There’s a ‘double agent’ hiding in the FTSE… we recommend you buy it! Jamie Adams | Thursday, 25th March, 2021 | More on: DGE RYA Image source: Getty Images Simply click below to discover how you can take advantage of this. At-home sales of alcohol have been carrying the flag for Diageo, with grocery sales in the UK surging 30% in January alone. These figures increase in the summer, but what I believe has not been factored into Diageo’s share price is the fact that massive friends and family reunions this summer will likely boost sales. What’s more, should vaccinations continue as planned, all restrictions across the UK will be lifted on June 21, marking a massive moment for Diageo.However, for Diageo to be one of my best FTSE stocks to buy before the summer, vaccine rollouts and restrictions need to go without a hitch. This is a big ask, and if lockdowns do continue throughout the summer, then Diageo stands the risk of losing millions worth in revenue for the second year in a row. Don’t miss our special stock presentation.It contains details of a UK-listed company our Motley Fool UK analysts are extremely enthusiastic about.They think it’s offering an incredible opportunity to grow your wealth over the long term – at its current price – regardless of what happens in the wider market.That’s why they’re referring to it as the FTSE’s ‘double agent’.Because they believe it’s working both with the market… And against it.To find out why we think you should add it to your portfolio today… There’s a saying on Wall Street — “sell in May and go away” — that relates to a belief that the sunny season is a bad time to buy stocks. Whether true or not, and although we’re only in March, I’ve got two companies in my crosshairs that I believe could be the best FTSE stocks to buy ahead of the summer months.And despite England just announcing £5,000 fines to all travellers in breach of Covid-19 regulations, vaccinations are proceeding as planned while the UK’s government leaders have also outlined a reopening plan. That’s why I want to talk about my two best FTSE stocks to buy right now, Ryanair (LSE: RYA) and Diageo (LSE: DGE).5G is here – and shares of this ‘sleeping giant’ could be a great way for you to potentially profit!According to one leading industry firm, the 5G boom could create a global industry worth US$12.3 TRILLION out of thin air…And if you click here we’ll show you something that could be key to unlocking 5G’s full potential…1. RyanairNot only a top airline share to buy, but a top FTSE stock too. I know what you’re thinking: “An airline stock? Now? Really?!?” But there is a reason behind my madness, especially when I see that Ryanair stock has risen 68% in the past year, as of market close on March 24.However, what makes this one of the best FTSE stocks to buy for me is its bullish sentiment towards a resurgence in airline travel to come this summer. This optimism was backed by chief executive Michael O’Leary, who announced a fresh batch of 26 destinations this week and plans to operate 2,000 weekly flights on 400 summer routes. When asked about travel bans, he reiterated that travellers should just book holidays:“If you’re fully vaccinated, I’d be very surprised if there was any legal basis for the UK government preventing people travelling on holidays to other European countries.”Although Ryanair is well poised for a return to travel, it is still highly unlikely that it will operate at full capacity any time soon. Should the worst happen and bans continue, Ryanair will continue to bleed millions of pounds, and will likely have to keep dipping into its €3.5 billion in cash-on-hand just to stay afloat, which would negatively impact its share price.2. DiageoDiageo was always going to be one of the best FTSE stocks for me to buy ahead of 2021 following its impressive rally since last March. Yes, the beverage giant was hit hard by the closure of restaurants, pubs, and establishments around the globe, but its 19% rally in the past six months has not been without reason. Click here to get access to our presentation, and learn how to get the name of this ‘double agent’! Jamie Adams owns shares in Diageo. The Motley Fool UK has recommended Diageo. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Enter Your Email Address Renowned stock-picker Mark Rogers and his analyst team at The Motley Fool UK have named 6 shares that they believe UK investors should consider buying NOW.So if you’re looking for more stock ideas to try and best position your portfolio today, then it might be a good day for you. Because we’re offering a full 33% off your first year of membership to our flagship share-tipping service, backed by our ‘no quibbles’ 30-day subscription fee refund guarantee. Our 6 ‘Best Buys Now’ Shares I would like to receive emails from you about product information and offers from The Fool and its business partners. Each of these emails will provide a link to unsubscribe from future emails. More information about how The Fool collects, stores, and handles personal data is available in its Privacy Statement. The 2 best FTSE stocks to buy before the summer See all posts by Jamie Adams
Australia ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/952821/infinity-residential-building-koichi-takada-architects Clipboard CopyMixed Use Architecture, Apartments•Zetland, Australia 2020 ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/952821/infinity-residential-building-koichi-takada-architects Clipboard Infinity Residential Building / Koichi Takada ArchitectsSave this projectSaveInfinity Residential Building / Koichi Takada Architects Infinity Residential Building / Koichi Takada Architects Photographs: Tom Ferguson, Julien LanooCity:ZetlandCountry:AustraliaMore SpecsLess SpecsSave this picture!© Julien LanooRecommended ProductsMetallicsTECU®Copper Surface – Classic CoatedFiber Cements / CementsULMA Architectural SolutionsPaper Facade Panel in Leioa School RestorationFiber Cements / CementsRieder GroupFacade Panels – concrete skinMetallicsTECU®Copper Surface – Classic CoatedText description provided by the architects. Infinity is a mixed-use residential building, located at the corner of Bourke Street and Botany Road in Green Square, Sydney. The 20-story building includes 325 apartments, 75 boutique hotel rooms, a 450-seat conference centre, and more than 30 retail, food & beverage spaces. It has a direct connection to the Green Square train station and is adjacent to a Public Plaza and Green Square Library. Save this picture!© Tom FergusonDesigned to Breathe. The aerodynamic form and large opening in the middle of the building serve as an entryway for daylight and natural ventilation as well as enhances the experience of end-users and influence how the building integrates with its surroundings. Infinity’s large outdoor swimming pool is situated at the base of the opening, and when the wind passes over this large body of water, it cools the air and drives it into the heart of the architecture – a central public courtyard. Infinity is designed to breathe.Save this picture!Ground floor planSave this picture!Level 9 Floor planBy facilitating natural ventilation throughout the building, the opening becomes a key component in providing better indoor air quality and thermal comfort for the residents and reduces energy consumption by minimising the reliance on air-conditioning. The complexity of the design required exhaustive simulations, wind-tunnel testing, and computer modelling to ensure the performance goals were realised. The building prioritises performance and while the opening creates a unique architectural appeal, it becomes an important design strategy that improves not just the living conditions, but a sustainable contribution to the built environment. Save this picture!© Julien LanooSave this picture!© Julien LanooShaped by light for public benefit. Infinity is carved in a particular way so that the fluid form increases year-round sunlight to the surrounding public spaces. Compared to the originally designated massing allowance for the site, the carved and sloping form gives back much more sunlight to the Public Plaza and Green Square Library, built below ground, that would otherwise be shaded. A terraced apartment structure on the south side is designed with cascading apartments that have external terrace gardens. It is designed to allow better solar access, the terraced apartments facilitate cross-ventilation, rainwater collection, equitable apartment mix appealing to a wider socio-economic group, as well as communal gardens for social interaction.Save this picture!© Julien LanooProject gallerySee allShow lessAKENZ Store / LUKSTUDIOSelected ProjectsKoya House / Alain Carle ArchitecteSelected ProjectsProject locationAddress:301-303 Botany Rd, Zetland NSW 2017, AustraliaLocation to be used only as a reference. It could indicate city/country but not exact address. Share Photographs Save this picture!© Tom Ferguson+ 11Curated by Paula Pintos Share CopyAbout this officeKoichi Takada ArchitectsOfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsMixed Use ArchitectureResidential ArchitectureHousingApartmentsZetlandOn FacebookAustraliaPublished on December 08, 2020Cite: “Infinity Residential Building / Koichi Takada Architects” 07 Dec 2020. ArchDaily. Accessed 10 Jun 2021.
19 total views, 1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Howard Lake | 5 December 2005 | News Tagged with: Awards Digital Finance AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. Winners of Charities Online Accounts Awards announced This year, for the first time, the top 100 charities were automatically entered into the awards to highlight the role of market leaders in advancing best practice and provide inspiration to other charities.Graham Ward, President of the Judging Panel commented: “Transparency of financial accounts builds trust, a crucial factor in the relationship between donor and charity. More and more people are using the internet to find out information and this year’s awards have demonstrated the quality and incredible diversity of how charities of all sizes are embracing this medium. “Smaller charities, in particular, are leading the way, displaying great innovation and creativity in their reports and on the web. Larger charities should be taking note. Some 30% of the 100 largest charities did not progress beyond the preliminary judging because of a failing to make their reports and accounts more accessible online.” Graham Ullett, Head of Marketing at CAF commented the need for these awards and for charities to focus on effective online financial reporting: “With the continued growth in donors and potential funders using online as their preferred channel for giving and research, these examples help to promote and share best practice across the sector.”UK Fundraising’s Howard Lake was guest speaker at the event and shared his thoughts on why online annual reports were such valuable fundraising tools for charities.The charities that entered the awards this year faced good odds on scooping the £5,000 prizes. Many more charities should consider entering their online annual reports. St John Ambulance, EsmÃ©e Fairbairn Foundation, The Prince’s Scottish Youth Business Trust, The Lifeboat Fund and Winchester Hospital Radio are the winners in this year’s Charities Online Accounts Awards.Each of the winning charities in the different income categories received a cheque for £5,000 at a ceremony held at Chartered Accountants Hall in London.The awards, sponsored by Charities Aid Foundation and the Institute of Chartered Accountants in England & Wales, recognise excellence in financial reporting and encourage best practice in online financial accounts. Advertisement
This statement was distributed at climate strike actions by the International Workers’ Solidarity Network.We’re all angry. All of us at these actions worldwide know our future depends on dealing with climate change. The conversation that matters now is: Who is responsible for it — and who can fix it?Here and abroad, the impact falls disproportionately on the most oppressed: communities of color, especially Indigenous peoples, people with disabilities, women and gender-oppressed, the LGBTQ2S+ community and youth. Most of us are workers, including youth and students. The wild weather patterns and unnatural disasters leave their heaviest mark on us.Can capitalism fix the problems it creates?Some in the climate movement simply put the blame on “human activity” without putting it squarely on big oil, big coal, the auto industry, utility firms and the banks they borrow from — or the world’s biggest polluter, the Pentagon.And some would even suggest that appealing to the profit motive — convincing capitalists that weaning themselves off fossil fuels is good for business or subjecting them to “climate pricing” — can solve the crisis. That’s naive thinking. Capitalists caused global warming and they can hardly be trusted to reverse it. They calculate short-term economic gain without regard for the huge carbon footprint their profit-taking actions are leaving. Only they have the means to escape the consequences.Working-class solidarity to save the environmentEnvironmental activists, mostly youth, have called for “climate strikes” Sept. 20 and 27. This is a real step forward. Strikes have won higher wages, pensions, union recognition and the like. But there are also political strikes, such as May Day 2006 when millions of im/migrants and their supporters forced the defeat of an anti-immigrant bill in Congress.Let’s keep the climate strike conversation alive beyond Sept. 20-27 — not just in schools but on the job, in unions, in our communities. And we need to fight environmental racism, defend Indigenous land claims and demand self-determination for oppressed nations suffering the heaviest impacts.The climate crisis is a working-class issue. We understand this. That’s why several New York City labor organizations are urging union members to support the climate strike. That’s why Amazon workers are walking out to protest the way the company has contributed to the climate crisis. We have the power to protect life on the planet. Nothing moves without us! And mass actions are what bring real change.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Home Indiana Agriculture News Soybean Acreage Sets Record, Corn Acreage Down SHARE Facebook Twitter Soybean planted area for 2015 is estimated at a record high 85.1 millionacres, up 2 percent from last year. Area for harvest, at 84.4 million acres,is also up 2 percent from 2014 and will be record high, if realized. Recordhigh planted acreage is estimated in Kentucky, Minnesota, Ohio, Pennsylvania,and Wisconsin. Facebook Twitter SHARE All wheat planted area for 2015 is estimated at 56.1 million acres, down1 percent from 2014. The 2015 winter wheat planted area, at 40.6 millionacres, is down 4 percent from last year and down less than 1 percent from theprevious estimate. Of this total, about 29.6 million acres are Hard RedWinter, 7.61 million acres are Soft Red Winter, and 3.44 million acres areWhite Winter. Area planted to other spring wheat for 2015 is estimated at13.5 million acres, up 4 percent from 2014. Of this total, about 12.6 millionacres are Hard Red Spring wheat. Durum planted area for 2015 is estimated at1.95 million acres, up 40 percent from the previous year. By Gary Truitt – Jun 30, 2015 Corn planted area for all purposes in 2015 is estimated at 88.9 millionacres, down 2 percent from last year. This represents the lowest plantedacreage in the in the United States since 2010. Previous articleMidday UpdateNext articleIndiana Crop Losses Mount Gary Truitt Gra Corn Stocks Up 15 Percent from June 2014Soybean Stocks Up 54 PercentAll Wheat Stocks Up 28 Percent Corn stocks in all positions on June 1, 2015 totaled 4.45 billion bushels, up 15 percent from June 1, 2014. Of the total stocks, 2.28 billion bushels are stored on farms, up 22 percent from a year earlier. Off-farm stocks, at 2.17 billion bushels, are up 9 percent from a year ago. The March – May 2015 indicated disappearance is 3.30 billion bushels, compared with 3.16 billion bushels during the same period last year. Soybeans stored in all positions on June 1, 2015 totaled 625 million bushels, up 54 percent from June 1, 2014. On-farm stocks totaled 246 million bushels, up 126 percent from a year ago. Off-farm stocks, at 379 million bushels, are up 28 percent from a year ago. Indicated disappearance for the March – May 2015 quarter totaled 701 million bushels, up 19 percent from the same period a year earlier. Old crop all wheat stored in all positions on June 1, 2015 totaled 753 million bushels, up 28 percent from a year ago. On-farm stocks are estimated at 155 million bushels, up 60 percent from last year. Off-farm stocks, at 597 million bushels, are up 21 percent from a year ago. The March – May 2015 indicated disappearance is 388 million bushels, down 17 percent from the same period a year earlier. Grain sorghum stored in all positions on June 1, 2015 totaled 33.2 million bushels, down 64 percent from a year ago. On-farm stocks, at 2.92 million bushels, are down 35 percent from last year. Off-farm stocks, at 30.3 million bushels, are down 66 percent from June 1, 2014. The March – May 2015 indicated disappearance from all positions is 86.7 million bushels, up 4 percent from the same period last year.in Stocks Report All cotton planted area for 2015 is estimated at 9.0 million acres,18 percent below last year. Upland area is estimated at 8.85 million acres,down 18 percent from 2014. American Pima area is estimated at 148,000 acres,down 23 percent from 2014. Soybean Acreage Sets Record, Corn Acreage Down According to the USDA report released on Tuesday:Corn Planted Acreage Down 2 Percent from 2014Soybean Acreage Up 2 PercentAll Wheat Acreage Down 1 PercentAll Cotton Acreage Down 18 Percent
LinkedIn workshop aims to make students more noticeable in hiring process Previous articleMen’s golf begins spring season with seventh-place finishNext articleMen’s basketball falls short of breakthrough win over No. 14 Kansas in overtime Brandon Ucker RELATED ARTICLESMORE FROM AUTHOR Brandon Uckerhttps://www.tcu360.com/author/brandon-ucker/ ReddIt Brandon Uckerhttps://www.tcu360.com/author/brandon-ucker/ Brandon Uckerhttps://www.tcu360.com/author/brandon-ucker/ TCU attempts to combat unconscious bias through anonymous grading feature World Oceans Day shines spotlight on marine plastic pollution I am a senior communication studies major and journalism minor from Oak Park, California. Sitting on the beach with my friends and a box of sushi is my favorite pastime. I work for the TCU football program with hopes of working for an NFL organization one day. TCU places second in the National Student Advertising Competition, the highest in school history Linkedin The TCU Study Abroad Fair is offers many opportunities for students to find international programs they find interesting. (TCU 360/ Brandon Ucker) Brandon Ucker Facebook Welcome TCU Class of 2025 ReddIt Twitter Brandon Uckerhttps://www.tcu360.com/author/brandon-ucker/ Twitter Facebook What we’re reading: Trump leaves empty-handed in Hanoi + posts printStudents hoping to study abroad next semester got a chance to start their journey on Wednesday. Held in the first floor lobby of the Brown-Lupton University Union near Union Grounds, the Study Abroad Fair offered students an opportunity to look at programs available in the 2019 fall semester.There are seven semester-long programs managed by TCU based in London, Spain, Italy and the brand new Stellenbosch program in South Africa, in addition to over 200 approved programs through other agencies.For some students, the fair offered a chance to continue their passion for traveling, and for others it provided an opportunity to try new experiences. First-year political science major and Fort Worth native Anna Baggs said her love for travel has influenced her greatly.“I love living in different cities and getting a vibe for a different culture that you may not have experienced growing up,” she said. Baggs had family members go to colleges in different countries, which she said influenced her decision to study abroad.“Growing up, it was really nice having a large family that came from very diverse backgrounds because I think you just learn so much more about yourself and what you value,” Baggs said. For students like sophomore marketing major Idahosa Robinson from Dallas, the fair offers an opportunity to experience something he never had the chance to before.“Where I come from, it’s kind of a bad place,” said Robinson. “Just being here at TCU is nice, and definitely going out of the country would be crazy to me.”Robinson said he is most interested in going to London and is excited to meet new friends while abroad. “Interacting with people who live in different places and different environments with different backgrounds and different walks of life,” Robinson said. “What is life like through their perspective? I know for a fact I’m going to learn new tactics on how to learn.” Sophomore marketing student Idahosa Robinson reads a pamphlet regarding study abroad opportunities at the Study Abroad Fair in the Brown Lupton University Union on Feb. 13, 2018. (TCU 360/ Brandon Ucker)Robinson said he has been interested in studying abroad since his first year at TCU but that academics and life can get hectic.“You get so caught up in school you might forget about it every now and then,” Robinson said. “I’m trying to make sure I do it now since it’s my spring semester of my sophomore year, and I’m trying to utilize that opportunity.”Program coordinator at the Center for International Studies Jesica Severson said study abroad offers many opportunities for students to grow.“The cool thing about study abroad is that you really make it what you want it to be,” said Severson. “It’s so much more than traveling to another country.”Severson graduated from TCU in 2009 and said her study abroad experiences in Beijing and London greatly impacted her college and professional life.“There is definitely a great professional opportunity when you study abroad,” Severson said. “When I studied abroad, I did an internship in London that allowed me to work with an international organization and get so much experience working with people from other cultures and countries.” The Center for International Studies also offers peer advising boards every Monday through Thursday from 2 to 4 p.m., where students can meet with fellow students who have studied abroad.Severson said the best thing for students interested in studying abroad to do is to stay on top of deadlines and discuss their plans with an advisor. The next study abroad sessions will be held at 4 p.m. and 4:30 p.m. Feb. 18 discussing the Madrid and Seville programs. The application deadline to study abroad during the fall semester is Mar. 15. What we’re reading: Smollett charges dropped Linkedin
Pinterest Facebook Previous articleIn Israel and beyond, virus vaccines bring political powerNext articleJuniper Research: Smart Traffic Management to Significantly Reduce Congestion and Emissions; Saving Cities $277 Billion by 2025 Digital AIM Web Support WhatsApp Twitter WhatsApp By Digital AIM Web Support – February 22, 2021 Local NewsBusiness Ahora sí hay impulso. T‑Mobile le da rienda suelta a 5G con el nuevo plan Magenta MAX. Facebook BELLEVUE, Wash.–(BUSINESS WIRE)–feb. 22, 2021– T‑Mobile (NASDAQ: TMUS) está dándole rienda suelta al 5G como nadie. Presentamos Magenta MAX, el primer y único plan 5G para smartphones diseñado para demostrar lo que una red 5G verdaderamente poderosa puede hacer por los consumidores. Magenta MAX ofrece datos premium ilimitados, tanto 4G como 5G, en tu smartphone. Eso significa que tu velocidad no se puede reducir según la cantidad de datos que uses. Además, Magenta MAX está hecho para streaming de video en UHD (ultra alta definición) en resolución de hasta 4K y Netflix por cuenta nuestra en todos los planes MAX, que ahora incluyen a clientes con una sola línea. Y Magenta MAX incluye el hotspot móvil para smartphones más generoso de la industria, 40 GB de datos de alta velocidad para los clientes. En pocas palabras, Magenta MAX sienta un nuevo estándar en servicio móvil con los mejores beneficios al mejor precio que otros planes premium Este comunicado de prensa trata sobre multimedia. Ver la noticia completa aquí: https://www.businesswire.com/news/home/20210222005740/es/ (Photo: Business Wire) Los planes existentes para smartphones fueron creados para redes 4G LTE de menor capacidad, por lo que Verizon, AT&T e incluso los planes ilimitados de T‑Mobile les permiten a los proveedores reducir tu prioridad en la red si has utilizado una cantidad descomunal de datos, lo que significa que podrías sufrir reducciones de velocidad si se congestiona la red. Verizon y AT&T los promocionan como “datos premium” y ofrecen 50 GB a la mayoría de los clientes. Sin embargo, no tiene nada de “premium” pagar más dinero por una red 5G rápida que solamente está disponible en “algunas partes de algunas ciudades”.* Ahora estamos en la era 5G y T‑Mobile ha activado la red 5G de mayor capacidad disponible; una red tan poderosa que puede dar rienda suelta a la potencia 5G para ofrecer datos premium ilimitados. Simplemente para demostrar su poder 5G, T‑Mobile también está mejorando el plan Magenta principal duplicando los datos premium, de 50 GB a 100 GB, y con casi el doble de datos de alta velocidad para hotspot móviles para smartphones, de 3 GB a 5 GB. Todo esto sin costo adicional. Los clientes actuales de planes Magenta y Magenta Plus también pueden acceder fácilmente a esta mejora y conservar sus actuales dispositivos o promociones de sus líneas. Para los millones de personas que acaban de adquirir un nuevísimo smartphone 5G, pero que siguen atados a su compañía de servicio móvil con planes creados para 4G, T‑Mobile lanza una nueva oferta Sin costo por cambiarte. Trae a T-Mobile tu nuevo teléfono 5G, recibe hasta $650 por línea para terminar de pagarlo y no tendrás que pagar ningún costo por cambiar el dispositivo. Quédate con tu teléfono, cámbiate sin pagar nada por cambiarte Y ADEMÁS da rienda suelta al 5G en la red 5G más grande y rápida del país. ¡Sales ganando por donde lo veas! “Acabamos de unir nuestras fuerzas con Sprint y ya somos el líder del país en cobertura y velocidad 5G. Magenta MAX es solo una primera muestra de lo que la capacidad de nuestra red nos permite hacer”, señala Mike Sievert, director ejecutivo de T‑Mobile. “Como cliente, cuando tienes un smartphone 5G superrápido y haces uso intensivo de datos, lo que menos quieres es que te reduzcan la velocidad. Es como tener un Ferrari y que te obliguen a conducirlo en una zona escolar. ¡Pues bien, ya es hora de conducir a toda velocidad por nuestra carretera abierta color magenta! Y esto es apenas el comienzo. Así que, ¡abróchate el cinturón!” “La red 5G puede ofrecer más datos con mayor velocidad. Sin embargo, al consumir más, esa mayor velocidad puede chocar contra las reglas impuestas en los planes creados para redes 4G”, indica Jason Leigh, gerente de investigaciones de 5G y servicios móviles de IDC. “Al rediseñar el plan tradicional de servicio móvil para aprovechar lo que ofrece la tecnología 5G, se despertará el entusiasmo de los clientes por vivir una experiencia 5G verdaderamente significativa”. Magenta MAX tomará el lugar de Magenta Plus y se ofrecerá a partir del 24 de febrero para consumidores y pequeños negocios. Obtén llamadas, textos y datos premium ilimitados, tanto 4G como 5G, en tu smartphone. De esa manera, aunque uses 200 GB o más, tu velocidad no podrá reducirse según la cantidad de datos que uses. Además, el plan Magenta MAX está repleto de beneficios adicionales nuevos y favoritos de El Un‑carrier:Netflix por cuenta nuestra: ahora para líneas individuales y planes familiaresStreaming ilimitado en UHD con resolución de hasta 4K UHD40 GB de datos de alta velocidad para hotspot móvil para smartphones (y luego velocidades 3G ilimitadas); la mejor opción de la industria para los consumidoresRegalos y descuentos todos los martes en T-Mobile TuesdaysTextos y Wi-Fi ilimitados en vuelos con servicio Gogo durante todo el vueloTextos y datos gratis en 210 países y destinosLlamadas, textos y datos ilimitados en México y Canadá con hasta 5 GB de datos de alta velocidadProtección gratis con Scam Shield Premium, que incluye Bloqueo de llamadas fraudulentas e Identificador de llamadas Todo por el mismo precio que Magenta Plus; solo $57 por línea al mes para tres líneas con AutoPago y con impuestos y cargos ya incluidos. Pero ahora mismo puedes obtener Magenta MAX por solo $47 la línea al mes por tres líneas con AutoPago por tiempo limitado. Y Magenta MAX no es solo el mejor plan de T-Mobile. Es el mejor plan en servicio móvil, repleto de funciones a un excelente precio, lo que ahorra cientos de dólares en comparación con otros planes premium. Ahora mismo los clientes de Verizon pueden ahorrar más de $650 por año y los clientes de AT&T pueden ahorrar más de $475 por año (e incluso más, ya que los impuestos y cargos mensuales no están incluidos). Sin costo por cambiarte Ahora es más fácil que nunca decirles adiós a Verizon y AT&T. La nueva oferta de T-Mobile, Sin costo por cambiarte, está diseñada para personas que acaban de cambiar su teléfono por un smartphone 5G superrápido, pero que siguen atadas a su compañía de servicio móvil con planes creados para 4G y que limitan su acceso a 5G. Con la opción Sin costo por cambiarte, los consumidores y los pequeños negocios pueden: cambiarse a El Un‑carrier Y ADEMÁS conservar sus teléfonos y números telefónicos elegibles, fotos, contactos, apps favoritas y más Y ADEMÁS T-Mobile terminará de pagar el dispositivo (hasta $650 por línea en teléfonos elegibles con tarjeta virtual prepagada) Y ADEMÁS T-Mobile no cobrará los costos asociados con el cambio de servicio de sus dispositivos. Pero si todavía no tienes un smartphone 5G y quieres cambiar tu teléfono por uno mejor, puedes llevarte un nuevo teléfono 5G por cuenta nuestra con 24 créditos en la factura mensual si adquieres tu nuevo teléfono con el Plan de financiamiento de equipo sin interés de T-Mobile e intercambias un dispositivo elegible. La red 5G más grande y rápida T-Mobile es el líder 5G del país con la red 5G más grande y rápida. La red 5G de rango extendido de T-Mobile cubre a 280 millones de personas en un área de 1.6 millones de millas cuadradas; eso equivale a casi 2.5 veces más cobertura que AT&T y casi 4 veces más que Verizon. Ahora que Sprint forma parte de T-Mobile, El Un‑carrier está ampliando su liderazgo, utilizando espectro dedicado para ofrecerles a los clientes con dispositivos compatibles velocidades de descarga de alrededor de 300 Mbps en muchos lugares con picos de velocidad de hasta 1 Gbps. La red 5G de ultracapacidad de T-Mobile ya llega a 2,400 ciudades y localidades, y cubre a más de 50 veces más personas de las que cubre Verizon con la banda ultra ancha. Entonces, ¿qué es lo que uno hace cuando tiene la red más grande y rápida? Le ofrece a la gente una experiencia 5G inigualable, desde luego. Para obtener más información sobre la red de T-Mobile, visita es.t-mobile.com/coverage y, a partir del 24 de febrero, para obtener más información sobre el nuevo Magenta MAX y todos los planes de T-Mobile, visita es.t-mobile.com/cell-phone-plans. Para obtener más información sobre la oferta de T-Mobile, Sin costo por cambiarte, visita https://es.t-mobile.com/offers/switch-to-t-mobile-from-verizon-or-att. Y como siempre, síguenos en la sala de prensa oficial de T-Mobile en Twitter, en @TMobileNews para estar al día con las últimas novedades de la compañía. Twitter Pinterest *Fuente: anuncios reales de Verizon Activa hasta 4K de streaming en UHD en un dispositivo compatible o el streaming de videos por lo general será a 480p. Uso ilimitado en nuestra red. Después de la asignación de capacidad de enlace a alta velocidad; la velocidad máxima de los datos ilimitados en nuestra red será de 3G. La red 5G más rápida: premios Opensignal, según velocidades promedio – Informe de experiencia de usuarios 5G en EE. UU., enero 2021. Para algunos usos se podría requerir un determinado plan o función; visita es.T‑Mobile.com. Se requiere calificación crediticia para el precio y las ofertas. Sin costo por cambiarte: se requiere transferencia elegible, 90 días o más con el dispositivo y con AT&T o VZN y canjear la oferta a tiempo. La tarjeta virtual suele tardar 15 días. No se puede retirar efectivo y vence en 6 meses. La tarjeta es emitida por Sunrise Banks N.A., miembro de FDIC. T‑Mobile cubrirá los cargos de la tarjeta SIM de $10 y de $20 por asistencia. $47 por línea: con créditos en la factura mensual. Podrían pasar hasta 2 ciclos de facturación para que figuren los créditos; si cancelas alguna de las líneas, dejarás de recibir los créditos. Límite de 1 oferta por cuenta. Es posible que no se pueda combinar con algunas ofertas o descuentos. Sin AutoPago, son $5 más por línea. iPhone gratis:si cancelas el servicio móvil antes de 24 créditos, podrías dejar de recibir los créditos y tener que pagar el saldo según el contrato de financiamiento requerido; si vas a cancelar tu cuenta, contáctanos antes para continuar pagando el saldo en cuotas mensuales con descuento. Se requiere línea adicional. El impuesto sobre el precio, antes de los créditos, se paga al momento de la compra. Hasta $830 con crédito de intercambio y créditos en la factura. La cuenta deberá estar activa y al corriente para poder recibir los créditos; el proceso podría demorar 2 ciclos de facturación. Máximo 4 por cuenta. Acerca de T ‑ Mobile T‑Mobile US Inc. (NASDAQ: TMUS) es El Un‑carrier superpoderoso de Estados Unidos con una red 4G LTE avanzada y una transformativa red 5G nacional que ofrecerá una conectividad confiable para todos. Los clientes de T‑Mobile reciben una calidad inigualable por su dinero, una firme obsesión por ofrecerles la mejor experiencia de servicio posible y un dinamismo indiscutible para disrumpir el mercado y así crear competencia e innovación más allá del ámbito del servicio móvil. Con sede en Bellevue, Washington, T‑Mobile presta servicios a través de sus subsidiarias y opera sus marcas emblemáticas, T‑Mobile, Metro by T‑Mobile y Sprint. Para obtener más información, visita: https://es.t‑mobile.com. Vea la versión original en businesswire.com:https://www.businesswire.com/news/home/20210222005740/es/ CONTACT: Contactos para prensa Relaciones con los medios de T‑Mobile US Inc. [email protected]‑mobile.com Contacto para relaciones con inversionistas T-Mobile US, Inc. [email protected] https://investor.T-mobile.com KEYWORD: UNITED STATES NORTH AMERICA WASHINGTON INDUSTRY KEYWORD: CONSUMER ELECTRONICS TECHNOLOGY OTHER CONSUMER WOMEN HISPANIC TELECOMMUNICATIONS FAMILY NETWORKS INTERNET MOBILE/WIRELESS CONSUMER SOURCE: T‑Mobile US Inc. Copyright Business Wire 2021. PUB: 02/22/2021 12:34 PM/DISC: 02/22/2021 12:34 PM http://www.businesswire.com/news/home/20210222005740/esCopyright Business Wire 2021.Ahora sí hay impulso. T‑Mobile le da rienda suelta a 5G con el nuevo plan Magenta MAX. TAGS
David Wharton, Managing Editor at the Five Star Institute, is a graduate of the University of Texas at Arlington, where he received his B.A. in English and minored in Journalism. Wharton has over 16 years’ experience in journalism and previously worked at Thomson Reuters, a multinational mass media and information firm, as Associate Content Editor, focusing on producing media content related to tax and accounting principles and government rules and regulations for accounting professionals. Wharton has an extensive and diversified portfolio of freelance material, with published contributions in both online and print media publications. Wharton and his family currently reside in Arlington, Texas. He can be reached at [email protected] Demand Propels Home Prices Upward 2 days ago Share Save Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Tagged with: CoreLogic Delinquencies hurricanes Loan Performance Insights Report Natural Disasters Serious Delinquencies CoreLogic Delinquencies hurricanes Loan Performance Insights Report Natural Disasters Serious Delinquencies 2018-05-08 David Wharton Data Provider Black Knight to Acquire Top of Mind 2 days ago in Daily Dose, Featured, Foreclosure, Journal, Market Studies, News, Servicing Demand Propels Home Prices Upward 2 days ago About Author: David Wharton Servicers Navigate the Post-Pandemic World 2 days ago As Hurricane Season Approaches, 2017’s Disaster Impact Lingers The Best Markets For Residential Property Investors 2 days ago Related Articles Sign up for DS News Daily Servicers Navigate the Post-Pandemic World 2 days ago Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Subscribe Home / Daily Dose / As Hurricane Season Approaches, 2017’s Disaster Impact Lingers May 8, 2018 1,758 Views Print This Post Previous: Balancing Business Concerns and Home Affordability Next: Interesting Trends in Forbearance According to CoreLogic’s latest Loan Performance Insights Report, nationwide delinquencies continued to slowly decline, with exceptions in areas still feeling the aftereffects of last year’s brutal hurricane season.As reported by CoreLogic, the 30+ day delinquency rate for February 2018 was 4.8 percent, down 0.2 percentage points below February 2017’s 5.0 percent. Delinquencies between 30-59 days overdue held steady year-over-year at 2.1 percent, as did 60-89-day delinquencies at 0.7 percent. Delinquencies between 90-119 days overdue inched up slightly from 0.3 percent in February 2017 to 0.4 percent in February 2018. Finally, delinquencies 120 or more days overdue decreased slightly, dropping from 1.9 percent to 1.7 percent year-over-year.As of February 2018, the foreclosure inventory rate was 0.6 percent.“Overall delinquency rates fell in the U.S. over the past year, driven by a long run of stringent underwriting, higher employment, and wages. At the same time, our CoreLogic U.S. Home Price Index (HPI) showed a 6.4 percent increase in home-price appreciation for the 12 months, which ended in February 2018. Those factors bode well for the fortunes of both homeowners and mortgage servicers.”The percentage of delinquencies transitioning from current to 30 days overdue dropped slightly year-over-year, sliding from 1.0 percent to 0.9 percent. Delinquencies transitioning from 30 to 60 days overdue also decreased, dropping from 15.4 percent to 15.2 percent. For delinquencies transitioning from 60 to 90 days, the percentages fell from 24.9 percent to 24.7 percent year-over-year.Most states saw serious delinquencies decline, although North Dakota’s serious delinquencies remained flat year-over-year at 0.9 percent. Alaska, Florida, and Texas, however, saw their serious delinquency rate increase. Alaska increased by 0.1 percent, Florida by 2.0 percent, and Texas by 0.7 percent, respectively.“Last year’s hurricanes continue to have an affect on loan performance in affected markets,” Nothaft said. “Serious delinquency rates in February were 50 percent higher than in August 2017 in Texas, and nearly double in Florida, even though the wind and flood damage was primarily in coastal markets. In Puerto Rico, the damage was widespread. Serious delinquency rates were up five-fold over the August-to-February period, with a significant increase in all metropolitan areas there.”Serious delinquency increased in 32 of the core-based statistical areas (CBSAs) tracked by CoreLogic, remained flat in 9, and decreased in all others. The Best Markets For Residential Property Investors 2 days ago The Week Ahead: Nearing the Forbearance Exit 2 days ago
KTNV(LAS VEGAS) — The FBI arrested and charged an alleged Las Vegas neo-Nazi with plotting to bomb a synagogue and gay club in the city on Thursday.Conor Climo, 23, who worked as a security guard, allegedly was found to be in possession of bomb-making materials and was “communicating with individuals who identified with a white supremacist extremist organization using the National Socialist Movement to promote their ideology,” according to the FBI.The Las Vegas Joint Terrorism Task Force began investigating Climo in April, according to the criminal complaint, after it learned he was communicating with Atomwaffen Division, a white supremacist neo-Nazi group.“AWD encourages attacks on the federal government, including critical infrastructure, minorities, homosexuals, and Jews,” the complaint states. “AWD works to recruit like-minded members to the organization, train them in military tactics, hand to hand combat, bomb making, and other techniques in preparation for an ‘ultimate and uncompromising victory’ in a race war.”The FBI used a confidential informant to begin discussing weapons and explosives on an encrypted chat app and eventually quoted Climo “regularly us[ing] derogatory racial, anti-Semitic, and homosexual slurs.”He also discussed a plan to burn down a Las Vegas-area synagogue on May 10, the complaint says. Then, 13 days later, the FBI began using their own undercover employee to talk online with Climo, during which he discussed building explosives and being “more interested in action than online s—.”In late June and early July, Climo discussed preparing for an attack and doing surveillance “in great detail” of a bar on Fremont Street in downtown Las Vegas he claimed “catered to homosexuals.”The complaint also makes mention of Climo’s Quora account, a question-and-answer social media site, where he once quoted Adolf Hitler in discussing the “downsides of multiculturalism.”The FBI executed a search warrant at his home on Aug. 8 and found thermite, sulfuric acid, a soldering iron, circuit boards and other bomb-making components, according to the complaint.He was arrested and admitted to agents he hated “African-Americans, Jews, and Homosexuals” and was planning on building an improvised explosive device.“Threats of violence motivated by hate and intended to intimidate or coerce our faith-based and LGBTQ communities have no place in this Country,” U.S. Attorney for the District of Nevada Nicholas A. Trutanich said in a statement. “Law enforcement in Nevada remains determined to use the full weight of our investigative resources to prevent bias-motivated violence before it happens. I commend our partners who identified the threat and took swift and appropriate action to ensure justice and protect the community.”Authorities also found a sketch outlining two “infantry squads” attacking the Fremont Street bar with firearms, the complaint says.The complaint also makes mention of a 2016 TV interview with Climo, conducted by Las Vegas ABC affiliate KTNV, in which he discusses patrolling his Centennial Hills neighborhood armed with an AR-15 assault rifle, large knife and 30 extra rounds of ammunition.“If there is possibly a very determined enemy, we at least have the means to deal with it,” Climo told KTNV three years ago.Climo later told KTNV he was dropping the one-man patrol before it even became a regular occurrence.Copyright © 2019, ABC Radio. All rights reserved.
Will the real bully please stand upOn 1 May 2004 in Personnel Today This extensive research tries to find the real face of bullying among nursemanagers in the NHS. Malcolm A Lewis looks at the truth behind the perceptionsThis article, which explores the reactions of nurse managers to bullyingwithin the NHS, is part of a larger doctoral study into nurse bullying. Theresearch comes from the in-depth, relatively unstructured interviews of 10nurse managers. Detailed analysis reveals their concerns and identifies keythemes, which influence their views on bullying. The study takes an ethnographic approach to bullying in examining thedetailed worlds of both the managers and nurses; and is grounded in thetheoretical principles of symbolic interactionism. This approach is usedbecause no detailed micro-studies exist as to this phenomena in nursing, and asan antidote to the predominance of quantitative and survey studies based onpsychological theory. The data is extensive, but there is a summary of the main findings at theend of the article. Background Managers are of particular interest, because research on bullying identifiesthem a principle perpetrator of it in the workplace.1 Data reveals nurse managers inhabit ‘parallel worlds’ of nursing andmanagement, where role distinctions are blurred, and constant strains developbetween their ‘professional’ world and managerial paradigms. It creates a‘Janus effect’, likened to the Roman two-faced God of doorways. Like Janus,these managers are constantly looking towards their futures, but must also lookback to the clinical arena from where they came from. They therefore inhabitdual worlds. Hawley et al refers to the nurse manager’s world as being highlyinteractive, with a need for information to be traded at many levels.2 The datasupports this, but also reveals concerns regarding nursing management abilitiesto deal with bullying. It remains a complex phenomena, not least in respect ofits definition and temporal dimensions. Simply put, Clifton and Sirdar defineit as an abuse of power, while in nursing most bullying activity isconcentrated within clinical care environments; predominantly with superiorsbullying subordinates.3 However, a good deal of group and peer bullying takes place, particularlyfrom cliques. It is not possible in such a short account to analyse thebullying phenomena in depth, but in examining the managers reactions to it, weare able to reveal both specific and general concerns over bullying, andspecifics relevant to the nursing situation. All the managers indicated an awareness of bullying activity in nursing, andat least one manager in the study admitted to bullying behaviour ‘on occasion’.The interview data revealed four major areas of concern. In order of priority,they were: 1) The impact of negative managerial actions 2) Communications 3) Managers as targets of bullying behaviour 4) Lack of managerial skills and knowledge The impact of negative managerial actions Overall, the managers demonstrated a general negativity towards bullying. Inparticular, they felt bullying or potential bullying incidents were approachedin the wrong way by people in the NHS. They often regarded issues such asuncertainty and work pressures and the responses to them as being possiblymisinterpreted as bullying. Notions of being ‘bullied’ were almost seen as a normal part of the nursingculture, but not labelled as such. Managerial styles were described as almostalways being autocratic,2 and there was a fine line between being a firmmanager and being accused of bullying. There was a widespread problem with definition, which reflects the generaltrend encountered in target perceptions and findings in other studies.4 Themanagers revealed an overall reluctance to deal with the phenomena, partly dueto this difficulty of definition and it’s nebulous and mainly covert nature.There was also a feeling of a general lack of support from seniors, and a fearof speaking out in case it led to censure. It was alluded to on a number ofoccasions that complaints ‘don’t get anywhere’ and issues such as whistleblowing in particular were given as examples of this. This climate of fear, and the fact that the majority of bullying remains inthe clinical area contributes towards a condition of isolation for the manager.Bullying is rarely dealt with outside their sphere of work, and theyoverwhelmingly admit to understanding little about what takes place outsidetheir own clinical arenas.5 Robinson also refers to such isolationist activity, and that many nursemanagers leave issues open-ended, often delaying actions and developing a morereactive style of decision-making.5 In respect of those, the effects aretraumatic. Not only is their problem not acknowledged or dealt with adequately,but it is rarely given wider organisational attention. A major effect ofbullying behaviour is to isolate the ‘target’ in an attempt to make them feelinadequate. The actions or inactions of these managers does little to help thenurse in such a situation. Communications The predominant focus on communication by the managers was clinicalcommunication, where they were at ease. They saw their role principally asmediators in handling bullying problems, which required adequate dialogue withboth the bully and the victim to reach a resolution. Such responses wereusually low key, unreported and localised. This was another attempt to keep the event within well-defined parameters,to be seen to be acting properly and avoiding wider (non-nursing) authority.There seems to be a constant trade-off between being seen to act properly, andmaintaining a professional image – thus creating the need to keep the bullying‘behind closed doors’. In one respect, doing so is to the probable benefit ofthe parties involved, but it also creates other problems. The meditative function expressed by many nursing managers is seen asarising from the general social nature and team working central to nursing,6but this may work against them as they may not learn to handle conflictconstructively, and may actually contribute towards the isolationist nature ofsuch managers. Managers were at pains to point out that abusive and public confrontation inclinical areas should not be tolerated, and was unprofessional. Theyuniversally condemned managers who acted against staff in such circumstances. Another reason behind this secrecy is that most managers admitted they hadpoor knowledge of bullying and how to handle it. In most cases, they hadincomplete knowledge of the bullying events, and were not party to the wholestory. Bullied nurses are also frequently reluctant to report such incidents, againdue to fear of censure or isolation. It is all too clear on examining workplacebullying, and in nursing in particular, that peer support is frequently notforthcoming. While nurse managers on the whole make all the right noises in respect ofbullying support, where managers become the perpetrators, such communicationfrom nurse to manager becomes virtually impossible. Nurse managers arepredominantly responders to such events rather than initiators of action. Theirlack of knowledge can also be seen as a justification for their inaction, orfor an inability to act sufficiently to support a nurse or an investigation. Managers were well aware of current issues in respect of NHS human resourceinitiatives, especially the provision of staff counselling services – althoughon the whole this was treated with some suspicion. All managers were aware ofthe use of formal procedures to deal with bullying, but going to a higherauthority was often seen as making things ‘worse’. In particular, the use of formal grievance procedures were often foundwanting. The processing of such a procedure is usually done through the linemanager, when they are frequently the perpetrator. The manager as a target of bullying The majority of managers in the study had witnessed bullying and had alsobeen subjected to it, with at least three being subjected to bullying at thetime of the interviews. The common perpetrators of this were more seniormanagers, but they also reported significant bullying from subordinate groups.This was a particular concern for new managers when bullying took place aroundeither a promotion, or threats to the nursing status quo. Interactionist work on reference groupings indicates that individuals willpredominantly link to the reference groups from which they have most to gain.7While this is a valid point, in the case of bullying, the phenomena distorts thiseffect. While the majority of bullying is directed from senior managers tojuniors, the manager also needs to keep face and be seen to act in the‘managerial way’. Questions have been asked as to whom such an individual isperforming;8 to what determines this reference relationship, and to what extentmanagers define the situation.9 Dittes, however, is clear in his analysis of group attractiveness in statingthat a person tends to comply with the norms of the group they find mostattractive.9 The manager may feel bullied by subordinates if there is a need toimpose change, or there is a feeling that the manager has now abandoned the‘clinical world’ of nursing. In this dilemma, the manager literally has to lookboth ways; the ‘Janus effect’ being only too evident. The way managers copewith such difficulties is usually better than their more junior colleagues. The interference of the bullying acts on the professional functioning of thenurse emerges in two distinct ways.10 First, the notion of professionalcohesion is questioned because bullying interferes with professional working –being overwhelmingly demeaning to the nurse, in acts of abuse, isolation,belittling among others. There is also a change in nursing demeanour, in so faras the nurse now acts in specific ways to deal with the bullying event. The data shows that while on a personal and professional level (such as inrelationships with colleagues, in particular) this can be devastating, theeffect of such bullying on the nurse’s professional care of patients isminimal. This is because these nurses are at great pains to ensure that suchactions do not interfere with direct patient care. In the case of nursing managers, there is a very similar scenario – thebullying demeans the manager’s role, and interferes with professional work.However, the study has revealed that in the move away from the clinical field,as managers identify with the senior managerial reference group, this leads toa weakening of professional cohesion at a clinical level. There would seem tobe less concern with the professional nursing impact of their actions, orimportantly upon the impact on patient care as the managerial careerprogresses. In short, the actions of bullying by senior managers may have amore direct and detrimental effect upon patient care than bullying by juniormanagers of clinical nurses. Unfortunately, the general lack of support was not a surprising feature.Managers are very much left on their own to cope, and there is little supportat higher levels. They have already reported an overall lack of support intheir dealings with the bullying of nurses at lower levels, so we should not bealtogether surprised at the reluctance to act in many situations. More than onemanager had expressed sympathy with their superiors, because they indicatedbullying was taking place at the very highest levels, and pointed out that ‘therot is coming from the top’. Managerial conceptions about the bully or bullies reflects much of theclinical nurses’ views and experiences. Even where group bullying in ‘cliques’is taking place, there is often an identifiable ring leader; a nurse whom inthe past has been identified as a ‘troublemaker’, or labelled as a bully. Analysis of workplace bullies indicates that a large percentage of bulliesare ‘serial bullies’, who have been previously active and are well known toengage in this type of behaviour.11 Managers may be in a difficult position indealing with such people or groups, and not simply due to the difficulty ofobtaining evidence and instigating action. This study shows that bullies are highly devious people, who in the vastmajority of instances are only too well aware of their actions.12 Scott and Lyman have argued in their discussion on vocabulary of motive thatsuch is the hierarchy and authority attributed to such an individual, itbecomes a relatively simple matter for them to orchestrate any group bullyingbehaviour, and hide within the group protection if there are any ensuingmachinations.12 While we may consider in all bullying events this unequal distribution ofpower, such can be the power of such group and individuals that the ability ofthe manager to obtain cohesion and manage effectively may be seriouslyundermined. Lack of managerial skills and knowledge One other prominent feature of managers’ concerns was a lack of skills orknowledge to do their job. In relation to overall managerial support (not justnursing) and knowledge, the NHS was seen as handling bullying events verypoorly. Trusts as a whole were mainly regarded as being deficient in the managerialskills necessary to deal with such complex events effectively. The study revealed concerns about a lack of training in such skills, and inmanagerial and organisational theory for nurses. The nurse’s clinicalmanagement knowledge base was secure enough; but many managers, even at asenior level, were seen as not possessing sufficient general managerialtraining. This situation seems to be being rectified with initiatives such asLEO,13 and other training schemes, and with the continued recruitment of nursesonto higher education courses. Robinson has commented on this situation, complaining that too many nursingmanagers get too little preparation too late, and are indeed left to ‘get onwith it’.5 While networking and gaining experience with a wide variety of people isseen as a particularly important skill, the study reveals that bullying eventsstrongly mitigate against this, as does the confusion generated by the blurringof roles boundaries. Managers similarly indicated an ambivalent attitude towards establishedpolicies and procedures in relation to bullying and harassment; these wereoften seen as not effective or deficient and lacking guidance, although againthis was improving. It was felt that such lack of knowledge, senior managerialsupport, and lack of clarity on guidance was a contributory factor to the alltoo frequent unsatisfactory outcomes of bullying cases. There was an overall impression that the manager was viewed as ‘all knowledgeable’,and should not be seen as ‘not coping’. Quite clearly with bullying they arenot, but perhaps this needs to be regarded in a different light before wecondemn nursing managers too harshly as the villains of nursing bullying. The managers reveal a complex web of interactions and negotiationsreflecting their concerns and actions as they face and attempt to deal withorganisational bullying. But how they deal with such issues has a profoundeffect on the workplace, and ultimately, the health of their subordinatenurses. Malcolm Lewis is a senior lecturer, department of Postgraduate Medicine andHealth, University of Central Lancashire References 1. Verbal and Physical Abuse of Nurses, Graydon, J et al (1994), CanadianJournal of Nursing Administration. 7, 4, pp 70-89 2. Nurses Manage, Hawley, C, Sitwell, J, Robinson, J and Bond, M (1995),Avebury Publishing, Aldershot 3. Bully off: Recognising and Tackling Workplace Bullying, Clifton, J andSerdar, H (2000), Russell House Publishing, Lyme Regis 4. Mobbing and Psychological Terror at Workplaces, Leymann, H (1990),Violence and Victims. 5. pp119-126 5. The Nursing Workforce. In Policy Issues in Nursing, Robinson, K (1992),(Ed) Robinson, J, Grey, K and Elkan, R, Open University Press, Milton Keynes 6. Understanding Nurses: The Social Psychology of Nursing, Skerrington, S(Ed) 1984, Chichester Wiley. 7. Reference Groups and Social Control in Human Behaviour and SocialProcesses, Shibutani, T (1962), (Ed) Rose, AM 8. A Systematic Summary of Symbolic Interactionism Theory in Human Behaviourand Social Processes, Rose, AM (1962), Unwin, London 9. Attractiveness of Groups as Function of Self Esteem and Acceptance byGroup, Dittes, JE (1959), Journal of Abnormal and Social Psychology. 59.pp77-82 10. Bullying in the Professional Workplace: The Effects and Consequences forProfessional Activity, Lewis, M (2002), New Era in Education. 83, 2. WorldEducation Fellowship 11. Bully in Sight, Field, T (1996), London, Success Unlimited 12. Accounts, Scott, MB and Lyman, SM (1968), American Sociological Review.33 13. LEO Project (2001), National Nursing Leadership Programme, NHSModernisation Agency, DOH This research is being undertaken within the Department of HealthcareStudies and with research committee approval at Manchester MetropolitanUniversity. Support and approval had been given within the Nursing Directorateand at the Acute Trust used in this study. Bullying in Nursing: Perceptions of Nurses and Nurse Managers in the UK’sNational Health Service (Lewis 2004) Fig 1. Managerial Perceptions: The mainissuesManagerial issues 1.Parallel processing2.Comminication3.Lack of knowledge/skills4.Communication 5.Demeanour6.The manager as a target of bullyingParallel processingCommentManagers essentially inhabit twoworlds; the world of nursing, and that of management. They need to maintaincredibility in both but tend to associate with a preferential reference group,that of senior managers. This causes tensions in maintaining clinicalcredibility while at the same time often being subjected to pressures from moresenior staff. It may have a more dramatic effect on provision of care than ifsuch pressures effect more junior nurses. In bullying situations the effectsare attenuated.ComminicationCommentCommunications regarding bullying are often non-existent, with the termrarely used. Clinical communication is predominant, with staff support centresaround support of clinical practice and supervision. There is lack ofdiscussion of bullying issues with senior managers. Nurse managers are verymuch ‘left to get on with it’. There is a reluctance to report problems bothfrom fear of censure, and being seen as ‘not being able to cope’. Nursemanagers have limited knowledge of activities in other nursing areas, inparticular of bullying, where such actions which do take place tend to be ‘keptlocal’.Lack of knowledge/skillsCommentManagers are clear about their role in the mediation of bullying events, inboth supporting the target and speaking to the bully. However, communicationbetween managers and between other areas is less clear. Bullying events areoften deliberately hidden, and there are difficulties interminology/definition. Many nurses and managers who are targets do notcomplain, and only identify events as bullying retrospectively.CommunicationCommentThe nurse managers demonstrate a lack of knowledge of bullying anddifficulties in handling such conflict. They attribute this in part to a lackof knowledge on ‘how to manage’ in a general sense, where they have often hadlittle or no formal managerial theory or training, particularly in conflictmanagement. Clinical management of the patients’ condition presents much lessof a problem. There is a perception that NHS management in general is lackingin its skills to handle bullying events.DemeanourCommentThe notion of demeanour applies principally to the bullied target in theirreaction to the bullying event. This therefore is applicable to many of themanagers as they identify themselves as targets of bullying. Demeanour activityis seen to manifest in two ways. Firstly in the act of ‘demeaning’ onesabilities, skills, confidence etc, a central bullying tactic, which wears downthe target and creates a negative self image. Targets often blame themselvesfor such misfortunes. Coupled with this is a change in demeanour where targetsmay act to avoid the conflict situation, by avoiding duty shifts, seniormanagers and contact with the perpetrator, and may appear to be more stressed,losing confidence or ultimately be forced to remove themselves from theworkplace. This is an all too common event in bullying where traumatic effectscan last for extended time periods despite possible resolution of the problem.The manager as a target of bullyingCommentAll the managers in the study had either witnessed bullying, or had beentargets of it. There was an admission of using ‘bullying’ methods to get workdone. The main reason for the growth in bullying was identified as increasingworkloads. Managers particularly noted they were prone to being bullied whenthey entered a new job or attempted to change the status quo. Such bullyingcould be from subordinates as well as senior managers. Managers were in anunenviable situation of both acting at times as ‘bullies’ while themselvesbeing targets of it, again adopting ‘dual roles’. This point in itselfquestions the veracity of distinct bullying/target personality types as beingthe main causal agents for the bullying event. This research reveals that ispredominantly workplace mediated. 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