2012年9月18日星期二

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new era detriot tigers caps -

Two startling facts regarding issues absolutely impacting the bottom line of manufacturing companies in today's challenging economy:


1.?The Gallup organization, an international research company with a division that focuses on employee engagement and motivation, estimates $300 billion is wasted every year in lost productivity at U.S. companies due new era detriot tigers caps to un-motivated, dis-engaged employees.


2.?Another research firm, Sirota Survey Intelligence, reported in 2005 that in 85% of Fortune 1000 companies, employee motivation and morale "declined significantly" within the first six months of employment and continued to go down after that.


Those statistics are startling with regard to the potential impact on bottom line results of companies today. But, it is also not surprising.


Research I recently conducted of over 3000 new era detriot tigers caps subscribers to the Workplace Communication Expert blog (www.WorkplaceCommunicationExpert.com) showed 44% of business leaders are unhappy with employee performance.


When you look around your workplace and evaluate the productivity, motivation and morale of your people, how much might your organization be contributing to that $300 billion?


And, in evaluating the cost of hiring, on-boarding and new era detriot tigers caps training new employees, if not being done effectively, could this be another place where company profits are stealthily slipping off the financial statement?


Here are three specific strategies manufacturers can apply to develop, maintain or recapture employee motivation, morale and engagement so that your employees are truly assets bringing high value to the work environment:


1)?Define your "Championship Game"
From the first day of training camp everyone that is part of an athletic team at any level from little league through the professional ranks knows the ultimate objective and vision for their team (organization) is to reach the Championship Game (for baseball it's the World Series, football The Super Bowl, soccer it's the World Cup, etc).

detriot tigers dark blue and white hats

detriot tigers dark blue and white hats - Contents

The show ran about the same time as and covered similar topics to Beakman's World, in fact sharing one crew member, editor/writer/director Michael Gross. He made an appearance on the Disney Channel's New Mickey Mouse Club in its forty-eighth episode Anything Can Happen Day. Before this show, Bill Nye had previously worked alongside Christopher Lloyd in Back to the Future: The Animated Series, where Nye played Doc Brown's assistant and demonstrated several experiments.

Bill Nye the Science Guy has been likened to a modern Mr. Wizard. Bill's TV persona is a tall and slender scientist wearing a lab coat and a bow-tie. He mixes the serious science of everyday things with fast-paced action and humor. Each show begins with Bill walking onto the set, called "Nye Labs", which is filled with scientific visuals (including many "of science" contraptions announced dramatically, such as "The slingshots of Science!") relevant to the topic of the show. Most episodes contain a mock detriot tigers dark blue and white hats song parody and music video in the "Soundtrack of Science" by "Not That Bad Records", substituting a scientific roundup of the episode for the lyrics to a popular song. Each show ends with Bill explaining his departure in a clever description of an activity on topic. The credits sometimes rolled next to a series of outtakes from the episode. Other times, outtakes are shown at the time they actually happened.

Another detriot tigers dark blue and white hats popular member of the cast is the announcer Pat Cashman, whom Nye knew from his time on Almost Live!. Some announcers who subbed in for Cashman include Ernie Anderson, Gary Owens, and Brian Cummings. In 1996, Bill made a guest appearance on Cartoon Network's talk-show Space Ghost Coast to Coast in its twenty-fourth episode, Boo! with Michael Norman. A year later, he made a guest appearance on the long-running PBS series Mister Rogers' Neighborhood.

List of episodes

Episodes

Season

Episode number

Episode name

"Soundtrack of Science" detriot tigers dark blue and white hats Parody song

1

1

Flight

Nyevana - "Smells Like Air Pressure"

Parody of "Smells Like Teen Spirit" by Nirvana

2

Earth's Crust

Magmadonna - "Crust"

Parody of "Vogue" by Madonna

3

Dinosaurs

J.C. - "Mr. Dino"

Parody of "Mr. Wendal" by Arrested Development

4

Skin

No music video

5

Buoyancy

Sure Floats-alot - "Bill's Got Boat"

Parody of "Baby Got Back" by Sir Mix-a-Lot

6

Gravity

Attraction Action - "G-R-A-V-I-T-Y"

Parody of "Twilight Zone" by 2 Unlimited

7

Digestion

Dy Gestion - "Can't Eat This"

Parody of "Can't Truss It" by Public Enemy

8

Phases of Matter

Phaze Change - "Solid Liquid Gas"

Parody of "Rebirth of Slick (Cool Like Dat)" by Digable Planets

9

Biodiversity

Bio Di Versity - "We're all Connected"

Parody of "Connected" by Stereo MC's

10

Simple Machines

The Pulley Ramp Five - "ABC's of Machinery"

Parody of "ABC" by The Jackson 5

11

The Moon

The Lunatics - "Moon Cycle"

Parody of "Bicycle Race" by Queen

12

Sound

Gloria Wavelength and the Vibrations - "Sound is a VIBE"

Parody of "I Will Survive" by Gloria Gaynor

13

Garbage

Trash E. Trash - "R.E.C.Y.C.L.E."

Parody of "Respect" by Aretha Franklin

14

Structure

Stress N' Tension - "Let's Talk About Stress"

Parody of "Let's Talk About Sex" by Salt-n-Pepa

15

Earth's Seasons

A Tilted Development - "Rhyme and Season"

16

Light & Color

The Bent Wavelengths - "Light and Colour"

Parody of "Trust and Dread and the Fugitive Mind" by Megadeth

17

Cells

Mighty Chondria - "Cellular Haze"

Parody of "Purple Haze" by Jimi Hendrix

18

Electrical Current

Billy Ray Cyrcuits - "AC/DC Charge"

Parody of "Achy Breaky Heart" by Billy Ray Cyrus

19

Outer Space

Elve Centuri - "Celestial Hotel"

Parody of "Heartbreak Hotel" by Elvis Presley

20

Eyeball

The Eye Doctors - "Two Eyes"

Parody of "Two Princes" by The Spin Doctors

2

21

Magnetism

N.S. Cool J. - "Opposites Attract"

Parody of "Insane in the Brain" by Cypress Hill

22

Wind

Wind Dee - "Wind Is In Your Hair"

Parody of "Groove Is In The Heart" by Deee-Lite

23

Blood and Circulation

AB+ - "Blood Stream"

Parody of "Love Shack" by The B-52's

24

Chemical Reactions

Chemical Reactions - "Don't Try This at Home"

Parody of "State of Attraction" by Paula Abdul

25

Static Electricity

The Sticky Socks - "Static Electricity"

Parody of "Turning Japanese" by The Vapors

26

Food Web

Food Webby Web - "(It's The) Food Web"

Parody of "Who Am I (What's My Name)?" by Snoop Dogg

27

Light Optics

Queen Lighteefa - "B.E.N.T."

Parody of "U.N.I.T.Y." by Queen Latifah

28

Bones and Muscles

Steppenbone - "Bones in my Body"

Parody of "Born to be Wild" by Steppenwolf

29

Oceanography

Gulfstream Girls - "Deep Ocean Currents"

Parody of "California Girls" by The Beach Boys

30

Heat

LeHot - "LeHeat"

Parody of "Le Freak" by Chic

31

Insects

UB Buggy - "Jah Mon, Insects Rule"

Style Parody of UB40

32

Balance

Torquer - "Balance This"

Parody of "Get Off This" by Cracker

33

The Sun

Deep Yellow - "My Favorite Star"

Parody of "Highway Star" by Deep Purple

34

Brain

En Lobe - "Whatta Brain"

Parody of "Whatta Man" by En Vogue with Salt-n-Pepa

35

Forests

John Cougar Loggincamp - "Second Growth"

Style Parody of John Mellencamp

36

Communication

Mary Chapin Communicator - "How Can We Communicate"

Parody of "He Thinks He'll Keep Her" by Mary Chapin Carpenter

37

Momentum

Momentisey - "The Faster You Push Me"

Parody of "The More You Ignore Me, the Closer I Get" by Morrissey

38

Reptiles

No music video - the commercial-free PBS version of the episode, however, had a brief spoof entitled "Cold Blooded".

detriot tigers dark blue and white caps

detriot tigers dark blue and white caps -

We're surrounded by examples of great, and not-so-great, teamwork. Recently I flew to Los Angeles, visited relatives, took in a parade with floats, bands and street performers, saw a football game and attended an opera. Countless teams made it all possible, whether on stage or back stage, seen or unseen. You too are a part of a variety of teams. How well you work together tells me how successful you are. Are you teaming with success?




True teamwork takes time and a willingness to contribute to the greater good of the team, as opposed to only looking out for number one. It begins with a desire to work on behalf of the group. Examine your motives. In successful teams, when the teams win their teammates too reap the rewards. Ineffective teams are often betrayed by selfish team members whose individual goals supersede their team's goals.



Among the hallmarks of effective teams, whether in sales or service environments:



? A shared vision of the mission of the team and its goals

? Willingness to meld one's individual talents for the betterment of the team

? Clear communication in both directions: between team leader and team members, and amongst members themselves

? Ample appreciation of individual differences within one's team

? Recognition and reward of team members for their efforts



I have chaired boards of directors, coached basketball teams domestically and internationally, and managed talented and not so talented groups within and beyond high-tech. I know from experience that lines of authority alone do not guarantee dedication, loyalty and a shared sense of team play. Similarly, I have been a member of functional and dysfunctional teams and have seen first-hand that talent alone doesn't guarantee success. Successful teams are about a detriot tigers dark blue and white caps coming together of talent, a melding of minds and mindsets, and an ability to focus on the big picture.



Team members detriot tigers dark blue and white caps seek the following:



? To be detriot tigers dark blue and white caps heard

? To feel important

? To be valued, appreciated and recognized

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detriot tigers hats -

What leaders of corporations and organizations say about others can play a powerful role in the culture that their company adopts. In addition to actions, policies, and communications, companies reflect what their leaders say. This can be revealing.


Take Donald Trump, for example.

From all appearances, Trump seems to run a successful organization. The success of his companies, just as is the case with ANY company, has as much to do with the character of its leaders as its strategy. This character, referred to as its culture, is much more powerful than its strategy. It defines who the company is.

When a leader uses phrases to describe other people including "fat", "slob", and "ugly", it makes a detriot tigers hats strong statement to the employees of the company. This statement comes in two flavors.

One is the statement that is made to leaders of the company. In most cases, leaders of any group tend to emulate THE single leader. Leaders want to be included in the plans of the key person and will tend to follow that person's culture via their actions and words. In other detriot tigers hats words, they want to impress that key detriot tigers hats leader and what better way is there than to be like them? If the leader likes his or her self, they will certainly like others who are similar to them... right?

So it becomes easy to emulate that leader by talking like them. If it's okay for the leader to use these phrases, it must be okay for his followers to use them.

The leaders who don't feel comfortable in this culture will find a way to separate themselves from this talk, often leaving the company. They will be replaced by others who "fit in" with this kind of attitude.

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detriot tigers caps - Formation

See also: Fringing reef, Atoll reef,?and The Structure and Distribution of Coral Reefs

Most coral reefs were formed after the last glacial period when melting ice caused the sea level to rise and flood the continental shelves. This means that most coral reefs are less than 10,000 years old. As coral reef communities were established on the shelves, they built reefs that grew upwards, keeping pace with the rise in sea level. Reefs that didn't keep pace could become drowned reefs, covered by so much water that there was insufficient light for further survival.

Coral reefs are also found in the deep sea away from the continental shelves, around oceanic islands and as atolls. The vast majority of these ocean coral islands are volcanic in origin. The few exceptions have tectonic origins where plate movements have lifted the deep ocean floor on the surface.

In 1842 Charles Darwin published his first monograph, The Structure and Distribution of Coral Reefs. There he set out his theory of the formation of atoll reefs, an idea he conceived during the voyage of the Beagle. His theory was that atolls were formed by the uplift and subsidence of the Earth's crust under the oceans. Darwin theory sets out a sequence of three stages in atoll formation. It starts with a fringing reef forming around an extinct volcanic island as the island and ocean floor subsides. As the subsidence continues, the fringing reef becomes a barrier reef, and ultimately an atoll reef.

Darwin theory starts with a volcanic island which becomes extinct

As the island and ocean floor subside, coral growth builds a fringing reef, often including a shallow lagoon between the land and the main reef

As the subsidence continues the fringing reef becomes a larger barrier reef further from the shore with a bigger and deeper lagoon inside

Ultimately the island sinks below the sea, and the barrier reef becomes an atoll enclosing an open lagoon

A fringing reef can take ten thousand years to form, and an atoll can take up to 30 million years

A small atoll in Maldives.

Darwin predicted that underneath each lagoon would be a bed rock base, the remains of the original volcano. Subsequent drilling has proved this correct. Darwin's theory followed from his understanding that coral polyps thrive in the clean seas of the tropics where the water is agitated, but can only live within a limited depth of water, starting just below low tide. Where the level of the underlying land stays the same, the corals grow around the coast to form what he called fringing reefs, and can eventually grow out from the shore to become a barrier reef. Where the land is rising, fringing reefs can grow around the coast, but coral raised above sea level dies and becomes white limestone. If the land subsides slowly, the fringing reefs keep pace by growing upwards on a base of dead coral, forming a barrier reef enclosing a lagoon between the reef and the land. A barrier reef can encircle an island, and once the island sinks below sea level a roughly circular atoll of growing coral continues to keep up with the sea level, forming a central lagoon. Barrier reefs and atolls don't usually form complete circles, but are broken in places by storms. Should the land subside too quickly or sea level rise too fast, the coral dies as it is below its habitable depth.

In general, the two main variables determining the geomorphology, or shape, of coral reefs are the nature of the underlying substrate on which they rest, and the history of the change in sea level relative to that substrate.

As an example of how coral reefs have formed on continental shelves, the current living reef structure of the Great Barrier Reef began growing about 20,000 years ago. The sea level was then 120?metres (390?ft) lower than it is today. As the sea level rose, the water and the corals encroached on what had been the hills of the coastal plain. By 13,000 years ago the sea level was 60?metres (200?ft) lower than at present, and the hills of the coastal plains were, by then, continental islands. As the sea level rise continued most of the continental islands were submerged. The corals could then overgrow the hills, forming the present cays and reefs. The sea level on the Great Barrier Reef has not changed significantly in the last 6,000 years, and the age of the present living reef structure is estimated to be between 6,000 and 8,000 years. Although the Great Barrier Reef formed along a continental shelf, and not around a volcanic island, the same principles apply as outlined by Darwin's theory above. The Great Barrier Reef development has stopped at the barrier reef stage, since Australia is not about to submerge. It has formed the world's largest barrier reef, 3001000 metres (330-1100 yards) from shore, and 2,000?kilometres (1,200?mi) long.

Healthy coral reefs grow horizontally from 1 to 3 centimetres (0.39 to 1.2?in) per year, and grow vertically anywhere from 1 to 25 centimetres (0.412?in) per year; however, they are limited to growing above a depth of 150?metres (490?ft) due to their need for sunlight, and cannot grow above sea level.

Types

The three principal reef types are:

Fringing reef a reef that is directly attached to a shore or borders it with an intervening shallow channel or lagoon.

Barrier reef a reef separated from a mainland or island shore by a deep lagoon.

Atoll reef a more or less circular or continuous barrier reef extending all the way around a lagoon without a central island.

Other reef types or variants are:

Patch reef an isolated, comparatively small reef outcrop, usually within a lagoon or embayment, often circular and surrounded by sand or seagrass. Patch reefs are common.

Apron reef a short reef resembling a fringing reef, but more sloped; extending out and downward from a point or peninsular shore.

Bank reef a linear or semi-circular shaped-outline, larger than a patch reef.

Ribbon reef a long, narrow, somewhat winding reef, usually associated with an atoll lagoon.

Table reef an isolated reef, approaching an atoll type, but without a lagoon.

Inhabited cay in the Maldives

Microatolls certain species of corals form communities called microatolls. The vertical growth of microatolls is limited by average tidal height. By analysing the various growth morphologies, microatolls can be used as a low resolution record of patterns of sea level change. Fossilized microatolls can also be dated using radioactive carbon dating. Such methods have been used to reconstruct Holocene sea levels.

Cays small, low-elevation, sandy islands formed on the surface of a coral reef. Material eroded from the reef piles up on parts of the reef or lagoon, forming an area above sea level. Plants can stabilize cays enough for them to be habitable by humans. Cays occur in tropical environments throughout the Pacific, Atlantic and Indian Oceans (including in the Caribbean and on the Great Barrier Reef and Belize Barrier Reef), where they provide habitable and agricultural land for hundreds of thousands of people. Their surrounding reef ecosystems also provide food and building materials for island inhabitants.

When a coral reef cannot keep up with the sinking of a volcanic island, a seamount or guyot is formed. Seamounts and guyots are below the surface of the ocean and may host many species, depending on their location and depth. Seamounts are rounded at the top and guyots are flat. The flat top of the guyot, also called a tablemount, is due to erosion by waves, winds, and atmospheric processes.

Distribution

Locations of coral reefs.

Boundary for 20 C isotherms. Most corals live within this boundary. Note the cooler waters caused by upwelling on the south west coast of Africa and off the coast of Peru.

This map shows areas of upwelling in red. Coral reefs are not found in coastal areas where colder and nutrient rich upwellings occur

Coral reefs are estimated to cover 284,300?square kilometers (109,800?sq?mi), which is just under one percent of the surface area occupied by the world oceans. The Indo-Pacific region (including the Red Sea, Indian Ocean, Southeast Asia and the Pacific) account for 91.9% of this total. Southeast Asia accounts for 32.3% of that figure, while the Pacific including Australia accounts for 40.8%. Atlantic and Caribbean coral reefs only account for 7.6%.

Although corals exist both in temperate and tropical waters, shallow-water reefs form only in a zone extending from 30?N to 30?S of the equator. Tropical corals do not grow at depths of over 50?meters (160?ft). The optimum temperature for most coral reefs is 2627?C, and few reefs exist in waters below 18?C. However reefs in the Persian Gulf have adapted to temperatures of 13?C in winter and 38?C in summer.

Deep water coral is more still exceptional since it can exist at greater depths and colder temperatures. Although deep water corals can form reefs, very little is known about them.

Coral reefs are rare along the American west coast, as well as along the African west coast. This is due primarily to upwelling and strong cold coastal currents that reduce water temperatures in these areas (respectively the Peru, Benguela and Canary streams). Corals are seldom found along the coastline of South Asia from the eastern tip of India (Madras) to the border of Bangladesh and Myanmar. They are also rare along the coast around north-eastern South America and Bangladesh due to the freshwater release from the Amazon and Ganges Rivers respectively.

Principal coral reefs and reef areas of the world

The Great Barrier Reef - largest coral reef system in the world, Queensland, Australia.

The Belize Barrier Reef - second largest in the world, stretching from southern Quintana Roo, Mexico along the coast of Belize to the Bay Islands of Honduras.

The New Caledonia Barrier Reef - second longest double barrier reef in the world, with a length of about 1,500?kilometers (930?mi).

The Andros, Bahamas Barrier Reef - third largest in the world, following the east coast of Andros Island, Bahamas, between Andros and Nassau.

The Red Sea Coral Reef - located off the coast of Israel, Egypt, Sudan, Eritrea, Djibouti, Somalia, Jordan, Saudi Arabia, and Yemen.

Pulley Ridge - deepest photosynthetic coral reef, Florida.

Numerous reefs scattered over the Maldives.

Ghe Raja Ampat Islands in Indonesia's West Papua province offer the highest known marine diversity.

Biology

Anatomy of a coral polyp.

See also: Coral

Live coral should be thought of as small live animals embedded in calcium carbonate. It is a mistake to think of coral as plants or rocks. Coral consists of accumulations of individual animals called polyps, arranged in diverse shapes. Polyps are usually tiny, but they can range in size from a pinhead to a foot across. Reefs grow as polyps along with other organisms deposit calcium carbonate, the basis of coral, as a skeletal structure beneath and around themselves, pushing the coral's "head" or polyps upwards and outwards. Waves, grazing fish (such as parrotfish), sea urchins, sponges, and other forces and organisms break down coral skeletons into fragments that settle into spaces in the reef structure. Many other organisms living in the reef community contribute skeletal calcium carbonate in the same manner. Coralline algae are important contributors to reef structure in those parts of the reef subjected to the greatest forces by waves (such as the reef front facing the open ocean). These algae deposit limestone in sheets over the reef surface, thereby strengthening it.

Reef-building or hermatypic corals are only found in the photic zone (above 50?m depth), the depth to which sufficient sunlight penetrates the water for photosynthesis to occur. Coral polyps do not photosynthesize, but have a symbiotic relationship with single-celled organisms called zooxanthellae; these cells within the tissues of the coral polyps carry out photosynthesis and produce excess organic nutrients that are then used by the coral polyps. Because of this relationship, coral reefs grow much faster in clear water, which admits more sunlight. Indeed, the relationship is responsible for coral reefs in the sense that without their symbionts, coral growth would be too slow for the corals to form impressive reef structures. Corals get up to 90% of their nutrients from their zooxanthellae symbionts.

Table coral

Close up of polyps arrayed on a coral, waving their tentacles. There can be thousands of polyps on a single coral branch.

Corals can reproduce both sexually and asexually. An individual polyp may use both reproductive modes within its lifetime. Corals reproduce sexually by either internal or external fertilization. The reproductive cells are found on the mesentery membranes that radiate inward from the layer of tissue that lines the stomach cavity. Some mature adult corals are hermaphroditic; others are exclusively male or female. A few even detriot tigers caps change sex as they grow.

Internally fertilized eggs develop in the polyp for a period ranging from days to weeks. Subsequent development produces a tiny larva, known as a planula. Externally fertilized eggs develop during synchronized spawning. Polyps release eggs and sperm into the water simultaneously. Eggs disperse over a large area. Spawning depends on four factors: time of year, water temperature, and tidal and lunar cycles. Spawning is most successful when there is little variation between high and low tides. The less water movement, the better the chance for fertilization. Ideal timing occurs in the spring. Release of eggs or planula larvae usually occurs at night and is sometimes in phase with the lunar cycle (36 days after a full moon). The period from release to settlement lasts only a few days, but some planulae can survive afloat for several weeks (7, 14). They are vulnerable to heavy predation and adverse environmental conditions. For the lucky few who survive to attach to substrate, the challenge comes from competition for food and space.

There are about one thousand species of coral, which build different shapes such as wrinkled brains, cabbages, table tops, stag antlers, wire strands and pillars.

Brain coral

Staghorn coral

Spiral wire coral

Pillar coral

Darwin's paradox

Darwin's paradox

Coral... seems to proliferate when ocean waters are warm, poor, clear and agitated, a fact which Darwin had already noted when he passed through Tahiti in 1842.

This constitutes a fundamental paradox, shown quantitatively by the apparent impossibility of balancing input and output of the nutritive elements which control the coral polyp metabolism.

Recent oceanographic research has brought to light the reality of this paradox by confirming that the oligotrophy of the ocean euphotic zone persists right up to the swell-battered reef crest. When you approach the reef edges and atolls from the quasi-desert of the open sea, the near absence of living matter suddenly becomes a plethora of life, without transition. So why is there something rather than nothing, and more precisely, where do the necessary nutrients for the functioning of this extraordinary coral reef machine come from?? Francis Rougerie

During his voyage on the Beagle, Darwin described tropical coral reefs as oases in the desert of the ocean. He reflected on the paradox that tropical coral reefs, which are among the richest and most diverse ecosystems on earth, flourish when they are surrounded and supported by tropical ocean waters that provide hardly any nutrients. It has been a challenge for scientists to explain this paradox.

Coral reefs cover just under one percent of the surface of the world ocean, yet they support over one-quarter of all marine species. This huge number of species results in complex food webs, with large predator fish eating smaller forage fish that eat yet smaller zooplankton and so on. However, all food webs eventually depend on plants, which are the primary producers. And the primary productivity on a coral reef is very high, resulting in a typical biomass production of 5-10g C m2 day1.

Tropical waters are often described as crystal clear. This is because they are deficient in nutrients and drifting plankton. The sun shines year round in the tropics, warming the surface ocean layer so it is less dense than subsurface layers. The warmer water is separated from detriot tigers caps the cooler water by a stable thermocline, where the temperature makes a rapid change. This keeps the warm surface waters floating above the cooler deeper waters. There is little exchange between these layers. Organisms that die in aquatic environments generally sink to the bottom where they decompose. This decomposition releases nutrients in the form of nitrogen, phosphorus and potassium. These nutrients, N, P and K, are necessary for plant growth, but in the tropics they are not directly recycled back to the surface.

Plants are the base of the food chain, and need sunlight and nutrients if they are to grow. In the ocean these plants are mainly a type of plankton, microscopic phytoplankton which drift in the water column. They need sunlight for photosynthesis, which powers carbon fixation, so they are found only in the surface waters. But they also need nutrients. Phytoplankton rapidly use any nutrients in the surface waters, and in the tropics these nutrients are not usually replaced because of the thermocline.

Coral polyps

The situation with coral reefs is different. The lagoons that are formed by the upward growth of coral reefs fill in with material eroded from the reef and the island. They become havens for marine life, providing protection from waves and storms.

Most importantly, nutrients are recycled, and not lost like they are in the open ocean. In coral reefs and lagoons, the producers include phytoplankton as well as marine worms, seaweed, and coralline algae, especially small types called turf algae, which pass their nutrients to the corals. The phytoplankton are eaten by fish and crustaceans, who also pass nutrients along the food web. Recycling ensures that fewer nutrients are needed overall to support the community.

Corals harbour numerous symbiotic organisms. In particular, there is a remarkable symbiosis between coral and a microscopic algae, the single cell dinoflagellate known as a zooxanthella. The zooxanthella forms an endosymbiosis detriot tigers caps with a coral polyp, that is, it lives within the tissues of the polyp. There it absorbs solar energy with special pigments, using photosynthesis to supply the polyp with organic nutrients in the form of glucose, glycerol, and amino acids. Zooxanthellae can provide up to 90% of a coral energy requirements. In return, as an example of mutualism, the coral provides the zooxanthellae, averaging one million for every cubic centimetre of coral, with a relatively safe place to live and a constant supply of the carbon dioxide it needs for photosynthesis.

Corals are nocturnal feeders. Here, in the dark, coral polyps have extended their tentacles to feed on zooplankton

The colour of corals depends on the type zooxanthella they host

Corals also absorb nutrients, including inorganic nitrogen and phosphorus, directly from the water. Many corals extend their tentacles at night to catch zooplankton that brush them when the water is agitated. Zooplankton provides the polyp with nitrogen, and the polyp shares some of the nitrogen with the zooxanthellae, which also require this element. The pigments in different species of zooxanthellae give corals their different colours. Coral which loses its zooxanthellae becomes white and is said to be bleached, a condition which unless corrected can lead to the death of the coral.

A 2001 paper reported that sponges are another key to explaining Darwin paradox. These sponges live in crevices in the coral reefs. They are efficient filter feeders, and in the Red Sea they consume about sixty percent of the phytoplankton that drifts by. The nutrients the sponges absorb from the phytoplankton are then excreted in a form the corals can use.

Researchers in 2002 explained why coral thrives better in agitated waters. They found the roughness of coral surfaces is the key. Normally there is a boundary layer of still water around a submerged object which acts as a barrier. But when waves break on the extremely rough edges of corals the boundary layer is disrupted, allowing the corals access to the few nutrients that are there. The researchers claim that turbulent water promotes rapid reef growth and lots of branching. Although coral ecosysemss are great at recycling, with the wastes of one species becoming the food of another, the researchers also claim that, without the nutritional gains achieved by rough coral surfaces, even the most effective recycling would leave corals wanting in nutrients.

In 2004, another symbiotic organism, a bacteria called Cyanobacteria, was discovered to provide soluble nitrates for the reef via nitrogen fixation.

new era dark blue and white hats

new era dark blue and white hats -

When working in the field, if you ever think to yourself or if you ever hear someone else say, "I'll Be Careful" new era dark blue and white hats - watch out!? Someone is about to do something Dumb, Dangerous, or Different!? It can kill you.


In February 1989 at Eielson AFB in Fairbanks, Alaska I was flying the venerable A-10 "Warthog" on a routine training mission.? It was a beautiful winter morning flying that day when I first uttered the words, "I'll be Careful."? It almost cost me my life.


Smart People Do DUMB Things


Why do smart, highly skilled, very competent people do DUMB things?? If we look within ourselves, we will find that we are not "dumb people", but we will commit dumb, errant, or unsafe acts.? Why?? new era dark blue and white hats The simple answer is this.? The more we work our jobs the more successful, capable, and competent we become at performing each task. ?Naturally, as our skill and experience rises, so does our confidence level.?? As our confidence rises, we must remain vigilant to not allow ourselves or those around us to become overly confident or too self-assured when performing our duties.? When our confidence exceeds our ability, bad things happen.? Smart people do dumb things.


My dumb act began that fateful day as I was flying down the frozen Yukon River on a Low Altitude Tactical Navigation (LATN) training mission.? I was cruising along at 300 feet and 400 mph, approximately ? mile in trail of my flight leader.? Suddenly, my radio crackles with his voice, "Odie! Sled dog team ahead."


The 1989 Iditarod race was taking place.? Three time champion Susan Butcher was defending her title that year.? Millions of T-Shirts sold exclaiming, "Alaska ? Where men are men and women win the Iditarod"


When my flight leader announced that a sled dog team was just ahead, I thought to myself, "I've got to get that sled dog team on film."? I happened to be carrying an inert-practice B Model Maverick missile, the type that functions only while attached to the airplane new era dark blue and white hats and has no propellant or explosives.? Fighter pilots use them to practice switchology in locking up targets. After the mission, we review the gun camera film to measure a successful target lock.?

new era dark blue and white caps

new era dark blue and white caps -

Communicating with Other Personalities new era dark blue and white caps can be a fun and rewarding new era dark blue and white caps experience or it can be an exercise in frustration and futility creating conflict and havoc.

Using the Myers Briggs Type Indicator can make communicating with other personalities a lot new era dark blue and white caps simpler and creates a map forward out of potential confusion.
The Myers Briggs personality test uses 4 easy to understand scales creating a 4 letter type.

The first scale concerns where we get our energy; from the outer or “Extra” world or from the inner or “Intro” world.

Some people have a preference for Extraversion and some have a preference for Introversion.

Extraverts tend to have a preference for; action, multiples, many, conversation and having lots of things happening.? The typical extrovert is at home in a group where there is lots happening.? The typical Extravert also has a Do-Think-Do approach.

new era hats

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Human Resource Destruction (HRD)

GROUPTHINK

By

VIKRAM KARVE

Tradition has it that conflict is bad, it's something to be avoided. The culture of many organizations implies explicitly or implicitly that conflict should be suppressed and eliminated. It is common for managers to perceive intra-organizational conflict as being dysfunctional for the achievement of organizational goals. Most of us still cling to the idea that good managers resolve conflict.

Current thinking disputes this view. In the absence of conflicting opinions, harmonious tranquil work groups are prone to becoming new era hats static, apathetic and unresponsive to pressures for change and innovation. They also risk the danger of becoming so self-satisfied, that dissenting views ? which may offer important alternative information ? are shut out. In short, they fall victims to a syndrome called "GROUPTHINK"

In a study of public policy decision fiascoes, I.L new era hats Janis identified "GROUPTHINK" as a major cause of poor decision making. As he describes it, ‘groupthink' occurs when decision makers who work closely together develop a high degree of solidarity that clouds their vision, leading them to suppress conflicting views and negative feelings about proposals, consciously or unconsciously. A manifestation of the groupthink phenomenon is the staggering irrationality which can beset the thinking of the otherwise highly competent, intelligent, conscientious individuals when they begin acting as a group or team.

Effect and Symptoms of Groupthink

The net effect on the group is that it overestimates its power and morality, it creates pressures for uniformity, and its members become close-minded, living in ivory towers. Some manifestations are the illusions of invulnerability and the encouragement to take great risks and to ignore the ethical or moral aspects of their decisions and actions.

This author has witnessed close-mindedness on the part of several managers which then permeated their teams. One project manager took this to the extreme and in effect defined his environment as consisting of two kinds of people, either friends or enemies. The friends were people who completely agreed with his favoured solutions and supported his project. All others were enemies. Soon his entire project team was echoing similar sentiments having fallen victim to "GROUPTHINK", resulting in unbending positions, heated arguments and subsequent lack of respect for anyone who disagreed with them; the ultimate consequences can easily be guessed.

The symptoms of groupthink include:

(i) An illusion of invulnerability that becomes shared by most members of the group.

(ii) Collective attempts to ignore or rationalize away items of information which might otherwise lead the group to reconsider shaky but cherished assumptions.

(iii) An unquestioned belief in the group's inherent morality, thus enabling members to overlook the ethical consequences of their decisions.

(iv) Stereotyping the dissenters as either too evil for negotiation or too stupid and feeble to merit consideration.

(v) A shared illusion of new era hats unanimity in a majority viewpoint, augmented by the false assumption that silence means consent.

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The Experience of the CEO

In today's business environment, the personality and the experience of the chief executive officer (CEO) plays a major role in determining and driving a firm's strategy formulation and implementation with a view to getting the objectives of a company achieved. For instance, the three CEOs David Joos, Jack Welch and Samuel Palmisano of CMS, GEs and IBM companies respectively new era caps greatly to attest to this new era caps fact. As Robert, (1998) observes the need for the experience and personality in any company emanates from the need to differentiate a leader's intellectual expertise and clever responsiveness from the ability to make rational decisions and take decisive steps that promote efficiency and reliability.

Before formulating a strategy and implementing it, there are a number of different levels that CEO must accomplish before making a conclusive judgment which Grant, (2000) puts them as: presupposition, setting a motion, appropriate language selection, logical discussion, and the final decision. This process, as Levinson & Rosenthal (2008) put, therefore calls for an ardent CEO since the strategies that will result will have new era caps either a positive or negative effect to the company. The base of all this strategy formulation and implementation seems to call for the CEOs to be great critical thinkers who are able to sail through the aforementioned levels with a view to developing a sure-fire critical thinking model in their strategy and policy formulation.

CMS Energy's David W. Joos who is 56 years old, has served as President and Chief Executive Officer of this company for over five years now. He has also served as President and Chief Operating Officer of CMS Energy and Consumers Energy and still as the Executive Vice President and Chief Operating Officer in the same company.? In 2000 he was the President and Chief Executive Officer. Furthermore, David Joos is a director of Steelcase, Inc., the Edison Electric Institute, the Michigan Manufacturers Association and the Detroit Renaissance Inc. it is no doubt that it is his hard earned personality and the experience amassed over the years, that enables him to formulate strategies that have seen the company's energy businesses, taking into account Consumers Energy, Independent power production and the gas storage and supplies, remain great assets and sources of huge profits.

tigers blue and orange hats

tigers blue and orange hats -

Turn the J-Curve to a Check Mark

In 513 B.C., Heraclitus of Greece observed "There is nothing permanent except change." And in the 16th century, Niccolo Machiavelli stated in his political treatise, The Prince, "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." The challenge today is that change tigers blue and orange hats is not an "engineering" problem. Change involves people, and can call up emotions, uncertainties and inconsistencies.


When organizational changes occur, employees go through the process of change, their performance follows a J curve. Because employees have been doing things one way for a long time, performance often starts at a relatively high level (The Plateau). When a major change in policy and practices occurs, individual and organizational performance can drop precipitously (The Cliff). Next, the performance drop levels out, but it is far below where we were and where we want to be (The valley). As, people learn tigers blue and orange hats how to function in the new system, performance begins to improve dramatically (The Ascent). Finally, performance surges above the level at which we started tigers blue and orange hats (The Mountaintop). Leaders can learn to accelerate the process of change as well as to minimise the disruption associated with change. It's possible to turn the J curve into a check mark.


John Kotter, Professor at Harvard, breaks down the process of creating and leading change within an organization into an eight-stage process to bring about the accelerated change.?


1. Establishing a sense of urgency


A high level of complacency and a low sense of urgency, constitute the two most significant impediments to change.? Most companies face complacency despite the fact that they have highly intelligent and well-intentioned individuals.? A strong leader is required to overcome complacency, and to facilitate changes.?? A leader must establish a crisis to cause employees to realize internal problems; he must eliminate false signs of security; set standards of achievement high enough that "business as usual" will not suffice; broaden functional goals and their measurement to encompass company goals; explicate the reality of performance through the use candor and external feedback; increase employee interaction with the customer; use external consultants for honest feedback; facilitate and encourage honest discussions and eliminate "happy talk"; and emphasize future opportunities and the incredible possibility of success in capitalizing on those opportunities.


2. Creating the change team


In order to actuate change within an organization a strong guiding coalition is needed.? The right composition of individuals, level of trust, and shared vision is critical to the success of this team.? For such a team to be successful in leading change, it is crucial that its members share a sense of problems, opportunities, and commitment to change.? Furthermore, this team must possess significant credibility within the company in order to be effective.? There are four steps necessary to put together a guiding coalition.? First, position power: does the team possess enough of the right individuals with the skills and influence to affect change?? Second, expertise: does the team have the necessary level and diversity of expertise to produce intelligent, informed decisions?? Third, credibility: does the group possess the credibility to influence the company and actualize change?? Fourth, leadership: does the group include enough legitimate and respected leaders to lead the change process?? One of the interesting factors that Kotter describes as "difficulties inherent to the process" is the internal struggle and doubt the guiding coalition has with change.? He says that there are many questions that the guiding coalition has to answer in their own minds before they can effectively implement the change within the company.