Importance Of Budgeting Quotes

One important thing that you have to remember is that the human brain is always looking for instant gratification and instant results which is why many of us end up spending more budget on making our office or store prettier rather than on marketing.

So they trust in the deity of the Old Testament, an incontinent dotard who soiled Himself and the universe with his corruption, a low-budget divinity passing itself off as the genuine article. (Ask the Gnostics.) They trust in Jesus Christ, a historical cipher stitched together like Frankenstein's monster out of parts robbed from the graves of messiahs dead and buried - a savior on a stick. They trust in the virgin-pimping Allah and his Drum Major Mohammed, a prophet-come-lately who pioneered a new genus of humbuggery for an emerging market of believers that was not being adequately served by existing religious products. They trust in anything that authenticates their importance as persons, tribes, societies, and particularly as a species that will endure in this world and perhaps in an afterworld that may be uncertain in its reality and unclear in its layout, but which states their craving for values "not of this earth" - that depressing, meaningless place their consciousness must sidestep every day.

The most important aspect of keeping your money is being aware of how much of it you are spending.

How many toes did I have when we left London, does anyone remember?" Jim asked, examining its feet. "I think one is missing." "Stop fussing about a missing toe. We have more important things to focus on, like finding Drake and saving him from whatever trouble he’s in," I answered, straightening my clothing and zipping up my heavy parka. "Oh, man, I am missing one! I know I had four on this foot! What sort of place was that company you used, demon-haters or something?" "Budget Teleporters is a perfectly good company. Didn’t you listen to their warning about keeping your arms and legs in the portal at all times?

Even the most beautifully written, perfectly edited and well-designed books will fail if people aren't made aware of them!" ––Linda Radke, President of Five Star Publications, on the importance of public relations and marketing.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

Essayez donc de vous dégager de tout ce qui vous enferme, faites cet effort surhumain de sortir vivant de votre corps, de vos intérêts, de vos pensées et de l’humanité tout entière, pour regarder ailleurs, et vous comprendrez combien ont peu d’importance les querelles des romantiques et des naturalistes, et la discussion du budget. »

Budgeting for liquidity is important. You have to include liquidity into the budget. Otherwise you could end up selling your farm in winter to buy someone else’s summer crops just to survive. Then come next planting season you’re starting from scratch.

The most important preliminary to the task of arranging one's life so that one may live fully and comfortably within one's daily budget of twenty-four hours is the calm realisation of the extreme difficulty of the task, of the sacrifices and the endless effort which it demands. I cannot too strongly insist on this.

T2 is thus also the first and best instance of a paradoxical law that appears to hold true for the entire F/X Porn genre. It is called the Inverse Cost and Quality Law, and it states very simply that the larger a movie's budget is, the shittier that movie is going to be." - from "The (As It Were) Seminal Importance of Terminator 2

Many people in this world are always looking to science to save them from something. But just as many, or more, prefer old and reputable belief systems and their sectarian offshoots for salvation. So they trust in the deity of the Old Testament, an incontinent dotard who soiled Himself and the universe with His corruption, a low-budget divinity passing itself off as the genuine article. (Ask the Gnostics.) They trust in Jesus Christ, a historical cipher stitched together like Frankenstein’s monster out of parts robbed from the graves of messiahs dead and buried—a savior on a stick. They trust in the virgin-pimping Allah and his Drum Major Mohammed, a prophet-come-lately who pioneered a new genus of humbuggery for an emerging market of believers that was not being adequately served by existing religious products. They trust in anything that authenticates their importance as persons, tribes, societies, and particularly as a species that will endure in this world and perhaps in an afterworld that may be uncertain in its reality and unclear in its layout, but which sates their craving for values not of this earth—that depressing, meaningless place their consciousness must sidestep every day.

The first rule of a bureaucracy is to protect the bureaucracy. If the people running the welfare program had let their clientele find other ways of making a living, that would have reduced their importance and their budget.

The work I do is not exactly respectable. But I want to explain how it works without any of the negatives associated with my infamous clients. I’ll show how I manipulated the media for a good cause. A friend of mine recently used some of my advice on trading up the chain for the benefit of the charity he runs. This friend needed to raise money to cover the costs of a community art project, and chose to do it through Kickstarter, the crowdsourced fund-raising platform. With just a few days’ work, he turned an obscure cause into a popular Internet meme and raised nearly ten thousand dollars to expand the charity internationally. Following my instructions, he made a YouTube video for the Kickstarter page showing off his charity’s work. Not a video of the charity’s best work, or even its most important work, but the work that exaggerated certain elements aimed at helping the video spread. (In this case, two or three examples in exotic locations that actually had the least amount of community benefit.) Next, he wrote a short article for a small local blog in Brooklyn and embedded the video. This site was chosen because its stories were often used or picked up by the New York section of the Huffington Post. As expected, the Huffington Post did bite, and ultimately featured the story as local news in both New York City and Los Angeles. Following my advice, he sent an e-mail from a fake address with these links to a reporter at CBS in Los Angeles, who then did a television piece on it—using mostly clips from my friend’s heavily edited video. In anticipation of all of this he’d been active on a channel of the social news site Reddit (where users vote on stories and topics they like) during the weeks leading up to his campaign launch in order to build up some connections on the site. When the CBS News piece came out and the video was up, he was ready to post it all on Reddit. It made the front page almost immediately. This score on Reddit (now bolstered by other press as well) put the story on the radar of what I call the major “cool stuff” blogs—sites like BoingBoing, Laughing Squid, FFFFOUND!, and others—since they get post ideas from Reddit. From this final burst of coverage, money began pouring in, as did volunteers, recognition, and new ideas. With no advertising budget, no publicist, and no experience, his little video did nearly a half million views, and funded his project for the next two years. It went from nothing to something. This may have all been for charity, but it still raises a critical question: What exactly happened? How was it so easy for him to manipulate the media, even for a good cause? He turned one exaggerated amateur video into a news story that was written about independently by dozens of outlets in dozens of markets and did millions of media impressions. It even registered nationally. He had created and then manipulated this attention entirely by himself.

There were a million things we needed to figure out—and the congressman thought the most important thing we needed to do was slice up the operating budget so each political party was assured its “fair share”? Welcome to Washington. Once

It’s about good copy and ensuring that cases can be made into top-notch documentaries on the telly. Public approval is the all-important currency these days, and police budgets ebb and flow on the back of circulation and viewing figures.

Ever since 1945 the federal government has held and indeed increased its importance as the first customer of the American economy. Government spending had been the primary economic stimulant and to increase it had been the goal of hundreds of interest groups; hopes of balanced budgets and cheap, business-like administration always ran aground upon this fact. What was more, the United States was a democracy; whatever the doctrinaire objections to it, and however much rhetoric might be devoted to attacking it, a welfare state slowly advanced because voters wanted it that way. These facts gradually made the old ideal of totally free enterprise, unchecked and uninvaded by the influence of government, unreal.

The complexities of national deficits, trade failures, budget gaps, negotiations to end the nuclear arms race, the crises of the Middle East, all these cannot be understood by giving the facts alone. The public needs appropriate historical background and clarification. People who are not taught much geography, history, economics, and physics simply cannot reach reasonable conclusions without help from specialists. This is not elitism, it is something far more important; it is called education.

For it was important to have things to tell which interested your friends. And Miss Hearne had always been able to find interesting happenings where other people would find only dullness. It was, she often felt, a gift which was one of the great rewards of a solitary life. And a necessary gift. Because, when you were a single girl, you had to find interesting things to talk about. Other women always had their children and shopping and running a house to chat about. Besides which, their husbands often told them interesting stories. But a single girl was in a different position. People simply didn’t want to hear how she managed things like accommodation and budgets. She had to find other subjects and other subjects were mostly other people. So people she knew, people she had heard of, people she saw in the street, people she had read about, they all had to be collected and gone through like a basket of sewing so that the most interesting bits about them could be picked out and fitted together to make conversation.

Our homes are our sanctuaries. They are that haven away from the world. I think many of us realized how important a cozy, clean, safe home is during the sheltering in we had to do. It is where we take our free vacations or have downtime. It is now where we quarantine from unexpected events.

LABOR IS A RESOURCE and TIME IS A RESOURCE are by no means universal. They emerged naturally in our culture because of the way we view work, our passion for quantification, and our obsession with purposeful ends. These metaphors highlight those aspects of labor and time that are centrally important in our culture. In doing this, they also deemphasize or hide certain aspects of labor and time. We can see what both metaphors hide by examining what they focus on. In viewing labor as a kind of activity, the metaphor assumes that labor can be clearly identified and distinguished from things that are not labor. It makes the assumptions that we can tell work from play and productive activity from nonproductive activity. These assumptions obviously fail to fit reality much of the time, except perhaps on assembly lines, chain gangs, etc. The view of labor as merely a kind of activity, independent of who performs it, how he experiences it, and what it means in his life, hides the issues of whether the work is personally meaningful, satisfying, and humane. The quantification of labor in terms of time, together with the view of time as serving a purposeful end, induces a notion of LEISURE TIME, which is parallel to the concept LABOR TIME. In a society like ours, where inactivity is not considered a purposeful end, a whole industry devoted to leisure activity has evolved. As a result, LEISURE TIME becomes a RESOURCE too—to be spent productively, used wisely, saved up, budgeted, wasted, lost, etc. What is hidden by the RESOURCE metaphors for labor and time is the way our concepts of LABOR and TIME affect our concept of LEISURE, turning it into something remarkably like LABOR. The RESOURCE metaphors for labor and time hide all sorts of possible conceptions of labor and time that exist in other cultures and in some subcultures of our own society: the idea that work can be play, that inactivity can be productive, that much of what we classify as LABOR serves either no clear purpose or no worthwhile purpose.

In October 1982, President Reagan officially announced his administration’s War on Drugs. At the time he declared this new war, less than 2 percent of the American public viewed drugs as the most important issue facing the nation.72 This fact was no deterrent to Reagan, for the drug war from the outset had little to do with public concern about drugs and much to do with public concern about race. By waging a war on drug users and dealers, Reagan made good on his promise to crack down on the racially defined “others”—the undeserving. Practically overnight the budgets of federal law enforcement agencies soared. Between 1980 and 1984, FBI antidrug funding increased from $8 million to $95 million.73 Department of Defense antidrug allocations increased from $33 million in 1981 to $1,042 million in 1991. During that same period, DEA antidrug spending grew from $86 to $1,026 million, and FBI antidrug allocations grew from $38 to $181 million.74 By contrast, funding for agencies responsible for drug treatment, prevention, and education was dramatically reduced. The budget of the National Institute on Drug Abuse, for example, was reduced from $274 million to $57 million from 1981 to 1984, and antidrug funds allocated to the Department of Education were cut from $14 million to $3 million.75

Thiel’s loathing for government spending did not apply when the government spent money on him. His next big startup, Palantir—a name borrowed from Tolkien—depended for survival upon the least transparent, least accountable, and most profligate extension of the federal government, the CIA. The agency invested in Thiel through its Silicon Valley VC front, In-Q-Tel. With Palantir, this self-described “civil libertarian” became an important player in the growth of a secretive, invasive, and patently unconstitutional global surveillance apparatus. Asked in a 2014 online chat if Palantir was “a front for the CIA,” Thiel replied, “No, the CIA is a front for Palantir.” With 70 percent of the U.S. intelligence budget going to the private sector, this dismissive wisecrack was not so much an outright denial as it was a sly wink at the extent of corporate dominance over even the most powerful federal agencies.

PLAINVILLE WAS A QUAINT picturesque town. Northern California’s version of Andy Griffith’s Mayberry. Bucolic enough to provide cinematic contrast for any low-budget stalk-and-slash film. Juxtaposition played just as important a role in still photography as it did in cinematography. Maybe that’s why Natalie Jones had picked Plainville for her final descent into darkness. The climactic scene in a comedic tragedy. Cast of one. Audience of one. Curtain closed.

Overall, the “Reagan boom” not only produced widespread prosperity but—along with the attendant Soviet collapse—helped generate budget surpluses in the 1990s. Carter-Ford-era terms like “malaise” and “misery index” vanished. Only during the Obama years, and specifically in 2011, has America reapproached similar misery-index levels, reaching a twenty-eight-year high.133 Finally, aside from the matter of the economic impact of the tax cuts, it is important to understand that tax cuts were the very essence of Reaganomics. Reagan conservatism, in the realm of economic policy, is first and foremost about tax cuts.

Ron Sider rocked the Christian world over thirty years ago with his book Rich Christians in an Age of Hunger. He now challenges Christians to pragmatic ministry to the poor by joining in a covenant he calls the Generous Christian Pledge.' He encourages every Christian to undertake a lifestyle mission for the poor. The pledge reads: "I pledge to open my heart to God's call to care as much about the poor as the Bible does. Daily, to pray for the poor, beginning with the Generous Christians Prayer: "Lord Jesus, teach my heart to share your love with the poor." Weekly, to minister, at least one hour, to a poor person: helping, serving, sharing with and mostly, getting to know someone in need. Monthly, to study, at least one book, article, or film about the plight of the poor and hungry and discuss it with others. Yearly, to retreat, for a few hours before the Scriptures, to meditate on this one question: Is caring for the poor as important in my life as it is in the Bible? and to examine my budget and priorities in light of it, asking God what changes He would like me to make in the use of my time, money, and influence." The cage-rattling statements of Jesus and James demand a response. The Generous Christian Pledge is a great place to start.

1. Choose to love each other even in those moments when you struggle to like each other. Love is a commitment, not a feeling. 2. Always answer the phone when your husband/wife is calling and, when possible, try to keep your phone off when you’re together with your spouse. 3. Make time together a priority. Budget for a consistent date night. Time is the currency of relationships, so consistently invest time in your marriage. 4. Surround yourself with friends who will strengthen your marriage, and remove yourself from people who may tempt you to compromise your character. 5. Make laughter the soundtrack of your marriage. Share moments of joy, and even in the hard times find reasons to laugh. 6. In every argument, remember that there won’t be a winner and a loser. You are partners in everything, so you’ll either win together or lose together. Work together to find a solution. 7. Remember that a strong marriage rarely has two strong people at the same time. It’s usually a husband and wife taking turns being strong for each other in the moments when the other feels weak. 8. Prioritize what happens in the bedroom. It takes more than sex to build a strong marriage, but it’s nearly impossible to build a strong marriage without it. 9. Remember that marriage isn’t 50–50; divorce is 50–50. Marriage has to be 100–100. It’s not splitting everything in half but both partners giving everything they’ve got. 10. Give your best to each other, not your leftovers after you’ve given your best to everyone else. 11. Learn from other people, but don’t feel the need to compare your life or your marriage to anyone else’s. God’s plan for your life is masterfully unique. 12. Don’t put your marriage on hold while you’re raising your kids, or else you’ll end up with an empty nest and an empty marriage. 13. Never keep secrets from each other. Secrecy is the enemy of intimacy. 14. Never lie to each other. Lies break trust, and trust is the foundation of a strong marriage. 15. When you’ve made a mistake, admit it and humbly seek forgiveness. You should be quick to say, “I was wrong. I’m sorry. Please forgive me.” 16. When your husband/wife breaks your trust, give them your forgiveness instantly, which will promote healing and create the opportunity for trust to be rebuilt. You should be quick to say, “I love you. I forgive you. Let’s move forward.” 17. Be patient with each other. Your spouse is always more important than your schedule. 18. Model the kind of marriage that will make your sons want to grow up to be good husbands and your daughters want to grow up to be good wives. 19. Be your spouse’s biggest encourager, not his/her biggest critic. Be the one who wipes away your spouse’s tears, not the one who causes them. 20. Never talk badly about your spouse to other people or vent about them online. Protect your spouse at all times and in all places. 21. Always wear your wedding ring. It will remind you that you’re always connected to your spouse, and it will remind the rest of the world that you’re off limits. 22. Connect with a community of faith. A good church can make a world of difference in your marriage and family. 23. Pray together. Every marriage is stronger with God in the middle of it. 24. When you have to choose between saying nothing or saying something mean to your spouse, say nothing every time. 25. Never consider divorce as an option. Remember that a perfect marriage is just two imperfect people who refuse to give up on each other. FINAL

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

There is inherent drama to a major Supreme Court case in which the powerful institutional actors include the Court itself. Some will emerge as winners and some as losers. But it is important to recognize that outside the courtroom, in less dramatic ways, the Court continually interacts with the other branches. The Court submits its annual budget request to Congress, and the justices take turns going before the relevant congressional subcommittees to testify about the Court’s fiscal needs. Congress determines the salaries of the justices and all federal judges. When John Roberts became chief justice, he made it a priority to persuade the president and Congress of the need for a long-deferred pay raise for federal judges, a plea that fell on deaf ears.

To celebrate the Russian/Ukrainian partnership, in 1954 the 300th anniversary of the Pereiaslav Treaty was marked throughout the Soviet Union in an unusually grandiose manner. In addition to numerous festivities, myriad publications, and countless speeches, the Central Committee of the all-union party even issued thirteen "thesis", which argued the irreversibility of the "everlasting union" of the Ukrainians and the Russians: "The experience of history has shown that the way of fraternal union and alliance chosen by the Russians and Ukrainians was the only true way. The union of two great Slavic peoples multiplied their strength in the common struggle against all external foes, against serf owners and the bourgeoisie, again tsarism and capitalist slavery. The unshakeable friendship of the Russian and Ukrainian peoples has grown and strengthened in this struggle." To emphasize the point that the union with Moscow brought the Ukrainians great benefits, the Pereiaslav anniversary was crowned by the Russian republic's ceding of Crimea to Ukraine "as a token of friendship of the Russian people." But the "gift" of the Crimea was far less altruistic than it seemed. First, because the peninsula was the historic homeland of the Crimean Tatars whom Stalin had expelled during the Second World War, the Russians did not have the moral right to give it away nor did the Ukrainians have the right to accept it. Second, because of its proximity and economic dependence on Ukraine, the Crimea's links with Ukraine were naturally greater than with Russia. Finally, the annexation of the Crimea saddled Ukraine with economic and political problems. The deportation of the Tatars in 1944 had created economic chaos in the region and it was Kiev's budget that had to make up loses. More important was the fact that, according to the 1959 census, about 860,000 Russians and only 260,000 Ukrainians lived in the Crimea. Although Kiev attempted to bring more Ukrainians into the region after 1954, the Russians, many of whom were especially adamant in rejecting any form of Ukrainization, remained the overwhelming majority. As a result, the Crimean "gift" increased considerably the number of Russians in the Ukrainian republic. In this regard, it certainly was an appropriate way of marking the Pereiaslav Treaty.

Here are the real objections... Doesn't have the money. Has the money, but is too damn cheap to spend it. Can't get the credit needed. Can't decide on his or her own. Doesn't have authority to spend over budget, or without someone else's financial approval. Thinks (or knows) he can get a better deal elsewhere. Has something else in mind, but won't tell you. Has a friend, connection, or satisfactory relationship in the business. Does not want to change vendors. Wants to shop around. Too busy with other more important things at this time. Doesn't need (or thinks he doesn't need) your product now. Thinks (or knows) your price is too high. Doesn't like or have confidence in your product. Doesn't like, trust, or have confidence in your company. Doesn't like, trust, or have confidence in you.

This determination that nurturing should become exclusively a concern of women served to signify to both sexes that neither nurture nor womanhood was very important. But the assignment to women of a kind of work that was thought both onerous and trivial was only the beginning of their exploitation. As the persons exclusively in charge of the tasks of nurture, women often came into sole charge of the household budget; they became family purchasing agents. The time of the household barterer was past. Kitchens were now run on a cash economy. Women had become customers, a fact not long wasted on the salesmen, who saw that in these women they had customers of a new and most promising kind. The modern housewife was isolated from her husband, from her school-age children, and from other women. She was saddled with work from which much of the skill, hence much of the dignity, had been withdrawn, and which she herself was less and less able to consider important. She did not know what her husband did at work, or after work, and she knew that her life was passing in his regardlessness and in his absence. Such a woman was ripe for a sales talk: this was the great commercial insight of modern times. Such a woman must be told — or subtly made to understand — that she must not be a drudge, that she must not let her work affect her looks, that she must not become “unattractive,” that she must always be fresh, cheerful, young, shapely, and pretty. All her sexual and mortal fears would thus be given voice, and she would be made to reach for money. What was implied was always the question that a certain bank finally asked outright in a billboard advertisement: “Is your husband losing interest?

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

As holders of money, labourers are free to buy as they please, and they have to be treated as consumers with autonomous tastes and preferences. We should not make light of this (Grundrisse, p. 283). Situations frequently arise in which labourers can and do exercise choice, and the manner in which they do so has important implications. And even if, as is usually the case, they are locked into buying only those commodities capitalists are prepared to sell, at prices capitalists dictate, the illusion of freedom of choice in the market plays a very important ideological role. It provides fertile soil for theories of consumer sovereignty as well as for that particular interpretation of poverty that puts the blame fairly and squarely upon the victim for failure to budget for survival properly. There are, in addition, abundant opportunities here for various secondary forms of exploitation (landlords, retail merchants, savings institutions), which may again divert attention from what Marx considered to be the central form of exploitation in production.

The 80/20 Rule It’s so easy to get things out of proportion, but luckily there are also some easy solutions. Whenever I have to compare lots of numbers and work out which are the most important, I use the simplest-ever thinking tool. I look for the largest numbers. That is all there is to the 80/20 rule. We tend to assume that all items on a list are equally important, but usually just a few of them are more important than all the others put together. Whether it is causes of death or items in a budget, I simply focus first on understanding those that make up 80 percent of the total. Before I spend time on the smaller ones, I ask myself: Where are the 80 percent? Why are these so big? What are the implications? For example, here’s a list of the world’s energy sources, in alphabetical order: biofuels, coal, gas, geothermal, hydro, nuclear, oil, solar, wind. Presented like that, they all seem equally important. If we instead sort them according to how many units of energy they generate for humanity, three outnumber all the rest, as this graph shows.

Jesus wanted freedom for women too,” Regina continued, “but His notion of liberation is very different from our limited one. His teachings are for the most part genderless; they apply to everyone. What is important is that my identity doesn’t lie primarily in being a professor, or being a wife, or even in being a mother. Those things will always fall short. Entire careers get swept away at a moment’s notice at the presentation of a pink slip, a vote of the elders, an accusation of a student, a cut in the budget. Marriages face infidelities, for instance, and end up like car wrecks from which people can recover but are never again the same. Children grow up and move far away and forget to write or call—as they should.” She smiled wistfully. “The point is, if you have your identity in any of these things, it’s surefire disappointment. Anything man-made—or woman-made, for that matter—will and does fail you. Having my identity in Christ first and foremost gives me the courage—yes, the courage—to live my life boldly, purposefully, in everything I do, no matter what that is.” I

Lady Panovar made mention of her French maid about a dozen times last night," Mrs Sedgewick informed the staff tiredly. "Lady Culver ended the night in a fury. She has insisted that I should find her some French maids at once." Lydia's mouth dropped open. "What?" she laughed. "Just like that? An' at her wages? Aren't French maids rather dear?" It was a sign of how very exhausted they all were that Mrs Sedgewick did not upbraid Lydia for her impertinence. The housekeeper normally insisted that the staff show strict respect for the Family, even when outside of earshot. “Obviously, there are no French maids to be had in the area, and Her Ladyship hasn’t the budget to import one, like Lady Panovar,” Mrs Sedgewick sighed. “And so, to sum the matter up - you shall all need to become French maids.” Effie blinked slowly. “Mrs Sedgewick,” she said carefully. “I don’t mean to be pert, but… what does that mean, exactly?” Mrs Sedgewick shot Effie a tight smile. “It means that you shall need new French names,” she said. “At least when you are above-stairs. And you will need to practise a French accent.” “Er,” George spoke up, with a slight cough. Not the footmen, too?” “No,” Mrs Sedgewick said long-sufferingly. “Lady Panovar does not have any French footmen, as far as I know, and so Lady Culver does not require any French footmen herself. You may remain English for the moment, George.

If the hunger for paradise is wired into your heart (and it is), either you will realize that this present life has been designed as a preparation for the paradise to come, or you will do your best and work your hardest to turn the present moment into the paradise it will never be. You and I live in a broken world that right now will not be the paradise we seek. You and I are flawed people, living with flawed people, and collectively we have no ability whatsoever to deliver paradise to one another. Every place you go and every created thing you handle has been damaged by the fall. This simply is not and won’t be the paradise you seek. For all who have placed their trust in the Savior, paradise is a secure reality. The paradise for which your heart longs is coming, but you will not experience it right here, right now. No, God has chosen to keep you in this broken world in order to use its brokenness to prepare you for what is to come. The brokenness you live in the middle of, and the difficulties you face there, are not in the way of God’s good plan for you; they are an important ingredient in it. Right now, God is not so much working to change your surroundings but to change you so that you are ready for the new surroundings he has planned and purchased for you in his grace. Simply said, either you are waiting by faith for the paradise to come, or you are working with your hands to build paradise in the here and now. Looking for paradise in the here and now is another ingredient of the money madness inside many of us and has overtaken the culture around us. We frenetically spend on material things, physical experiences, and new locations in the search of a piece of paradise. Our hearts long for the freedom from external difficulty and internal emptiness that we so often feel. We instinctively know that there must be more, that this can’t be it. Deep within us we feel like we’re missing something. So in our eternity amnesia we don’t lift up our eyes to look afar and consider the glories that are coming. No, we open our wallets and look around at what may have the potential to give us the paradise we are seeking. And because nothing can deliver it, we spend from thing to thing to thing, hoping that the next thing will deliver. But we don’t end up with paradise. We end up with houses that are bigger and more luxurious than we need, cars that are more identity markers than means of transportation, a pile of possessions, many of which lie unused, amassed debt, and wallets that are empty. But the paradise that we’ve spent to get has eluded us. Sure, budgets are helpful, but only if they are a piece of handling our money with eternity in view. When it comes to money, the PMP that lives inside us and that has captured our culture just cannot work. It will cause you to spend too much, it will tempt you to spend unwisely, and for all of your investment, it will leave you empty in the end.

Yes, that. Would you care to explain where the money is going, Madam President?” Letty laughed up at him with warm, loving eyes. “Certainly, Mr. Blackstone. Do you want to hear the explanation before or after I tell you that I have every reason to believe I'm pregnant?” That very morning Joel had decided that it was probably not possible for him to be any happier than he was already. Now he realized he was wrong. He forgot about the little matter of a fifty thousand dollar cost overrun and started to grin like an idiot. “You're pregnant?” Joel ignored the embarrassed expression on the face of the blond Adonis. “You're going to have our baby?” “It would appear so.” Letty pushed her glasses up onto her nose and smiled demurely. “What do you say to that, Mr. Blackstone?” Joel tossed the file over his left shoulder. The data on the ad budget was sent flying into the air. Eyes gleaming, he walked over to Letty and lifted her carefully into his arms. “I say the hell with the fifty thousand dollars. What's a few bucks between a president and her CEO?” “I knew you'd be reasonable about it, Joel.” Joel carried her out the door and down the hall. “Let's go back to my office, Mrs. Blackstone, and discuss something far more important than ad budget overruns.” “Yes, of course, Mr. Blackstone.” Letty glowed up at him. “And this time we must remember to lock the door before we start our discussions.” Joel's laughter echoed down the halls of Thornquist Gear. Life was very good.

our government is still breaking our treaty obligations. If you coolly strip away the endless administrative rhetoric about budgets and governance, the endless studies and the endemic lack of broad policies coming from the Department of Indian Affairs, you begin to realize that we are still caught up in the racist assimilation policies of a century ago. Let me take a broader example. We all know that the treaties involved a massive loss of land for First Nations. What most of us pretend we don’t know is that this remarkable generosity was tied to permanent obligations taken on by colonial officials, then by the Government of Canada; that is, by the Crown; that is, by you and me. So we got the use of land – and therefore the possibility of creating Canada – in return for a relationship in which we have permanent obligations. We have kept the land. We have repeatedly used ruses to get more of their land. And we have not fulfilled our side of the agreement. We pretend that we do not have partnership obligations. It’s pretty straightforward. We criticize. We insult. We complain. We weasel. Surely, we say, these handouts have gone on long enough. But the most important handout was to us. Bob Rae put it this way at the Athabasca Chipewyan First Nation Treaty Conference in June 2014: “It’s ridiculous to think people would say: ‘I have all this land, millions and millions and millions of acres of land, I’m giving it to you for a piece of land that is five miles by five miles and a few dollars a year.’ To put it in terms of a real estate transaction, it’s preposterous. It doesn’t make any sense.” So the generosity was from First Nations to newcomers. And we are keeping that handout – the land – offered in good faith by friends and allies.

Promises, schedules, and estimates are necessary and important instruments in a well-ordered business. Many fail to realize this, or habitually try to dodge the responsibility for making commitments. You must make promises based upon your own estimates for the part of the job for which you are responsible, together with estimates obtained from contributing departments for their parts. No one should be allowed to avoid the issue by the old formula, “I can’t give a promise because it depends upon so many uncertain factors.” Consider the “uncertain factors” confronting a department head who must make up a budget for an entire department a year in advance! Even the most uncertain case can be narrowed down by first asking, “Will it be done in a matter of a few hours or a few months, a few days or a few weeks?” If it cannot be done in less than three weeks and surely will not require more than five, you’d better say four weeks. This allows one week for contingencies and sets you a reasonable miss under the comfortable figure of five weeks. Both extremes are bad; good businesspeople set schedules that they can meet with energetic effort at a pace commensurate with the significance of the job. As a corollary of the foregoing, you have a right to insist upon having estimates from responsible representatives of other departments. But in accepting promises, or statements of facts, it is frequently important to make sure that you are dealing with a properly qualified representative. Also bear in mind that when you ignore or discount other promises you dismiss their responsibility and incur the extra liability yourself. Of course this is sometimes necessary, but be sure that you do it advisedly. Ideally, other people’s promises should be reliable instruments in compiling estimates.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

She found it difficult to discuss physics, much less debate it, with her predominantly male classmates. At first they paid a kind of selective inattention to her remarks. There would be a slight pause, and then they would go on as if she had not spoken. Occasionally they would acknowledge her remark, even praise it, and then again continue undeflected. She was reasonably sure her remarks were not entirely foolish, and did not wish to be ignored, much less ignored and patronized alternately. Part of it—but only a part—she knew was due to the softness of her voice. So she developed a physics voice, a professional voice: clear, competent, and many decibels above conversational. With such a voice it was important to be right. She had to pick her moments. It was hard to continue long in such a voice, because she was sometimes in danger of bursting out laughing. So she found herself leaning toward quick, sometimes cutting, interventions, usually enough to capture their attention; then she could go on for a while in a more usual tone of voice. Every time she found herself in a new group she would have to fight her way through again, just to dip her oar into the discussion. The boys were uniformly unaware even that there was a problem. Sometimes she would be engaged in a laboratory exercise or a seminar when the instructor would say, “Gentlemen, let’s proceed,” and sensing Ellie’s frown would add, “Sorry, Miss Arroway, but I think of you as one of the boys.” The highest compliment they were capable of paying was that in their minds she was not overtly female. She had to fight against developing too combative a personality or becoming altogether a misanthrope. She suddenly caught herself. “Misanthrope” is someone who dislikes everybody, not just men. And they certainly had a word for someone who hates women: “misogynist.” But the male lexicographers had somehow neglected to coin a word for the dislike of men. They were almost entirely men themselves, she thought, and had been unable to imagine a market for such a word. More than many others, she had been encumbered with parental proscriptions. Her newfound freedoms—intellectual, social, sexual—were exhilarating. At a time when many of her contemporaries were moving toward shapeless clothing that minimized the distinctions between the sexes, she aspired to an elegance and simplicity in dress and makeup that strained her limited budget. There were more effective ways to make political statements, she thought. She cultivated a few close friends and made a number of casual enemies, who disliked her for her dress, for her political and religious views, or for the vigor with which she defended her opinions. Her competence and delight in science were taken as rebukes by many otherwise capable young women. But a few looked on her as what mathematicians call an existence theorem—a demonstration that a woman could, sure enough, excel in science—or even as a role model.

Many models are constructed to account for regularly observed phenomena. By design, their direct implications are consistent with reality. But others are built up from first principles, using the profession’s preferred building blocks. They may be mathematically elegant and match up well with the prevailing modeling conventions of the day. However, this does not make them necessarily more useful, especially when their conclusions have a tenuous relationship with reality. Macroeconomists have been particularly prone to this problem. In recent decades they have put considerable effort into developing macro models that require sophisticated mathematical tools, populated by fully rational, infinitely lived individuals solving complicated dynamic optimization problems under uncertainty. These are models that are “microfounded,” in the profession’s parlance: The macro-level implications are derived from the behavior of individuals, rather than simply postulated. This is a good thing, in principle. For example, aggregate saving behavior derives from the optimization problem in which a representative consumer maximizes his consumption while adhering to a lifetime (intertemporal) budget constraint.† Keynesian models, by contrast, take a shortcut, assuming a fixed relationship between saving and national income. However, these models shed limited light on the classical questions of macroeconomics: Why are there economic booms and recessions? What generates unemployment? What roles can fiscal and monetary policy play in stabilizing the economy? In trying to render their models tractable, economists neglected many important aspects of the real world. In particular, they assumed away imperfections and frictions in markets for labor, capital, and goods. The ups and downs of the economy were ascribed to exogenous and vague “shocks” to technology and consumer preferences. The unemployed weren’t looking for jobs they couldn’t find; they represented a worker’s optimal trade-off between leisure and labor. Perhaps unsurprisingly, these models were poor forecasters of major macroeconomic variables such as inflation and growth.8 As long as the economy hummed along at a steady clip and unemployment was low, these shortcomings were not particularly evident. But their failures become more apparent and costly in the aftermath of the financial crisis of 2008–9. These newfangled models simply could not explain the magnitude and duration of the recession that followed. They needed, at the very least, to incorporate more realism about financial-market imperfections. Traditional Keynesian models, despite their lack of microfoundations, could explain how economies can get stuck with high unemployment and seemed more relevant than ever. Yet the advocates of the new models were reluctant to give up on them—not because these models did a better job of tracking reality, but because they were what models were supposed to look like. Their modeling strategy trumped the realism of conclusions. Economists’ attachment to particular modeling conventions—rational, forward-looking individuals, well-functioning markets, and so on—often leads them to overlook obvious conflicts with the world around them.

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The mixture of a solidly established Romance aristocracy with the Old English grassroots produced a new language, a “French of England,” which came to be known as Anglo-Norman. It was perfectly intelligible to the speakers of other langues d’oïl and also gave French its first anglicisms, words such as bateau (boat) and the four points of the compass, nord, sud, est and ouest. The most famous Romance chanson de geste, the Song of Roland, was written in Anglo-Norman. The first verse shows how “French” this language was: Carles li reis, nostre emperere magnes, set anz tuz pleins ad estéd en Espaigne, Tresqu’en la mer cunquist la tere altaigne… King Charles, our great emperor, stayed in Spain a full seven years: and he conquered the high lands up to the sea… Francophones are probably not aware of how much England contributed to the development of French. England’s court was an important production centre for Romance literature, and most of the early legends of King Arthur were written in Anglo-Norman. Robert Wace, who came from the Channel Island of Jersey, first evoked the mythical Round Table in his Roman de Brut, written in French in 1155. An Englishman, William Caxton, even produced the first “vocabulary” of French and English (a precursor of the dictionary) in 1480. But for four centuries after William seized the English crown, the exchange between Old English and Romance was pretty much the other way around—from Romance to English. Linguists dispute whether a quarter or a half of the basic English vocabulary comes from French. Part of the argument has to do with the fact that some borrowings are referred to as Latinates, a term that tends to obscure the fact that they actually come from French (as we explain later, the English worked hard to push away or hide the influence of French). Words such as charge, council, court, debt, judge, justice, merchant and parliament are straight borrowings from eleventh-century Romance, often with no modification in spelling. In her book Honni soit qui mal y pense, Henriette Walter points out that the historical developments of French and English are so closely related that anglophone students find it easier to read Old French than francophones do. The reason is simple: Words such as acointance, chalenge, plege, estriver, remaindre and esquier disappeared from the French vocabulary but remained in English as acquaintance, challenge, pledge, strive, remain and squire—with their original meanings. The word bacon, which francophones today decry as an English import, is an old Frankish term that took root in English. Words that people think are totally English, such as foreign, pedigree, budget, proud and view, are actually Romance terms pronounced with an English accent: forain, pied-de-grue (crane’s foot—a symbol used in genealogical trees to mark a line of succession), bougette (purse), prud (valiant) and vëue. Like all other Romance vernaculars, Anglo-Norman evolved quickly. English became the expression of a profound brand of nationalism long before French did. As early as the thirteenth century, the English were struggling to define their nation in opposition to the French, a phenomenon that is no doubt the root of the peculiar mixture of attraction and repulsion most anglophones feel towards the French today, whether they admit it or not. When Norman kings tried to add their French territory to England and unify their kingdom under the English Crown, the French of course resisted. The situation led to the first, lesser-known Hundred Years War (1159–1299). This long quarrel forced the Anglo-Norman aristocracy to take sides. Those who chose England got closer to the local grassroots, setting the Anglo-Norman aristocracy on the road to assimilation into English.

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Mental Accounting Alarm clocks and Christmas clubs are external devices people use to solve their self-control problems. Another way to approach these problems is to adopt internal control systems, otherwise known as mental accounting. Mental accounting is the system (sometimes implicit) that households use to evaluate, regulate, and process their home budget. Almost all of us use mental accounts, even if we’re not aware that we’re doing so. The concept is beautifully illustrated by an exchange between the actors Gene Hackman and Dustin Hoffman in one of those extra features offered on DVDs. Hackman and Hoffman were friends back in their starving artist days, and Hackman tells the story of visiting Hoffman’s apartment and having his host ask him for a loan. Hackman agreed to the loan, but then they went into Hoffman’s kitchen, where several mason jars were lined up on the counter, each containing money. One jar was labeled “rent,” another “utilities,” and so forth. Hackman asked why, if Hoffman had so much money in jars, he could possibly need a loan, whereupon Hoffman pointed to the food jar, which was empty. According to economic theory (and simple logic), money is “fungible,” meaning that it doesn’t come with labels. Twenty dollars in the rent jar can buy just as much food as the same amount in the food jar. But households adopt mental accounting schemes that violate fungibility for the same reasons that organizations do: to control spending. Most organizations have budgets for various activities, and anyone who has ever worked in such an organization has experienced the frustration of not being able to make an important purchase because the relevant account is already depleted. The fact that there is unspent money in another account is considered no more relevant than the money sitting in the rent jar on Dustin Hoffman’s kitchen counter.

RAND HOLSTON: Forrest Gump is a movie I am extremely proud of. I represented Wendy Finerman and Steve Tisch, the producers. STEVE TISCH: Gump was ’94 but we set up the project at Warner Bros. in ’85—a nine-year development gestation period. It didn’t hurt that Ovitz wanted Gump to be made. Hanks and Zemeckis were clients. When the head of the most important talent agency in the business at that time says he wants to make something happen and he’s very passionate about making something happen, it’s a lot of wind in your sail. RAND HOLSTON: We had to restructure the deal more than once. The studio decided it wasn’t willing to make the picture for what had been previously discussed, and when they gave us the new number, it was clear the only way to get the film made was taking the principals above the line—Bob Zemeckis, Tom Hanks, Wendy, and Steve—to take less cash up front, and we made sure they were able to get more gross points on the back end. This turned out to be a really good deal for all of them. ROBERT ZEMECKIS: The studio was going to shut the movie down if Tom and I didn’t give our fees back. This was something that they do all the time: There’s forty-eight hours left before you shoot, and they say you’ve got to take X amount of million dollars out of the budget. So we said, “How are we going to do that now? We’ve got to start shooting in forty-eight hours.” And it comes back, “Well, you guys are just going to have to give us back your fees.

Personal relationships are the only thing that prevents breakdown in the systems structure. There is constant need for arbitration of conflicts between various members of the system, for adjudication of disputes or jurisdiction, on direction, on budgets, on people, on priorities, and so on. The most important people, regardless of their job descriptions or assigned tasks, spend most of their time keeping the machinery running. In no other organizational structure is the ratio between output and effort needed for internal cohesion as unfavorable as in the systems structure.

This mindset is best seen as a reduction based on priorities. It doesn’t mean that you have to get rid of and stop buying things that you enjoy and wish that you could have all of them back. It means that you will make reductions at a decent pace, and over time you will start to represent the things that are really important.

It was time to scale and that would probably one of my most important advices to you: You can’t handle everything yourself. Perhaps when you start out and you have zero budgets but at some point you need to take earnings and put them into outsourcing tasks or hiring people. Because you as the founder or owner you are responsible for the direction of your company/blog etc. and you should focus on the future of the business and not handle every day things or troubleshooting. I too thought only I can do what I do, no one else can do it. I was so wrong. I hired staff and outsourced tasks that took too much time and all of a sudden I had freed up so much time to focus what is most important for company – the future direction. Admittedly it was hard in the beginning to teach my tasks to outsourced staff but after a few hiccups I was all set and ready to scale more.

The Founding and the Constitution WHAT GOVERNMENT DOES AND WHY IT MATTERS The framers of the U.S. Constitution knew why government mattered. In the Constitution’s preamble, the framers tell us that the purposes of government are to promote justice, to maintain peace at home, to defend the nation from foreign foes, to provide for the welfare of the citizenry, and, above all, to secure the “blessings of liberty” for Americans. The remainder of the Constitution spells out a plan for achieving these objectives. This plan includes provisions for the exercise of legislative, executive, and judicial powers and a recipe for the division of powers among the federal government’s branches and between the national and state governments. The framers’ conception of why government matters and how it is to achieve its goals, while often a matter of interpretation and subject to revision, has been America’s political blueprint for more than two centuries. Often, Americans become impatient with aspects of the constitutional system such as the separation of powers, which often seems to be a recipe for inaction and “gridlock” when America’s major institutions of government are controlled by opposing political forces. This has led to bitter fights that sometimes prevent government from delivering important services. In 2011 and again in 2013, the House and Senate could not reach agreement on a budget for the federal government or a formula for funding the public debt. For 16 days in October 2013, the federal government partially shut down; permit offices across the country no longer took in fees, contractors stopped receiving checks, research projects stalled, and some 800,000 federal employees were sent home on unpaid leave—at a cost to the economy of $2–6 billion.1 39

As I looked over this curious document, I was particularly struck by a band of text across the bottom. It bore the title “Paperwork Reduction Act Notice” and read: The time needed to complete and file this form will vary depending on individual circumstances. The estimated average time is: The text then cheerfully concluded with a note that if I had comments “concerning the accuracy of these time estimates or suggestions for making this form simpler” the IRS would be happy to hear from me. It provided an address in Washington, D.C., where I could send my comments. The Paperwork Reduction Act, passed in 1980 in the waning days of the Carter administration and amended in 1995, is a classic example of structural deepening gone awry. The law was supposed to improve the efficiency of the U.S. federal government and lighten the burden of paperwork on citizens. In Brian Arthur’s terms, the additional complexity introduced by the law was supposed to improve government performance. But it has not worked. Although the U.S. Office of Management and Budget hired a special staff to review and approve every form and information request of every agency of the federal government, the estimated total time that the U.S. public invested each year fulfilling federal paperwork requirements rose from 4.7 billion hours in 1980 to 6.7 billion hours in 1996.14 More perversely, Form 1001 showed how the law makes government more inefficient and confusing to the average person. My first reaction to the notice at the bottom was to add up the time allotments. Was I really supposed to spend over six and a half hours on this form? The suggested times seemed so precise, and the total amount so daunting, that Form 1001 practically leapt at me with self-importance. And what records, exactly, was I supposed to spend four hours and thirty-two minutes keeping? I hadn’t a clue. In its entirety, Form 1001 resembled the jumble of hoses and wiring under the hood of a modern car, and the “Paperwork Reduction Act Notice” at the bottom was a particularly forbidding clump of complexity.

The 12-12-12 Method This simple method allows you to move at a medium pace. You can pick 36 items at once and decide their fate. Divide these items into three parts.  12 things that you need to put away as you are not using them frequently but may have a use for them. 12 things that you can give away as they are still usable but not of great importance for you. 12 things that you simply need to throw away as they hold no use at all.  You can repeat this process as many times as you want in a week. The speed would depend entirely upon you. This process doesn't rush you and you are always in full control.

Restriction of carbs Reducing carb intake to just digestible 20grams/day or lower which is a strictly low carb diet can improve the ketosis levels a lot. It is important to understand that fiber intake doesn’t have to be lowered as it is a beneficial nutrient. It is important to note that solely lowering carb consumption can result in ketosis and the rest of every measure taken for ketosis improvement ensures the success of ketosis.

Some people think homeschooling is expensive. They think a good education has to have a massive budget — because that’s what the public education system does — but in truth, throwing money at materials doesn’t get the job done. Giving children individualized learning experiences and the ability to grow and ask questions is more important.

What features are important to Post House For Rent Free Every property is different—and each one has features that make it stand out from the rest of the rental opportunities nearby. Knowing how to bring those to the forefront to attract new tenants, however, is the challenge. Luckily, there are a few simple ways to highlight these features with minimal photography skills and budget. If you do it right, you can also start building a brand for yourself, thanks to engaging videos, improved Instagram posts and more. Keep these tips in mind as you prepare for the spring and summer rental season.

2. Planning is important, but the most important part of every plan is to plan on the plan not going according to plan. What’s the saying? You plan, God laughs. Financial and investment planning are critical, because they let you know whether your current actions are within the realm of reasonable. But few plans of any kind survive their first encounter with the real world. If you’re projecting your income, savings rate, and market returns over the next 20 years, think about all the big stuff that’s happened in the last 20 years that no one could have foreseen: September 11th, a housing boom and bust that caused nearly 10 million Americans to lose their homes, a financial crisis that caused almost nine million to lose their jobs, a record-breaking stock-market rally that ensued, and a coronavirus that shakes the world as I write this. A plan is only useful if it can survive reality. And a future filled with unknowns is everyone’s reality. A good plan doesn’t pretend this weren’t true; it embraces it and emphasizes room for error. The more you need specific elements of a plan to be true, the more fragile your financial life becomes. If there’s enough room for error in your savings rate that you can say, “It’d be great if the market returns 8% a year over the next 30 years, but if it only does 4% a year I’ll still be OK,” the more valuable your plan becomes. Many bets fail not because they were wrong, but because they were mostly right in a situation that required things to be exactly right. Room for error—often called margin of safety—is one of the most underappreciated forces in finance. It comes in many forms: A frugal budget, flexible thinking, and a loose timeline—anything that lets you live happily with a range of outcomes. It’s different from being conservative. Conservative is avoiding a certain level of risk. Margin of safety is raising the odds of success at a given level of risk by increasing your chances of survival. Its magic is that the higher your margin of safety, the smaller your edge needs to be to have a favorable outcome.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Keep your goals in mind. Focusing on the importance of your goals helps decrease temptations. So if you focus on how good you’ll feel when your car is paid off, you’ll be less tempted to make that purchase that will wreak havoc on the month’s budget.

company is making a lot of money. Second, and more important, it would take a lot of the focus off of our company, and considering what we’ll be doing behind the scenes, we don’t need a lot of attention. The fact that Wally has found a hidden basement to put his real R&D lab in means we are less likely to be exposed, but the last thing we need is a lot of reporters trying to learn our secrets, and even worse would be the problem of industrial espionage. If we make it clear that we will license the technology, there’s not really going to be any point in anyone trying to steal it from us.” Allison nodded. “Okay, I see your points. What about patents? All of the stuff is patentable, right?” “It is, and I’ve already worked with one of the best patent attorneys in the world to get them filed on a global basis. It cost almost two million dollars altogether, but our corporation now holds patents on these designs and functions in every country. That was actually a little tricky, because some of the other appliance manufacturers have been working on some similar devices for a while, but we found loopholes that let us claim many of the functions entirely as our own. We did have to refer to some prior art, so there will be a relatively small amount of royalties to pay out each year.” “As long as we are protected,” Allison said. “Now, fill me in on my job here. What am I supposed to be doing?” “As COO, your job is to oversee our business operations, which includes reporting back to Noah on any issues or developments. I’ll actually handle most of that for you, but I want to brief you at least a couple times a week on what’s happening with the business. That way, if you find yourself in a position of having to answer questions, you’ll know what to say.” Allison grinned and looked at Noah. “Sounds like you have it all figured out,” she said. “This is actually a brilliant idea, Noah. Setting up a business like this to cover activities is very smart. It will also give us a way to receive payments for our services.” “Payments?” Noah asked. “I set this up so that we wouldn’t have to worry about getting a budget from the government.” Allison’s eyebrows rose. “You don’t think we’re going to work for free, do you? Every time we handle a mission, there will be a payment of half a million dollars. That’s the deal I worked out with

Ask some simple questions: How many Latinos work on your campaign? How many of those are in leadership positions and have budget authority? How much money are you going to spend on the Latinos compared to the general market, AKA white people? How early are you going to start? These are some important questions to see if somebody is actually running a program to any constituency — not just Latinos, but to Native Americans, to black people, to any of the folks who are not what people think of as the general audience.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

As a personal finance advisor, you will provide guidance on how to manage money more effectively. Take into account techniques such as budgeting, setting financial goals, diversifying investments, and understanding credit. Offer advice about building wealth over time and discuss the importance of creating a plan for achieving long-term financial security. My first request is “What should I do to improve my financial situation?

On January 21, 2021, the day after inauguration, Biden reversed the order. It was one of his first actions as president. No wonder, because, as The Hill reported, this executive order would have been “the biggest change to federal workforce protections in a century, converting many federal workers to ‘at will’ employment.” How many federal workers in agencies would have been newly classified at Schedule F? We do not know because only one completed the review before their jobs were saved by the election result. The one that did was the Congressional Budget Office. Its conclusion: fully 88% of employees would have been newly classified as Schedule F, thus allowing the president to terminate their employment. This would have been a revolutionary change, a complete remake of Washington, DC, and all politics as usual. If the HHS Administrative State is to be dismantled, so that it will become possible to manage the various Executive Branch agencies once again, Schedule F provides an excellent strategy and template to achieve the objective. If this most important of all tasks is not achieved, then we will remain at risk that HHS will once again attempt to trade our national sovereignty for additional power by aligning with the WHO, as was recently attempted in the case of the surreptitious January 28, 2022, proposed modifications to the International Health Regulations [434]. These actions, which were not made public until April 12, 2022, clearly demonstrate that the HHS Administrative State represents a clear and present danger to the US Constitution and national sovereignty and must be dismantled as soon as possible.

She was starting to hate the idea of marriage. She didn’t ever want to get married. Why? For what? From what she’d seen, it just made everyone miserable. Particularly women. They lost everything when they got married—most importantly, their independence. There was supposedly this new generation of Muslim men that were fine recognizing a woman’s right to independence— for the price of taking on a man’s responsibility. Cheap, right? As long as she was willing to work full time, use her money to pay bills, take care of all household chores, spoil her husband, watch the kids, care for the kids, cook for the family, grocery shop, maintain the entire house, spend time with everyone, carefully budget expenses, she could go wherever she wanted. But just when, exactly, was she supposed to have the time?

The seven core members also became more involved in local Minneapolis politics. Drawing attention at a national level had been the driving impetus of the earlier Black Lives Matter protests, which had relied on getting that hashtag to spike. Now it was clear that if their focal point was police funding, it would need to be a local effort, dependent on a partnership with the city council and the mayor's office, where these budgetary decisions were made. They would need to learn the mechanics and make some allies. This was organizing as it had long been done, and they got good at it. It was also, in a way, what separated Minneapolis from Cairo. Whereas the Middle East lacked a democratic or grassroots political tradition-and had no way to even imagining how to create one-this wasn't the case in America....But there was a long history of African American organizing that predated Silicon Galley. Miski and their friends got to know city council members and their aides, inundated them with research material, visited their offices, and maybe most important, brought people out to hearings when the budget was being discussed, arguing in forum after forum against the belief that all the police needed were a few more bodycams. All this happened without much fanfare and largely off-line.

Financial literacy lessons should be introduced at an early stage of schooling. Basic concepts like budgeting, saving, and the importance of credit should be integrated into the curriculum. This approach ensures that young minds absorb essential financial knowledge at the right time.

Feelings are more important than facts: if people think vaccines are harmful, or if they believe that half of the US budget is going to foreign aid, then it is “undemocratic” and “elitist” to contradict them.

have found three very simple ways to do this in my own startups: Recognize greatness. When people are recognized for their hard work, they feel truly cared for and seen. Learn who they are and who they want to become. Simply put, know something about your people beyond the skills and experience on their résumé. What are their hobbies and interests? What gets them excited? And, most importantly, what are they looking for? Where do they want to take their career, and how does the startup fit into that? Focus on their continuous development. When you know who people are and where they want to be, then you can look for ways to develop them in that direction. For example, let’s say that you hired a part-time bookkeeper, but you learn they really want to be a CFO one day. You can look for a project to delegate to them and say, “Would you be open to developing a budget for this?” In that way, you’re helping them gain the skills they’ll need as a CFO.

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Solar street lights have emerged as a sustainable and efficient lighting solution, harnessing the power of Solar Street Light Price in Bangalore, a city known for its technological advancements and focus on sustainable practices, the adoption of solar street lights has been on the rise. This article delves into the pricing dynamics ofSolar Street Light Price in Bangalore, exploring the factors influencing costs, comparing price ranges, and providing valuable insights for individuals or organizations looking to invest in this eco-friendly lighting option. 1. Introduction to Solar Street Lights Overview of Solar Street Lighting If you've ever walked down a dark street and thought, "Wow, this could really use some more light," then solar street lights are here to save the day. These nifty lights are like your regular street lights but with a green twist – they harness the power of the sun to illuminate your path. Importance of Solar Energy in Street Lighting Solar energy is like that reliable friend who always has your back – it's renewable, sustainable, and abundant. By using solar energy in street lighting, we reduce our dependence on fossil fuels, cut down on electricity bills, and contribute to a cleaner, greener future. Plus, who doesn't love soaking up some vitamin D during the day and then basking in solar-powered light at night? 2. Benefits of Solar Street Lights Energy Efficiency and Cost Savings Picture this: solar street lights gobbling up sunlight during the day, storing it in their metaphorical bellies, and then gleefully lighting up the streets at night without a care in the world. Not only are they energy-efficient, but they also help save on electricity costs in the long run. It's like having your cake and eating it too – or in this case, having your light and saving on bills. Environmental Impact and Sustainability If the planet could talk, it would give a standing ovation to solar street lights. By opting for solar-powered lighting, we reduce carbon emissions, lower our environmental footprint, and take a step towards a more sustainable future. It's basically like hitting the eco-friendly jackpot – brighter streets, happier planet. 3. Factors Affecting Solar Street Light Prices in Bangalore Quality and Brand Reputation Just like choosing between a gourmet burger and a fast-food one, the quality of solar street lights can vary. Brands with a good reputation often come with a higher price tag, but they also offer reliability and performance that's worth the extra dough. Technology and Features From fancy motion sensors to remote-control options, the technology and features packed into solar street lights can influence their prices. It's like picking a smartphone – the more bells and whistles, the higher the cost. But hey, who doesn't love a little extra tech magic in their lighting? 4. Price Range Analysis of Solar Street Light Price in Bangalore bustling city, solar street light prices can vary based on features, quality, and brand. It's like playing a price-matching game where you can find something that still sparkles like a diamond while staying within your budget. Popular Models and Their Prices Bangalore offers a wide range of popular solar street lights at a variety of price points, ranging from sleek, contemporary designs to robust, effective models. There is a solar street light with your name on it, whether you are a tech-savvy enthusiast or a buyer with a tight budget. 5. Tips for Choosing the Right Solar Street Light Considering Your Lighting Needs Prior to entering the solar street light market, consider your lighting requirements.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Yogyakarta, Indonesia (Java Island) Known as Jogja to locals and a small but steady flow of backpackers that fill up the budget accommodation in alleyways close to the town's main train station. The town itself has always had a reputation for attracting arts dealers from across Asia and is home to many impressive galleries and several significant palaces and monuments that show off different aspects of Islamic and Javanese culture and history. It is also very close to two of Indonesia's most important and impressive religious sites. Firstly the magnificent Borobodur, the worlds largest Buddhist monument outshines even Angkor Wat in terms of its size and grandeur. At sunrise especially it is a truly awe-inspiring sight. The other one is the Hindu temples at Prambanan which are equally important and it is easy to visit both Borobodur and Pramabanan on the same day although prepare for some fairly hefty entry fees of around US$20 at each site.

Cedar Capital Group Tokyo: Owning vs Renting Heavy Equipment You have some projects underway. It is either you gear up and buy your own equipment, extend your company’s capabilities and add them these equipment to your business’ asset or you just need to rent a unit and cut the cost. How do you decide when to buy and rent the equipment anyway? We have learned a lot of pros and cons of renting and buying. It is important to evaluate your company’s current situation and capabilities including your financial plans to carefully consider which method you will use in acquiring the equipment. Here is a review of the things which you should bear in mind before deciding when to buy and when to rent equipment: 1. Budget The budget is one of the most important factors in any start of the business. Do you have enough capital to buy a new equipment? If so, will it be practical to use that money to buy or is it more rational to rent and save the cost? You should not look only on the first few months of operation but foresee the future need of the equipment to be used. Although buying may be a larger one-time financial outlay, the cost of renting can add up quickly, and over a long period of time can end up costing you more – especially if the equipment isn’t being used for the entire rental period. And don’t forget: when you own, you can see a return on your investment when you sell. 2. Duration of Project Time frame is important to know how long you will need the equipment. It is more practical to rent the machine if you are only using it for a short period of time. Renting also makes more sense if you are using the equipment for only a specific task. The risk, of course, is the increasing cost of rental when the equipment is not used the entire time. Fortunately, many rental companies in Singapore, Tokyo, Japan and Seoul South Korea only require payment for the actual time the machine is being used. On the other hand, if you are working on a long project and would be using the machine frequently, it is more advisable to buy your own equipment. The complaints on damage on the parts of the equipment can still be charged on you if you are renting it. It becomes worse if you wear the machine out so it would be better if you purchase your own.

To fit into the Golden Straitjacket a country must either adopt, or be seen as moving toward, the following golden rules: making the private sector the primary engine of its economic growth, maintaining a low rate of inflation and price stability, shrinking the size of its state bureaucracy, maintaining as close to a balanced budget as possible, if not a surplus, eliminating and lowering tariffs on imported goods, removing restrictions on foreign investment, getting rid of quotas and domestic monopolies, increasing exports, privatizing state-owned industries and utilities, deregulating capital markets, making its currency convertible, opening its industries, stock and bond markets to direct foreign ownership and investment, deregulating its economy to promote as much domestic competition as possible, eliminating government corruption, subsidies and kickbacks as much as possible, opening its banking and telecommunications systems to private ownership and competition and allowing its citizens to choose from an array of competing pension options and foreign-run pension and mutual funds. When you stitch all of these pieces together you have the Golden Straitjacket. . . . As your country puts on the Golden Straitjacket, two things tend to happen: your economy grows and your politics shrinks. That is, on the economic front the Golden Straitjacket usually fosters more growth and higher average incomes—through more trade, foreign investment, privatization and more efficient use of resources under the pressure of global competition. But on the political front, the Golden Straitjacket narrows the political and economic policy choices of those in power to relatively tight parameters. . . . Governments—be they led by Democrats or Republicans, Conservatives or Labourites, Gaullists or Socialists, Christian Democrats or Social Democrats—that deviate too far from the core rules will see their investors stampede away, interest rates rise and stock market valuations fall.36

Facebook has provided 5 most important features that will help your business to get on the top. 1.   Segmentation 2.   Ads Optimization 3.   Scheduling Your Campaigns 4.   Managing Your Budget Wisely 5.   Tracking Your Results

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But many arts organizations have been so frightened by fiscal issues that they have stopped taking risks. They are too deeply concerned that tickets won’t sell, donors won’t be happy, and cash will not be available; as a result, they have become too conservative in their art-making. They create works that are like other works that sold well in the past. And they start each project with the words, “How much can we spend?” But when one plans an artistic project simply to meet a budget, when the first concern is about resources and not about having something important to express, it is highly unlikely that the project will be transformational. When one replicates something else, even if that project was groundbreaking, one is still a copycat. Although television can get away with this approach, the performing arts cannot. Rather than conceiving great projects—with enough lead time to find the resources needed to pay for them—too many organizations are planning art that is inexpensive, undemanding and, frankly, boring. Whenever the budget is developed before the art is conceived, one is likely to produce staid, less interesting work.

This exaggerated power comes not from the size of Natick's research budget, which is relatively small, but from the simple fact of having an overarching goal, a long-term plan, and relentless focus—which, come to think of it, may be the three traits in life most important to making things happen.

product excellence is now paramount to business success—not control of information, not a stranglehold on distribution, not overwhelming marketing power (although these are still important). There are a couple of reasons for this. First, consumers have never been better informed or had more choice.13 It used to be that companies could turn poor products into winners by dint of overwhelming marketing or distribution strength. Create an adequate product, control the conversation with a big marketing budget, limit customer choice, and you could guarantee yourself a good return.

Hi, Dale, it’s Gabby...Clay’s girlfriend.”  It felt weird giving myself that title, but I pushed it aside.  Bigger issues to deal with.  “If he’s there, can I talk to him?” Dale chuckled.  “Sure, but I don’t imagine it’d be much of a conversation.” I heard him call out to Clay.  A moment later, a husky voice said, “Hello?” After not talking to me for so long, hearing his voice startled and annoyed me slightly.  He would talk to a perfect stranger, but not me?  I opened my mouth to say something about it, but the pain in my head insistently prodded me to get on with the important news. “Clay, I did it again.  I’m at the diner where we had breakfast.  I need you to come get me before it gets worse.” He didn’t say anything for so long that I looked at the phone to see if I still had a signal.  The screen said disconnected.  Would it have killed him to say “Okay” or maybe even “Bye” before hanging up?  His hello had been too shocking to recall the sound of his voice. I sighed and put my cell away.  With Sam’s frequent calls and Rachel’s occasional texts, my remaining minutes dipped into the double digits.  I needed to adjust my budget to buy more airtime.  Did life really need to throw me this many curveballs?  And all at once? I forced myself to eat more of my mostly untouched meal so the waitress wouldn’t bother me as I waited. The last of the waves hit me.  Only determination and a hand over my mouth kept me from whimpering.  After about ten minutes, I settled the bill and watched out the window for Clay, barely checking the need to curl into a ball and lie down on the padded bench.  The waitress kept a close eye on me, probably thinking she would need to clean up barf soon.  She might. Dale’s huge tow truck pulled into the parking lot.  Clay opened his door and leapt out while it still rolled to a stop.  Through the window, he spotted me.  His eyes never left me as he strode in and Dale pulled away. Clay still wore his greasy coveralls, and with his hair pulled back, he looked like an angel—a grimy one—coming to save me.  Again. “Hi,

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

The 1 percent has captured and distorted the budget debate—using an understandable concern about overspending to provide cover for a program aimed at downsizing the government, an action that would weaken the economy today, lower growth in the future, and, most importantly for the focus of this book, increase inequality. It has even used the occasion of the budget battle to argue for reduced progressivity in our tax system and a cutback in the country’s already limited programs of social protection. Given

Home Economics & Civics What ever happened to the two courses that were cornerstone programs of public education? For one, convenience foods made learning how to cook seem irrelevant. Home Economics was also gender driven and seemed to stratify women, even though most well paid chefs are men. Also, being considered a dead-end high school program, in a world that promotes continuing education, it has waned in popularity. With both partners in a marriage working, out of necessity or choice, career-minded couples would rather go to a restaurant or simply micro-burn a frozen pre-prepared food packet. Almost anybody that enjoys the preparation of food can make a career of it by going to a specialty school such as the Culinary Institute of America along the Hudson River in Hyde Park, New York. Also, many colleges now have programs that are directed to those that are interested in cooking as a career. However, what about those that are looking to other career paths but still have a need to effectively run a household? Who among us is still concerned with this mundane but necessary avocation that so many of us are involved with? Public Schools should be aware that the basic requirements to being successful in life include how to balance and budget a checking and a savings account. We should all be able to prepare a wholesome, nutritious and delicious meal, make a bed and clean up behind one’s self, not to mention taking care of children that may become a part of the family structure. Now, note that this has absolutely nothing to do with politics and is something that members of all parties can use. Civics is different and is deeply involved in politics and how our government works. However, it doesn’t pick sides…. What it does do is teach young people the basics of our democracy. Teaching how our Country developed out of the fires of a revolution, fought out of necessity because of the imposing tyranny of the British Crown is central. How our “Founding Fathers” formed this union with checks and balances, allowing us to live free, is imperative. Unfortunately not enough young people are sufficiently aware of the sacrifices made, so that we can all live free. During the 1930’s, most people understood and believed it was important that we live in and preserve our democracy. People then understood what Patrick Henry meant when in 1776 he proclaimed “Give me liberty or give me death.” During the 1940’s, we fought a great war against Fascist dictatorships. A total of sixty million people were killed during that war, which amounted to 3% of everyone on the planet. If someone tells us that there is not enough money in the budget, or that Civic courses are not necessary or important, they are effectively undermining our Democracy. Having been born during the great Depression of the 1930’s, and having lived and lost family during World War II, I understand the importance of having Civics taught in our schools. Our country and our way of life are all too valuable to be squandered because of ignorance. Over 90 million eligible voters didn’t vote in the 2016 presidential election. This means that 40% of our fellow citizens failed to exercise their right to vote! Perhaps they didn’t understand their duty or how vital their vote is. Perhaps it’s time to reinvigorate what it means to be a patriotic citizen. It’s definitely time to reinstitute some of the basic courses that teach our children how our American way of life works. Or do we have to relive history again?

The economic elite have pushed for a framework that benefits them at the expense of the rest, but it is an economic system that is neither efficient nor fair. I explain how our inequality gets reflected in every important decision that we make as a nation—from our budget to our monetary policy, even to our system of justice—and show how these decisions themselves help perpetuate and exacerbate this inequality.13 Given

I asked the well-known conservative thinker and publisher Alfred S. Regnery, who had just given a book talk on the importance of limiting the size of government, what he made of the fact that three-quarters of employees doing the work of the federal government are now contractors and that the federal budget for services increases by the day. He was taken aback. It was immediately apparent that the subject was not on his radar.

Churches for churched people obsess over the most frivolous, inconsequential things. It’s why you dread your board meetings, your elder meetings, and your committee meetings. You rarely talk about anything important. You’re managing found people. I know you care about un-found people in your heart. But do you care in your schedule, your programming, your preaching style, or your budget?

Sound. No matter how great a movie looks, if the audience can’t understand what the actors are saying, they’ll get frustrated and lose interest quickly. I know when I see a low-budget movie and the sound is crummy, I shut it off. The less money you have, the less you’ll probably budget for postproduction sound, so what you get during the shoot becomes even more important. Don’t scrimp here. If your production sound is good enough, you won’t need a lot of ADR (additional dialogue recording), which most of the time you need because there’s a flaw in the production sound, or an airplane was overhead and you couldn’t get a clean take. Your sound person should scout your locations. If you’re going to be shooting on a weekday and you visit on a weekend, make sure that there isn’t a noisy garage next door that’s only open Monday to Friday. Sometimes you do ADR because you want to change the performance. That’s fine, but I can usually tell when an actor has been looped, and I hate it, and so do many directors. Some actors are hopelessly bad at it—they’re never able to dub themselves in a convincing way. The best reason to use ADR is when you want to fill in a scene where lots of people are talking at once.

It turns out that China, not the United States or Israel, presents the greatest existential threat to the Arab world, and through no fault of its own: rising incomes have gentrified the East Asian diet, and, more importantly, insulated East Asian budgets from food price fluctuations. Economists call this “price elasticity.” Americans, for example, will buy the same amount of milk even if the price doubles, but they will stop buying fast food if hamburger prices double. East Asians now are wealthy enough to buy all the grain they want.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

The pioneers researched for this book take a simpler approach: Budgets are established only if some forecast is needed to inform an important decision.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

What Do You Think? Over the last few years, many cities across the country have cancelled their annual Fourth of July fireworks to save money. Mayor Bill Cervenik, of Euclid, Ohio, said, “It came down to this: Did we want to spend $150,000 on something that would be over in a few hours? Or did we want to use that money to keep city workers employed?” In the Los Angeles suburb of Montebello, the City Council voted to use its $39,000 fireworks budget on donations to local food banks. Mayor Rosemarie Vasquez explained, “We figured that, instead of burning the money in the air, why not give it to people who need it?” (Huffstutter 2009). Protestors against the cancellation of fireworks shows argued that they are an important American tradition. If you were on the City Council, and the issue of whether or not to cancel the Fourth of July fireworks was being considered, what would your vote be?

increases in expenditures remains a top imperative for policymakers due to the unsustainable growth forecasts and concerns that health care will absorb an increasingly larger share of government budgets, leaving very little funding available for other important government programs.

A standard IMF package often involves, among other things, the following “conditionalities”: 1) devaluation of currency; 2) tight monetary and fiscal constraints; 3) budget cuts, with sharply reduced public expenditures; 4) a wage freeze; and 5) sharp reduction or elimination of import and price subsidies.

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beating the competition or one’s peers is a far more powerful weapon than financial incentives. Why do people need cash incentives to fulfill their work obligations to colleagues and customers? It is recognition of effort that is important. Managers will only strive to achieve ambitious goals if they know that their ‘best efforts’ will be recognized and not punished if they fail to get all the way.

Fostering relationships across the organization is seen as the important element in creating coordinated actions. A strong commitment to a common set of values provides the framework for this process. Everyone thinks about the customer. Product