UM2 Extruder knurled wheel slip issue?
Posted March 3, 2014 · UM2 Extruder knurled wheel slip issue?
I have not used the UM2 all that much since we got it. although it seems to have performed ok. not sure if its update / firmware related or cura related but part has really sparse layers. I upped flow and temp to PLA 230c. and reduced speed to %70. Build still came out patchy and weak.
I noticed a clicking sound coming from the extrusion drive while it was building. Was watching the knurled wheel and it almost seemed as tho the grub screw collar at end of knurled wheel was slipping on the shaft. Annoyingly you have to remove the whole assembly and have the motor fall off the inside wall just to tighten that little grub.
Tightened the grub and removed material > refed material and noticed that it was still slipping under load new material. Is this possible as its very hard to see with the naked eye. Also wasnt sure if UM2 has a built in load sensor or something that could make the extruder back off and auto slip?
I tightend the grub to the point where the grub stripped one time!
Any thoughts from the group as my prints on UM1 were way better.
What settings are you trying to print at? "70% speed" and "upped flow" tells us absolutely nothing. We need to know the speed, layer height and any additional tweaks you've done in the "Tune" menu during the actual print.
speed in cura was default : 85 mm/s a part at .25 layer .with 24% fill density.
The part was bad before any tweaks and not really helped by any tweaking of anything.
The knock sound sounds like a grandfather clock. defo coming from the drive. I assume this is not retraction but on the knocking sound the grub counter clock rotates 45 degrees. I think i can determine a difference between intended retraction.
Just disassembled the drive again and will put on some marker as you say. 95% certain this is the case.
The clicking is due to the extruder skipping steps when it can't push the filament hard enough. Several people have had this problem - there are several recent threads about it on the forum. It's not caused by the grub screw coming loose. That can occasionally happen, but when it does, the motor doesn't click, because then the motor has no resistance to overcome - it's free to turn, the filament just doesn't move.
That said, the settings you are using aren't any sort of default afaik - indeed, they're quite fast. 85mm/s with 0.25mm layers is equivalent to 8.5mm³/s; this is at the upper end of what a UM1 or UM2 can do, and are almost certainly the cause of your issues. Especially as the UM2 seems to need higher temps for a given flow rate, due to its smaller melt chamber.
The issue is that the extruder is limited in the volume per second that it can squeeze out. As the volume increases, so does the pressure, until it exceeds what the extruder motor can deliver - and then you can skipping. Increasing the 'flow' setting makes this worse, by directly increasing the amount of plastic per second that you are trying to print. Decreasing the speed helps reduce the volume per second.
What you need to do is to print slower, and/or thinner layers. Keep the temperature up at 230º. If you look at http://umforum.ultimaker.com/index.php?/topic/4586-can-your-um2-printer-achieve-10mm3s-test-it-here/, you can get a calibration piece that will let you see what the top end throughput is for your printer. Pay attention to your filament as well; tightly coiled filament off partly-used rolls seems especially susceptible to skipping (presumably due to the increased friction in the Bowden).
That would make sense. I am only building at .25 to speed up the build. but working against me.
What your saying is it can build quicker using smaller layers at higher speed then?
Completely get the max volume throughput issue but seems odd the UM ships with 210 for PLA if we have to go over 230 to get a .25 build. why did they pull temp from the Cura UI?
So is the skipping intentional as a fail safe , I assume not if some folks get it and not others. if its not intentional, are you saying its the motor bugging out on load?
if the throughput vol is so intrinsically linked with build quality why does cura not show this as a quick calc. Just like the rev counter in ur car. you could see when your getting close to the red line. an analog dial would be good. as Im not going to have a clue otherwise. I know Cura does show red if your maxing it out. but there is a subtle difference in my suggestion.
You can put down lines faster at lower layer heights but the max throughput of the printer will still be the same. If you can print at X speed with 0.2mm layers you can then print at 2X speed with 0.1mm layers. So in the end the total print time will basically remain the same (acceleration, retractions and a bunch of other variables come into play, but simplified that's the case). That's why I asked for specific settings as that's the only way to know how much plastic you were trying to put through the printer.
Depending on what speed you're printing at 210C can work without issues.
Settings were moved so that you could easily tune things without having to re-slice.
The skipping is intentional. Instead of grinding the filament to dust or causing other issues the motor skips back.
The skipping is intentional, as Robert says, and is a mechanical rather than software effect; once the required torque to move the filament increases beyond what the motor can deliver, the motor doesn't move on command, but instead skips back to the last stable position of the coils.
The issue is that for some machines, the limit is reached at lower volume per second than for others. Exactly why this is the case is not completely clear at present.
Also, on the UM2 when the limit is reached, it's more obvious because the extruder clicks back, momentarily halting extrusion, and making it very obvious. On the UM1, the filament would just move slower, leading to some percentage of underextrusion, and eventual grinding of the filament (see my tests http://www.extrudable.me/2013/04/18/exploring-extrusion-variability-and-limits/). So it was less of an issue at first, and harder to spot.
On the UM1, the effective extrusion limit before prints started to fail was somewhere in the 8-10mm³/s range. It varied for those machines too, in practice. The extrusion test piece I created that is linked in that other thread was designed to offer a comparison with the UM1's capabilities. Lots of UM2 printers - including mine, and a bunch of others I've had access to test - are able to print at 10mm³/s without a problem.
Hmm. well my point on Volume throughput is it would be good for cura to calculate this and reflect it in an analog dial with amber and red line. I noticed it does flash yellow and red if you go high on settings but those I was using did not flag either.
I have stated on the thread illuminati gave, that this could be update related. I did not used to get this issue. Many folks saying UM2 used to not skip. and does now.
On removing the drive case its clear there are areas rubbing, which is bad design. leading to people discovering over tightenin the case or loosening had an impact here. the concept of applying tension on that load wheel can only increase the offset in x-y and increase rubbing if you look through the thing its all very tight.
If I may throw this back at Ultimaker, as mine is under warranty. Lets get away from user generated problems and slicer impact. Just using standard UM filament and a UM2 with the latest firmware, on changing filament this generates the skips. When you use the auto feed / change material as the material starts to flow from the nozzle. I suggest those who need to fix this, use that as datum. what ever the vol UM is set to push through on reload, is this expected to cause skips? would seem odd if that were the case. Im looking for a review of the firmwares involvement in this issue, who do I need to speak with, dya reckon?
During filament change/load the current to the stepper is reduced to 2/3 of the normal current, so yes, skipping during the filament loading procedure is expected and intentional.
Again, as Robert says, it is intended to skip, to prevent the filament from stripping. The filament feeds much faster than normal printing speeds - it would take an age to load otherwise. So the current is lowered, so that the motor will definitely skip, rather than damage the filament.
I'm not yet convinced that you even have a problem, Chris. Did you do the extrusion test print? If your extruder is only failing when printing over 8mm³/s then I'd say your printer is operating in the normal range - towards the lower end of the range, yes, but its still not disastrous.
Tightness of the filament on the spool and any unevenness in the material can definitely lead to binding, making the extruder work harder, and so lower throughput. You can mitigate this by putting the filament on a low friction spool, or simply putting it on the floor under the printer, with lots of loose uncoiled plastic for the printer to feed on.
No, you just print the gcode file. I already built the speed changes into it. Just copy the gcode to an SD card, and print it. The only thing you need to do is tweak the temperature setting on your printer - I recommend printing the test at 230º, if that's not the default already on yours.
Posted March 4, 2014 · UM2 Extruder knurled wheel slip issue?
I see. could you point me to the G code your referring too. and your saying save it from something like notebook?
As you may have guessed only used cura in my experience to date.
PS dropped the speed and layer height and printed better. Does anyone get the benefit of the volume calc being visible as an on the fly instrument. i have never as yet performed a vol calc while 3d printing and kinda feel things should be progressing the ease of use way. im not a hobbyist, i need ease of use and reliable prints. Tho I take my hat off to all yall who have helped make UM what it is.
Save the file, and copy it onto the SD card to print it.
I totally agree with the value of having the volume calculation monitored in the slicer: it's something I've advocated for in the past. In Kisslicer, for instance, you can set a maximum volume per second limit, and the slicer will adjust the gcode (by slowing down linear speed) to ensure that the limit is never breached, even when it's doing complicated things that increase the throughput in less-than-obvious ways, such as printing multiple layers of infill at once, using a different speed from the regular one.
Posted March 5, 2014 · UM2 Extruder knurled wheel slip issue?
I have performed the test. Thanks for making that possible. I attach the image. The knock sound I referred to is occurring and causing this under extrusion. So someone said they are not convinced there is a problem, is that still the case?
This is way off the 8-10 referred to as normal...would appreciate the help guys getting this chap working? If its a voltage thing can someone help me sort that?
Posted March 6, 2014 · UM2 Extruder knurled wheel slip issue?
Yes, that's definitely not right - you should be able to go quite a bit faster. Did you raise the extrusion temperature to 230º?
The knock sound isn't really the problem, but a symptom; there's some additional resistance somewhere that your filament is having to overcome, and that's overtaxing the extruder motor, and making it skip.
One thing I would do is review http://umforum.ultimaker.com/index.php?/topic/4586-can-your-um2-printer-achieve-10mm3s-test-it-here/?p=40399, and then relax the 4 thumbscrews on the head slightly, and reseat the Bowden tube, as I describe there . Then also relax the torque on the screws holding the extruder on the back - they should be holding the black plastic parts against the body of the printer, but not squeezing or deforming it.
Try that and then retest it (making sure you're at 230ºC).
Thanks. Yes printing at 230. Have disassembled the drive unit and as described the design has areas which rub slightly. reseated the bowden. made sure the mount screws are not tight. have not seen these head thumb screws yet so will try that... What about the motor voltage discussion.
While the current setting for the motor could potentially cause some quality degradation, I'm not convinced that it's the most likely cause of significant under-extrusion. Start with the mechanical issues, and we'll work up to electronics.
The screws in question are the four long ones with a knurled bit on top that run the length of the print head. You need to adjust those before seating the bowden.
the thumb screws were tight. so loosened off. The resulting print starts under extrusion in the middle of the #4 . so a fractional improvement perhaps. I am reluctant to mess with the hot end unless you think i have too? Bit confused why this wasnt picked up before shipping as its a quick calibration test you have the gcode for.
If you remove the filament from the printer, and then remove the bowden tube from the head, can you run the filament up the Bowden tube by hand from the 'wrong' end, easily, without encountering any obvious resistance?
I'll also send you a different version of the extrusion test to try.
It wasn't picked up before your printer shipped, because I only developed the extrusion test fairly recently, and it's only more recently that UM has been playing with it. However, it is something they are testing with fairly extensively now, I believe.
See PM in top toolbar of this page.
Posted March 7, 2014 · UM2 Extruder knurled wheel slip issue?
I also have a very similar problem and have had ongoing underexrusion. I have pulled apart the entire feed assembly 3 times now and cleaned to see if I can get it to work.
Posted April 8, 2015 · UM2 Extruder knurled wheel slip issue?
I am having a similar problem, but only with certain filaments. At 40mm/s and .2mm height with 1.75 PLA, some filaments slip intermittently. I thought it was a mechanical problem with the extruder except that the filament sent with the printer NEVER slips.
Is it possible that the filament I bought is inconsistent in width and sometimes is more than 1.75mm so that it overloads the flow rate of the extruder? Or maybe it is less than 1.75mm and is too thin for the extruder to grip onto?


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Summary: iFonz 2 is a new Windows Mobile interface, with a lots of customization and a fully graphical design and animations for Windows Mobile 5/6 completely writed in .NET.
The program use Calibri.ttf and install it automatically at start, but if it can't find WindowsFonts it start with Arial font.
For Install Calibri font go to Utils folder in iFonz directory and copy Calibry.dat in WindowsFonts folder and rename it in Calibri.ttf.
Download iFonz 2 Themes here (850 KB) or its mirror here.
- Converted Settings.dat file in a normal txt file and dismissed XML (Old settings will be converted first time you start new version).
- Resolved problem with special character in filenames and error in load settings.
- Now when battery charge you see how much is charged the battery in home page.
- Now you can create Battery.png and Signal.png in vertical to create a good animations (See AndroidVGA theme).
- Now if you set 0 to Seconds line you dont see it in Analog Clock.
- Now when press Enter key you can switch first and last page of icons, if you have only 1 page go to home page, and in home page go to programs page.
- Added Background to programs page, if you set a wide background it do the panoramic during the slide (use more memory and it's slowly).
- Rewrite the graphic engine for programs page.
- Added option to set and color shadow text of icons in Programs page.
- Added option to set and color rounded back rectancle to text of cons in Programs page.
- Added option to show Fps in program.
- Added gesture from up (top) to down to minimize iFonz.
- Added animations on starting applications, now you can set in Configurator the colors of Open rectangle animation.
- Added type icons in Program page with notifications ballon.
- Added small and big notifications bitmap.
- Now if you slide pages you can go from page 1 or last page to homepage and viceversa.
- Now you can edit single icon directly in the programs page to modify all information about it.
- Integrated Configurator in iFonz for more speed settings open and use.
- Added and rewrited the move action with animations.
- Added for search files the "Windows Programs ->" item to go directly in the folder "WindowsStart Menu".
- Added option to show/hide Windows Task bar.
- Added iFonz2Configurator.exe in the folder to set all options of the program. - General speed improvements.
- Fixed error with big text day on Calendar top, use only integer value in settings.dat for "TextSizeCalTop" option.
- Added a lots of options for customize iFonz 2.
- Optimized the reload of programs when Rename, Move and Delete.
- Fix an error with battery signal when is critical.
- Removed Favorites in scrolling list of files for now.
- Now Settings.dat is created/completed with missed default values.
- The loading of iFonz is a little more slow of old version because now load settings and icons at start.
- Modify the maximum number of button in Home Page to 12.
- Now click icons is more simple and the sensibility is correct.
- Added Enter key to return to page 1 in Programs.
- Added function to return automatically in iFonz when close it or a program.
- All code are rewitten.
- Added Clock (Analog & Digital) on Home Page.
- Added Sroll list explorer files and contacts.
- The program work on all devices resolutions only in Portrait, change DirGfx in Setting.dat for Resolution (gfxQVGA or gfxVGA).
- Added Settings.dat to customize a lot of graphics (XML style).
Cool little app but could not get rid of the annoying banner notifying me that this version is obsolete.
if u want a customizable shell get spb, also about this app : i think it says enough, and i quote "and is completly writed in .net." lol!


text:
I am a huge Tim Walker fan. His style of dreamy, fantastical, fun photography is something that really appeals to me. During my degree, 'Pictures' was always my favourite starting point for initial ideas and inspiration. Although I was really disappointed when I missed out on tickets to his upcoming talk at Somerset house, to accompany his new exhibition 'Story Teller', I remembered that I had already been to a lecture he gave whist at uni. The lecture was for photography students with a big sign on the door saying fashion students would not be allowed in because of a "lack of space". However, any fashion student will tell you how they are constantly reminded that being pushy gets you places and that the art of the blag is a most important skill, so on the back row were about 1/3 of my fashion class. Honestly I think the talk was wasted on some people. Whist I sat furiously scribbling notes and thinking that I must go back through my issues of vogue to search out the images discussed, one boy in front of me merely wrote the date and the words 'Tim Walker' at the top of his otherwise blank page! At one point what couture was had to be explained.
When I looked through his website at all his images (I really recommend doing this) I found so many images that I never realised were his but are in my boxes of photocopies. I suspect that 1/3 of my inspiration came from his images.
Here is what I took away from that talk.
Tim Walker spoke about trying to create a fantasy that doesn't exist and that fashion isn't real, it's a complete pretence. I can imagine you'd feel that way if you saw behind the gloss and glamour of fashion, like meeting someone you admired and them being crushingly dull. He said that fashion photography was the dream side of photography, that it could be a fantasy.
He talked about how the shoots aren't completely storyboarded or planned and explained that there is a lot of figuring it out on the day involved. He spoke of a "fudged effort" and that it can be hard to plan as you're following the mood of something in you head - which I could really relate to. There is also the element of just spotting the right moment for a photo, such as when the model was just waiting about or a piece of the set has fallen, that photography was instinctive. He said he didn't always work this way, he used to be more scripted taking polaroids (which can be seen in his book Pictures) to choose what best depicts what he wanted.
There are usually around 20 people on set for the shoots; Tim Walker himself and his assistant, the set designer and three or four people helping them, the stylist and stylist's assistant, hair and their assistant and makeup and their assistant as well as the model (a fair few assistants then!).
The size and spectacle of the shoot relies heavily on the budget set; Italian Vogue -which has some super Tim Walker stories in it - has a smaller budget than British Vogue and it is Tim Walker who proposes the ideas to the magazines.
For this photo the stylist didn't want the rabbit head and the wings and he really had to fight to have them included.
This shoot was based on willow patterned china. He talked about how sometimes (such as in this photo) you are creating a stage to perform on and you have to work with the set. This shoot took 2 days.
He talked a lot about the Roald Dahl shoot for Vogue, which is one of my favourites. For this shoot he took the stories and characters that he liked and developed visual ideas. He liked that Roald Dahl didn't like TV so he thought it would be funny to have a giant TV. The TV itself is made from cardboard and polystyrene. To him fashion is just a piece of entertainment and he like the idea of telling a story that amused him.
At the time I got the impression that the photographer was fed up with the big fantasy set pieces in Vogue. I remembered this when I saw a shoot in Vogue that I was certain was the brain child of Tim Walker but in fact was not... I thought that they'd have to find someone else who'd do the big elaborate sets.
He said he'd been doing the set pieces for 10 years and that he was becoming more interested in simpler portraits, like these ones for Vogue, which I have always found memorable. The McQueen photo became iconic after his death and he spoke about photographing him. Tim Walker said that he had always thought of McQueen as a 'rebel pirate' and wanted to capture that. He had made for McQueen a cross bones bow tie and wanted him to have a skull on his head. McQueen hated the idea and instead wanted to just sit with the skull as he had liked it.
He said he only had one hour with each person and he had to carefully consider how to capture them and their personalities. Vivienne Westwood arrived in an outfit that he felt couldn't portray Westwood as punk because it set a soft mood for the photo. Sometimes he doesn't want to direct the person, he doesn't want to shatter anything, just create an honest photo.
Speaking about how he had been taking photos of people he'd found on the street and friends of friends, he described as just people he found interesting with plain simple backgrounds. He said he didn't want to be pigeonholed and that taking portraits was very refreshing.
He spoke about how he had been taking photos of people he'd found on the street and friend of friends, just people he found interesting with plain simple backgrounds. He said he didn't want to be pigeonholed and that taking portraits was very refreshing. I have noticed him doing more portraiture work in the magazines. He also said that photographing someone at the table makes the portrait easier. I did notice that a lot of his portraits are done sat at a table.
Remarking that a portait is only as good as the person in front of you, whereas a set piece is more about the effort and the model, he shot in colour for the first time on his first shoot for Vogue. One thing that Walker is known for is that his photos are real. Those cats are really pastel colours, it's not been photoshopped in. He said that he doesn't use photoshop because he likes to stick to what he knows but is beginning to embrace the technology a little more now. He also said that having something real infront of you can create a better reaction, a better photograph. He loves his set photography and described it as 'photographing your imagination'.
All images are from Tim Walker's Website.
Elizabeth Daisy. said...
I just love all of the above shots, they're fabulous, so orginal and obviously created by a wonderful imagination!
Eda ♥
Candyfloss Curls, Cupcakes & Couture
@BloggerEda
Malin Aldhagen said...
Nice blog!! would you mind following each other via bloglovin? :)
Malin @ http://fashionfied.tk
Halloweenie
Shopping for Sensible Shoes
Pink and Orange
Spiked Jacket
DIY; Dip Dyed Jumper
Flat Shoes; The Cost

redpajama_set_name: RedPajamaCommonCrawl


text:
The 1959 Ontario general election was held on June 11, 1959, to elect the 98 members of the 26th Legislative Assembly of Ontario (Members of Provincial Parliament, or "MPPs") of the Province of Ontario.

The Ontario Progressive Conservative Party, led by Leslie Frost, won a sixth consecutive term in office, and maintained its majority in the legislature, although it lost 12 of the 83 seats it had won in the previous election.

The Ontario Liberal Party, led by John Wintermeyer, increased its caucus from 11 to 22 members, and continued in the role of official opposition. Liberal-Labour MPP Albert Wren was re-elected and continued to sit with the Liberal caucus. Wren died in 1961 and was succeeded in a by-election by Robert Gibson.

The social democratic Co-operative Commonwealth Federation (CCF), led by Donald C. MacDonald, won two additional seats, for a total of five.

Results

|-
! colspan=2 rowspan=2 | Political party
! rowspan=2 | Party leader
! colspan=5 | MPPs
! colspan=3 | Votes
|-
! Candidates
!1955
!Dissol.
!1959
!±
!#
!%
! ± (pp)

|style="text-align:left;"|Leslie Frost
|98
|83
|
|71
|12
|868,815
|46.15%
|1.91

|style="text-align:left;"|John Wintermeyer
|97
|10
|
|21
|11
|682,589
|36.26%
|3.46

|style="text-align:left;"|Donald C. MacDonald
|80
|3
|
|5
|2
|313,834
|16.67%
|0.13

|style="text-align:left;"|
|1
|1
|
|1
|
|6,559
|0.35%
|0.06

|style="text-align:left;"|
|2
|1
|
|–
|1
|2,119
|0.11%
|0.29

|style="text-align:left;"|Bruce Magnuson
|9
|–
|–
|–
|
|4,304
|0.23%
|0.96

|style="text-align:left;"|
|5
|–
|–
|–
|
|1,740
|0.09%
|

|style="text-align:left;"|
|1
|–
|–
|–
|
|1,512
|0.08%
|

|style="text-align:left;"|
|2
|–
|–
|–
|
|832
|0.04%
|0.48

|style="text-align:left;"|
|1
|–
|–
|–
|
|268
|0.01%
|

|style="text-align:left;"|
|
|–
|–
|–
|
|colspan="3"|Did not campaign

|style="text-align:left;"|
|
|–
|–
|–
|
|colspan="3"|Did not campaign

|style="text-align:left;"|Socialist-Labour
|style="text-align:left;"|
|
|–
|–
|–
|
|colspan="3"|Did not campaign

|colspan="3"|
|
|colspan="5"|
|-style="background:#E9E9E9;"
|colspan="3" style="text-align:left;"|Total
|296
|98
|98
|98
|
|1,882,572
|100.00%
|
|-
|colspan="8" style="text-align:left;"|Blank and invalid ballots
|align="right"|21,272
|style="background:#E9E9E9;" colspan="2"|
|-style="background:#E9E9E9;"
|colspan="8" style="text-align:left;"|Registered voters / turnout
|3,187,801
|59.72%
|1.68
|}

Seats that changed hands

There were 14 seats that changed allegiance in the election.

 PC to Liberal
Bracondale
Dovercourt
Fort William
Niagara Falls
Nipissing
Parkdale
Sudbury
Wentworth
Windsor—Sandwich
Windsor—Walkerville
York Centre

 PC to CCF
Hamilton East
Woodbine

 Independent-PC to PC
Renfrew South

See also
Politics of Ontario
List of Ontario political parties
Premier of Ontario
Leader of the Opposition (Ontario)

References

1959 elections in Canada
1959
1959 in Ontario
June 1959 events in Canada

redpajama_set_name: RedPajamaWikipedia


text:
Posted on Published: September 8, 2020 Categories Streaming, TV
By: Author Mirko Parlevliet
Star Trek: Discovery Season 3 Trailer and Poster Revealed
Home » Star Trek: Discovery Season 3 Trailer and Poster Revealed
CBS All Access today revealed the official Star Trek: Discovery Season 3 trailer and poster, which you can both view below. The Star Trek: Discovery Season 3 trailer and poster also featured a first look at the show's new logo, which reflects this season's jump into the future.
The surprise trailer reveal was introduced by series star Sonequa Martin-Green as part of the Star Trek: Discovery panel during CBS All Access' virtual Star Trek Day celebration.
Season three of Star Trek: Discovery will premiere on Thursday, October 15, and new episodes of the series' 13-episode third season will be available on demand weekly on Thursdays, exclusively for CBS All Access subscribers in the United States.
After following Commander Burnham into the wormhole in the second season finale, season three of Star Trek: Discovery finds the crew of the U.S.S. Discovery landing in an unknown future far from the home they once knew. Now living in a time filled with uncertainty, the U.S.S. Discovery crew, along with the help of some new friends, must work together to restore hope to the Federation.
Star Trek: Discovery season three cast members include Sonequa Martin-Green (Commander Michael Burnham), Doug Jones (Commander Saru), Anthony Rapp (Lt. Commander Paul Stamets), Mary Wiseman (Ensign Sylvia Tilly), Wilson Cruz (Dr. Hugh Culber) and David Ajala (Cleveland "Book" Booker).
Also appearing in season three are Blu del Barrio (Adira), Ian Alexander (Gray) and Michelle Yeoh (Philippa Georgiou).
Seasons one and two of Star Trek: Discovery are available to stream now on CBS All Access, and the series is distributed concurrently by ViacomCBS Global Distribution Group on Netflix in 188 countries and in Canada on Bell Media's CTV Sci-Fi Channel and OTT service Crave.
The series is produced by CBS Television Studios in association with Secret Hideout and Roddenberry Entertainment.
In addition to Star Trek: Discovery, the Star Trek franchise on CBS All Access currently includes hit original series Star Trek: Picard; the new animated comedy series Star Trek: Lower Decks; and the recently-announced U.S.S. Enterprise set series Star Trek: Strange New Worlds, featuring Anson Mount, Rebecca Romijn and Ethan Peck.
Also in development are the Section 31-based series with Michelle Yeoh and the CG-animated series Star Trek: Prodigy at Nickelodeon.
CBS All AccessStar TrekStar Trek DayStar Trek: Discovery
The Chi Season 4 Picked Up by Showtime
Keeping Up with the Kardashians to End in 2021 After Season 20
Disclaimer: This post may contain affiliate links through which we earn a commission if you decide to make a purchase, at no cost to you. As an Amazon Associate, we earn from qualifying purchases.


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Here and Now (2018)
Vivienne (Sarah Jessica Parker), is an established singer/songwriter with a successful music career. On the eve of a major performance, Vivienne receives some life-altering news that causes her to reevaluate her priorities. As she crisscrosses the busy streets of New York City, she tries to balance her upcoming music tour, family, and friends. With the support of her overbearing mother, Jeanne (Jacqueline Bisset), her long-time manager, Ben, and her ex-husband, Nick (Simon Baker), Vivienne strives to make peace with the decisions and sacrifices she's made along the way.
Broadway (btw West 52nd and 54th Streets) Manhattan.
West 57th Street (btw 7th Avenue and Broadway) Manhattan.
7th Avenue and West 25th Street, Manhattan.
New York Vintage Shop, 117 West 25th Street (btw 6th and 7th Avenues) Manhattan.
The Skylark, 30th Floor, 200 West 39th Street (btw 7th and th Avenues) Manhattan.
Birdland Jazz Club, 315 West 44th Street (btw 8th and 9th Avenue) Manhattan.
790 Riverside and West 157th Street, Washington Heights.
Riverside Drive and West 157th Street, Washington Heights.
Tudor City Greens, Tudor City Place (btw East 41st and 42nd Street) Manhattan.
Tudor City Place Bridge and East 42nd Street, Manhattan.
MoMA Archives and Library, 4 West 54th Street (btw 5th and 6th Avenues) Manhattan.
Great Jones Street (btw Lafayette Street and Broadway) Manhattan.
ACME Bar, 9 Great Jones Street (btw Lafayette Street and Broadway) Manhattan.


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redpajama_set_name: RedPajamaGithub


C:\>where g++ C:\libraries\MinGW\bin\g++.exe C:\libraries\perl\c\bin\g++.exe On Sun, Jan 29, 2012 at 8:07 PM, Chris Rebert <[hidden email]> wrote: > On Sun, Jan 29, 2012 at 12:52 AM, Alec Taylor <[hidden email]> wrote: This is common error code format used by windows and other windows compatible software and driver vendors. If you meant to cross compile, use `--host'. Jean-Sébastien Frerot (jsfrerot) wrote on 2014-03-19: #4 Yep, remounted /tmp with exec made the installation worked.
Easy_install Runtime Error Autoconf Error Error Codes are caused in one way or another by misconfigured system files in your windows operating system. Join them; it only takes a minute: Sign up pycrypto on Ubuntu giving compiler error up vote 11 down vote favorite 3 I am trying to install pycrypto2.6 on Ubuntu10.04 (Lucid Join them; it only takes a minute: Sign up problems installing pycrypto on osx up vote 10 down vote favorite 1 I'm trying to install a Django project onto my OSX If you have Easy_install Runtime Error Autoconf Error errors then we strongly recommend that you Download (Easy_install Runtime Error Autoconf Error) Repair Tool.
I read that you can also download Xcode from App Store. (http://www.chrisk.de/blog/2011/03/how-to-upgrade-to-xcode-4-or-uninstall-xcode-3/) The Xcode 4 from developer.apple.com did not replace the Xcode 3 and didn't move it to /Developer-old so I I uninstalled previous Xcode installs before installing from App Store with following command. If you meant to cross compile, use `--host'. FWICT, there don't seem to be any >> current Windows binaries for PyCrypto.
InsecurePlatformWarning That's not good. Should I serve jury duty when I have no respect for the judge? no checking for cc... Browse other questions tagged python django or ask your own question.
checking for gcc... share|improve this answer answered Jan 18 '13 at 15:42 Paul T. 3841618 $ which gcc /usr/bin/gcc And still not working. –zgoda Dec 29 '15 at 8:45 add a comment| yes checking for stdint.h... (cached) yes checking for stdlib.h... (cached) yes checking for string.h... (cached) yes checking wchar.h usability... Not the answer you're looking for?
checking whether we are cross compiling... yes checking for sys/types.h... no checking for cc... I think there really was no need to install GMP or MPIR really.
This prevents urllib3 from configuring SSL appropriately and may cause certain SSL connections to fail. Free forum by Nabble Edit this page no checking for cl.exe... For more information, see https://urllib3.readthedocs.org/en/latest/security.html#insecureplatformwarning.
current community chat Stack Overflow Meta Stack Overflow your communities Sign up or log in to customize your list. Etymology of word "тройбан"? I removed gcc so pycrypto will fail to install and exhibit the problem. Compatibility: Windows 7, 8, Vista, XP Download Size: 6MB Requirements: 300 MHz Processor, 256 MB Ram, 22 MB HDD Limitations: This download is a free evaluation version.


Book your tickets online here to visit Symbio Wildlife Park to meet and interact with Australian and exotic animals! Just 40 minutes drive from Sydney Airport - Symbio Wildlife Park has 16 acres of manicured gardens and spacious grounds that are home to native Koalas, Kangaroos, Alligators, a range of reptiles and exotic Cheetahs, Lemurs, Red Pandas, Meerkats and small Monkeys.
Cuddle up to a Koala, hand feed and pat kangaroos in the Kangaroo Walk-Through Area, hold an Alligator or snake (additional cost), head to the Barn to feed and interact with all your farmyard favourites, or attend one of our many interactive wildlife shows throughout the day.
If you have children, then make sure you bring their Swimmers during the warmer months as Symbio has just opened a brand new Splash Park, complete with Dump Buckets, Water Squirters, Snake Water Tunnel, Fountains and so much more.
Symbio Wildlife Park is the ideal day trip from Sydney with plenty of outdoor green spaces and areas for picnics, has a Splash Park and large Playground along with being just a few minutes drive from the gorgeous Beaches, the Royal National Park, the famous Bald Hill Look-out and Sea-Cliff Bridge.
Purchase your Symbio Wildlife Park entrance tickets online here!
Symbio Wildlife Park is a full day activity, however, you are able to spend as much time as you require between the operating hours. We recommend allowing 4-5 hours at Symbio then heading down the road to explore the beautiful beaches and scenic lookouts just minutes away.
Facilities at the park include undercover shelters, picnic areas, splash park, playground and gift shop.


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Die Peavey Electronics Corporation ist einer der größten Hersteller für Audio-Equipment mit Hauptsitz in Meridian (US-Bundesstaat Mississippi).

Geschichte
Hartley Peavey gründete 1965 Peavey Electronics, nachdem er 1957 seinen ersten Verstärker gebaut hatte. Seit der Gründung ist Peavey Electronics in Privatbesitz.

Die Firma führt ein Museum, in dem Erinnerungsstücke mit Bezug zu Peavey öffentlich ausgestellt werden.

Informationen zur Firma

Zurzeit besitzt Peavey über 140.000 m² an Produktions- und Herstellungsfläche in über 33 Fabriken in Nordamerika, Europa und Asien. 18 davon liegen im Heimatstaat Mississippi. Peavey hat gegenwärtig (Stand Dez. 2021) 1000 Angestellte an allen Standorten. Und erzielt einen Umsatz von $ 83,63 Millionen USD.

Die Hauptproduktion findet in den Vereinigten Staaten, Großbritannien und dem Fernen Osten statt und wird von dort in 136 Länder vertrieben. Die Firma Peavey hat außerdem über 180 Patente angemeldet und bietet eine Produktpalette von über 2000 Produkten an, die jedes Jahr um 80 bis 100 Produkte erweitert wird.

Zu Peavey Electronics gehören vier weitere große Elektronik-Firmen: MediaMatrix, Architectural Acoustics, PVDJ und Crest Audio.

Produkte (Auszug)
Obgleich Peavey eine sehr breite Produktpalette anbietet, so stechen aus dieser doch einige Produkte besonders hervor.

5150-/6505-Verstärker
Diese Serie war das Resultat einer Zusammenarbeit zwischen Peavey und Eddie van Halen. Ursprünglich nur als spezieller Verstärker für Eddie van Halen geplant erlangte die Verstärkerserie massive Popularität vor allem im Rock- bis Metal-Bereich.
Der 5150 wurde zum Hauptkonkurrenten des Marshall JCM 800/900/2000 und des Mesa Boogie Rectifiers. 2004 trennten sich die Wege von Peavey und Eddie van Halen. Der 6505 ist der Nachfolger des 5150.

→ Hauptartikel Peavey 5150

Wolfgang-E-Gitarre
Von Peavey gebautes Signature-Modell für Eddie Van Halen, das dieser nach seinem Sohn benannt hat. Van Halen kam im Jahr 1995 nach einer zuvor sehr erfolgreichen Zusammenarbeit mit dem Gitarrenhersteller Ernie Ball/Music Man zu Peavey, mit dem Ziel seine ideale Gitarre zu produzieren. Das Signature-Modell Peavey Wolfgang wurde relativ erfolgreich, blieb jedoch hinsichtlich der Verkaufszahlen deutlich hinter Van Halens bisherigen Signature-Gitarren zurück. Ende des Jahres 2004 beendeten Peavey und Van Halen ihre Zusammenarbeit und die Wolfgang Serie wurde eingestellt. Seither ist dieses Gitarrenmodell in leicht abgeänderter Form als Peavey-HP-Special-Serie erhältlich.

JSX-Verstärker
Der Peavey JSX ist ein für  Joe Satriani entworfener Signature-Verstärker.

Peavey-Benutzer (Auszug)
 Joe Satriani
 Steve Cropper (Booker T. & the M.G.'s, The Blues Brothers)
 Gary Rossington (Lynyrd Skynyrd)
 David Ellefson (Megadeth)
 Robb Flynn (Machine Head)
 Björn Gelotte (In Flames)
 Dann Huff (Giant)
 Ted Nugent
 Jordan Rudess (Dream Theater/Liquid Tension Experiment/David Bowie)
 John Taylor (Duran Duran)
 Devin Townsend (Strapping Young Lad)
 Trans-Siberian Orchestra
 Eddie Van Halen (Van Halen)
 Verdine White (Earth, Wind and Fire)
 Thurston Moore (Sonic Youth)

Weblinks

 Peavey Electronics Corp. Offizielle Website
 Peavey Electronics Ltd. Europa
 Joe Satriani Offizielle Website

Einzelnachweise

Produzierendes Unternehmen (Mississippi)
Musikverstärker-Hersteller
Lauderdale County (Mississippi)
Gegründet 1965
Markenname (Musikinstrumente)
Gitarrenhersteller


A strong localized downdraft less than 4 km wide that occurs beneath severe thunderstorms. A strong downdraft greater than 4 km across is called a downburst.
The climate structure of the air space near the surface of the earth.
The smallest scale of atmospheric motions.
A pressure unit of 1000 dynes cm-2. often used for reporting atmospheric pressure where one millibar equals 1 hectopascal (hPA).
A refraction phenomenon that makes an object appear to be displaced from its true position. When an object appears higher than it actually is. it is called a superior image. When an object appears lower than it actually is. it is an inferior mirage.
Very thin fog in which visibility is greater than 1.0 km (0.62 mi).
A katabatic wind that flows from the Alps down the Rhone River Valley of France to the Mediterranean coast.
A mathematical representation of a process. system. or object developed to understand its behavior or to make predictions. The representation always involves certain simplifications and assumptions.
Seasonal winds. They are caused primarily by the greater annual variation in air temperature over large land surfaces compared to ocean surfaces though other factors like land-relief are important.
An international agreement to drastically reduce CFC production. the Protocol was adopted in Montreal in 1987. It was significantly strengthened at a subsequent meeting in London in 1990 that called for a complete elimination of CFCs by the year 2000. The agreement was again amended by a Meeting of the Parties in Copenhagen in November 1992. Consumption of controlled substances--such as CFCs and halons--was greatly reduced or eliminated. and many accountability dates were moved forward. often from 1 January 2000 to 1 January 1996.
A local wind system of a mountain valley that blows downhill (mountain breeze) at night and uphill (valley breeze) during the day.
Clouds of unknown composition that have a soft. pearly luster and that form at altitudes about 25 to 30 km above the earth's surface. They are also called mother-of-pearl clouds.
This index measures the anomalies in sea level pressure between the Icelandic low-pressure system and the Azores high-pressure system. The nine centers are- Aviation Weather Center. Climate Prediction Center. Environmental Modeling Center. Hydrometeorological Prediction Center. Marine Prediction Center. NCEP Central Operations. Space Environment Center. Storm Prediction Center and Tropical Prediction Center (formerly the National Hurricane Center).
The National Centers for Environmental Prediction (NCEP). an arm of the NOAA's National Weather Service (NWS) provides national and international weather and climate guidance products to National Weather Service field offices. government agencies. emergency managers. private sector meteorologists. and meteorological organizations and societies throughout the world. The nine centers are- Aviation Weather Center. Climate Prediction Center. Environmental Modeling Center. Hydrometeorological Prediction Center. Marine Prediction Center. NCEP Central Operations. Space Environment Center. Storm Prediction Center and Tropical Prediction Center (formerly the National Hurricane Center).
NCDC maintains the world's largest active archive of weather data. NCDC produces numerous climate publications and responds to data requests from all over the world.
NOAA's historical role has been to predict environmental changes. protect life and property. provide decision makers with reliable scientific information. and foster global environmental stewardship. Today NOAA�s mission remains unchanged as it describes and predicts changes in the Earth's environment. and conserves and wisely manages the Nation's coastal and marine resources.
A process that results in a reduction in the response of a system to an external influence. For example. increased plant productivity in response to global warming would be a negative feedback on warming. because the additional growth would act as a sink for CO2. reducing the atmospheric CO2 concentration.
A dark. gray cloud characterized by more or less continuously falling precipitation. It is not accompanied by lightning. thunder. or hail.
Wavy. thin. bluish-white clouds that are best seen at twilight in polar latitudes. They form at altitudes about 80 to 90 km above the surface.
To understand whether precipitation and temperature is above or below normal for seasons and longer timescales. normal is defined as the average weather over 30 years. These averages are recalculated every ten years. The National Weather Service has just recalculated the baseline period for normal from 1961 to 1990 to 1971 to 2000. Since the cool decade of the 1960's has been replaced with the mild 1990's. normal temperatures in many areas have increased.
A computer forecast or prediction based on equations governing the motions and the forces affecting motion of fluids. The equations are based. or initialized. on specified weather or climate conditions at a certain place and time. (Also called mathematical forecasting. dynamical forecasting. physical forecasting. and numerical weather prediction).
The angle between the planes of the celestial equator and the ecliptic. currently the earth has a 23.4 degree obliquity cycle.
A breeze that blows from the land out over the water. Opposite of an onshore breeze.
A breeze that blows from the water onto the land. Opposite of an offshore breeze.
Theory that proposes large scale climate changes are due in part to the variations in precession. eccentricity and obliquity that affects the amount of solar radiation received by the earth.
Rainfall or snowfall from clouds. induced by topographic uplift.
The lifting of air over a topographic barrier. Clouds that form in this lifting process are called orographic clouds.
A shift in position of various high and low pressure systems that in climate terms is usually defined as an index (i.e.. a single numerically-derived number. that represents the distribution of temperature and pressure over a wide ocean area. such as the El Ni�o-Southern Oscillation. North Atlantic Oscillation. and Pacific Decadal Oscillation).
A severe depletion of stratospheric ozone over Antarctica that occurs each spring. The possibility exists that a hole could form over the Arctic as well. The depletion is caused by a chemical reaction involving ozone and chlorine. primarily from human produced sources. cloud particles. and low temperatures.
The layer of ozone that begins approximately 15 km above Earth and thins to an almost negligible amount at about 50 km. shields the Earth from harmful ultraviolet radiation from the sun. The highest natural concentration of ozone (approximately 10 parts per million by volume) occurs in the stratosphere at approximately 25 km above Earth. The stratospheric ozone concentration changes throughout the year as stratospheric circulation changes with the seasons. Natural events such as volcanoes and solar flares can produce changes in ozone concentration. but man-made changes are of the greatest concern.
A molecule consisting of three oxygen atoms that is formed by a reaction of oxygen and ultraviolet radiation. In the stratosphere. ozone has beneficial properties where it forms an ozone shield that prevents dangerous radiation from reaching the Earth's surface. Closer to the planet�s surface. ozone is considered an air pollutant that adversely affects humans. plants and animals as well as a greenhouse gas.
A recently described pattern of climate variation similar to ENSO though on a timescale of decades and not seasons. It is characterized by SST anomalies of one sign in the north-central Pacific and SST anomalies of another sign to the north and east near the Aleutians and the Gulf of Alaska. It primarily affects weather patterns and sea surface temperatures in the Pacific Northwest. Alaska. and northern Pacific Islands. Two main characteristics distinguish PDO from El Ni�o/Southern Oscillation (ENSO)- first. 20th century PDO 'events' persisted for 20-to-30 years. while typical ENSO events persisted for 6 to 18 months. second. the climatic fingerprints of the PDO are most visible in the North Pacific/North American sector. while secondary signatures exist in the tropics- the opposite is true for ENSO. Several independent studies found evidence of just two full PDO cycles in the past century- cool' PDO regimes prevailed from 1890-1924 and again from 1947-1976. while warm PDO regimes dominated from 1925-1946 and from 1977 through (at least) the mid-1990's. Causes for the PDO are not currently known. Likewise. the potential predictability for this climate oscillation is not known.
One who studies ancient (paleo-) climate. For example. increased atmospheric water vapor in response to global warming would be a positive feedback on warming. because water vapor is a GHG.
An environmental remnant of the past (pollen grains. tree rings. lake sediments. pack rat middens. ice cores. coral skeletons) that assist researchers in deciphering past climate conditions through the use of scientifically proven dating techniques.
An indicator. based on temperature. precipitation. and soil type. of long-term deficits or surpluses of soil moisture.
Solid particles or liquid droplets suspended or carried in the air (e.g.. soot. dust. fumes. mist). See aerosol. sulfate aerosols.
See Palmer Drought Severity Index.
Perennially frozen ground that occurs wherever the temperature remains below 0�C for several years.
A branch of science dealing with the relations between climate and periodic biological phenomena. such as bird migration or plant flowering.
The splitting of a molecule by a photon.
A discrete quantity of energy that can be thought of as a packet of electromagnetic radiation traveling at the speed of light.
A smooth cloud in the form of a cap. Occurs above. or is attached to. the top of a cumuliform cloud.
The fraction of incident solar radiation that is reflected by a planet and returned to space. The planetary albedo of the Earth-atmosphere system is approximately 30 percent. most of which is due to backscatter from clouds in the atmosphere.
A cold air mass that forms in a high-latitude source region.


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Celebrate the Festive Season with 360° of Happenings at the Marina @ CROSSROADS Maldives
Friends, couples, families and children of all ages are welcome to join the festive celebrations at The Marina @ CROSSROADS Maldives. Visitors and local community can expect The Marina to be jam packed with 360° of happenings to keep everyone entertained throughout the festive season.
From 21st December 2021 to 7th January 2022, The Marina is bringing a unique glimmering warmth to the festive season with its sparkling lights displays and festive decorations all around, sum up with abundant sweet treats, exquisite culinary dining options, wide variety of shops featuring the latest designs & fashions and special events with a unique line-up of entertainment – making it a perfect hotspot to get together and celebrate.
Explore the special Spa festive packages on offer from 90 to 180-minute treatments in addition to the comprehensive spa treatment portfolio and retail products available at the award winning spa Lèn Be Well, the first free standing double storey spa and wellness complex in the Maldives, located at the centre of The Marina.
Throughout the festive season, the dining establishments at The Marina will feature spectacular array of festive gourmet menus that will surely suit everyone's taste and preference. Hard Rock Cafe Maldives at The Marina invites all foodies to gather 'round its table and celebrate the glorious time of year in true Hard Rock style, offering a limited-time, multi-course holiday menu featuring some of its most popular culinary options. While strolling at The Marina, grab a quick slice of locally-made savoury delights with freshly brewed coffee at bean/Co as the sun goes down. Feel love in the air with a romantic dinner for two at these fabulous three restaurants by famous Chef Dharshan – Carne Diem, Ministry of Crab Maldives and Nihonbashi Blue and impress your date with Chef's fancy meal. Or if you prefer a fine dining experience in the heart of The Marina, the al fresco Sansation Beach Club is the perfect venue to enjoy a 7-course menu with your family or friends whilst overlooking the glistening Indian Ocean. And for those who are craving for Asian cuisines, try the delightful Asian dishes from The Marina's range of gourmet restaurants – Kinkao (Thai cuisine), Jiao Wu (Chinese cuisine) and Kebab & Kurry (Indian cuisine) for an absolute heaven. Whether you're after an intimate celebration with friends and family, a romantic date with your loved one, a dazzling get-together with your colleagues or fabulous festive lunch or dinner, The Marina got the space to make it a reality.
The festive celebration doesn't stop there! Shopaholics, who are looking for the best value at The Marina can visit the Sifani, the home of the foremost fine jewellery in Sri Lanka to avail 25% discount on their selected gold and silver jewelleries. Apart from that, Sifani will also run a special promotion of "For every single receipt purchase worth US$1,000, the shopper will receive a free gift of an exquisite gemstone". Whilst for those fashionistas shoppers The Marina, pay a visit to Raidhas Maldives, the Maldivian fashion label shop specialising in women's attire from ready-to-wear to party dresses to avail 20% discount on all their merchandise items.
More than ever, everyone is so excited to bid goodbye to 2021 and welcome the New Year 2021 with a big bang. The Marina is open to all visitors and local community to be part of the marvellous New Year's eve celebrations this 31st December 2021. No matter how you want to ring in the New Year, The Marina has fabulous three party atmosphere venues from Great Gatsby-inspired party at bean/Co, Unlock 2022 party at Sansation Beach Club to Equatic Vibe party at Hard Rock Cafe Maldives to have fun and celebrate, all three party venues feature music, live entertainment and a midnight countdown celebration. Still undecided where to go?
For more information, please refer to The Marina Festive Brochure and learn more of the 360° of Happenings or contact The Marina Agents directly for reservations via Viber/WhatsApp +960-7307000.


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Leupold Adds MOA Models to Award-Winning Mark 5HD Riflescope Family
Leupold Adds Model with Milliradian...
Leupold Announces New VX-3i CDS-ZL Riflescope
Leupold Announces Addition of Five New Models...
Leupold & Stevens, Inc. has expanded its award-winning Mark 5HD riflescope family with the addition of new models that will feature MOA adjustments and reticles.
The Mark 5HD line has been crafted to redefine accuracy, precision, and optical performance for long-range shooters – and do so in a package that embodies rugged reliability. Two models with milliradian adjustments – a 5-25x56 and 3.6-18x44 – launched in 2018 and wowed end-users throughout the industry. The new MOA-specific models will be available in the very same magnifications and objective lens sizes as their game-changing predecessors.
"From the beginning, the Mark 5HD project team set out to deliver riflescopes that had all the features long-range shooters have been calling for, but in a user-friendly package," said John Snodgrass, Product Line Manager for Leupold & Stevens, Inc. "Competitive shooters across the country have been impressed by what it's capable of, and we've been fielding calls asking for a model designed for the minute of angle shooter ever since. We're ecstatic to be able to deliver the industry's best long-range tactical optic to both the Mil and MOA communities in 2019."
In designing the Mark 5HD line, Leupold's product specialists asked elite shooters what they needed to put accurate fire downrange faster, and used that input to design a riflescope that provides all the tools necessary – in both quality and features – without the unnecessary extras that add weight and cost for consumers. The Mark 5HD is up to 20 ounces lighter than other scopes in its class: The 5-25x56 weighs in at 30 ounces, while the 3.6-18x44 checks in at 26 ounces.
Get behind a Mark 5HD, meanwhile, and you'll see the difference. All models deliver superior edge-to-edge clarity and extreme low-light performance. The Twilight Max HD Light Management System delivers the perfect balance of image color and contrast, light transmission, and glare management. The Mark 5HD is designed with a 35mm maintube for increased adjustment travel, and ships with a high-speed power selector ring featuring an optional low-profile throw lever that provides additional leverage.
The heart of the Mark 5HD MOA is in its M1C3 ZeroLock adjustments, which provide precise, repeatable tracking with a dead-on return to zero. The M1C3 elevation dials deliver 100 MOA of adjustment in 3 turns on the 3.6-18x44 and 120 MOA of adjustment in 3 turns on the 5-25x56 model, allowing the Mark 5HD to max out the performance of the latest long-range rifles and ammunition. Visual and tactile revolution indicators are in place to ensure you don't get lost in the travel, and the auto-lock at zero eliminates the risk of inadvertently moving the dial. The windage adjustment is capped and the zero indicator mark has been relocated on the riflescope's maintube so you can see it without having to move your head off the stock of the rifle.
The MOA model Mark 5HD will be available in three reticle options: Impact 60, PR1-MOA, and Illuminated PR1-MOA – the "PR" in the PR1-MOA standing for precision rifle.
All Mark 5HD riflescopes are designed, machined, and assembled in the United States and backed by Leupold's legendary Full Lifetime Guarantee.


On Saturday Dom and I, along with our grandson and his Mom and Dad, found ourselves in New York City again. We stumbled upon a street fair on Eight Avenue.
Observing this polyglot of people walking down the Avenue in peace.
Watching street vendors preparing and serving unfamiliar food to people who were eating these foods with relish.
Appreciating the NYPD's quiet presence at the fair and watching people smile at the men who were giving aid and protection.
Yes, it truly was a Saturday when misery no longer wanted company.
I hope that by writing these posts that we will move together beyond thankfulness into appreciation. Because appreciation for the moments and things for which we give thanks requires us to be mindful of our lives. Thankfulness is an expression of our appreciation for life. Sometimes we get so focused on life's challenges that we lose sight of being grateful for simply having a life to live.
Great about your happy and safe day in New York – the majority of the people just want to enjoy themselves, to share happiness!
I love the serenity of your post Bernadette and indeed, I believe in the power of togetherness. We can make a difference as a group.


text:
Or-Pr
Pioneers of Management
Photo by: Andrea Danti
The study of management as a discipline is relatively new, especially when compared with other scientific disciplines. Yet, to truly understand current management thought, it is necessary to examine the historical links. It is best to consider not only management pioneers' management theories, but also the contextual and environmental factors that helped to clarify the developmental process behind the theories. Therefore, management pioneers may be easily placed along a historical timeline.
Using the work of Daniel Wren as a guide, the following categories are employed: (1) early management thought; (2) the scientific management era; (3) the social man era; and (4) the modern era.
EARLY MANAGEMENT THOUGHT:
THE ECONOMIC FACET
Adam Smith and James Watt have been identified as the two men most responsible for destroying the old England and launching the world toward industrialization. Adam Smith brought about the revolution in economic thought and James Watt's steam engine provided cheaper power that revolutionized English commerce and industry. In doing so, they also laid the foundation for modern notions of business management theory and practice.
ADAM SMITH.
Adam Smith (1723–1790) was a Scottish political economist. His Wealth of Nations, published in 1776, established the "classical school" and with its publication, he became the father of "liberal economics." Smith argued that market and competition should be the regulators of economic activity and that tariff policies were destructive. The specialization of labor was the mainstay of Smith's market system. According to Smith, division of labor provided managers with the greatest opportunity for increased productivity.
JAMES WATT AND MATTHEW BOULTON.
James Watt (1736–1819), aided by Matthew Boulton (1728–1809), and building on the work of his predecessors, developed his first workable steam engine in 1765. Together the partners founded the engineering firm of Boulton, Watt, and Sons.
Recognized as Watt's greatest breakthrough, in 1971 he developed a steam engine with rotary, rather than the traditional up-and-down, movement. This made the engine more adaptable to factory uses as the engine replacing water wheel power for grinding grain, driving textile machines, and operating bellows for iron works.
Steam power lowered production costs, lowered prices, and expanded markets. In 1800 the sons of Boulton and Watts took over the management of the company and instituted one of the first complete applications of scientific management. In this plant there is evidence of market research, including machine layout study involving workflow, production standards, cost accounting, employee training, employee incentives, and employee welfare programs.
MANAGEMENT PIONEERS
IN THE FACTORY SYSTEM
The division of labor, combined with the advances in technology, provided the economic rationale for the factory system. However, the factory system brought new problems for owners, managers, and society. Four management pioneers proposed solutions for coping with the pressures of the new large-scale industrial organizations. They were Robert Owens, Charles Babbage, Andrew Ure, and Charles Dupin.
ROBERT OWENS.
Robert Owens (1771–1858) was a successful Scottish entrepreneur and a utopian socialist who sowed the first seeds of concern for the workers. He was repulsed by the working conditions and poor treatment of the workers in the factories across Scotland. Owen became a reformer. He reduced the use of child labor and used moral persuasion rather than corporal punishment in his factories. He chided his fellow factory owners for treating their equipment better than they treated their workers.
Owen deplored the evils of the division of labor and in his ideal system believed each man would do a number of different jobs switching easily from one job to another. Additionally, Owen hated the modern factory system, so he decided to revolutionize it. In 1813 he proposed a factory bill to prohibit employment of children under the age of ten and to limit hours for all children to 10 1 /2 hours per day with no night work. The bill became law six years later, but was limited to cotton mills, reduced the age limit to nine, and included no provision for inspections; therefore, the law had little impact.
Feeling frustrated in his attempts to reform Britain, Owen traveled to America in 1824. He continued on to New Harmony, Indiana, where he had purchased a large plot of land. New Harmony was the first and most famous of sixteen U.S.-based Owenite communities appearing between 1825 and 1829. None, however, lasted more than a few years as full-fledged socialist communities.
CHARLES BABBAGE.
Charles Babbage (1792–1871) is known as the patron saint of operations research and management science. Babbage's scientific inventions included a mechanical calculator (his "difference engine"), a versatile computer (his "analytical engine"), and a punch-card machine. His projects never became a commercial reality; however, Babbage is considered the originator of the concepts behind the present day computer.
Babbage's most successful book, On the Economy of Machinery and Manufacturers, described the tools and machinery used in English factories. It discussed the economic principles of manufacturing, and analyzed the operations; the skills used and suggested improved practices.
Babbage believed in the benefits of division of labor and was an advocate of profit sharing. He developed a method of observing manufacturing that is the same approach utilized today by operations analysts and consultants analyzing manufacturing operations.
ANDREW URE AND CHARLES DUPIN.
Andrew Ure (1778–1857) and Charles Dupin (1784–1873) were early industrial educators. Ure provided academic training at Anderson's College in Glasgow for managers in the early factory system. He published a text in 1835 that dealt mainly with the technical problems of manufacturing in the textile industry, but also dealt with problems of managing.
Obviously pro-management, Ure advocated an "automatic plan" to provide harmony and to keep any individual worker from stopping production. He was a defender of the factory system and believed workers must recognize the benefits of mechanization and not resist its introduction.
Dupin was a French engineer and professor who pioneered industrial education in France. He is credited with having a great influence on the writings of Henri Fayol. Dupin published Discours sur le Sort Des Ouvriers, translated Discourse on the Condition of the Workers, in 1831. This manuscript included concepts such as time study and the need to balance workloads after introducing division of labor. He wrote of the need for workers to receive concise instructions and the need to discover and publish the best way to perform work with the least amount of worker energy.
THE SCIENTIFIC MANAGEMENT ERA
Since management relied heavily on engineers for advice in the new factories, it is not surprising that associations of engineers were some of the first to examine and write about management problems. The American Society of Mechanical Engineers (ASME) was founded in 1880 and was one of the first proponents of the search for scientific management.
HENRY TOWNE.
Henry Towne, president of the Yale and Towne Manufacturing Company, began applying systematic management practices as early as 1870. In 1866 he wrote a paper, The Engineer as an Economist, that suggested that ASME become a clearinghouse for information on managerial practices, since there was no management association.
Towne also published several papers and a book, Evolution of Industrial Management, on the use of "gain sharing" to increase worker productivity. In his last book Towne contrasted the status of scientific management in 1886 and in 1921, noting the establishment of industrial management courses, and crediting Frederick Taylor as the apostle of the scientific movement.
FREDERICK A. HALSEY.
Frederick A. Halsey was another engineer who wrote papers presented to ASME outlining his ideas about wages. He attacked the evils of profit sharing and proposed a special "premium plan" for paying workers based on time saved. Halsey proposed incentives based on past production records, including a guaranteed minimum wage and a premium for not doing work. Halsey's plan, along with Taylor's ideas on piece rates, had a major influence in the United States and Great Britain on the design of pay schemes.
HENRY METCALFE.
Another early application of the scientific principles of management occurred when Captain Henry Metcalfe developed a system of controls that he applied to the management of the Frankford Arsenal. In 1885, Metcalfe published The Cost of Manufactures and the Administration of Workshops, Public and Private. This book is considered a pioneer work in the area of management science.
DANIEL MCCALLUM.
Unlike many industries, the rail-road industry forced managers to develop special ways of managing a labor force that was dispersed over a wide geographical area. Daniel McCallum (1815–1878) became general superintendent of the Erie Railroad in 1854. He developed principles of management that included discipline, division of labor, detailed job descriptions, promotion and pay based on merit, frequent and accurate reporting of worker performance, and a clearly defined chain of command.
McCallum also designed a formal organizational chart and a sophisticated information management system using the telegraph. His system and rules, however, ran afoul of the militant union and he resigned after a six-month strike. Later, McCallum successfully ran the Northern railroads during the Civil War. He also served as a management consultant for several railroads after the war.
FREDERICK TAYLOR.
Probably the most famous management pioneer of all is Frederick W. Taylor (1856–1915), the father of scientific management. Taylor rose from common laborer to chief engineer in six years, and completed a home study course to earn a degree in mechanical engineering in 1883.
In trying to overcome soldiering by the workers, Taylor began a scientific study of what workers ought to be able to produce. This study led to the beginnings of scientific management. Taylor used time studies to break tasks down into elementary movements, and designed complementary piece-rate incentive systems.
Taylor believed management's responsibility was in knowing what you want workers to do and then seeing that they do it in the best and cheapest way. He developed many new concepts such as functional authority. In other words, Taylor proposed that all authority was based on knowledge, not position. He wrote Shop Management in 1903, became the president of the American Society of Mechanical Engineers in 1906, and was a widely traveled lecturer, lecturing at Harvard from 1909 to 1914.
In 1911, Taylor published Principles of Scientific Management in 1911. Its contents would become widely accepted by managers worldwide. The book described the theory of scientific management. Scientific management was defined as methods aimed at determining the one best way for a job to be done.
During this same period organized labor waged an all-out war on Taylorism resulting in a congressional investigation. In February of 1912, however, the committee reported finding no evidence to support abuses of workers or any need for remedial legislation. Taylor did not neglect the human side of work, as often suggested. He simply emphasized the individual worker not the group. Taylor called for a revolution that would fuse the interests of labor and management into a mutually rewarding whole.
HENRY GANTT.
Henry Gantt (1861–1919) worked with Taylor at the Midvale Steel Company and was considered a Taylor disciple. Gantt felt the foreman should teach the workers to be industrious and cooperative which, in turn, would facilitate the acquisition of all other knowledge.
Gantt also designed graphic aids for management called Gantt charts using horizontal bars to plan and control work. Similar to Taylor, Gantt called for the scientific study of tasks, movements, working conditions, and worker cooperation. He also focused on the connection between the involvement of management and financial interests.
FRANK GILBRETH.
Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972) were a husband and wife team that brought many significant contributions, as well as color, to scientific management. Frank began working at age seventeen as an apprentice bricklayer, and later became a chief superintendent and independent contractor. Frank's early work parallels Taylor's and, in later years, Frank formed his own management consulting company, which was closely associated with scientific management methods.
Frank Gilbreth published a series of books describing the best way of laying bricks, handling materials, training apprentices, and improving methods while lowering costs and paying higher wages.
In 1907, Frank Gilbreth met Frederick Taylor and soon became one of Taylor's most devoted advocates. Frank turned his attention away from construction, and extended his interest in motion study (similar to Taylor's time study) to the general field of management.
In order to supplement the human eye, Gilbreth used motion picture cameras, lights, and clocks calibrated in fractions of minutes to create "micromotion" study. Gilbreth also developed a list of seventeen basic motions he called "therbligs" (Gilbreth spelled backwards) to help analyze any worker movement. Unfortunately, the partnership of Frank and Lillian came to an end in 1924 when Frank died of a heart attack. Lillian continued their work through motion study seminars and consulting, later becoming a professor of management at Purdue University (1935–1948).
LILLIAN GILBRETH.
Dr. Lillian Gilbreth, known as the first lady of management, played an important role in Frank's research and made many contributions of her own. Lillian pursued a degree in psychology, and in addition to her marriage and family of twelve, she assisted Frank with his work. Lillian's thesis-turned-book, The Psychology of Management, is one of the earliest contributions to understanding the human side of management.
Lillian faced many incidents of discrimination during her life, including the fact that her book could only be published if her initials were used so readers would not know she was a woman. Dr. Gilbreth's work was always more management than psychology. Her work illustrated concern for the worker and attempted to show how scientific management would benefit the individual worker, as well as the organization. Lillian wrote about reduction of worker fatigue, how to retool for disabled veteran workers returning to the workplace, and how to apply principles of scientific management to the home.
HARRINGTON EMERSON.
Harrington Emerson (1853–1931) was educated in Germany and symbolized a new breed of "efficiency engineers" who were bringing new methods of time and cost savings to American industry. Emerson practiced his system as general manager of the Burlington Railroad, but saw the need for applications of his system in other industries.
The Engineering Magazine published a series of articles by Emerson in 1908 and 1909 that were later issued as a single volume. To Emerson, organization was one of the greatest problems that led to inefficiency. Emerson embraced the general staff concept where each firm was to have a chief of staff and four major sub groupings of staff under him: one for employees, one for machines, one for materials, and one for methods. Staff advice was available to all levels and focused on planning.
Emerson made other contributions in the areas of cost accounting and in setting standards for judging workers and shop efficiency. In 1913, Emerson published Twelve Principles of Efficiency. This publication became a landmark in the history of management thought. Harrington Emerson achieved renown in his time and his legacy lives on today.
MORRIS COOKE.
While Taylor, the Gilbreths, Gantt, and Emerson were working with industrial enterprises, Morris Cooke (1872–1960) was extending the gospel of efficiency in non-industrial organizations. Cooke focused his attention on educational and municipal organizations.
Cooke conducted a study of administration in educational organizations funded by the Carnegie Foundation for the Advancement of Teaching. The resulting study was a bombshell in the academic world. Cooke's findings included, among other things, widespread use of inbreeding (hiring your own graduates), inefficient committee management, autonomous departments working against university coordination, and pay based on tenure.
In 1911, Cooke was selected as director of public works and brought scientific management to the governance of Philadelphia. In four years he saved the city over $1 million in garbage collection costs alone. Cooke wrote Our Cities Awake (1918) to put forth his case for using scientific management for better-managed municipalities.
Cooke became a close friend of Samuel Gompers, president of the American Federation of Labor, and tried to bring labor and management together in a time when they were becoming more antagonistic.
HUGO MUNSTERBERG.
While the efficiency engineers studied mechanical efficiency, the industrial psychologists studied human efficiency, with the same goal in mind of improving productivity. The father of industrial psychology was Hugo Munsterberg (1863–1916). In 1892, Munsterberg established his psychological laboratory at Harvard, which was to become the foundation stone in the industrial psychology movement.
Munsterberg published Psychology and Industrial Efficiency (1913), which included theories directly related to Taylor's scientific management. The book contained three parts. Part one, the "best possible man," was a study of the demand jobs made on people, and the importance of finding people whose mental capabilities made them well-matched for the work. Part two, the "best possible work," described the psychological conditions under which the greatest output might be obtained from every worker. Part three, the "best possible effect," examined the necessity of creating the influences on human needs that were desirable for the interests of business.
Munsterberg's proposals were based on his own evidence from studies involving telephone operators, trolley drivers, and naval officers.
WALTER DILL SCOTT.
Walter Dill Scott (1869–1955) taught at Northwestern University from 1901 to 1920 and then served as president of the university for nineteen years. Scott was interested in employee attitudes and motivation in production and devised a system, adopted by the army, for classifying personnel and testing officer candidates. In fact, he was awarded the Distinguished Service Medal for his work.
From March 1910 till October 1911, Scott wrote a series of articles entitled The Psychology of Business later published in System magazine. These articles were based on actual business cases and represented one of the earliest applications of the principles of psychology to motivation and productivity in industry.
THE EMERGENCE OF
ADMINISTRATIVE THEORY
HENRI FAYOL.
Two contributors to the administrative theory of management are Henri Fayol (1841–1925) and Max Weber (1864–1920). Both wrote during the scientific management era in America, but neither was accorded the full measure of his contribution until some decades after his death.
Fayol was trained as a mining engineer and became the managing director of a coal-mining and iron foundry combine. From his own experience, he formulated and wrote papers about his ideas of administrative theory as early as 1900. His first mention of the "elements" of administration came in a book published in 1916. However, America was not thoroughly exposed to Fayol's theory until the book was translated in 1949 and entitled General and Industrial Management.
Fayol identified the major elements or functions of management as planning, organization, command, coordination, and control. Planning and organization received the majority of his attention in his writings. Fayol believed that management could be taught, that managerial ability was sorely needed as one moved up the ladder, and that management was a separate activity applicable to all types of undertakings.
Fayol's fourteen principles of management included: division of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and espirit de corps (morale).
MAX WEBER.
The work of Max Weber (1864–1920) runs chronologically parallel to that of Fayol and Taylor. Weber was a German intellectual with interests in sociology, religion, economics, and political science. He was a professor, editor, government consultant, and author. Weber used the concept of "bureaucracy" as an ideal organizational arrangement for the administration of large-scale organizations. His work was not translated into English until 1947.
Weber's concept of the best administrative system was actually similar to Taylor's. Some of Weber's essential elements included division of labor, and chain of command. He also believed that selection should be based on technical qualifications, officials'/managers' appointments should be based on qualifications, managers should not be owners, and impersonal and uniform rules should be applied.
PETER DRUCKER.
Peter Drucker (b. 1909) made an enduring contribution to understanding the role of manager in a business society. Unlike the previous Fayolian process texts, Drucker developed three broader managerial functions: (1) managing a business; (2) managing managers; and (3) managing workers and work. He proposed that in every decision the manager must put economic considerations first. Drucker recognized that there may be other non-economic consequences of managerial decision, but that the emphasis should still be placed on economic performance.
THE SOCIAL MANERA
The behavioral school of management thought began late in the scientific management era, but did not achieve large-scale recognition until the 1930s. The real catalyst for the emergence of the behavioral school was a series of research studies conducted at the Hawthorne plant of Western Electric between 1924 and 1932. This research became known as the Hawthorne experiments.
ELTON MAYO AND THE HAWTHORNE STUDIES.
Elton Mayo (1880–1949) joined the Harvard faculty in 1926 as associate professor of industrial research, and two years later was asked to work with Western Electric, as part of the Harvard research group, to continue the Hawthorne studies.
Mayo was intrigued by the initial results of the early illumination studies that showed output had increased upon changes in illumination—either brighter or darker—but no one knew why. Mayo believed the increased output came from a change in mental attitude in the group as the workers developed into a social unit.
Other experiments included the piecework experiment, the interviewing program, and the bank wiring room experiments. From these experiments the Mayoists concluded that employees have social needs as well as physical needs, and managers need a mix of managerial skills that include human relations skills.
MARY PARKER FOLLETT.
Another contributor to the behavioral school of thought was Mary Parker Follett. Follett (1868–1933) was trained in philosophy and political science, and became interested in vocational guidance and the emerging field of social psychology. She had an international reputation as a political philosopher and in 1924 published Creative Experience, a book that was widely read by businessmen of the day.
Follett advocated a business philosophy that embraced integration as a way to reduce conflict without compromise or domination. She also proposed the "law of the situation," where parties agree to take their orders from the situation instead from an individual.
Another facet of her philosophy focused on coordination as a fundamental principle of organization. Follett believed the primary leadership task was to define the purpose of the organization and integrate that purpose with individual and group purposes. In other words, she thought that organizations should be based on a group ethic rather than individualism. Thus, managers and employees should view themselves as partners rather than adversaries.
CHESTER BARNARD.
Chester Barnard (1886–1961) was a self-made scholar who attended Harvard on a scholarship, but never graduated because he lacked a laboratory science course. He joined the AT&T system in 1909 and became the president of New Jersey Bell in 1927.
Barnard's best known work, The Functions of the Executive (1938), was a collection of eight lectures in which he described a theory of organizations in order to stimulate others to examine the nature of cooperative systems. Looking at the disparity between personal and organizational motives, Barnard described an "effective-efficient" dichotomy.
According to Barnard, effectiveness deals with goal achievement, and efficiency is the degree to which individual motives are satisfied. He viewed formal organizations as integrated systems where cooperation, common purpose, and communication are universal elements, whereas the informal organization provides communication, cohesiveness and maintenance of feelings of self-worth. Barnard also developed the "acceptance theory of authority" based on his idea that bosses only have authority if subordinates accept that authority.
THE MODERN ERA: TOTAL
A quality revolution swept through the business sector during the latter part of the twentieth century. The universal term used to describe this phenomenon was "total quality management" or TQM. This revolution was led by a small group of quality gurus, the most well-known were W. Edwards Deming (1900–1993) and Joseph Juran (b. 1904).
W. EDWARDS DEMING.
Deming, an American, is considered to be the father of quality control in Japan. In fact, Deming suggested that most quality problems are not the fault of employees, but the system. He emphasized the importance of improving quality by suggesting a five-step chain reaction. This theory proposes that when quality is improved, (1) costs decrease because of less rework, fewer mistakes, fewer delays, and better use of time and materials; (2) productivity
Deming's 14 Points
Create consistency of purpose toward the improvement of product and service, and communicate this goal to
all employees.
Adopt the new philosophy of quality throughout all levels with the organization.
Cease dependence on inspection to achieve quality; understand that quality comes from improving processes.
No longer select suppliers based solely on price. Move towards developing a long-term relationship with a
single supplier.
Processes, products, and services should be improved constantly; reducing waste.
Institute extensive on-the-job training.
Improve supervision.
Drive out fear of expressing ideas and concerns.
Break down barriers between departments. People should be encouraged to work together as a team.
Eliminate slogans and targets for the workforce.
Eliminate work quotas on the factory floor.
Remove barriers that rob workers of their right to pride of workmanship.
Institute a program of education and self-improvement.
Make sure to put everyone in the company to work to accomplish the transformation.
improves; (3) market share increases with better quality and prices; (4) the company increases profitability and stays in business; and (5) the number of jobs increases. Deming developed a 14-point plan to summarize his teachings on quality improvement. These fourteen points are listed in Table 1.
JOSEPH M. JURAN.
Joseph Juran's experience led him to conclude that more than 80 percent of all quality defects are caused by factors within management's control. He referred to this as the "Pareto principle." From this theory, he developed a management trilogy that included quality planning, control, and improvement. Juran suggested that an area be selected which has experience chronic quality problems. It should be analyzed, and then a solution is generated and finally implemented.
The quality work of Joseph Juran and W. Edwards Deming changed the way people looked at business.
THE MODERN ERA: CONTEMPORARY
MANAGEMENT HISTORIANS
The following group of individuals have proven themselves to be great teachers and intellectual leaders in matters of fundamental concern to management history. Their leadership and research have contributed greatly to our understanding of the evolution of management.
ARTHUR BEDEIAN.
Arthur Bedeian, a management professor at Louisiana State University, is a management historian with universal interests. He has written on a variety of management-related topics, many of which fall within the area of management history. Bedeian has made several significant contributions to management history. These include his research into specific areas of inquiry such as scientific management and his bibliographic investigations and memoriams. However, perhaps his most important contribution to the field is his editorship of the four volumes of the Management Laureates: A Collection of Autobiographical Essays.
ALFRED BOLTON.
Alfred Bolton was born in Canada in 1926. At the age of fifty-four, he began work on his doctorate at Nova University. It was during this time that he developed an interest in management history. His most significant contribution to the body of management history knowledge is his work with Ron Greenwood regarding the Hawthorne study participants. The work resulting from this collaborative effort has provided a unique glimpse into the groundbreaking experiments at Western Electric.
DANIEL WREN.
Daniel Wren (b. 1932) is considered one of the leading authorities on the history of management thought. He is one of the most prolific writers in this field. His textbook, The Evolution of Management Thought, focuses on describing management history by providing a conceptual framework for understanding the evolution of management. Both his research and teaching in this area have led many to consider Wren as one of the management history gurus of the twentieth century.
SEE ALSO: Management Thought ; Quality and Total Quality Management ; Quality Gurus
Fraya Wagner-Marsh
Revised by Patricia A. Lanier
Deming, W. Edwards. Out of the Crisis. Cambridge, MA: Massachusetts Institute of Technology, 2000.
Duncan, W. Jack. Great Ideas in Management: Lessons from the Founders and Foundations of Managerial Practice. San Francisco, CA: Jossey-Bass, 1989.
Gazell, J.A. "Drucker on Effective Public Management." Journal of Management History 6, no. 1 (2000): 48–62.
Gibson, Jane Whitney, Richard M. Hodgetts, and Jorge M. Herrer. "Management History Gurus of the 1990s: Their Lives, Their Contributions." Journal of Management History 5, no. 6 (1999): 380–397.
Lewis, P.S., S. H. Goodman, and P.M. Fandt. Management: Challenges for Tomorrow's Leaders. Cincinnati, OH: Thompson South-Western, 2005.
Robbins, Stephen R., and David A. DeCenzo. Fundamentals of Management. Upper Saddle River, NJ: Pearson Prentice Hall, 2004.
Spigener, J.B. "What Would Deming Say?" Quality Progress 34, no. 3 (2001): 61–64.
Wrege, Charles D., Ronald G. Greenwood, and R. Greenwood. "A New Method Of Discovering Primary Management History: Two Examples Where 'Little Things Mean A Lot.'" Journal of Management History 3, no. 1 (1997): 59–92.
Wren, Daniel A. The Evolution of Management Thought. New York, NY: John Wiley & Sons, 2004.
Wren, Daniel A., Arthur G. Bedeian, and J.D. Breeze. "The Foundations of Henri Fayol's Administrative Theory." Management Decision 40, no. 9 (2002): 906–918.
Wren, Daniel A., and Ronald G. Greenwood. Management Innovators. New York, NY: Oxford University Press, 1998.
Apr 24, 2006 @ 4:04 am
Frederic Taylo was concerned with developing the one best way of doing work (motion study) this includes raw material management and early elements of critical path analysis.
abhishek agarwal
Jul 27, 2007 @ 8:08 am
respected author,
i want to make query regarding different type of approaches to management.i also want to know the years of evolution of these approaches.
is the new thought theory of managment thesame as the general administrative theory
Pioneers of Management forum
Personality and Personality Tests Planning


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Terry Gou, the chairman of Taiwanese electronics giant Foxconn group, said on Tuesday that he is looking at the possibility of running in Taiwan's 2020 presidential election, Reuters reports.
Speaking on the sidelines of an event in Taipei, Gou declined to say which party he could represent, the news agency said a day after it reported that Gou plans to step down from the world's largest contract manufacturer.
If it is the China-friendly opposition party Kuomintang (KMT), he would "go" with the standard procedures of the party, Gou said, adding that he will make a decision "as soon as possible".
"So I asked myself the whole night … I need to ask myself what I can do. What I can do for the youth? … The next 20 years will decide their fate," he said.
The KMT said in a statement that Gou had been a party member for more than 50 years and had given it an interest-free loan of NT$45 million (US$1.5 million) in 2016 under the name of his mother, a move that signaled his "loyalty" to the party.
Gou, Taiwan's richest person with a net worth of US$7.6 billion according to Forbes, told Reuters on Monday that he plans to step down in the coming months to pave the way for younger talent to move up the company's ranks.
A source with direct knowledge of the situation told Reuters that Gou is likely to announce his decision on the presidential bid later on Tuesday at the earliest.


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text:
package org.gradle.sample.services;

import org.gradle.sample.api.Person;
import org.gradle.sample.shared.Helper;

public class PersonService {
    boolean checkPerson(Person person) {
        System.out.println(Helper.prettyPrint("Checking"));
        if (person.getFirstname().length() < 2) {
            return false;
        }
        return true;
    }
}