http lodigame1 com
Missing girl, 14, left in the woods by a man she met online: sheriff
A research team led by Prof. Kim So-hee from the Department of Robotics and Mechanical Electronics, DGIST, has developed a technology that enables precise brain stimulation using a coil small enough to be implanted in the body. It is expected to be utilized as an electronic medicine for brain neurological disorders that require long-term treatment due to its ability to significantly improve safety and effectiveness with fewer side effects compared to existing technologies. The study is published in the journal Brain Stimulation . Brain-stimulating technologies are being used to treat Parkinson's disease and to aid in stroke rehabilitation. Currently, the most common method of brain stimulation involves passing a small electric current through the brain. This method requires the insertion of electrodes directly into the brain, which can cause damage to brain tissue, and in the long term, it can cause inflammation around the electrodes, reducing the stimulation effect. Other non-contact brain stimulation methods use magnetic fields, such as transcranial magnetic stimulation (TMS), which is currently used clinically to treat depression. TMS involves placing a large magnet, 10 to 20 cm in size, over the head to generate a strong magnetic field that stimulates brain cells . However, as this method stimulates the entire head, the precision is low, and side effects such as headaches and dizziness can occur. To address these limitations, Prof. Kim So-hee's research team has proposed a novel brain stimulation technology. The team developed a method capable of stimulating specific areas of the brain by placing an ultra-small coil (3.5 mm), approximately half the size of a pinkie nail, on the brain's surface. This approach eliminates the need for a large device, as required by conventional TMS, and minimizes the risk of brain tissue damage by suppressing heat generation below a certain level. The magnetic field generated by the coil is approximately 500 milliTesla (mT), about 10 times stronger than the Earth's magnetic field, which is approximately 50 microTesla (μT). For reference, the Earth's magnetic field is strong enough to move a compass needle, and the magnetic field from this coil is stronger but still within a safe range. This low magnetic field allows for effective stimulation while increasing safety. The method has demonstrated both the effectiveness and precision of the stimulation—an achievement that surpasses existing magnetic stimulation methods, which do not allow for precise stimulation. The technology developed in this study is expected to be used for treating various neurological diseases and for neurorehabilitation. In particular, since it facilitates precise stimulation of specific parts of the brain without penetrating brain tissue, it can be used in various areas such as stroke rehabilitation and symptom relief for movement disorders such as Parkinson's disease. It is also expected to evolve into a self-treatment type of electronic medicine, ushering in an era where people can easily receive brain stimulation treatment at home without the need to visit a hospital. "We have shown that precise brain stimulation is possible without damaging brain tissue in localized areas using millimeter-sized coils, which will overcome the disadvantages of TMS treatment, such as the need for regular hospital visits and calibration work to set the coil and stimulation parameters each time," said Prof. Kim. More information: Kyeong Jae Lee et al, Epidural magnetic stimulation of the motor cortex using an implantable coil, Brain Stimulation (2024). DOI: 10.1016/j.brs.2024.10.001
Wearable energy harvester achieves 280 times efficiency boostMy Boldest Bet On Micron So Far: Why I'm Shorting This Stock Prior To EarningsYunus, 84, who was sworn-in to lead the interim government after the ouster of former prime minister Sheikh Hasina in August, on Friday suggested that the minimum voter age should be lowered to 17 years. DHAKA: The Bangladesh Nationalist Party (BNP) on Saturday said that Chief Adviser Muhammad Yunus' suggestion to set the minimum voting age at 17 would put pressure on the Election Commission and could delay the election process. Yunus, 84, who was sworn-in to lead the interim government after the ouster of former prime minister Sheikh Hasina in August, on Friday suggested that the minimum voter age should be lowered to 17 years, The Dhaka Tribune newspaper reported. In a video message played in an election dialogue, Yunus said, “To give their (youth) opinion on their own future, I think the voting age for them should be fixed at 17 years." BNP secretary general Mirza Fakhrul Islam Alamgir, during a discussion at the Jatiya Press Club here, said the chief adviser's suggestion to lower the voting age to 17 means a new voter list would have to be prepared. "Now, people will fear that even more time will be wasted and further delays will occur,” he was quoted as saying. Alamgir said there is an impression among the people that the interim government is deliberately trying to delay the election process. “But that is not my perception,” he added. The BNP leader said the chief adviser should not have raised the issue without first consulting the stakeholders. “You are the chief executive, and you said that 17 years is better. When you say this, it becomes binding on the Election Commission,” he said. Alamgir said the government should have left the matter to the Election Commission, allowing it to make a decision. He said that the current minimum age of 18 for becoming a voter is acceptable to all. “If you want to reduce it by one year, then let the new Election Commission propose it and engage in discussions with the political parties,” the BNP leader said. During his Victory Day speech on December 16, Yunus indicated that elections might be held by early 2026. "Broadly speaking, the election can be scheduled between the end of 2025 and the first half of 2026," he said. Yunus said that the elections would be held after updating the voters' list. Stay informed on all the latest news , real-time breaking news updates, and follow all the important headlines in india news and world News on Zee News.
Special teams miscues prove costly for Bears in overtime loss to Vikings
Black Ops 6 is free - Dates and times for free Multiplayer, Zombies and Double XP eventThe British singer-songwriter, 36, launched Weekends With Adele at Caesars Palace in November 2022 and performed her 100th show on Saturday. Her run of sell-out shows at the venue, which seats around 4,000 people, has been a success but has also taken its toll. In July, she announced she would be taking a “big break” from music after her current run of shows. A post shared by Adele (@adele) Videos posted online from her concert on Saturday show the singer getting tearful as she bid farewell to Vegas. “It’s been wonderful and I will miss it terribly and I will miss you terribly”, she said. “I don’t know when I next want to perform again.” She also said she got “closure” when Canadian singer Celine Dion came to watch her perform, admitting that she cried for a “whole week” afterwards. “It was just such a full circle moment for me because that’s the only reason I ever even wanted to be in here”, she added. Adele shared an emotional embrace with Dion after she spotted the singer in the audience during her Las Vegas show last month. A post shared by Adele (@adele) In footage shared online, the British star can be seen breaking down in tears as they hug in The Colosseum at Caesars Palace, which was built for Dion’s residency. The Rolling In The Deep singer has been vocal about her love for Dion over the years, hailing her as “Queen Celine” after attending one of her performances in an Instagram post in 2018. Dion reciprocated the love at the time, sharing a photo to social media of her posing alongside Adele, who was wearing the singer’s merchandise. She wrote: “Wasn’t able to do all my shows, but was thrilled that @Adele came to one of them.... I love her so much!! – Celine xx”. After their encounter at the venue, Adele said in an Instagram post: “Words will never sum up what you mean to me, or what you coming to my show means, let alone how it felt seeing you back in your palace with your beautiful family.”
At a town hall meeting with the bureau workforce, Mr Wray said he would be stepping down “after weeks of careful thought”. Mr Wray’s intended resignation is not unexpected considering that Mr Trump had picked Mr Patel for the role in his new administration. Mr Wray had previously been named by Mr Trump and began the 10-year term — a length meant to insulate the agency from the political influence of changing administrations — in 2017, after Mr Trump fired then-FBI director James Comey. Mr Trump had demonstrated his anger with Mr Wray on multiple occasions, including after Mr Wray’s congressional testimony in September. “My goal is to keep the focus on our mission — the indispensable work you’re doing on behalf of the American people every day,” Mr Wray told agency employees. “In my view, this is the best way to avoid dragging the bureau deeper into the fray, while reinforcing the values and principles that are so important to how we do our work.” Mr Wray continued: “It should go without saying, but I’ll say it anyway — this is not easy for me. I love this place, I love our mission, and I love our people — but my focus is, and always has been, on us and doing what’s right for the FBI.” Mr Wray received a standing ovation following his remarks before a standing-room-only crowd at FBI headquarters and some in the audience cried, according to an FBI official who was not authorised to discuss the private gathering and spoke on condition of anonymity to The Associated Press. Mr Trump applauded the news on social media, calling it “a great day for America as it will end the weaponisation of what has become known as the United States Department of Injustice” and saying that Mr Patel’s confirmation will begin “the process of Making the FBI Great Again”. If confirmed by the Senate, Mr Patel would herald a radical leadership transformation at the nation’s premier federal law enforcement agency. He has advocated shutting down the FBI’s Washington headquarters and called for ridding the federal government of “conspirators”, raising alarm that he might seek to wield the FBI’s significant investigative powers as an instrument of retribution against Mr Trump’s perceived enemies. Mr Patel said in a statement Wednesday that he was looking forward to “a smooth transition. I will be ready to serve the American people on day one”.Boston College falls 20-15 to Nebraska in bowl game
AP News Summary at 4:46 p.m. ESTBOGOTA, Colombia (AP) — 2024 was a brutal year for the Amazon rainforest, with rampant wildfires and extreme drought ravaging large parts of a biome that’s a critical counterweight to climate change. A warming climate fed drought that in turn fed the worst year for fires since 2005. And those fires contributed to deforestation, with authorities suspecting some fires were set to more easily clear land to run cattle. The Amazon is twice the size of India and sprawls across eight countries and one territory, storing vast amounts of carbon dioxide that would otherwise warm the planet. It has about 20% of the world’s fresh water and astounding biodiversity, including 16,000 known tree species. But governments have historically viewed it as an area to be exploited, with little regard for sustainability or the rights of its Indigenous peoples, and experts say exploitation by individuals and organized crime is rising at alarming rates. “The fires and drought experienced in 2024 across the Amazon rainforest could be ominous indicators that we are reaching the long-feared ecological tipping point,” said Andrew Miller, advocacy director at Amazon Watch, an organization that works to protect the rainforest. “Humanity’s window of opportunity to reverse this trend is shrinking, but still open.” There were some bright spots. The level of Amazonian forest loss fell in both Brazil and Colombia. And nations gathered for the annual United Nations conference on biodiversity agreed to give Indigenous peoples more say in nature conservation decisions. “If the Amazon rainforest is to avoid the tipping point, Indigenous people will have been a determinant factor,” Miller said. Wildfires and extreme drought Forest loss in Brazil’s Amazon — home to the largest swath of this rainforest — compared to the previous year, the lowest level of destruction in nine years. The improvement under leftist President Luiz Inácio Lula da Silva contrasted with deforestation that hit a 15-year high under Lula’s predecessor, far-right leader Jair Bolsonaro, who prioritized agribusiness expansion over forest protection and weakened environmental agencies. In July, Colombia in deforestation in 2023, driven by a drop in environmental destruction. The country’s environment minister Susana Muhamad warned that 2024’s figures may not be as promising as a significant rise in deforestation had already been recorded by July due to dry weather caused by El Nino, a weather phenomenon that warms the central Pacific. Illegal economies continue to drive deforestation in the Andean nation. “It’s impossible to overlook the threat posed by organized crime and the economies they control to Amazon conservation,” said Bram Ebus, a consultant for Crisis Group in Latin America. “Illegal gold mining is expanding rapidly, driven by soaring global prices, and the revenues of illicit economies often surpass state budgets allocated to combat them.” In Brazil, large swaths of the rainforest were from fires raging across the Amazon, Cerrado savannah, Pantanal wetland and the state of Sao Paulo. Fires are traditionally used for deforestation and for managing pastures, and those man-made blazes were largely responsible for igniting the wildfires. For a second year, the , leading some countries to declare a state of emergency and distribute food and water to struggling residents. The situation was most critical in Brazil, where one of the Amazon River’s main tributaries Cesar Ipenza, an environmental lawyer who lives in the heart of the Peruvian Amazon, said he believes people are becoming increasingly aware of the Amazon’s fundamental role “for the survival of society as a whole.” But, like Miller, he worries about a “point of no return of Amazon destruction.” It was the worst year for Amazon fires since 2005, according to nonprofit Rainforest Foundation US. Between January and October, an area larger than the state of Iowa — 37.42 million acres, or about 15.1 million hectares of Brazil’s Amazon — burned. Bolivia had a record number of fires in the first ten months of the year. “Forest fires have become a constant, especially in the summer months and require particular attention from the authorities who don’t how to deal with or respond to them,” Ipenza said. Venezuela, Colombia, Ecuador, and Guyana also saw a surge in fires this year. Indigenous voices and rights made headway in 2024 The United Nations conference on biodiversity — this year known as COP16 — was hosted by Colombia. The meetings put the Amazon in the spotlight and a historic agreement was made to give Indigenous groups more of , a development that builds on a growing movement to recognize Indigenous people’s role in protecting land and combating climate change. Both Ebus and Miller saw promise in the appointment of Martin von Hildebrand as the new secretary general for the Amazon Treaty Cooperation Organization, announced during COP16. “As an expert on Amazon communities, he will need to align governments for joint conservation efforts. If the political will is there, international backers will step forward to finance new strategies to protect the world’s largest tropical rainforest,” Ebus said. Ebus said Amazon countries need to cooperate more, whether in law enforcement, deploying joint emergency teams to combat forest fires, or providing health care in remote Amazon borderlands. But they need help from the wider world, he said. “The well-being of the Amazon is a shared global responsibility, as consumer demand worldwide fuels the trade in commodities that finance violence and environmental destruction,” he said. Next year marks a critical moment for the Amazon, as Belém do Pará in northern Brazil hosts the first United Nations COP in the region that will focus on climate. “Leaders from Amazon countries have a chance to showcase strategies and demand tangible support,” Ebus said. ___ The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find AP’s for working with philanthropies, a list of supporters and funded coverage areas at . Steven Grattan, The Associated Press
Derek Sano joins forces with Dr. Nganji for debut rap project ‘Akazi Kanjye’Organisation misalignment, whether it be in terms of strategic fit, human capital, communication philosophy, support functions, information systems or planning and control structures et cetera is a common occurrence. What is most disconcerting, however, is that organisational misalignment often goes unrecognised, and unnoticed, over long periods of time and hits the mind and eye only when there is a negative movement of important key performance indicators (KPIs) over a prolonged period. Organisational misalignment is the silent killer of a business’s effectiveness and prosperity. Therefore, it is paramount that leaders periodically perform a pulse check of organisational misalignment, if any, in a deliberate and proactive manner. The telltale signs of a misaligned organisation include, amongst a host of others, lots of bickering, arguments and misunderstandings between employees and teams, employees struggling to find the information they need to make decisions, deadlines being routinely extended or missed or too much time being spent on unproductive meetings. Organisational misalignment if left unaddressed will lead to faltering employee engagement, a toxic work environment, decreased employee retention, increasing customer dissatisfaction, plateaued, or diminishing market and revenue growth, damaged public image, inefficient utilisation of resources, increasing re-work, wastage, lack of accountability and the creation of value destroying silos. Organisational alignment is the coordination, collaboration, and cohesion across all aspects of the business from the high-level vision, mission, and strategy to the tactical plans, action items and timelines. It is an approach which leadership teams adopt with the intention of increasing employee engagement, innovation, and productivity. Achieving real alignment, where strategy, goals, and meaningful purpose reinforce one another, gives an organisation a major head start because there will then be a clearer sense of what to do at any given time and employees can be trusted to move in the right direction. The result is an organisation which acts rather than wasting time on deciding what to do. History abounds with anecdotal evidence which clearly shows that while ideas, inspiration and inventions may come from extraordinary individuals, long-term success of an organisation is only possible through teamwork. Teamwork is, and will remain, the key factor which determines whether an undertaking is successful over a long term or whether it peters out after an initial flurry. Putting the most intelligent, skilled, and hardest-working employees into a room will not guarantee that something exceptional will come out of it. On the contrary, if they collaborate and work together the probability of a positive outcome becomes that much higher. Though not a connoisseur of classical music, I have always been intrigued by the amazing sounds of a symphony orchestra where individual instruments harmoniously integrate to produce an ethereal effect which overwhelms the sound of all the individual instruments. More importantly, from a leadership perspective, an orchestra personifies exemplary teamwork. While acknowledging that the individuals in an orchestra are experts of their own instruments and contribute their unique sounds to the ultimate blend, it is the conductor who makes the alignment happen with movements of hands and arms. The conductor is the equivalent of the leader of a contemporary organisation. He is, usually, assisted by concertmasters who oversee different clusters of instruments and ensure that their cluster performs the role assigned to it and that its output is in sync with the sounds envisioned by the final product. The concertmasters are the equivalent of department heads in an organisation, and they play a vital role in creating the ultimate ‘magic.’ An orchestra is a vast ensemble of many unique and distinct instruments. Each instrument family is representative of teams in a modern organisation. These teams bring different skill sets, passions, perspectives, cultures, and backgrounds. However, all this will be of nought unless the team members share a common goal and vision. Just like the conductor of an orchestra, organisational leaders must inspire a shared vision among their followers and must be astute in recognising the strengths, weaknesses, and unique characteristics of each team in fusing such differences into products and/or services which delight the customers. As a leader, does your organisation work in harmony in making beautiful music come to life? Are the different teams in your organisation perfectly aligned to achieve the organisation’s goals and vision? Are you leading your team in a way that frees their latent potential and enables them to weave their magic? These are the questions leaders must ask themselves in seeking organisational alignment. As corporate leaders, we, too, have a variety of instruments at our command, and we must become the Leonard Bernsteins, the Malcom Sargents, and the Zubin Mehtas of the corporate world in aligning such instruments in sweetening the tune of organisational effectiveness. The synchronisation of an organisation’s vision, mission, purpose, goals, objectives, and values in the minds of all employees from top leadership to frontline staff is an essential first step in a quest for organisational alignment. A meaningful inspiring vision is not enough by itself. It must be effectively and constantly communicated to all employees, and it must be lived. It must become the DNA of the corporate culture. Very often the vision and mission are not communicated properly to the employees. They are just highlighted in annual reports, reproduced in internal web pages, and mentioned in isolated documents as a part of good public relations and promotions, usually in an effort of ‘keeping up with the Joneses.’ Most employees rarely see them or hear them. As a result, many organisations fall short of the ideals of high productivity because of their failure to match their vision with the daily activities of every team member. Further, top management, often fail in being the role models of the desired behaviours and values in reinforcing a culture of alignment in the organisation. I find that many Sri Lankan corporates are very lazy in clearly communicating their vision to their employees. Whilst it is possible to run a business without a vision it is unlikely to thrive. The failure of Kodak is a typical example. Although the company’s espoused vision was to be the leader in photography, the company failed to effectively execute this vision and missed opportunities in the digital camera market. Kodak did not effectively communicate the importance of this transition to its employees and therefore failed to embrace digital technology. Needless to state, employees continued to focus on the company’s traditional film business, rather than developing and promoting new digital products. This lack of alignment between the company’s vision and the everyday activities of its employees led to Kodak’s decline and bankruptcy. On the other hand, Amazon constantly communicates its vision to its employees. Amazon’s vision, “Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online” has been, and is, the raison d’etre of the company. This vision is consistently and aggressively communicated to employees, customers, and stakeholders. Amazon’s commitment to its vision has helped to create a strong company culture and has driven employee engagement and motivation. Vision, undoubtedly, is the basis for all business strategies and decisions, large and small. It is a clear, inspiring, and long-term image of what the organisation wants to achieve. It represents the organisation’s purpose, values, and aspirations, and serves as an aligning guide for decision-making, strategic planning, and employee engagement. Organisational alignment is an attempt at ensuring that an organisation’s components work together towards common goals. When an organisation is aligned, it will, *Catalyse growth. An aligned organisation will achieve faster, and higher, growth because all members of the workforce are working toward the same goals, *Enhance employee experience and thereby increase employee engagement. Employees who are engaged develop a keen sense of purpose and this, in turn, facilitates employee retention, *Facilitate collaboration. Team members working towards common objectives usually synergise their efforts and thereby improve productivity and interpersonal relationships, *Strengthen company culture. Each part of the organisation is aware of its role, how it functions within the company and supports the overall vision. This boosts company morale, *Improve customer experience. An aligned organisation is well positioned to enhance customer experience and thereby increase customer loyalty, *Enable effective risk taking. An aligned organisation can better anticipate the outcomes of changes or risks. This can lead to managed, and safer, risk taking, *Heighten brand image, and, *Improve customer/client relationships. A common organisational misalignment is the lack of congruence between the chosen generic strategy and resource deployment. For example, an organisation pursuing a ‘cost leadership’ strategy must use factors of production which give a ‘value for money’ outcomes. One cannot find a competitive price point for a ‘Toyota’ if the design of its features and the make-up of its components are the equivalent of a ‘Rolls-Royce.’ A hotel following a low-price room strategy via a limited services model will not be able to price competitively if it must absorb the capital and operating costs of multiple ballrooms and banqueting facilities. It is in this context that the existence of a strategic fit is vital. Strategic fit is the extent to which an organisation’s capabilities, objectives, and strategies support and complement each other. It focuses on ensuring that all aspects of an organisation’s operations align with the overall purpose. It is a way of filtering unnecessary activities and focusing on activities which contribute in part to the pursued whole. Studies reveal that organisational effectiveness improves, multifold, when all aspects, such as goals, objectives, competencies and capabilities, dovetail with each other. This is crucial for businesses looking to gain sustainable competitive advantage within their respective markets. Strategic fit is examined extensively in evaluating the compatibility of the strategies of the organisations who are the subject of a merger and acquisition. It is found that a high degree of ‘match’ between a business’ capabilities, resources and the business environment make it easier for organisations to evaluate opportunities and threats and take early action. The resources and capabilities mentioned above cover both tangible inputs such as materials, labour, machinery, technology et cetera and intangibles such as accumulated learnings/competences and developed systems and processes. Whilst the role of senior leaders in bringing about vertical alignment is obvious, what is often overlooked is their role in facilitating horizontal alignment by breaking down silos and instilling a culture of collaboration across departments and functions. This involves eliminating barriers to information sharing and encouraging ‘free flow’ communication in promoting constructive interaction. Senior leaders play a vital role in enabling cross-functional collaboration by promoting teamwork and joint problem-solving initiatives. Achieving the level of organisational alignment needed to provide a competitive advantage is not an easy task in today’s fast-paced business environment. Businesses today are more complex than ever before. Market conditions and working environments are evolving at an accelerated pace, making it imperative for businesses to react and make decisions quickly. To respond successfully to change, organisations need a clear understanding of their processes, tools, and data and how they all fit together. If this does not happen effectively, an inevitable corollary is the formation of organisational silos. Working in silos is a culture where teams or departments operate in isolation without actively sharing information and resources or collaborating across organisational boundaries. When teams work in silos, they function as separate entities rather than interconnected parts of a larger whole. Each team focuses on its tasks, goals, and priorities without considering the organisation’s broader objectives. This siloed mindset creates barriers to effective communication, knowledge sharing/exchange, and collaboration. Within the siloed teams, knowledge becomes proprietary, and, paradoxically, it is common to find departmental and functional heads frowning on team members who, in the best interest of the organisation, engage collaboratively with their colleagues in other departments. Communication, overall, becomes fragmented and limited. The lack of information sharing between departments invariably results in some sections of the organisation missing valuable market information. The lack of transparency and unity lead to duplicated efforts, misaligned objectives, and missed opportunities for constructive collaboration. Whilst silos may optimise work within a team by allowing team members to sharpen their technical expertise, the reluctance of the team to share this knowledge outside of its silo makes cross-functional alignment and cross-selling difficult. A recent study by Forrester Consulting concluded that cross-functional collaboration is a challenge because collaboration workflows are often confined within a silo. As a result, many teams have a limited view of the business and are often unaware of the work, goals, and findings of other teams. Adding to the woes, the advent of hybrid work arrangements is diminishing the original benefits of silos. But neither silos nor hybrid work is the problem in, and of, itself. The benefits each model offers are valuable. The problems occur when organisations are unaware of the misalignment caused when silos, hybrids and the general organisation fail to connect. In avoiding misalignment, an organisation must ensure that employee recognition and rewards are consistent with the organisation’s vision, mission, purpose, and objectives and are in harmony with its culture, values, code of conduct and generic strategy. Aligning employee rewards with business goals is crucial for success. Surveys find that a carefully designed rewards strategy is pivotal in motivating employees and in propelling the company towards its bigger goals. And let us face it – with the rise of hybrid and remote work, keeping everyone on the same page is more important than ever. That is where a clear reward strategy shows its true hand. The first step to building a successful rewards program is setting clear, measurable goals that link with the organisation’s vision, mission, purpose, and strategic objectives. When such goals are well defined, the crafting of a rewards strategy becomes much more focused. A clear understanding of the measurable goals also allows the targeting of specific departments and employees whose contributions are crucial to achieving corporate objectives. There is nothing unjust about such an approach. Integrating the company values into the rewards program is essential for reinforcing the unique culture and purpose which defines the business. These values, the pillars of the organisation, guide employee behaviour towards colleagues, clients, and managers. A well-designed rewards program which considers these values encourages employees to embody them in their daily work by fostering a sense of shared purpose. For a rewards program to remain impactful, it must evolve alongside the changing needs of both business and employees. Understanding what motivates the workforce and what drives them towards achieving the company’s goals is crucial. As these motivations shift, so too should the rewards strategy, in ensuring that it stays relevant and effective. Offering a variety of rewards is a key aspect of this adaptability. Employees can then choose incentives that they personally value thereby amplifying the positive impact of these rewards. In closing, an aligned organisation is one that continuously synchronises the work, structure, metrics, people, rewards, culture, and leadership style to strategy. Alignment endeavours can be time consuming and even politically charged at times. But the outcome of an alignment exercise can be exhilarating and fulfilling. In any case, regular organisational alignment is not an option. It is a must.
Koroma 4-6 1-4 9, Owens 4-8 6-8 14, Carmody 4-9 4-4 13, Jones 1-3 0-0 3, Tekin 2-6 3-4 7, Dancler 0-2 0-1 0, Fouts 3-6 4-6 11, Mosquera 2-7 0-0 4. Totals 20-47 18-27 61. Clark 7-10 3-3 17, Dease 3-6 0-0 7, Parker 2-4 0-0 5, Walker 2-4 2-2 6, I.Williams 3-7 1-4 7, S.Williams 1-5 3-6 5, Dennis 4-6 2-2 13, Jackson 3-3 1-3 7, Potter 1-2 0-0 3, Roberts 2-3 0-0 5, Torbor 2-3 1-2 5, Villegas 1-1 0-0 2. Totals 31-54 13-22 82. Halftime_Texas A&M-CC 42-20. 3-Point Goals_Le Moyne 3-13 (Carmody 1-2, Fouts 1-2, Jones 1-3, Dancler 0-1, Owens 0-2, Mosquera 0-3), Texas A&M-CC 7-15 (Dennis 3-5, Parker 1-1, Potter 1-2, Roberts 1-2, Dease 1-3, Walker 0-2). Rebounds_Le Moyne 23 (Fouts 7), Texas A&M-CC 35 (Clark 7). Assists_Le Moyne 9 (Owens, Carmody 3), Texas A&M-CC 15 (I.Williams 6). Total Fouls_Le Moyne 17, Texas A&M-CC 22. A_881 (2,000).
Kings break through in victory over the KrakenOur HS sports photos like the ones above put you right up close with the action and the whole experience. Check them out by clicking anywhere in the collage above to open the photo gallery. Don’t forget to share the gallery with friends and relatives. These photos are also available for purchase in a variety of sizes and finishes – just click the “BUY IMAGE” link below any photo to see available options and make a purchase. NJ.com subscribers can also get free print-quality digital downloads of any images in this gallery. Note: Because we are trying to make these galleries available for viewing as quickly as possible, the gallery may not be in its final form. If you only see a few photos, you are probably seeing an early version and more photos will be added later. Please return and refresh the page to see additions. RECOMMENDED • nj .com Girls soccer photos: Non-Public B final - DePaul vs. Rutgers Prep, Wednesday, Nov. 20 Nov. 20, 2024, 5:00 p.m. Girls soccer photos: Non-Public A final - Paul VI vs. Immaculate Heart, Wednesday, Nov. 20 Nov. 20, 2024, 9:08 p.m. Mobile device users: For the best experience downloading high-resolution images (available free and to subscribers only) and making photo purchases, it’s best to visit this page from your desktop or laptop computer. The N.J. High School Sports newsletter is now appearing in mailboxes 5 days a week. Sign up now! Follow us on social: Facebook | Instagram | X (formerly Twitter)
KROGER has confirmed it will shutter every single one of its stores for 24 hours soon. Consumers must adjust their plans to accommodate for the retail blackout if they want to complete necessary holiday shopping. The supermarket chain currently operates 1,244 stores in 16 states. On Christmas Day , all of those locations will be inaccessible to give employees ample time to celebrate the national holiday and spend time with loved ones. That means Kroger customers must plan around the closures, either getting what they need on Christmas Eve or on December 26. There will also be limited hours around the holidays. Read More on Kroger Kroger is open from 6 AM to 10 PM on normal business days but will adjust to go from 9 AM to 9 PM on Christmas Eve. Standard hours of operation return on December 26. It's important to note that operating hours could vary by state and store. Shoppers should verify the times with their local Kroger by calling ahead or looking online. Most read in Money COMPETITION GONE Kroger certainly isn't alone with its Christmas Day closing plans. Several retailers, including Walmart , won't be any help to shoppers should they need last-minute items on the holiday. Competing supermarket chains like Aldi will also be closed on December 25. It observes Christmas Day and has done so for years, also with limited hours on Christmas Eve at its over 2,100 stores, similar to Kroger. Even membership-based retailers like Costco will be unavailable for the same reasons. Sam's Club , Publix, Trader Joe's, Wegman's, and Winn-Dixie will be the same. Albertsons ALDI Big Lots Burlington Costco Dollar General Family Dollar/Dollar Tree JCPenny Kohl's Kroger Lowe's Macy's Michaels Publix Rite Aid Sam’s Club ShopRite Stop & Shop Trader Joe's Target The Home Depot Walmart Wegman's Whole Foods Winn-Dixie STAYING OPEN Those on the closure list will miss out on millions in sales during the busiest shopping season of the year, as the average American is expected to spend $900 to $2,100 on holiday gifts in 2024, per CBS News . There are a few retailers who won't miss out on the income, however, and will remain open on December 25 for customers. Bravo Supermarkets, Duane Reade, CVS, Circle K, Wawa, and select Walgreens locations will be accessible. Casey's General Store, Cumberland Farms, Safeway, Starbucks, and 7-Eleven are also open on Christmas Day. Hours will likely be limited and could vary by store and state for the retailers remaining open as well. There are still some holiday items shoppers can get right now for a sweet deal at several of those brands that will close. Read More on The US Sun Target's $5 Christmas mugs are nearly identical to offerings from Williams Sonoma, and shoppers are going crazy over the price difference. Dollar Tree's $1.25 holiday cups are also all the rage this season.
Chuck Woolery, smooth-talking game show host of ‘Love Connection' and ‘Scrabble,' dies at 83
Family-Friendly Perks and Huge Discounts Highlight Princess Cruises' 'Come Aboard Sale on 2025 - 2027 SailingsEx-president Alberto Fernández called to testify in gender violence case
- Previous: 8 locomotor
- Next: http www lodigame com
