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The VMware Tools package includes drivers for most of the Mac hardware that Windows will use when running in a virtual machine, with a few notable exceptionsparticularly Apple's proprietary devices that use USB internally, including iSight cameras, Bluetooth transceivers, and the infrared port used for the Apple Remote. Drivers for these devices are available only from Apple, and only as part of the Boot Camp driver package (included on your Leopard or Snow Leopard Install DVDyou can't download them separately).
So,if you want Windows applications to be able to access your iSight camera or Apple Remote directly, or if you want to use Bluetooth devices such as headsets or PDAs in Windows without going through Mac OS X, you'll need these drivers. (If you're already using a Bluetooth mouse or keyboard in Mac OS X, you can continue using it in Windows without any additional drivers.) If you don't plan to use any of these devices in Windows, you can skip this topic.See All Chapters
|Richard Morgan-Jones||Karnac Books||ePub|
Financial bodies called to account:
Kevin Dixon and Richard Morgan-Jones1
All I want is all there is in all the world and then all I want is a little more
(sung by Eartha Kitt)
The political problem of mankind is to combine three things: economic efficiency, social justice, and individual liberty
(John Maynard Keynes, 1926)
Lehman boss Richard Fuld looked fine when testifying in front of a Congressional committee yesterday, despite a recent punch-up. CNBC, the US business channel, says Mr Fuld, nicknamed the Gorilla for his formidable build and attitude in the market, made the mistake of going to the Lehman gym on the Sunday immediately after the firms bankruptcy. In the middle of a weights session, a fellow gym user (and presumably colleague) knocked him out cold (reported in The Independent, UK, October 8, 2008).
Since 2007 the credit squeeze and global financial crisis has provided ample evidence that money and economics are emotional matterssometimes violent ones. The poem that inspired some of our thinking for this chapter provides one response to the painful experience, shared by many, that financial institutions once the source of profound trust have betrayed their primary task to be the dependable manager of finance and investment.See All Chapters
|Peter G. Brown||Berrett-Koehler Publishers||ePub|
When members of the community of Woodstock, New Brunswick, organized the Woodstock Farm Market in the 1970s, they made a few rules: local producers selling their own produce only, and no produce from wholesalers allowed. Right off, however, the organizers had to make some exceptions that seemed fair and consistent with the spirit of the market. For example, if your neighbor had extra strawberries, it was okay to put them on your table as a favor. And they would allow one particular vendor who brought fresh fish from the Bay of Fundy to set up a table, as the townspeople really wanted fresh seafood, and what he brought was as “local” as seafood was going to get.
Baked goods, jams, jellies, and pickles had to be homemade. Craft items had to be locally made, as well. The emphasis on local production was not only a matter of providing opportunity for local growers, but an effort to help build an ecologically sound local food system. Many growers who sold at the market ran small-scale, environmentally respectful operations. In many cases, vendors favored organic methods. The market also served as an information exchange network on sustainable practices for local conditions.See All Chapters
|Beverly Brown||Solution Tree Press||ePub|
Identifying School Projects and Finding Award Money
BECOMING A GRANT SEARCHING DETECTIVE makes you the de facto captain of your district’s grant game team. A good grant detective collects a list of colleagues’ needs and/or his or her own needs and identifies potential funding opportunities for the school. The “gumshoe” is always alert to notice trends and shifts in funding priorities. The economy and political agendas affect what types of grant programs are available. Some programs have been around for decades but others come and go as quickly as a year after they are introduced. You will need to know what types of programs are currently being funded and be ready to adapt your project goals and objectives, if necessary, so they conform to funding priorities.
In order to determine your grant funding needs, you must first identify your own needs, the needs of your colleagues, and finally, your district’s needs. You can do this quickly by sending out an e-mail asking for a list of needed supplies, equipment, materials, and programs. A form will not be necessary; using e-mail will reduce your response and information review time. Once you have a stack of replies, sort them based on common response areas (categories): mathematics, reading, social studies, arts, consumer science, technology, physical fitness, and so forth. The largest department or academic area will not necessarily always have the largest stack of grant funding needs. Often the largest academic area is quite proficient at getting competitive grants and may even have a larger earmarking of Title 1 (entitlement) funds. Often the smallest department will have the greatest grant funding needs because they are overlooked as “essential” by administration; they have no cadre of educators looking for funding opportunities and writing grant proposals. Sometimes, numbers can outweigh need. Handle inequities by addressing each of the academic departments over a given period of time. For example: English Language Arts (ELA) may have the greatest need due to the No Child Left Behind mandates. However, only write a grant project for ELA once or twice per school year. ELA will have to cycle in and out of your priorities so that you can address other department’s needs—treating each area equally. Technology needs will always have the largest cost factor because technology usually requires new physical infrastructure work, tons of new equipment, more professional development training, and is often outdated soon after installation.See All Chapters
|Thom Hartmann||Berrett-Koehler Publishers||ePub|
One of the most pernicious claims the corporatocracy makes is that business flourishes best in a perfectly “free” market. And when business flourishes, they say, all of society does better. It’s the old trickle-down philosophy that inevitably produces a nation of peons.
Always get suspicious when you see the words free market. Let’s go back to the story of Mrs. Flores, whom you met in chapter 2—the woman who lost her job at Levi Strauss when that venerable American company closed all of its factories here in the USA and moved them overseas.
Cons argue that “productivity” is responsible for the loss of American jobs. They love to quote nineteenth-century economist David Ricardo (1772–1823) as saying in his 1817 work On Wages, “Labour, like all other things which are purchased and sold, and which may be increased or diminished in quantity, has its natural and its market price.”
Thus, they say, it’s natural that American wages should have been in a free fall ever since Bill Clinton signed NAFTA and GATT: America’s roughly 100 million workers now have to compete “on a level playing field” with 5 billion impoverished people around the world. Offshoring is simply the normal extension, they say, of Ricardo’s classic view of economics.See All Chapters
Business & Economics