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I was here today!! Loved it ^__^ Had seen a small exhibit at the Art Gallery of Ontario a while ago which made me realize I actually LIKED Native American sculptures and art which got me interested and landed me here! Some of my favourite pieces are below:
Amrit Agro exits ethnic snacks biz
NEW DELHI, Dec. 20 2002 http://www.thehindubusinessline.in/2002/12/21/stories/2002122101350600.htm
THE former parent of hugely successful Uncle Chipps potato chips, Amrit Agro Industries Ltd, (AAIL) has exited its traditional snacks business.
Following the sale of Uncle Chipps to Pepsico's snacks arm, Frito Lays - AAIL, the erstwhile Uncle Chipps Co. Ltd, has stopped production of its `Yumkeenz' brand of traditional namkeens, due to intense competition from the domestic unorganised snacks segment.
The decision to exit the traditional snacks business comes almost a year after AAIL, or the then Uncle Chipps Co, had sold its immensely popular chips brand to Pepsi's snacks division, Frito Lays, in late 2000.
Confirming the development Mr Ashwini Bajaj, Joint Managing Director, Amrit Banaspati Co. Ltd, told Business Line that Amrit Agro, an Amrit group company, had exited the traditional namkeens business earlier this year, due to the competitive unorganised sector.
The capital-intensive snacks business was not yielding returns due to the unorganised sector which accounts for 90 per cent of the chips segment and about 75 per cent of the traditional snacks segment, he pointed out.
"The snacks business was about Rs 3 crore, when we exited," he said.
`Yumkeenz' comprised seven variants of snacks including Pudina aloo bhujia, Bikaner aloo bhujia, Masala aloo bhujia, Khatta meetha mixture, Moong dal, roasted peanut and Mungfali masala mazedar.
Amrit Agro has its manufacturing unit for traditional snacks at Noida and Mr Bajaj pointed out that the company would sell its machinery and re-orient itself to get into the agro-procurement or processing business.
"The company and personnel will remain with us and we will continue to be in the agro sector, only, we will redefine our activity.
At present we are studying the prospects for the storage and transportation of fruits and vegetables and may be even simple processing."
According to food-processing industry estimates, up to 40 per cent of fruits and vegetables are wasted in the country due to bad storage and treatment facilities.
Launched in 1992, Uncle Chipps was a pioneer in branded potato chips in India.
The brand was acquired from Amrit Agro Ltd. in 2000 by Frito-Lay India. After the acquisition, the hugely popular brand has grown from strength to strength and has built a powerful connection with consumers. Uncle Chipps is warm, playful, lively, companionable and traditional at heart, just like the good-natured uncle everyone in the family relates to and no family gathering is complete without!
The production process begins on farms in select regions across India where the best potatoes are grown specifically for Frito-Lay to make great-tasting chips. Upon the potatoes’ arrival at plants, it can take as little as 24 hours for the chips to be made. Lay’s Chips are made using the following simple process:
The potatoes have now become delicious chips and are packed and delivered to a store near you.
http://pepsicoindia.co.in/brands/uncle-chipps.html
Uncle Chips was acquired in 2000 by the multinational Frito-Lay India.Since then,Uncle chips has kept a low profile.
Source: http://samosapedia.com/e/uncle+chips
Watched it on TCM the other day on TCM!
Librarian Prudence Bell, reprimanded for allowing a student to read a classified book on love, quits her job to go to Italy in order to learn about love and romance herself. En route by ship, she meets Roberto Orlandi, a sophisticated Italian whose offers to teach her all she wants to know are rejected. Arriving in Rome, Prudence finds a job in a bookstore and moves into a boardinghouse where American architecture student Don Porter is also staying. Lyda, Don's wealthy and spoiled girl friend, returns to the States, and he consoles himself by dating Prudence. They spend the August holidays together on a tour of Italy, and Prudence falls in love with Don. When they return to Rome, however, the glamorous Lyda is waiting to reclaim her man. Heartsick because she is still too inexperienced to compete, Prudence puts on her most alluring dress and visits Roberto, who declines her advances and advises her not to imitate Lyda. Prudence decides to return to the United States, and when her ship docks in New York, Don is there waiting for her.
Scotia Plaza Toronto, Ontario
Scotia Plaza is a 69 storey, 275m high tower with a total area of 223,000 sq.m., a construction cost in excess of $200,000,000 and a structural cost of under $215.00 per sq.m.
Its structural component advanced Canadian design and construction technology by:
The planning was an intensive process which extended over a number of years. One of the earlier schemes called for the demolition of the existing Bank of Nova Scotia Building and the building of a 64 storey tower in its place on the corner of this major intersection. Potential political delay, the cost of demolition, the pressure to maintain the existing Bank of Nova Scotia vaults in continuous operation and the square foot bonus for retention precluded this scheme.
With the acceptance that the new tower would be located in the confined space east of the existing Bank of Nova Scotia Building, the design team produced a 64 storey tower. The structural engineers concluded from studies, that while an outrigged arrangement would be practical but at its limit as the wind resisting system, a perimeter tube structure should be considered because it offered more flexibility in layout and the potential for extra floors. The architectural team decided to integrate a tube expression in the architectural solution.
Subsequently, a higher density was permitted and the tower increased in height to its final 69 storey configuration. The investigation narrowed to five basic structural systems, namely:
Scheme 1: All Concrete
Scheme 2: Concrete Tube/Concrete Core/Steel Framed Floor
Scheme 3: Steel Tube/Concrete Core/Steel Framed Floor
Scheme 4: All Steel
Scheme 5: Concrete Tube/Steel Core/Steel Framed Floor
In proposing the concrete schemes it was recognized that concrete strengths of 75 MPa would be required for practical column sizes. Strengths in the range of 85 MPa to 90 MPa were also considered but not pursued as they were too far beyond the current state of the art in Toronto. Maximum concrete strengths in the Toronto area were 55 MPa, and the industry was surveyed to ascertain their willingness and technical competence to produce such a high strength. The response was positive from both a technical and cost point of view and design continued using the higher strength concretes. Costs were estimated for the five basic schemes and the lowest in order were:
Scheme 1: All Concrete
Scheme 2: Concrete Tube/Concrete Core/Steel Framed Floor
Scheme 5: Concrete Tube/Steel Core/Steel Framed Floor
Preliminary schedules showed small differences in costs and construction times, and the final selection of Scheme 2 at under $200.00/sq.m. was based on owner and architect preferences. In construction, typical floors did achieve the predicated 3 day cycle.
The decision to employ the Concrete Tube and Concrete Core with Steel Framed Flores, meant introducing into Canada the high technology of self-elevating forms for the vertical components of the structure, and was a world first in two such operations on the same project. With the selection of the structural system, the maximum concrete strengths were set at 70 MPa which satisfied all structural and architectural requirements. After the award for the supply of concrete, an extensive testing and trial batching program was undertaken and the concrete supplier elected to proceed with silica fume mixes of his initial 100% slag based mix designs. The structure was constructed as designed and topped off at the end of 1987.
The benefits of high-technology concrete with its cost advantages in lateral stiffness and vertical load-carrying capacity, in conjunction with the lightness and spanning abilities of structural steel, provided a unique solution.
Consulting Structural Engineers
1246 Yonge Street, Suite # 300
Toronto, ON Canada M4T 1W5
email: [email protected]
Phone: 416-961-8294
Fax: 416-961-7434
Quinn Dressel Associates has:
And is...
They have one of the best portfolios ~ how come I never knew about them? Most of their projects were with WZMH Architects.
PROJECT PORTFOLIO
Quinn Dressel Associates CORPORATE PROJECTS:
IBM 3600 Steeles, Markham> Architects: Webb Zerafa Menkes Housden Partnership
Nortel St. Laurent Campus, Montreal> HOK Urbana Architects/Menkes Shooner Dagenais
Nortel St. Laurent Campus, Montreal> HOK Urbana Architects/Menkes Shooner Dagenais
Pratt & Witney, Montreal> Architects: Webb Zerafa Menkes Housden Partnership
Prudential Assurance Centre, Kitchener > Architects: Webb Zerafa Menkes Housden Partnership
Quinn Dressel Associates ENTERTAINMENT:
Kravis Centre for the Performing Arts, West Palm Beach> Architects: Zeidler Roberts Partnership
CBC Broadcasting Centre, Toronto> Architects: Scott Associates Architects Inc./Bregman & Hamann
Quinn Dressel Associates HEALTH CARE
Princess Margaret Hospital,Toronto> Architects: Zeidler Roberts Partnership
Quinn Dressel Associates Hotels
Stoffer Hotel, Harborplace, Baltimore> Architects: Zeidler Roberts Partnership
Ritz-Carlton Hotel, Philadelphia> Architects: Zeidler Roberts Partnership
Hilton Niagara, Niagara Falls> Architects: Darling & Downey Architects
Quinn Dressel Associates INSTITUTIONAL
City Hall. Calgary> Architects: Webb Zerafa Menkes Housden Partnership
Gelber Law Library, McGill University, Montreal> Architects: Dan S. Hanganu Architects
Quinn Dressel Associates INTERNATIONAL
Elf Aquitaine, Paris> Architects: Webb Zerafa Menkes Housden Partnership
Shanghai Securities Exchange, Shanghai> Architects: Webb Zerafa Menkes Housden Partnership
Pudong Development Bank, Shanghai> Architects: Webb Zerafa Menkes Housden Partnership
Peoples Insurance Company of China, Shanghai> Architects: Webb Zerafa Menkes Housden Partnership
Peoples Insurance Company of China Shanghai Securities Exchange, Shanghai> Architects: Webb Zerafa Menkes Housden Partnership
Quinn Dressel Associates OFFICE PROJECTS
Royal Bank Plaza, Toronto> Architects: Webb Zerafa Menkes Housden Partnership
World Trade Center, MInneapolis/St. Paul> Architects: Webb Zerafa Menkes Housden Partnership
Liberty Place II, Philadelphia> Architects: Zeidler Roberts Partnership
Canterra Headquarters, Calgary> Architects: Webb Zerafa Menkes Housden Partnership
Maison de Cooperant, Montreal> Architects: Webb Zerafa Menkes Housden Partnership
Petro Canada Headquarters, Calgary> Architects: Webb Zerafa Menkes Housden Partnership
Scotia Plaza, Toronto> Architects Webb Zerafa Menkes Housden Partnership
Bank of Nova Scotia, Montreal
Quinn Dressel Associates RESIDENTIAL
Residence at the World Trade Center, Toronto> Architects: Webb Zerafa Menkes Housden Partnership
Hazelton Lanes, Toronto> Architects: Webb Zerafa Menkes Housden Partnership
66 Avenue Road, Toronto> Architects: Webb Zerafa Menkes Housden Partnership
Village by the Grange, Toronto> Architect: Webb Zerafa Menkes Housden Partnership
Renaissance Plaza, Toronto> Architects: Page & Steele Architect
Quinn Dressel Associates RETAIL
Shops at Liberty Place, Philadelphia> Architects: Zeidler Roberts Partnership
Shops at Liberty Place, Philadelphia> Architects: Zeidler Roberts Partnership
Pacific Center, Vancouver> Architects: Zeidler Roberts Partnership
Zeidler Roberts Partnership Harbour Place, Baltimore> Architects: Zeidler Roberts Partnership
Quinn Dressel Associates RENOVATION
Christ Church Cathedral, Montreal> Architects: Webb Zerafa Menkes Housden Partnership
Princess Margaret Hospital, Toronto> Architects: Zeidler Roberts Partnership
Exchange Place, Boston> Architects: Webb Zerafa Menkes Housden Partnership
336 Bay Street, Toronto> Architects Webb Zerafa Menkes Housden Partnership
>>Homepage: http://learn.utoronto.ca/
Special to Globe and Mail; Published Friday, Jan. 06, 2012 7:00AM EST
The following book excerpt is from Hiring For Attitude by Mark Murphy.
If your organization is going to excel, it needs the right people. But virtually every one of the standard approaches to selecting those right people is dead wrong. And here’s why: whenever managers talk about hiring the right people, they usually mean “highly skilled people.” For lots of executives, the war for talent is a war for the most technically competent people. But that’s really the wrong war to be fighting.
Most new hires do not fail on the job due to a lack of skill. My company, Leadership IQ, tracked 20,000 new hires over a three-year period. Within their first 18 months, 46 per cent of them failed (got fired, received poor performance reviews, or were written up). And as bad as that sounds, it’s pretty consistent with other studies over the years and thus not too shocking.
What is shocking, though, is why those people failed. We categorized and distilled the top five reasons why new hires failed and found these results:
1. Coachability (26%): The ability to accept and implement feedback from bosses, colleagues, customers, and others.
2. Emotional Intelligence (23%): The ability to understand and manage one’s own emotions and accurately assess others’ emotions.
3. Motivation (17%): Sufficient drive to achieve one’s full potential and excel in the job.
4. Temperament (15%): Attitude and personality suited to the particular job and work environment.
5. Technical Competence (11%): Functional or technical skills required to do the job.
You’ll notice that a lack of skills or technical competence only accounted for 11 per cent of new-hire failures. When a new hire was wrong for a company it was due to attitude, not a lack of skills.
ATTITUDE IS A BIGGER ISSUE THAN SKILLS
Our study showed that somebody was a bad hire for attitudinal reasons 89 per cent of the time. In some cases, these new hires just weren’t coachable, or they didn’t have sufficient emotional intelligence or motivation, or they just didn’t sync with the organization. But whatever the particulars, having the wrong attitude is what defined the wrong person in the majority of cases.
If you want more proof, do this little exercise. Make a quick list of the characteristics that define the low performers who work for you. These are the people that you regret hiring, the ones who cost you time, energy, and emotional pain—the kind of people who make you happy to hit some morning rush hour traffic because it’s a welcome respite from them. Don’t think about it too hard; you’re going to be doing plenty of that in later chapters. Just jot down the first four, five, or six things that come into your mind when you think about what makes these folks low performers.
I happen to have just conducted this exercise with a client who was happy to have me share his results. Here’s the list of the low performer characteristics this CEO came up with:
Top Characteristics of Low Performers
Are negative
Blame others
Feel entitled
Don’t take initiative
Procrastinate
Resist change
Create drama for attention
I’ve done this exercise with countless clients, and while the low performer characteristics I hear tend to vary widely, one factor remains consistent: I rarely hear anything skill related. Overwhelmingly, the characteristics that define mishires (low performers) are attitudinal. In fact, whenever I’ve probed for more feedback, I’ve generally been told that a good number of those negative, entitled, blaming, change-resistant low performers have really good skills. That, of course, only makes the whole low performer situation even more painful. (Parenthetically, most companies are currently paying people they regret hiring because it’s usually harder to fire someone than it was to hire them, especially if they have decent skills but a lousy attitude. This is all the more reason to learn how to Hire for Attitude.)
The same exercise can be done with your high performers. And again, you’ll likely find that what makes these folks so great is all about their attitudes and not their skills. Don’t get me wrong. I’m not saying that skills don’t matter—they do. But I’m also saying that the biggest challenge in hiring is not determining skill but rather determining whether or not someone has the right attitude to be a good fit in your organization. Besides, figuring out if someone has the right skills, or enough raw IQ points, is actually pretty easy. Virtually every profession has some kind of a test to assess skill. If you want to be a board certified neurosurgeon, you have to pass a test. If you want to be a Cisco Certified Internetwork Expert (considered perhaps the toughest networking certification), you have to pass a written and a lab test. If you want to be a nurse, pharmacist, engineer, nuclear physicist, car mechanic, or whatever, there’s a test to assess if you have the skills and horsepower to do so.
And even though I personally lack the skills to pass the tests for any of those jobs, I could easily proctor the exam. And if I buy the scoring key, guess what? I could grade those tests as well. And so could you. If you’re looking for a Java programmer, give her a page of code with bugs and have her debug and rewrite the code. Google holds a Code Jam that they describe as “a programming competition in which professional and student programmers are asked to solve increasingly complex algorithmic challenges in a limited amount of time.” Some hospitals hold competency fairs to test clinical knowledge. (“You say you know about infection control, chest tubes, and insulin protocols, so show me.”) There’s really no excuse for hiring somebody who lacks the skills to do the job, which no doubt is a contributing factor to why only 11 per cent of new hires fail because of skill.
So when you see your colleagues get fixated on hiring people who can “do the job” and who have the “right skills” and enough “talent,” you’ll want to explain to them that attitude, not skill, is the top predictor of a new hire’s success or failure. Because even the best skills don’t really matter if an employee isn’t open to improving or consistently alienates co-workers, lacks drive, or simply lacks the right personality to succeed in that culture. Skills still count, but the data overwhelmingly tell us that attitude is the hiring issue that should demand the most focus.
Reprinted with permission from The McGraw-Hill Companies, Inc.
WALLACE IMMEN
Last updated Friday, Jan. 06, 2012 9:18AM EST
Tell me about … your biggest weakness ... your favourite colour ... the superhero you most admire.
At least 70 per cent of employers still ask lame, predictable questions such as these in job interviews. That’s why they often miss clues that a candidate is destined to be a flop as an employee, leadership coach Mark Murphy found in a study his company did, which became the basis for his new book, Hiring for Attitude. Click here to read an excerpt posted in the globe and mail or my next post tomorrow
The study tracked 20,000 newly hired employees in the United States, Canada, Europe and Asia, and found that 46 per cent of them had either been dismissed or received poor performance reviews or written reprimands over the course of the past three years.
“Most new hires don’t fail for lack of skill. Rather, their underlying personalities and attitudes aren’t a good match for the job and the organization,” Mr. Murphy concluded.
Their employers didn’t probe enough into the attitude behind their skills and their well-rehearsed answers in the job interview, said Mr. Murphy, chief executive officer of Washington, D.C.-based Leadership IQ.
“I’m regularly told by employers that their low performers have really good job skills, but other factors such as being negative, feeling entitled, blaming or being change-resistant turned out to be the reason they didn’t work out,” he said in an interview.
The right attitude for a job is a blend of the candidate’s personality and how they will fit with the culture and values of the organization, he said. “You can have a great personal attitude that’s upbeat and positive, but if you are an individualist and like to work alone you may not fit in a collaborative work environment.”
Mr. Murphy found five main issues that led to failure:
Coachability: In 26 per cent of failures, the employees were unable to accept and use feedback from bosses, colleagues or customers.
Emotional intelligence: In 23 per cent, the issue was inability to manage their emotions and accurately assess others’ reactions or expectations.
Motivation: For 17 per cent, the issue was lack of sufficient drive to reach their potential and excel in the job.
Temperament: In 15 per cent of the cases, their personality didn’t suit their job or their team.
Technical competence: In only 11 per cent of cases, the person’s functional skills weren’t up to the job.
Given these findings, Mr. Murphy said employers have to know what attitudes they’re looking for in an employee and ask probing questions to make sure candidates are right for the organization,
A good example, he said, is the Toronto-based Four Seasons Hotels chain. “In their interviews, they treat candidates like they treat their guests, and they expect that candidates will reciprocate,” he said. For example, “even when candidates are waiting for the interview, do they greet each other? Are they polite and make eye contact? And their interview questions are designed to reveal underlying personality and attitudes.”
Interviewing for attitude will become increasingly important as organizations realize they can’t hire as many people as they did in the past and they want to ensure they get people with the right fit, Mr. Murphy said.
“When you only have 60 minutes or so in an interview, it makes no sense to ask questions that people can prepare for in advance and don’t tell much about underlying attitudes.”
He said his suggested “coachability questions” for getting at underlying attitudes may sound somewhat stern, but they are effective. For example, he recommends that the interviewer start by asking about the applicant’s previous boss: “Make them believe you’re going to talk to the former boss, even if that’s not the case.”
Rather than asking what the applicant sees as strengths and achievements, questions should ask what he thinks the former boss or co-workers would say were his strengths and weaknesses. Even if you’re not planning to contact the former employer, simply giving the impression there’s going to be a full review will get people to open up, he said.
Also, “Avoid questions that lead toward hypothetical situations. You want to know how people actually responded in historic moments rather than wax philosophical.”
Another signal about good attitude is how people phrase their answers, so listen carefully. “It’s not so much specific words, but the way people use them that are tip-offs to potentially weak performers.” He has found that high performers tend to answer questions in the past tense, saying: “I did this and I made that happen.” By contrast, people who are low performers tend to use the present or future tense: “When something like that happens, I do this.”
Hearing someone use abstract descriptions could be a signal that he or she might not have the necessary experience or attitude you’re looking for, Mr. Murphy said.
Another finding from his study is that low performers tend to use more adverbs in describing themselves. “High-performing candidates are more comfortable talking about their performance without dressing it up with superlatives. Rather than talking about how exceptional their work was, they let their record speak for them.”
TIPS FOR INTERVIEWERS
Common questions to avoid:
“Tell me about yourself.” This usually elicits a recitation about how the person always works hard and is good at collaborating. It tells you very little.
“What are your weaknesses?” How many ways are there to say you work too hard and tend to be a perfectionist?
“Tell me about …” Asking for a specific example of how the person resolved a conflict won’t tell you about issues he or she has trouble resolving.
“What would you do if …” Hypothetical questions bring idealized answers that rarely reflect reality.
“What kind of animal would you be?” Not surprisingly, most people say lion rather than parrot. Does this give you any real insight?
Coachability questions that reveal underlying attitude:
“What was your boss’s name? Please spell the full name for me.”
“Tell me about your former boss.”
“What is something you could have done differently to enhance your working relationship with your former boss?”
“When I talk to your former boss, what will they tell me your strengths are? What will they say you would need to improve?”
CNBC-TV18 is a business news channel broadcast in India based in Mumbai. The channel was launched on December 7, 1999. It was the first business news channel launched in India and still leads that genre. The channel has been an integral part of the Indian economic story, spearheading and mirroring India's enterprising times.
The channel's benchmark coverage extends from corporate news, financial markets coverage, and expert perspective on investing and management to industry verticals and beyond. CNBC-TV18 has been constantly innovating with new genres of programming that helps make business more relevant to different constituencies across India. India’s most able business audience consumes CNBC-TV18 for their information and investing needs. This audience is highly diversified, at one level comprising key groups such as business leaders, professionals, retail investors, brokers and traders, intermediaries, self-employed professionals, high-net-worth individuals, students and even homemakers but shares a distinct commonality in terms of their spirit of enterprise. CNBC-TV18 is available in over 35 million households in India.
CNBC-TV18's Key Milestones
I was just watching this epsiode of Young Turks- very good speakers who were inspiring. A lot of new leaders coming out of India with original ideas ~ always good to see them get recognition.
Galleria Supermarket
Categories: Restaurants Korean Food Grocery Korean, Grocery
7040 Yonge St
Vaughan, ON L4J 1V7
(905) 882-0040
www.galleriasm.com
Add Photos Price Range: $$
Accepts Credit Cards: Yes
Parking: Private Lot
Noise Level: Average
Has TV: No
Wheelchair Accessible: Yes
http://www.yelp.ca/biz/galleria-supermarket-vaughan
I was here!! I love this place! Rice cakes and Kimbap!!
+ Red Bean filled Fish cakes!
I watched this movie 'Black Narcissus' about 7 or so months ago on TCM and when I watched the documentary on cinematographer Jack Cardiff yesterday I got reminded of how outstanding his work truly was in this movie. This movie is dark and beautiful and sure to leave a long lasting visual impact. Plus the story is imagined to be in Darjeeling, India where I grew up which had initially perked my interest - I do not agree with most aspects of the movie but I do respect the ability of the cinematographer and the set designer.
The Cinematography of Black Narcissus by Jack Cardiff won the 1948 Academy Awards for Best Color Cinematography
ProductionOf the three principal Indian roles, only the Young General was played by an ethnic Indian; the roles of Kanchi and the Old General were performed by white actors in makeup. The role of Kanchi was a change indeed for 'the demure Miss Simmons.' Kanchi, 17, is described by Rumer Godden as ' a basket of fruit, piled high and luscious and ready to eat. Though she looks shyly down, there is something steady and unabashed about her; the fruit is there to be eaten, she does not mean it to rot.' On landing the part Simmons told her mother she had been given a part in which she had to have 'oomph'. 'The Indian extras were cast from workers at the docks in Rotherhithe.
The film was made primarily at Pinewood Studios, but some scenes were shot in Leonardslee Gardens, West Sussex, the home of an Indian army retiree which had appropriate trees and plants for the Indian setting. The film makes extensive use of matte paintings and large scale landscape paintings to suggest the mountainous environment of the Himalayas, as well as some scale models for motion shots of the convent. Powell said later, 'Our mountains were painted on glass. We decided to do the whole thing in the studio and that's the way we managed to maintain colour control to the very end. Sometimes in a film its theme or its colour are more important than the plot.'
For the costumes, Junge, the art director, had three main colour schemes. The nuns were always in the white habits that he designed from a medley of medieval types. These white robes of heavy material stressed the nuns' other-worldliness amid the exotic native surroundings. The chief native characters were robed in brilliant colours, particularly the General and his young nephew, in jewels and rich silks. Other native characters brought into the film merely as 'atmosphere' were clad in more sombre colours, with the usual native dress of the Nepalese, Bhutanese and Tibetan peoples toned down to prevent overloading the eye with brilliance.
For more images from the film Black Narcissus: http://evanerichards.com/2010/935
For video/ pictures/ to buy movie> http://www.criterion.com/films/632-black-narcissus
Just finished watching Cameraman: The Life and Work of Jack Cardiff (on TCM Classics). It is a 2010 documentary film that explores the work of deceased cinematographer Jack Cardiff. It reviews his work and, with the input of many of his contemporaries, examines his legacy as one the most influential film makers of his generation and details how he became master of the Technicolor process.
DO CHECK THE NEXT POST for more on his work on 'Black Narcissus'.
I woke up at midnight and was flipping through this book 'Ten Steps Ahead by Erik Calonius' when I came across the story of Mr. Douglas Prasher; pg. 132-134. Below is a little bite taken out of the book:
"In the late 1980s, a biochemist named Douglas Prasher received a three-year, $200,000 grant from the American Cancer Society to try to clone the gene for green fluorescent protein from Aequorea victoria, a species of Pacific Ocean jellyfish that glows bright green under ultraviolet light. The fluorescent material, it was believed, could be injected into other cells so that one might watch events that hitherto had been invisible-like the development of nerve cells in the brain or the spread of cancer cells.
... Like any good scientist, he shared his findings, passed his results and some of the cloned material to Martin Chalfie, a geneticist at Columbia University.
Prasher was set to do more when he was informed that he had failed to attain tenure at Woods Hole and would have to leave...While Prasher was bouncing from job to job, leaving him no time for Aequorea victoria, Chalfie at Columbia was making steady progress: He had been able to splice the material into E.coli and then into the roundworm C. elegans. Sure enough, the protein inside glowed green, proving that it could be used as a tag in a variety of ways.
... Things got progressively worse for Prasher. Funding was cut short at the Beltsville, Maryland, lab. Bravely, Prasher bounced from there to AZ Technology in Huntsville, Alabama. Then he lost that job in another round of cuts.
...
The climax came in October 2008, when Chalfie, along with Osamu Shimomura of the Marine Biology Laboratory and Boston Medical School, and Roger Y. Tsien of the University of California at San Diego, won the Nobel Prize "for the discovery and development of the green fluorescent protein, GFP".
But there as no mention of Douglas Prasher... When interviewed by National Public Radio's Inside Edition, Prasher said that he had been unable to find a job in science, his life savings had run out, and he was now working as a courtesy shuttle-bus driver for Bill Penney Toyota in Huntsville, Alabama.
In their Nobel speeches in Stockholm that winter, all three men thanked Prasher profusely.
"I'm really happy for them," replied Prasher, adding that in the face of his tough circumstances withholding the glowing material from Chalfie would not have been the right thing to do.
An honest and talented man, Douglas Prasher. He could have been a contender. He just ran out of luck.
Go to his wikipedia page: http://en.wikipedia.org/wiki/Douglas_Prasher
I am addicted to the 'Honey Mustard & Onion Pretzel Pieces' from Snyder's of Hanover. My mum used to buy them for me when I was home from Mac's Convenience. I know of one Mac's convenience in Toronto but that is a street car ride away!
Snyder's of Hanover is a bakery and snack food distribution company based in Hanover , Pennsylvania, specializing in pretzels. Snyder's of Hanover is the #1 pretzel company in the United States (surpassing even Frito Lay), and also the global leader in pretzel sales. Snyder's of Hanover is the #2 salty snack foods company overall. Its products are sold throughout the United States, Canada, many European nations, Asia, and in the Middle East. The bakery offers 25 varieties of traditional pretzels and in addition, pretzel pieces, pretzel sandwiches, chocolate-coated pretzels, organic and gluten-free pretzels, potato chips, and other snack foods.
Go to homepage: http://www.snydersofhanover.com/
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