During the match, a television monitor blew up in Ambrose's face, allowing Wyatt to win the match. Ambrose managed to beat Wyatt in a Boot Camp match yet again was defeated by Wyatt in a "Miracle on 34th Street Fight". The feud concluded when Wyatt beat Ambrose in the first Ambulance match held on Raw. At the Royal Rumble, Ambrose participated in the Royal Rumble match, but was eliminated by Kane and Big Show. On the January 19 episode of Raw, Ambrose defeated Intercontinental Champion Bad News Barrett. The following weeks, Ambrose demanded a match for Barrett's title, but Barrett declined, leading to Ambrose attacking him, tying his hands around the ring post, and forcing him to sign a contract

Taking her hands in his, he sank down to kneel before her. “I know we already are engaged, but I never went about it properly. Lydia Price, would you do me the great honor of becoming my wife?” Gasps permeated the room as Vincent reached into his pocket with his other hand and pulled out a small jewel case. He flicked the box open to reveal a golden ring filigreed with Celtic knots and adorned with a large diamond surrounded by a rainbow of other jewels. Lydia’s heart lodged in her throat even as unmitigated happiness warmed her body. “When?” The word escaped aloud before she was aware. “Now.” From another pocket in his waistcoat, Vincent withdrew a small sheaf of papers. “I have with me a marriage contract and a special license. I’ve also managed to procure a parson at this late hour.” Everyone’s gazes flew to the stranger, whose identity was now revealed. The parson yawned as if in emphasis of the inconvenience. All eyes shifted to Lydia, awaiting her reply. Her knees quaked beneath her gown, threatening to give out and topple her. “Please, Lydia,” he said achingly. “I cannot bear another night of you not being mine.” “Yes.

Taking her hands in his, he sank down to kneel before her. “I know we already are engaged, but I never went about it properly. Lydia Price, would you do me the great honor of becoming my wife?” Gasps permeated the room as Vincent reached into his pocket with his other hand and pulled out a small jewel case. He flicked the box open to reveal a golden ring filigreed with Celtic knots and adorned with a large diamond surrounded by a rainbow of other jewels. Lydia’s heart lodged in her throat even as unmitigated happiness warmed her body. “When?” The word escaped aloud before she was aware. “Now.” From another pocket in his waistcoat, Vincent withdrew a small sheaf of papers. “I have with me a marriage contract and a special license. I’ve also managed to procure a parson at this late hour.” Everyone’s gazes flew to the stranger, whose identity was now revealed. The parson yawned as if in emphasis of the inconvenience. All eyes shifted to Lydia, awaiting her reply. Her knees quaked beneath her gown, threatening to give out and topple her. “Please, Lydia,” he said achingly. “I cannot bear another night of you not being mine.” “Yes.” The word escaped her lips past the joy swelling within. As if afraid she’d change her mind, Vincent quickly slipped the elaborate ring on her third finger and rose to his feet, retaining his grip on her hand. “You’ve made me the happiest of men,” he replied.

there isn’t sufficient demand to absorb the entire supply, then sometimes the lead manager should buy the unsold portion of the supply. This is called as ‘underwriting’ and not solicited unless agreed so in the contract terms. For

I think you should go take a shower. Clean up. I’ve been in labor all day, but the contractions are getting serious now and I’m going to call Mel to touch base.” “Are you fucking kidding me?” “We’re gonna do it, Paul. I know you won’t let me down.” “I bet I will,” he said. “If I manage to stay upright through something like that, it’ll be a miracle. I’m talking miracle!” “I need you,” she said. “If Matt can’t be here with me, I need you to be here with me. Please?” Oh, goddamn it, he thought. She’s playing the Matt card. “Please?” “Vanni, I’d do anything for you, honey. But this is a mistake. A mistake.” And she said, “Ohhhhh,” while she held her belly. He stared at her with wide, horrified eyes while she tried to get through the contraction. So

Americans were encouraged to understand their circumstances and their obligations in terms of their citizenship in a great nation managed by large, powerful institutions that would help them through the risks and instabilities of

We have a very vast array of hands on computer technical support experience spanning twenty years as licensed Microsoft, Cisco and Novell computer network engineers. Computer Repair, Computer Service, Computer Support, Computer Consultant, Tech Support, IT Service, IT Support, PC Repair, Network Repair, Laptop Repair, Data Recovery, Disaster Recovery, Data Transfer, IT Repair, IT Consultant, PC Service, PC Support, PC Consultant, Network Service, Network Support, Network Consultant, Laptop Service, Laptop Support, IT Management, Computer Virus Removal, Computer Spyware Removal, Computer Services, Network and Wireless Installation, Server and Workstation Installation, Repair, Programming, IT Recruitment and Placement, Website Design, Website Promotion, Database Design, E-Commerce, Network Design, Network Audits, Internet Research and Sourcing, Computer Science Expert Witness, Computer Science Forensics, Disaster Recovery and Planning, Computer Consulting, Project Management, IT Department Outsourcing and Management, Maintenance Contracts, IT Audits, Free Onsite Needs Assessment, Search Engine Marketing, Search Engine Optimization, Computer Server Repair, Computer Network Repair.

If your client has a problem with ethics, a signed contract may not be enough to protect you from expensive litigation.

Florida is full of long-range, unending road jobs that break the backs, pocketbooks, and hearts of the roadside business. The primitive, inefficient, childlike Mexicans somehow manage to survey, engineer, and complete eighty miles of high-speed divided highway through raw mountains and across raging torrents in six months. But the big highway contractors in Florida take a year and a half turning fifteen miles of two-lane road across absolutely flat country into four-lane divided highway. The difference is in American know-how. It's know-how in the tax problems, and how to solve them. The State Road Department says a half-year contract will cost the State ten million, and a one-year contract will cost nine, and a year-and-a-half deadline will go for eight. Then Doakes can take on three or four big jobs simultaneously, and lease the equipment from a captive corporation. and listlessly move the equipment from job to job, and spread it out to gain the biggest profit. The only signs of frantic activity can be two or three men with cement brooms who look at first like scarecrows but, when watched carefully, can be perceived to move, much like the minute hand on a clock.

So many young artists get the impression that bigger is always better when it comes to record companies, booking agencies, and managers. This is true only to the degree that they believe in you, only when you have at least one important person that goes to bat for you every day. One of the problems with any music business entity is that there is always an internal game of musical chairs going on. There is a very good possibility that the person or persons that believe in you will be fired or move on to greener pastures, leaving you to the mercy of those who are not so impressed with you. I’ve had that happen to me a couple of times. It can really take the wind out of your sails for a while. But you just have to batten down the hatches and deal with it. More than likely if the new regime doesn’t believe in you, it’ll be willing to suspend any contracts and let you go anyway. If you’re in it for the long run, just pick up the pieces and move along.

Hey Guys. I am the manager at Corporate Security Australia and we are based in Sydney Australia. When looking for security guard quotes, always shop around and do your resarch. make sure that the company you choose to contract and work with and reliable, professional and insured. Communication is another very important aspect in the security industry. You need to hire a security guard company that you can communicate with properly, the last thing you want is for miscommunication to create the next legal liability. Do not attempt to always go for the most cheapest guards you can find, they are usually hiring security guards in Australia that are under qualified and probably under trained as well. If you hire a security company to patrol or guard your premises or event, you want a security guard that is professional, reliable and know's the state laws and won't get you in trouble. At Corporate Security Australia we hire guards that we trust and we are diligent. We are reliable and delivering excellence is truly important to us. If you are looking for a reasonable rate and professional service, get in touch with us today 0420 763 386

That realization helped Moesta and his team begin to understand the struggle these potential home buyers faced. “I went in thinking we were in the business of new home construction,” recalls Moesta. “But I realized we were instead in the business of moving lives.” With this understanding of the Job to Be Done, dozens of small, but important, changes were made to the offering. For example, the architect managed to create space in the units for a classic dining room table by reducing the size of the second bedroom by 20 percent. The company also focused on helping buyers with the anxiety of the move itself, which included providing moving services, two years of storage, and a sorting room space on the premises where new owners could take their time making decisions about what to keep and what to discard without the pressure of a looming move. Instead of thirty pages of customized choices, which actually overwhelmed buyers, the company offered three variations of finished units—a move that quickly reduced the “cold feet” contract cancellations from five or six a month to one. And so on. Everything was designed to signal to buyers: we get you. We understand the progress you’re trying to make and the struggle to get there. Understanding the job enabled the company to get to the causal mechanism of why its customers might pull this solution into their lives. It was complex, but not complicated. That, in turn, allowed the housing company to differentiate its offering in ways competitors weren’t likely to copy—or even understand. A jobs perspective changed everything. The company actually raised $ 3,500 (profitably), which included covering the cost of moving and storage. By 2007, when sales in the industry were off by 49 percent and the market all around them was plummeting, the developers had actually grown the business 25 percent.

Don't be afraid to ask questions or to ask for a detailed breakdown of the estimate.

Until… “Sue Gliebe!” a man’s voice called out. “You little titmouse!” Bob Roy was the only man in the world who called her a titmouse. Bob Roy had been the general business manager of the ACLO but lived in New York City. He was a Theater Professional contracted for the season and a homosexual. He had once been an actor on Broadway and he’d done commercials in the 1960s but went into theater management for steady work. Running the Civic Light Opera out west was a summer camp for him—he did it every year—and took his duties a little less seriously than he did laughing and gossiping.

There is a link between respect for others’ time and respect for others’ opinions, property, rights, other kinds of agreements, and contracts. A person reveals a great deal about himself by his punctuality or lack of punctuality. So, as a general rule of thumb, I use this as a means of determining whether or not I want to do business with someone, and when I violate this, as I occasionally foolishly do, I always get burned.

The following information really should be placed on all very high altitude job adverts and company contracts: WARNING – Very high altitude commuting presents many known health risks to sea level adapted humans. Some of the documented conditions are headaches, forgetfulness, confusion, irritability, aggression, hallucinations, visions, light headedness, fatigue, fainting, sore throats, runny noses, digestive disturbances, changed personality and panic attacks. Development of cancer, anemia, high cholesterol, heart, lung, brain, and blood oxygenation issues have occurred in very high altitude workers that have resulted in disability and premature death. The nearest fully equipped hospital accident and emergency facility is typically one to two hours away. Numerous very high altitude workers have been killed due to fatal mistakes on the job. Workers are expected to use a variety of company supplied drugs to offset the daily very high altitude sickness including "RX-Only" prescription medical oxygen. Daily long term self medication is known to damage human health. The work environment is comparable to a Faraday cage and Faraday Cage Sickness (FCS) may occur in long term workers. Radiation levels are abnormally high and long term radiation sickness may result. Blood oxygen levels are typically in the region of 80% and the medical profession regards this as a health risk. Extreme night shifts are associated with causing poor health and lifelong sleep disorders. Low oxygen environments are associated with the onset of irritability, fatigue and Sleep Apnea. Repeatedly reporting observations of abnormal behaviors in workers to upper management may result in your contract not being renewed or termination without notice. Permanently sickened workers are unlikely to qualify for corporate government disability payments, which may lead to a lifetime of extreme poverty.

As a manager in high altitude astronomy, if you report to the upper management team that their staff appear sick and that they are displaying behavioral problems, it was my experience that they respond by notifying you that your contract will not be renewed and that you will be terminated without notice if anyone complains about you! High altitude astronomy is a very shady industry that only functions by ignoring worker health and safety issues.

How do you do? I’m Henry.” So he was Henry Jenkins. “I’m still Jane,” she said. Or, squeaked, rather. He was trying to fasten his seat belt and his look of confusion was so adorable, she wanted to reach over and help, but that wouldn’t be in keeping with the…wait, they were on a plane. There were no more Rules. There was no more game. She felt her hopes rise so that she thought she’d float away before the plane took off, so she pushed her feet flat against the floor. She reminded herself that she was the predator now. Tallyho. “This is a bit far to go, even for Mrs. Wattlesbrook.” “She didn’t send me,” said Nobley-Henry. “Not before, not now. I sent myself, or rather I came because I…I had to try it. Look, I know this is crazy, but the ticket was nonrefundable. Could I at least accompany you home?” “This is hardly a stroll through the park.” “I’m tired of parks.” She noticed that his tone was more casual now. He lost the stilted Regency air, his words relaxed enough to allow contractions--but besides that, so far Henry didn’t seem much different from Mr. Nobley. He leaned back, as if trying to calm down. “It was a good gig, but the pay wasn’t astronomical, so you can imagine my relief to find you weren’t flying first class. Though I’d prefer a cargo ship, frankly. I hate planes.” “Mr. Nob--uh, Henry, it’s not too late to get off the plane. I’m not writing an article for the magazine.” “What magazine?” “Oh. And I’m not rich.” “I know. Mrs. Wattlesbrook outlines every guest’s financials along with their profiles.” “Why would you come after me if you knew I wasn’t…” “That’s what I’m trying to tell you. You’re irresistible.” “I am not.” “I’m not happy about it. You really are the most irritating person I’ve ever met. I’d managed to avoid any women of any temptation whatsoever for four years--a very easy task in Pembrook Park. Things were going splendidly, I was right on track to die alone and unnoticed. And then…” “You don’t know me! You know Miss Erstwhile, but--” “Come now, ever since I witnessed your abominable performance in the theatrical, it’s been clear that you can’t act to save your life. All three weeks, that was you.” He smiled. “And I wanted to keep knowing you. Well, I didn’t at first. I wanted you to go away and leave me in peace. I’ve made a career out of avoiding any possibility of a real relationship. And then to find you in that circus…it didn’t make sense. But what ever does?” “Nothing,” said Jane with conviction. “Nothing makes sense.

Almost unnoticed, in the niches and hollows of the market system, whole swathes of economic life are beginning to move to a different rhythm. Parallel currencies, time banks, cooperatives and self-managed spaces have proliferated, barely noticed by the economics profession, and often as a direct result of the shattering of old structures after the 2008 crisis. New forms of ownership, new forms of lending, new legal contracts: a whole business subculture has emerged over the past ten years, which the media has dubbed the ‘sharing economy’. Buzzterms such as the ‘commons’ and ‘peer-production’ are thrown around, but few have bothered to ask what this means for capitalism itself. I believe it offers an escape route – but only if these micro-level projects are nurtured, promoted and protected by a massive change in what governments do. This must in turn be driven by a change in our thinking about technology, ownership and work itself. When we create the elements of the new system we should be able to say to ourselves and others: this is no longer my survival mechanism, my bolt-hole from the neoliberal world, this is a new way of living in the process of formation. In the old socialist project, the state takes over the market, runs it in favour of the poor instead of the rich, then moves key areas of production out of the market and into a planned economy. The one time it was tried, in Russia after 1917, it didn’t work. Whether it could have worked is a good question, but a dead one. Today the terrain of capitalism has changed: it is global, fragmentary, geared to small-scale choices, temporary work and multiple skill-sets. Consumption has become a form of self-expression – and millions of people have a stake in the finance system that they did not have before. With the new terrain, the old path is lost. But a different path has opened up. Collaborative production, using network technology to produce goods and services that work only when they are free, or shared, defines the route beyond the market system. It will need the state to create the framework, and the postcapitalist sector might coexist with the market sector for decades. But it is happening." (from "PostCapitalism: A Guide to Our Future" by Paul Mason)

Microsoft Adwords gives more introduction to your business items and compass your focused on gathering of people. Contract proficient microsoft adwords campaign managers at iCodebreakers.

Poor project management is the leading cause of failure in technical projects,

f you have a complaint with your AC repair service provider, state it in a private place well away from public view. Searching for a location that allows both sides to talk without reservations and with honesty will help to make the discussion lucrative. Put the project on hold for a day or two to arrange for this meeting if essential. Be sure that you have a legal contract that thoroughly details your wishes before work begins; you could bring that contract to address any issues you are having. It shouldn't be assumed that a low-priced proposal indicates shoddy workmanship on the air and heating service company's part. Check the cost of the needed materials and compare them to the pricing of the low-priced proposal. Do not forget to calculate labor costs in your equation. You want to make sure that you only draw up a legal contract if the pricing is reasonable. Any air and heating service company worth his salt will provide the client with a written estimate before beginning work on a project. If there is a need to have the information immediately, your AC repair service provider should have the opportunity to give you an estimate over the phone. Also, review their expertise and skill level as well as what other clients are saying about them to find out if they finish work on time and at the agreed-upon fee. If you are feeling uneasy about anything, ask as many questions as possible before you sign a binding contract to work with a particular AC contractor. A reliable air and heating service company will make an effort to bring you the highest quality results. An efficient AC repair contractor will consider your needs and fulfill your requests on time. Make sure that you're giving your AC repair service provider adequate time to finish the job correctly without interruption. Discover how the AC repair service provider plans to manage any liability problems that occur.

smart contract is a proposed tool to automate human interactions: it is a computer protocol – an algorithm – that can self-execute, self-enforce, self-verify, and self-constrain the performance of a contract.[30][31][32]  Whereas Bitcoin and its direct progeny are referred to as the “1.0” generation, as shown below, contracts, on “2.0” platforms – the next generation of cryptocurrency, are able to enforce themselves.[33] They do not have a physical enforcement arm the way legal contracts do.[34]  Rather, because they embody complex contractual relationships in computational material, they move certain defined asset(s) automatically under certain conditions. 

As an algorithm the protocol is unbiased and capable of auditing, authenticating, validating, approving, and transferring integer values along a ledger that is distributed to tens of thousands of computers (called mining machines) that are located around the world. 

He should have played baseball instead of being a quarterback since he’d managed to make it to third base

February 29: Marilyn’s management contract with John Carroll and Lucille Ryman expires.

example, there’s a popular national radio personality who lives here, who is only on the air for 15 minutes in the morning, and 15 minutes in the evening. He occasionally complains about the federal government, but you will never hear him complain about Chicago. The reason being, I own his radio station, and I had the general manager get this radio star to sign a lifetime contract. In effect, I own him, and he will never speak out. I’m the puppeteer who pulls the strings in that city,

There’s honor in soldiering on when you feel like giving up and giving in. Then there’s the wisdom to know when your health and very life are at stake. College kids and young professionals don’t dare tell the truth and risk their scholarships or contracts. Kids in youth sports think they’re invincible, don’t want to be accused of being cowards, and don’t recognize when they could have been seriously hurt. It falls to us adults to do the right thing, to stand in the gap, and to do everything in our power to guarantee that nothing close to what happened to me—and so many others—ever happens to a player who has been entrusted to us.

When testifying before a senate committee investigating his behavior, he said, “I got that patronage from the sheriff, the county clerk, the county treasurer, all the clerks of the different courts, the State administration … It rarely happened … that any appointments of any kind, big or little, were made in the section of the city in which I lived without my recommendation.” Lorimer also owned a number of businesses that did contracting for the city, and through a process of what he suggested was “honest graft” managed to accumulate considerable wealth. His machine, like those in other cities, catered to the interests of the huge number of immigrants and working-class voters who were flocking into the city to work in its new industries.

THE ROAR of the death blast on the Avenue of the Americas cannot be heard in faraway Johannesburg. With eight weeks to go to the opening game in Soccer City, Sepp Blatter and his South African capos have enough problems. Outraged by price gouging, fans are staying home. In the townships citizens protest every day; ‘Service riots’ send messages to politicians that public money should be spent on homes, water, sewage plants and jobs, not stadiums that will become white elephants. Why should they listen? They have the police beat back the protestors. The World Cup is good news for Danny Jordaan, leader of the bid and now chief executive for the tournament. Quietly, his brother Andrew has been given a well-paid job as Hospitality liaison with MATCH Event Services at the Port Elizabeth stadium. A stakeholder in the MATCH company is Sepp Blatter’s nephew Philippe Blatter. The majority owners are Mexican brothers Jaime and Enrique Byrom, based in Manchester, England, Zurich, Switzerland and with some of their bank accounts in Spain and the Isle of Man. The Brothers are not happy. Sepp Blatter awarded them the lucrative 2010 hospitality contract aimed at wealthy football patrons, mostly from abroad. If that wasn’t enough, Blatter also gave them the contract to manage and distribute the three million tickets. The brothers are charging top rates for hotels and internal flights and expected to make huge profits. Instead, they are on their way to losing $50 million. They plan to recoup these losses in Brazil in four years time.

As yet infrequent in some professions (such as law), fixed-price contracts or bids are increasingly common in investment banking, medicine, consulting, and architecture.

an organization’s capability agenda is increasingly less about your status in the company, the colour of your identity card, words in your contract or the job title you carry, and more about the value you create

Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.

You led Shenzhen Football / You saved Shenzhen Football. " Chinese pro football soccer league (second division) Shenzhen FC recently announced a number of poems like this one. It seems like a tribute to Sven Jerran Eriksson (69, photo), a world-renowned manager who has been assigned to the club this season. But looking back, the story was different. The club said, 'We call the legend again. Let's go on a new trip together. " 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 24시간 문의상담과 서울 경기지방은 퀵으로도 가능합니다 믿고 주문하시면좋은인연으로 vip고객님으로 모시겠습니다. 원하시는제품있으시면 추천상으로 구입문의 도와드릴수있습니다 깔끔한거래,안전거래,총알배송,고객님정보보호,100%정품,편한상담,신용신뢰의 거래,후불거래등 고객님들의 편의를 기본으로 운영하고있는 온라인 판매업체입니다 The poem was a clearing for Eriksson. He was tortured in the club with one side on the 14th. The poem 'You' was not his, but the former director of Wang Baoshan. The Shenzhen team first announced the city verses through its homepage, and then the local media asked whether it was a change of director. ◀경영항목▶텔레【KC98K】카톡【ACD5】라인【SPR331】 엑스터시,신의눈물,lsd,아이스,캔디,대마초,마리화나,프로포폴,에토미데이트,해피벌륜 등많은제품판매하고있습니다 Sweden coach Eriksson is one of the best players in the World Cup finals. In 2001, he became the first foreign coach in England's history. He led Beckham, Owen and others to advance to the quarter-finals in the 2002 Korea-Japan World Cup and the 2006 Germany World Cup. At the 2010 South African tournament he was promoted to coach Ivory Coast. Benfica, AS Roma and Manchester City also led the pros. It was in June 2013 that Eriksson, who became a world class soccer player, started his career in Chinese football. He was appointed to the first division of Guangzhou Puri in China with an annual salary of about 3.5 billion won. It was a bad condition for him to spend the last years of his life as a leader. After failing to sign a new contract, he became a manager of the Shanghai Sanggang, subject to an annual salary of 6 billion won by the end of 2014. After two years of hardship, he moved to China 2nd Division League Shenzhen FC. But here, the duration of the bust was shorter. Eriksson's lead has been in fourth place in the league since he lost five consecutive wins in the league in eight consecutive wins (five and three losses). The club, aiming at promoting the first division, has been pushing out Eriksson in six months because of the atmosphere. Early exits such as Eriksson can be found easily in Chinese football world that pours a lot of money into directing shopping. Only Lee Jang Soo (Changchun), Choi Yong Soo (Jangsu) and Hong Myung Bo (Hangzhou) have left the team during the season due to poor performance.

I have worked at a number of facilities that had health and safety issues. Once the manager identifies safety issues and starts dealing with them, the upper management team undermines the manager involved and either fires them or does not renew their contract.

A micro-task is best described as a task which is simple, repetitive or highly algorithmic in nature. Each executed task lasts between a few minutes to a few hours, and this short life-cycle ensures that a task can be contracted, completed and paid for expeditiously, often within the transaction window itself

I can assure you that after developing workplace mercury poisoning, the astronomy management team will not renew your contract.

Neither politicians nor civil servants at the conference had experience in managing economic affairs beyond their own borders. The pre-war international trade system had been developed by private capitalists. State intervention had been limited to adjusting trade barriers, protesting at breached contracts, giving diplomatic support to concession-hunters. There was no governmental expertise in international interventions when businesses or economies were failing. It is therefore not surprising that the victorious nations thought only in terms of seizing booty or of placating voters.

Whether you are an individual contributor, manager, or leader, fixing the broken social contract between people and work starts with you. When you are able to make your work more enjoyable and purposeful, that possibility will be greater for others.

The most valuable lessons in our life are those lessons that based on our own experience.

And I’m thinking of marrying a couple friends of mine, see.” I had to pause for a moment there. “Plural friends?” “Yeah, good business match it would be.We’ve been close since we were kids. “Perhaps my Nuryeven isn’t as good as I thought. When you say marry, you mean joining your households together and producing hiers, yes?” It wasn’t that the concept was alien to me, it’s just that I hadn’t expected such an arrangement to be commonplace in Nuryevet. Well, no, I’ll be honest, iots that I hadn’t spent even a blink of time thinking about their practices, and if you’d asked me at that time I probably would have told you that all Nuryevens lumber along like they're made of stone. Not a drop of hot blood in their bodies and no interest whatsoever in romance, and that they acquired children by filing paperwork in quintuplicate and being assigned one by an advocate. My new friend Ilias said, “Iy that’s right, though I don't think that Anya and Micket will care to manage it themselves. Heirs are cheap though. You can scrape together half a dozen of them right off the street. So longs you've got flxible standards” I shook my head, “Is this a common thing in these parts?” “Ey? Oh, iy, common enough. I’ve seen marriages with more partners than that.” He pulled his chair to face me fully. “The Oomack only ever have two partner marriages, did you know that? And it's not about business. They don't even seem to care about their assets at all!” “Well, no, the Oomack marry for love and sex.” “Is that right? That seems messy. Lots of feelings involved if you combine sex and business.” Ilias had certain opinions, shall we say which may have not been representative of the general Nuryeven philosophy. Marriage here is a great amalgamation of every kind legal partnership. They get married when they are going into business together. They get married when they want to own property jointly. They get married when they're in love. Some of these arrangements do involve a physical element or the biological production of heirs, as they do elsewhere. Some, as Ilia mentioned before, simply involve formally adopting half a dozen heirs off the street. Some are a mere legal formality. Like many things in Nuryevet , you can do as you please so long as you’ve got your paperwork in order. I didn’t quite understand all this at the time. It took me a while to glean the intricacies of it, or rather, the lack of intricacies. At the time, I only asked Ilia if he had a separate lover. “Not right now. I hire a private contractor for that.” “A prostitute you mean??” “No, a contractor. Prostitutes are, well you’re foreign, you wouldn't know. We don't have those here. Prostitutes just stand on the street and don't have a license or pay taxes, right? They juits have sex with whoever in an ally.” “Oh… some of them, in some places. In other places.” I waved vaguely, “ higher status.” “Meaning what?” “Meaning they’re more expensive. Meaning they do other things besides the act. In some places they're priests and priestesses. In some places they're popular society figures with property and businesses, patrons of the arts and so forth.” “Here you hire one of them like you’d hire a doctor or a tailor or someone to build a house for you, and you wouldn’t graba just anybody off the street for that would you. They show you their l;icence and you sign a contract together and so on. It's a good system.” “What about those who don't have a licence?” “Arrested! Just like a doctor practicing without a license would be.

The equipment for this undertaking is being designed, built, and managed by the Johns Hopkins APL.46 The contract for the mission’s launch was awarded to SpaceX in April of 2019, and the mission is scheduled for takeoff on a Falcon 9 craft in June of 2021.47 Of interest in addition to the mission itself is the fact that experts across the world will be watching for indications of success or failure. The European Space Agency has gone so far as to design what is being called a “companion mission,” a probe that will follow the DART

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

Her husband never left her side and he seemed to suffer in his way as greatly as she did, and his tender diligence was so at odds with the man he had seen swaggering about The Unicorn in his silver-laced coat and high hat. It was a revelation, and Felix wondered again at the business and meaning of marriage; of husband and wives and how they were linked by something profounder that the mere vagaries of sentimental love and hot-blooded lust. This connection, so strange and deep between them, was something he did not understand. He wondered if he would ever manage to make such a contract. He did not think he could bear to stand by and see someone he loved suffer as this woman was suffering.

Here is what I believe to be the bottom line on economic cycles: The output of an economy is the product of hours worked and output per hour; thus the long-term growth of an economy is determined primarily by fundamental factors like birth rate and the rate of gain in productivity (but also by other changes in society and environment). These factors usually change relatively little from year to year, and only gradually from decade to decade. Thus the average rate of growth is rather steady over long periods of time. Only in the longest of time frames does the secular growth rate of an economy significantly speed up or slow down. But it does. Given the relative stability of underlying secular growth, one might be tempted to expect that the performance of economies would be consistent from year to year. However, a number of factors are subject to variability, causing economic growth—even as it follows the underlying trendline on average—to also exhibit annual variability. These factors can perhaps be viewed as follows: Endogenous—Annual economic performance can be influenced by variation in decisions made by economic units: for consumers to spend or save, for example, or for businesses to expand or contract, to add to inventories (calling for increased production) or sell from inventories (reducing production relative to what it might otherwise have been). Often these decisions are influenced by the state of mind of economic actors, such as consumers or the managers of businesses. Exogenous—Annual performance can also be influenced by (a) man-made events that are not strictly economic, such as the occurrence of war; government decisions to change tax rates or adjust trade barriers; or changes caused by cartels in the price of commodities, or (b) natural events that occur without the involvement of people, such as droughts, hurricanes and earthquakes. Long-term economic growth is steady for long periods of time but subject to change pursuant to long-term cycles. Short-term economic growth follows the long-term trend on average, but it oscillates around that trendline from year to year. People try hard to predict annual variation as a source of potential investing profit. And on average they’re close to the truth most of the time. But few people do it right consistently; few do it that much better than everyone else; and few correctly predict the major deviations from trend.

phase two of forming a union: negotiations. This involves finding out what everyone wants in their first union contract, drawing up proposals that reflect top priorities, ratifying the proposals, electing the workers who will represent them, and starting negotiations with management. Good union contracts reflect the workforce and are tailored to whatever the workers themselves want, provided they can muster the power required to win those demands.

The ‘SAFe managed-investment contract’ describes an Agile approach to contracts and can be found on the SAFe website.

Respect yourself, others, the elders and the young ones Respect your peers, colleagues, manager, and your clients or customers Respect yours and other people’s partner, relationship and marriage Respect yours and others culture, religion, faith and God. Respect time, business meetings, appointment, agreements or contracts. Respect life, nature, rules and the law. Respect if you want to be respect and respect if you want to make it in life.

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair competitive ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality from the right source, at the right price to the right destination at the right time in the quantity and in the right way is not purchasing. All that requires a broad range of strategies, which in one word means “procurement”!

The gang leader in each area, known as a “don,” maintained a group of armed followers or “shooters” who acted as enforcers, kept down petty crime, and enforced a strict normative system of punishment and reward upon the population. The don acted as a mediator and resolver of disputes, liaised with police and city authorities to manage violence and crime, and became an intermediary for the distribution of government handouts—jobs, housing, welfare benefits, contracts—to the population.

When the environment changes more rapidly than one can change rules, or when a set of circumstances is so ambiguous and unclear that a contract between the parties that attempted to cover all possibilities would be prohibitively complicated, we need another mode of control, which is based on cultural values.

On a psychological and physiological level, the habits of contraction are often caused by the desire to control or acquire, even to acquire generosity or devotion or emptiness. These are subtle and take time to identify and release. Under this is the desire for self-gain or improvement, to win something or better something. Those intentions are healthy enough up to a point, but to really see and engage what you have in front of you, you have to intend that it gains or wins.

No, no, keep your shoes on. It’s just a habit of mine. I have a lot of habits I can’t manage to break, which is sort of a pain in the ass, but what can you do?” He closed the door and turned all the locks. At a glance, Lucie noted that it wasn’t really the apartment of a single man. Several feminine touches—thick plants all around, a pair of rather retro high heels in a corner. But there was only one place setting on the table in the dining area, already set for a meal, facing the wall. She thought of Luc Besson’s film The Professional. In some ways, Sharko gave off the same sadness as Léon, the contract killer, but also an incomprehensible sympathy that made you want to learn more about him.

When I took a good look at myself, my stomach flipped. I was a jumble of bruises and ripped clothes. Most people said blood tasted metallic, but to me it tasted like ashes. It tasted like my own funeral. Bile rose in my throat, but I managed to keep it down. The spasms that made my ribcage expand and contract in an increasing tempo created a melody without interlude. I must be crying. I waited, not daring to move, for a long time to turn into a puddle on the floor.

It's essential to do exhaustive due diligence and consult with specialized legal counsel before committing your technology to a VC contract. Interview management and staff at other companies in the VC firm's portfolio including some that failed. Research the history of how employees and other common stock holders fared as the companies grew. When in doubt, listen to your gut and speak up-and get any promises in writing.

The challenge is that the demand in our lives increasingly exceeds our capacity. Think of capacity as the fuel that makes it possible to bring your skill and talent fully to life. Most of us take our capacity for granted, because for most of our lives we’ve had enough. What’s changed is that between digital technology and rising complexity, there’s more information and more requests coming at us, faster and more relentlessly than ever. Unlike computers, however, human beings aren’t meant to operate continuously, at high speeds, for long periods of time. Rather, we’re designed to move rhythmically between spending and renewing our energy. Our brains wave between high and low electrical frequencies. Our hearts beat at varying intervals. Our lungs expand and contract depending on demand. It’s not sufficient to be good at inhaling. Indeed, the more deeply you exhale, the calmer and more capable you become. Instead, we live linear lives, progressively burning down our energy reservoirs throughout the day. It’s the equivalent of withdrawing funds from a bank account without ever making a deposit. At some point, you go bankrupt. The good news is that we can influence the way we manage our energy. By doing so skillfully, you can get more done in less time, at a higher level of quality, in a more sustainable way. A couple of key scientific findings point the way. The first is that sleep is more important than food. You can go a week without eating and the only thing you’ll lose is weight. Give up sleep for even a couple of days and you’ll become completely dysfunctional. Even so, we’re all too willing to trade away an hour of sleep in the false belief that it will give us one more hour of productivity. In fact, even very small amounts of sleep deprivation take a significant toll on our cognitive capacity. The notion that some of us can perform adequately with very little sleep is largely a myth. Less than 2.5 percent of the population—that’s one in forty people—feels fully rested with less than seven to eight hours of sleep a night. The second key finding is that our bodies follow what are known as ultradian

She felt a pang of excitement as she realized it was not Mr. Hunt but Matthew Swift. He rose from his chair, and Daisy said bashfully, "No, please, I'm sorry to have interrupted..." Her voice trailed away as she noticed there was something different about him. He was wearing a pair of thin, steel-framed spectacles. Spectacles, on that strong-featured face... and his hair mussed as if he had been tugging absently on the front locks. All that combined with a plentitude of muscles and masculine virility was astonishingly... erotic. "When did you start wearing those?" Daisy managed to ask. "About a year ago." He smiled ruefully and removed the spectacles with one hand. "I need them to read. Too many late nights poring over contracts and reports." "They... they are very becoming." "Are they?" Continuing to smile, Swift shook his head, as if it had not occurred to him to wonder about his appearance.

I love you," Avery whispered and slid his hands under Kane's back, gripping his shoulders as he slowly began to move his hips, pulling almost out and slowly pushing back into that delicious tightness, moving faster and harder with each thrust. "I…love…you…" Kane whimpered. Avery gritted his teeth and closed his eyes, burying his face in the crook of Kane's neck. He wanted this to last, but the force of Kane's muscles gripping him felt too good. "You're finally mine." "And you're…finally…mine…" Kane declared, his hips rising to meet Avery's, thrust for thrust. "I've been yours since the first moment I laid eyes on you. Today was for you, baby." Avery gripped Kane's shoulders tighter, holding him in place as he drove himself deep into Kane's body. His knees dug into the mattress as he tried to get better leverage. He couldn't get close enough to Kane, couldn't get deep enough in the man he loved. He slammed his hips wildly against Kane, their loud grunts and moans filled the room, and the sound of their bodies slapping together added to the heat of the moment. Avery managed to slide his hand between their sweat-coated bodies and pump Kane's hard cock. His rhythm was erratic, he couldn't keep the pace, not with the way Kane's tight ass grasped him, but he wanted Kane to come before he did. His body strained, and he screwed his eyes shut, trying to prevent his release. He hung on until he felt Kane's cock twitch and hot jets of thick cream shot between his fingers and splattered on his chest. Kane shuddered and moaned beneath him, and his ass contracted around him. The smell and feel of Kane's release drove him insane. He grabbed Kane's thighs, pushed them back, lifting him higher, and plunged into him, pistoning his hips like a jack hammer. "Yes. So…good, baby." It wasn't a second more before his own release hit, and his cock jerked deep inside Kane's hot ass as he filled him with his come. "You're amazing," Avery roared as he slumped forward, falling on top of Kane.

It took everything he had not to when the hard and fast slide of Tom’s cock took his breath away, and when Tom jerked against his prostate, he gladly lost the battle, shooting all over his belly and chest, groaning, contracting around Tom’s cock. Then Tom was cursing, and Prophet knew he was struggling not to come too. Tom slapped his ass hard. Twice. “Couldn’t help it,” Prophet groaned, his cheek rubbing against the rug. “And I’ll do it again. If you’d hurry.” “Asshole. Jerked off . . . twice . . . on the flight . . . so I could do this,” Tom managed finally. “You

Not immediately, but a decade after Mandelbrot published his physiological speculations, some theoretical biologists began to find fractal organization controlling structures all through the body. The standard "exponential" description of bronchial branching proved to be quite wrong; a fractal description turned out to fit the data. The urinary collecting system proved fractal. The biliary duct in the liver. The network of special fibers in the heart that carry pulses of electric current tot he contracting muscles. The last structure, known to heart specialists as the His-Purkinje network, inspired a particularly important line of research. Considerable work on healthy and abnormal hearts turned out to hinge on the details of how the muscle cells of the left and right pumping chambers all manage to coordinate their timing. Several chaos-minded cardiologists found that the frequency spectrum of heartbeat timing, like earthquakes and economic phenomena, followed fractal laws, and they argued that one key to understanding heartbeat timing was the fractal organization of the His-Purkinje network, a labyrinth of branching pathways organized to be self-similar on smaller and smaller scales.

Jack Reacher made his first appearance in print on March 17, 1997—St. Patrick’s Day—when Putnam published Killing Floor in the United States, which was Reacher’s—and my—debut. But I can trace his, and the book’s, genesis backward at least to New Year’s Eve 1988. Back then I worked for a commercial television station in Manchester, England. I was eleven years into a career as a presentation director, which was a little like an air traffic controller for the network airwaves. In February 1988, the UK commercial network had started twenty-four-hour broadcasting. For a year before that, management had been talking about how to man the new expanded commitment. None of us really wanted to work nights. Management didn’t really want to hire extra people. End of story. Stalemate. Impasse. What broke it was the offer of a huge raise. We took it, and by New Year’s Eve we were ten fat and happy months into the new contract. I went to a party, but didn’t feel much like celebrating. Not that I wasn’t content in the short term—I sleep better by day than night, and I like being up and about when the world is quiet and lonely, and for sure I was having a ball with the new salary. But I knew in my bones that management resented the raise, and I knew that the new contract was in fact the beginning of the end. Sooner or later, we would all be fired in revenge. I felt it was only a matter of time. Nobody agreed with me, except one woman. At the party, in a quiet moment, she asked me, “What are you going to do when this is all over?

The producer’s responsibilities include hiring and building teams; writing contracts; contributing to the game’s design; managing the team’s work schedule; balancing the game’s budget; resolving disputes between creative and programming leads; acting as the team representative to upper management and publishers; coordinating the creation of outside resources such as art, music, and cutscenes; and arranging testing and localization.

Kane, how are you so fucking tight…" Avery pistoned his hips, driving Kane into the edge of the vanity with each snap of his hips. The moment was perfect, too perfect. Kane reared back, arching his body, and met Avery thrust for thrust. "You've been…ah…bottoming the last few times," Kane groaned. Avery closed his eyes and gritted his teeth. His husband always did that when he concentrated on holding his load. Kane kept his eyes open, looking at their reflection in the mirror. He loved watching Avery make love to him. "Keep going." Kane lifted his dress shirt up and over his head. He tossed it across the top of the toilet and began stroking himself. He was close, very close, and Avery never stopped pounding away at his ass. He tightened his grip, desperately wanting to come, but trying hard to keep it at bay. "Feel good?" Avery's voice was deep, breathy. "Yeah," was the only thing he could manage at the moment. "So good. Fuck, Kane, I could do this all night." "Avery…yes." Kane strained to hold back his orgasm. He rolled his hips then pushed back, grinding against Avery, taking him deep inside. Avery responded just like Kane imagined he would—his lover's eyes opened, and shot straight to their reflection in the mirror, meeting his. Avery's heated gaze pierced Kane to the core. "Come for me," Kane whispered. "You're so beautiful. You're mine. You're always mine." Avery's eyes stayed locked on his. Avery gripped Kane's hips tightly and bucked harder, nailing his spot over and over. Fire surged through Kane's veins. "Come with me!" "Now!" Kane loosened his tight grip on the sink to stroke himself faster, dropping his head down on to the counter as his body tensed and his ass contracted hard around Avery. His release jetted from his body, painting the cabinet and floor with ribbons of white, taking his breath, and buckling his knees with pleasure. He was barely conscious of missing the slacks pooled around his shoes. He closed his eyes as loud moans escaped his lips. He savored every second of Avery's pulsing cock filling him with liquid heat from the inside out.

Team jell takes time, and, during much of that time, the composition of the team can’t be changing. If you need to use a reactive strategy of contract labor, your team will probably never jell. In fact, the workforce you manage almost certainly won’t be a team at all.

managers did that as a warning but also for amusement. They enjoyed it. Making people suffer, competing in cruelties, was a vice they had contracted from engaging so frequently in flagellations, beatings, and tortures. Often, when they were drunk, they looked for pretexts for their blood games.

that is subject to accelerated revenue recognition as a result of aggressive management estimates is one that has “multiple deliverables.” In this type of arrangement, the seller provides several distinct, but intermingled deliverables over an extended period of time. For example, wireless telecom companies often package mobile phone service and a cell phone handset together in the same contract. Sometimes the handset is sold to the customer at a greatly discounted price (or even given away for free), as long as the customer also agrees to a two-year service contract. Accounting rules require the seller to allocate a portion of the total contract value to the handset (to be recognized as revenue up front) and a portion to the service contract (to be recognized over the life of the contract). The seller uses assumptions in estimating how to split the revenue between the two deliverables. By changing these assumptions or

How to Bulletproof Your Association’s Biggest Asset: The Money The 35-Point Financial Procedures Manual If you are elected treasurer of your community association and accept the challenge, there are many policies and procedures you will need to learn before you start planning budgets, collecting assessments, and signing checks. Board members and officers of all community associations in America should read the following 35-point list of financial procedures and consider it a survival manual. It is divided into four segments: •​Inheriting Old Books •​Guarding and Vigilance •​Cyberbanking Procedures •​Efficiency Maximization and Return The Takeover: Inheriting Old Books 1.​Incoming treasurers or accounting managers should never accept the recording of financial books or accounts of a previous money manager. In order to be sure there is a clear line between the actions of the prior money manager and the current, a new bank account should be opened and the funds transferred to the new account. The new account helps to draw the line of accountability. Liability is also reduced by the new account, since any old checks that may be lying around will then be invalid. 2.​Immediately notify the bank when officers change. Bank signature cards must always be brought current immediately following the annual election. All officers should go to the bank together to provide identification and verify signatures. 3.​For incoming treasurers or accounting managers, a “transition document” stating all association account balances—including a statement as to the purpose of the reserve account, all contracts (including the vendors’ names and the expiration dates), and any outstanding payments due for services rendered or received—should be provided to the new money manager. 4.​Destroy all old checks and deposit slips. Use a cross shredder or a document destruction company. 5.​Keep new checks under lock and guard the keys. 6.​If a board treasurer or management company refuses to give up the bank accounts (it has happened), send the person or company a certified letter demanding the rightful return

Corporate investors, who have poured billions into the business of mass incarceration, expect long-term returns. And they will get them. It is their lobbyists who write the draconian laws that demand absurdly long sentences, deny paroles, determine immigrant detention laws, and impose minimum-sentence and Three-Strikes laws, which mandate life sentences after three felony convictions. Corrections Corporation of America (CCA), the largest owner of for-profit prisons and immigration detention facilities in the country, earned $1.7 billion in revenues and collected $300 million in profits in 2013.50 CCA holds an average of 81,384 inmates in its facilities on any one day.51 Aramark Holdings Corp., a Philadelphia-based company that contracts through Aramark Correctional Services, provides food for six hundred correctional institutions across the United States.52 Goldman Sachs and other investors acquired it in 2007 for $8.3 billion.53 The three top for-profit prison corporations spent an estimated $45 million over a recent ten-year period for lobbying to keep the prison business flush.54 The resource center In the Public Interest documented in its report “Criminal: How Lockup Quotas and ‘Low-Crime Taxes’ Guarantee Profits for Private Prison Corporations” that private prison companies often sign state contracts that guarantee prison occupancy rates of 90 percent.55 If states fail to meet the quota they have to pay the corporations for the empty beds. CCA in 2011 gave $710,300 in political contributions to candidates for federal or state office, political parties, and so-called 527 groups (PACs and super PACs), the American Civil Liberties Union reported.56 The corporation also spent $1.07 million lobbying federal officials plus undisclosed sums to lobby state officials.57 The GEO Group, one of the nation’s largest for-profit prison management companies, donated $250,000 to Donald Trump in 2017.58 The United States, from 1970 to 2005, increased its prison population by about 700 percent, the ACLU reported.59 Private prisons account for nearly all newly built prisons.60 And nearly half of all immigrants detained by the federal government are shipped to for-profit prisons, according to Detention Watch Network.61

MANAGING THE CURRENCY WELL-MANAGED Policy makers bluff, conveying that they will never allow the currency to weaken much. When they do devalue, it’s a surprise. The devaluation is large enough that the people are no longer broadly expecting the currency weakening more (creating a two-way market). POORLY MANAGED Policy makers are widely expected to allow a currency weakness, causing more downward pressure on the currency and higher interest rates. The initial devaluation is small, and further devaluations are needed. The market expects this, causing higher interest rates and inflation expectations. CLOSING EXTERNAL IMBALANCES WELL-MANAGED Tight monetary policy causes domestic demand to contract in line with the fall in incomes. Policy makers create incentives for investors to stay in the currency (i.e., higher interest rates that compensate for risk of currency depreciation). POORLY MANAGED Policy makers favor domestic conditions, and monetary policy is too loose, putting off domestic pain and stoking inflation. Policy makers attempt to stop the outflow of capital with capital controls or other restrictive measures. SMOOTHING THE DOWNTURN WELL-MANAGED Use reserves judiciously to smooth the withdrawal of foreign capital while working to close imbalances. POORLY MANAGED Rely on reserve sales to maintain higher levels of spending. MANAGING BAD DEBTS/DEFAULTS WELL-MANAGED Work through debts of entities that are over-indebted, making up the gap with credit elsewhere. POORLY MANAGED Allow disorderly defaults that lead to increased uncertainty and capital flight.

It’s also possible to revise the rules of globalization to reduce the amount of damage done by speculative private finance and to expand the role of transparent social investment. We could provide a lot more debt relief, as well as imposing a Tobin tax (see Chapter 3) on short-term financial transactions. Though the West has less economic influence than it once did, the markets of Europe and North America are still the world’s largest, which gives the West immense power to influence the rules for the global economy as a whole. Those rules were once used to promote balanced domestic social contracts. Lately, they have been used to enrich the already rich, often in concert with the repression of labor in the third world, and at the expense of decent labor standards in the West as well. The point is not that Japan, South Korea, China, and other emergent economies are doing something fundamentally wrong or inefficient by having industrial policies, subsidies, and managed trade strategies to promote their own economic growth. This is precisely what the West did at earlier stages of its own development. The point, rather, is that the system needs more realistic rules and norms, so that there is a fairer balance of benefits. That means balance between developing and developed countries, balance between capital and labor, and balance between market norms and social standards. Today, both the global trading system and US trade policy are promoting imbalance.

Fortunately, it is eminently possible to transform our economy so that it is less resource-intensive, and to do it in ways that are equitable, with the most vulnerable protected and the most responsible bearing the bulk of the burden. Low-carbon sectors of our economies can be encouraged to expand and create jobs, while high-carbon sectors are encouraged to contract. The problem, however, is that this scale of economic planning and management is entirely outside the boundaries of our reigning ideology. The only kind of contraction our current system can manage is a brutal crash, in which the most vulnerable will suffer most of all.

Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction. Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements. The challenge is to be a light, not a judge; to be a model, not a critic.

Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction. Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements. The challenge is to be a light, not a judge; to be a model, not a critic. Section 1 PERSONAL     and INTERPERSONAL EFFECTIVENESS  

When an employer lets go of someone, it is sometimes because they breached the formal written contract of employment. When someone quits, it is almost always because their manager or the company breached the unwritten contract.

contract. To get around this problem, the manager of the Orioles, Jack Dunn, adopted George and became his legal guardian. Young George’s relationship with Dunn led to him being given his famous name. One day Dunn brought George to the ballpark to show him the ropes. When the other players saw the new player, one remarked, “Well, here’s Jack’s newest babe.” Soon, all his teammates were calling him Babe.

Emma awakened Steven rudely by arching her back and letting out a howl of startled discomfort. He sat bolt upright in bed, shoved one hand through his hair in agitation, and babbled that he was willing to pay five thousand dollars for the piece of land he wanted, and not a cent more. In spite of her pain, Emma laughed at his incoherency. “I’m in labor, Mr. Fairfax,” she told him, as her stomach contorted visibly beneath her nightgown and her face twisted in a grimace. “You’d better get the doctor, fast.” Fully awake now, Steven clambered out of bed, shouting for Cyrus and Nathaniel. They both appeared posthaste, clad in flannel nightshirts that would have started Emma into laughing again if she hadn’t been in so much pain. Steven didn’t recall that he was naked until after he’d dispatched Nathaniel to fetch Dr. Mayfield and Cyrus to bring Jubal from the servants’ quarters. And when he did, he didn’t give a damn. He struggled into his clothes, swearing under his breath the whole time. Emma let out a peal of amusement that somehow transformed itself into a loud moan. Her belly rose up as though it were being pinched between two giant, invisible fingers, and she felt a rush of water between her legs. “Is it supposed to happen this fast?” she asked Steven, panting out the words in the wake of another hard contraction. “How the hell should I know?” Steven barked, stumbling around in the darkness until he managed to strike his shin against the chest at the foot of the bed. When that happened he bellowed another curse and demanded, “Where the devil is the doctor?” “He lives five miles away,” Emma reasoned. “Calm down, Mr. Fairfax. Having a baby is a perfectly normal—” At that moment another pain seized her, wringing out a squeaky scream. Jubal

When I worked in high altitude astronomy, the worst sickness that I experienced was not at the 13,796 feet very high altitude summit of Mauna Kea Observatory (MKO) in Hawaii, it was at Kitt Peak National Observatory (KPNO) in Arizona at the much lower altitude of 6,875 feet. Due to my very high altitude experiences, I knew that this strange sickness was not primarily caused by altitude sickness and was most likely Sick Building Syndrome (SBS). After reporting various behavioral problems in all of the staff to the management team, my contract was not renewed, I was unable to legally protect the health and safety of the workers that I was responsible for, troubleshooting of this environmental problem stopped and I left in a sickened state for my next position before I could find the root cause.

Lilenta…” Baird reached for her but she shied away. “No, don’t touch me! In fact, I don’t think we should touch anymore at all.” Baird frowned. “What are you talking about?” Liv shook her head, her pulse pounding as all her old fears of being pinned down and helpless under the big alien male came back in a rush. “There’s something about you. I can’t…can’t seem to control myself when you get too close. When you touch me. And don’t tell me it’s my body reacting to yours because we ‘need’ each other again either,” she snapped, when he opened his mouth as if to reply. “I don’t care what causes it, I don’t like being out of control. Don’t like it that I can’t seem to stop myself from…from acting like some kind of animal in heat.” “I told you this would happen.” Baird shifted on the bed toward her but Liv pulled away again. He sighed and sat back. “Your body is in heat, Lilenta—to a certain extent anyway. And as long as we’re together you’ll get hotter and hotter. Having me inside you is the only thing that will ease you.” “Well then I guess I’ll just have to manage on my own because there is no way I’m letting you try to get your whole entire uh…self inside me.” Liv’s heart was still racing. “In fact, I don’t think I want you touching me at all anymore. It’s too dangerous.” Baird’s face was like a thundercloud. “You signed a contract, Olivia. This is our bathing week—you can’t deny me the right to wash you.” “Exactly—wash me. And that’s it.” Liv lifted her chin defiantly. “I’m pretty sure if I went over that contract with a fine tooth comb there wouldn’t be anything about you being able to rub me with fifty types of oil and lay on top of me and practically hump me through the mattress.” “I was scent marking you,” he protested. “Gotta do that in order to let other males know you’re mine.” “I’m not yours,” she flared at him angrily. “And I never will be! So you can wash me—fine, I can’t stop you. But nothing outside the bathing pool. That means no more naked massages with exotic oils. And absolutely no more marking, or whatever you call it.” “Fine.” Baird was so angry now his eyes were practically glowing. “But if I can’t mark you, then we’re not leaving the suite. Not with you smellin’ so hot and not having any of my scent on you.” Liv threw up her hands. “Great. Put me under house arrest—I don’t care. Just stay away from me.” “If that’s how you feel,” he said, his jaw clenched. “I told you once I wasn’t interested in taking what you didn’t want to give.” “That’s exactly how I feel,” Liv assured him. “And I’m not giving another inch.” “Fine.” He was still glaring at her but the pain was back in his eyes now—back to stay and Liv knew she was the cause of it. Suddenly she felt horrible. “Try to understand, Baird,” she pleaded softly. “I never asked for this—for our minds to align or for you to claim me. I never wanted any of it. I just…I just want to go home.” Baird closed his eyes briefly. “I wish I could let you. But I can’t, Olivia. I need you too damn much. I’m sorry.

Even the measures of food were confusing and FEMA had no way of understanding what was going on. The Red Cross talked about pounds of food, while others were talking about pallets. We preferred to talk about meals, which was actually what FEMA’s contracts specified. All these counts went into a big Excel spreadsheet that FEMA maintained and emailed every day. At the bottom of the spreadsheet, the total count of food was supposed to be there for everyone to see. Instead, the count was a calculating error because there was no standard unit of food that everyone used. If FEMA couldn’t manage a spreadsheet, how could it manage an emergency?

HMOs succeeded at containing costs at least for a while. The 1990s were the only decade since the 1940s when U.S. health spending did not increase faster than the cost of living. But most hospitals dragged their heels in creating quality cost-effective care to attract managed care contracts, and these lackluster offerings tarnished the HMO concept in some parts of the country, perhaps forever.

Some Pakistan first B2B platforms include a search engine that can automatically match you with suppliers based on your profile and preferences. Another useful feature is a contract management system that allows you to create, review, and sign contracts in one place. It can even generate standard contracts based on the specific requirements of your business. This can significantly cut your overhead costs. Moreover, it can also save you time and energy, as it can make your transactions more efficient and convenient. Besides, it can also reduce the number of intermediaries in your supply chain OLXextremewholesalers.

The manager gave him a copy of the contract. From a carbon he read aloud, “’In addition said player will be permitted to convey his German shepherd dog on all road trips in his own conveyance.’” He laughed, “A clause to make baseball history. When do we see this famous dog?” “You’ll meet him tonight. He’ll be on the field.

Imagine the future of work when brain monitoring becomes more ubiquitous if these laws and norms are not in place. After a banner year at the company, division manager Sue calls employee Pat to offer her a contract renewal with a 2 percent pay raise. Sue knows the company could easily afford and would be willing to pay up to 10 percent to retain her but hopes Pat will take less. Pat takes Sue’s call using her company-issued in-ear EEG earbuds. Pat keeps her voice even throughout the call so as not to give away her emotions and promises to follow up with Sue the next day. All the while, Sue has been watching Pat’s brain activity and decoding her emotional reaction to the news. Pat’s brain activity revealed joyfulness upon learning of the 2 percent pay raise and remained joyful throughout the day.97 The next day, Pat calls Sue and says that she was hoping for a bigger raise. But Sue can’t be bluffed; she knows that Pat was happy with the 2 percent raise; moreover, she now sees that Pat is fearful as she makes her request for a bigger one. Sue responds that 2 percent is the best the company can do, and Pat accepts the offer. Pat’s attempt to negotiate a better salary was over before it began. Even the staunchest freedom-of-contract libertarian would question the fairness of this negotiation.

Legislate is a legal technology company founded in Oxford in 2020 which makes it easy for non-lawyers to safely create, manage and search lawyer-approved contracts. Legislate makes contracts machine readable using patented knowledge graph technology so that contracts can be created, managed and searched at scale. By making contracts machine readable, Legislate is enabling a new category of smart, open contracts which know what they contain and how they connect with third party systems and services such as payroll and pensions for example. Legislate is used by fast growing businesses and scale ups to create and track contract data for employment and commercial contract use cases.

The goats were replaced by two hundred bright yellow American trash compactor trucks, provided under a $200 million contract with Waste Management, Inc.

Arthur’s ties to the powerful New York State Republican machine won him nomination as candidate for vice president. To near-universal dismay, he had entered the White House when President James A. Garfield died from an assassin’s bullet. A good storyteller and man about town, fond of whiskey, cigars, and expensive clothes, the dapper, sideburned Arthur is perhaps best remembered for saying, “I may be president of the United States, but my private life is nobody’s damned business.” On this trip to Florida, however, his private life fitted very nicely into someone else’s business. The owner of the Belair orange plantation was General Henry Shelton Sanford, the man who had helped Leopold recruit Stanley. Sanford did not bother to leave his home in Belgium to be in Florida for the president’s visit. With the self-assurance of the very rich, he played host in absentia. He made sure that the president and his party were greeted by his personal agent, and that they got the best rooms at the Sanford House hotel, which stood on a lakeshore fringed with palm trees in the town of Sanford. When the president and his guests were not out catching bass, trout, and catfish, or shooting alligators, or exploring the area by steamboat, the Sanford House was where they stayed for the better part of a week. There is no record of who paid the hotel bill, but most likely, as with the rail journey south, it was not the president. Ironically, the huge Sanford orange plantation the Washington visitors admired was proving as disastrous a venture as Sanford’s other investments. Some Swedish contract laborers found the working conditions too harsh and tried to leave as stowaways on a steamboat. A slaughterhouse Sanford invested in had a capacity fifty times larger than what the local market could consume and went bankrupt. A 540-foot wharf with a warehouse at the end of it that he ordered built was washed away by a flood. The manager of one of the hotels in Sanford absconded while owing him money. Foremen failed to put up fences, and wandering cattle nibbled at the orange trees. But if everything Sanford touched as a businessman turned to dust, as an accomplice of Leopold he was a grand success. Sanford was a long-time supporter of President Arthur’s Republican Party. For two years, he had been corresponding with Arthur and other high United States officials about Leopold’s plans for the Congo. Now, after the president’s trip to Florida, confident that Arthur would pay attention, he pressed his case with more letters. Seven months later, Leopold sent Sanford across the Atlantic to make use of his convenient connection to the White House. The man who had once been American minister to Belgium was now the Belgian king’s personal envoy to Washington. Sanford carried with him to Washington a special code for telegraphing news to Brussels: Constance meant “negotiations proceeding satisfactorily; success expected”; Achille referred to Stanley, Eugénie to France, Alice to the United States, Joseph to “sovereign rights,” and Émile to the key target, the president.

The problems of European auto-and steelmakers relate primarily to a fall in demand as opposed to any recent overbuilding of domestic capacity in more favourable macroeconomic conditions. Other industries have suffered from disruptive new technologies or business models which have left legacy companies struggling to cope. Flag-carrier airlines, saddled with outdated employment contracts and national champion status, have suffered greatly from the growth of unencumbered low cost carriers. The CEO of struggling SAS in Scandinavia recently bemoaned the lack of a Chapter 11 process in Europe. Perhaps he is jealous of a system which in the US has led to the anti-Darwinian outcome of the survival of the least fit!

Warren Buffett, whose net worth is approximately $65 billion, lives in the same house he bought in 1958 for $31,500. John Urschel, a lineman for the Baltimore Ravens, makes millions but manages to live on $25,000 a year. San Antonio Spurs star Kawhi Leonard gets around in the 1997 Chevy Tahoe he’s had since he was a teenager, even with a contract worth some $94 million. Why? It’s not because these men are cheap. It’s because the things that matter to them are cheap. Neither Buffett nor Urschel nor Leonard ended up this way by accident. Their lifestyle is the result of prioritizing. They cultivate interests that are decidedly below their financial means, and as a result, any income would allow them freedom to pursue the things they most care about. It just happens that they became wealthy beyond any expectation. This kind of clarity—about what they love most in the world—means they can enjoy their lives. It means they’d still be happy even if the markets were to turn or their careers were cut short by injury. The more things we desire and the more we have to do to earn or attain those achievements, the less we actually enjoy our lives—and the less free we a

Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.

There was one major problem with this provision. International Match did not have 17 million dollars. Indeed, International Match did not have any money. Remember that Ivar previously had moved all of the cash International Match had raised from the gold debentures to Continental, the Liechtenstein subsidiary. Then, he had used the cash from the participating preferred shares to repay the gold debentures. That meant all the money was gone. In order to comply with the secret Poland contract, International Match would need to raise another 17 million dollars right away. In other words, Ivar had signed a promise to give Poland 17 million dollars he didn’t have. The second Poland agreement also contained some extraordinary protections for International Match, terms that would have impressed Lee Higginson’s bankers, if they had seen them. For example, Ivar obtained an agreement that if “for one reason or another” Garanta did not earn enough profit to pay the 24 percent interest payments due to Poland, those payments would be covered by “the income of the Polish Alcohol Monopoly or … the Polish Tobacco Monopoly.”34 In other words, Ivar obtained a promise of payment supported not only by the match monopoly, but by unaffiliated monopolies on alcohol and tobacco. Ivar also included a binary foreign exchange option, a kind of derivative contract, to protect International Match from any declines in the value of the dollar: “International Match Corporation shall have the right to obtain payment of interest in Dutch guilders or US dollars according to its choice and for all such payments one dollar shall be counted as 2½ guilders.”35 Given that Garanta’s shareholders would be nominated by Dr Glowacki, how would Ivar retain control of Garanta? Here, as well, Ivar created another innovative financial provision: During the first four years until October 1, 1929, International Match Corporation shall have the right to appoint the managing director of Garanta who is alone entitled to sign for the company. On or after October 1, 1929, International Match Corporation has the right to acquire 60 percent of the shares at par.36 This option term secured both initial control over Garanta and the right to own a majority of Garanta’s shares in the future. Either way, Ivar, not Dr Glowacki, would have control.

That means having rock-solid contracts, service-level agreements, and penalties in place, as well as continual, active management of communications

There is no more underrated and research-backed therapeutic tool than walking. It reduces back pain, and body pain in general, through dozens of mechanisms. Studies show that walking does the following: Increases circulation of natural opioids in the body175 Reduces pain sensitivity176 Stimulates production and circulation of synovial fluid within joints177 Improves lumbar (low back) function178 Strengthens foot muscles, creating a more stable and pliable base for the hips, back, and neck (especially in minimalist shoes)179 Reduces perceived pain levels, improves blood pressure, and strengthens feelings of personal power180 (if you walk with upright posture instead of slumped) Reduces bone density loss with age, helping to prevent osteoporosis and reduce osteoarthritis pain181 Is a surprisingly effective weight loss and weight management technique, which in turn keeps overall compression forces on joints down182 Increases blood flow to spinal muscles, improving oxygen and nutrient delivery required for cellular healing183 Speeds up elimination of cellular waste products through the repeated contractions of various muscle groups throughout the body183 Reduces the levels of the stress hormone, cortisol, which has a correlative relationship with subjective pain levels184 (Barefoot walking) Improves body awareness and wound healing, reduces inflammation, and helps prevent chronic inflammatory diseases185 Walking doesn’t just help relieve back pain—it targets the central causes of pain. And as you can see from the many studies on walking and pain relief, the benefits are not limited to the locomotion of walking. It’s movement in general that increases circulation of natural opioids, reduces pain sensitivity, stimulates synovial fluid production, and supports cellular health.

How did the rich outsmart the intellectuals? Once the "Take from the rich" tax was passed, cash started flowing into government coffers. Initially, people were happy. Money was handed out to government workers in the form of jobs and pensions. It went to the rich via their factories pensions. It went to the rich via their factories receiving government contracts. The government became a large pool of money, but the problem was the fiscal management of that money. There really is no recirculation. In other words, the government policy, if you were a government bureaucrat, was to avoid having excess money. If you failed to spend your allotted funding, you risked losing it in the next budget.

Satan had established the professions of law and management consulting. Both were wonderful examples of pure evil, but a contract for a human soul was tedious and boring.

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them. It’s not easy to avoid chaos and anarchy as you remove these controls, but if you develop every employee’s sense of self-discipline and responsibility, help them develop enough knowledge to make good decisions, and develop a feedback culture to stimulate learning, you’ll be amazed at how effective your organization can be.

One day our General Counsel went to Leslie and said: “You didn’t sign this huge contract with Disney! Why is Camille’s name on it?” Leslie responded: The person who is living and breathing the contract needs to be the person who owns and signs the contract, not a head of a function or a VP. That takes responsibility of the project away from the person who should be responsible. Obviously, I look at those contracts too. But Camille is proud of what she accomplished. This is her thing, not mine. She is psychologically invested, and I want to keep her that way. I’m not going to take ownership away from her by putting my name on the deal. Leslie was right, and we follow her example across Netflix today. At Netflix you don’t need management to sign off for anything. If you’re the informed captain, take ownership—sign the document yourself.

the Korean idol industry was growing at a rapid pace, the issue of contract renewal in the seventh year became a drama that got everyone—the company, the group, as well as the fans—worked up. At the turn of the new millennium, large management companies like SM, YG, and JYP had all achieved a level of success that made failure of any of their debuted artists the exception. They therefore wanted to recontract their artists, even if that meant changing the conditions of the contract to a certain extent in order to benefit the artist. However, the artist may ask for even better conditions, and satisfaction with the financial terms is only the beginning. Even within a single group, each member may want different things depending on their personality, preferences, and style of working.

2009, the Korea Fair Trade Commission established a “standard exclusive contract for performers” so that popular culture artists, including idols, could protect their rights and interests when signing to a management company.