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Mirrors are one of the important items when it comes to interior decorations. Mostly overlooked, these mirrors constitute an important part in our bedrooms and bath areas. Most of us does not give due importance to the bath areas but if you think carefully it would be the first place one would visit in the morning after a night's sleep. It's also the place where both men and women groom themselves in order to face the day. For instance, men use these mirrors for shaving and women have their makeup routine and style their hair. Thus, Vanity Mirror With Lights is important when it comes to decorating your bathroom.

Today's post was written by Howard Kourik, Director, Information Systems, San Diego County Regional Airport Authority The San Diego County Regional Airport Authority manages operations at one of Southern California's busiest regional airports, San Diego International. We were created to serve the public and have a mandate from the state of California to address the local area's long-term transportation needs. While we are a public entity, we function very much like any other business. In fact, we don't accept any tax dollars to support our operations. Instead, we rely on landing fees, the rent we receive from tenants, and a percentage of the profits from concessions-the restaurants, newsstands, and other shops located in the airport-to fund our growth. And like every business, we're constantly looking for ways to bring down our costs by operating more efficiently. We evaluated a lot of technologies to help us trim costs, but we selected Office 365 because it not only saves money, it gives us what we need to meet future IT demands. With our eyes on current and future needs, we did some modeling to gauge regional demand for our airport services over the next decade. It quickly became clear that we needed to add runways, terminals, and other "bricks and mortar" facilities, and upgrade our network infrastructure. Still, the only way we could budget for that expansion was to reduce or eliminate some of our fixed capital costs. I knew that one important way we could trim expenses was by taking a closer look at the technology we use and how we manage it. Our email system offered a prime example of how, by rethinking the way we deliver core IT services, we could cut down on operational "drag" and potentially save our IT team lots of time. Historically, we've managed our email in a clustered environment across four physical servers. So, we were not only worrying about the cost of the servers; we had to invest in mirroring software and an antivirus so

Let's unlock the true caliber of your Chromecast by digging into a Chrome browser's cast extension. This tutorial allows you to improve video performance, mirror your entire PC screen, display locally stored files and much more.

A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther

Every person has a vision of their ideal self. Some will look at a billboard or a page in a magazine and see a slim, nicely toned, good-looking man or woman and visualize that it's roughly how they themselves look. The reality hits hard when they stand on the weighing scales or get a glimpse of their width in the mirror. The difference between these two images makes them think, "how can I get from here to there? What is the best way to lose weight?"

This app lets you continuously monitor live video on an adjustable delay of up to 10 minutes, transforming your iPad into a DELAYABLE MIRROR.