Patty Andrews of Andrews Sisters dead at 94


LOS ANGELES (AP) — Patty Andrews, the last surviving member of the singing Andrews Sisters trio whose hits such as the rollicking "Boogie Woogie Bugle Boy of Company B" and the poignant "I Can Dream, Can't I?" captured the home-front spirit of World War II, died Wednesday. She was 94.


Andrews died of natural causes at her home in the Los Angeles suburb of Northridge, said family spokesman Alan Eichler in a statement.


Patty was the Andrews in the middle, the lead singer and chief clown, whose raucous jitterbugging delighted American servicemen abroad and audiences at home.


She could also deliver sentimental ballads like "I'll Be with You in Apple Blossom Time" with a sincerity that caused hardened GIs far from home to weep.


From the late 1930s through the 1940s, the Andrews Sisters produced one hit record after another, beginning with "Bei Mir Bist Du Schoen" in 1937 and continuing with "Beat Me Daddy, Eight to the Bar," ''Rum and Coca-Cola" and more. They recorded more than 400 songs and sold over 80 million records, several of them going gold (over a million copies).


Other sisters, notably the Boswells, had become famous as singing acts, but mostly they huddled before a microphone in close harmony. The Andrews SistersLaVerne, Maxene and Patty — added a new dimension. During breaks in their singing, they cavorted about the stage in rhythm to the music.


Their voices combined with perfect synergy. As Patty remarked in 1971: "There were just three girls in the family. LaVerne had a very low voice. Maxene's was kind of high, and I was between. It was like God had given us voices to fit our parts."


The Andrews Sisters' rise coincided with the advent of swing music, and their style fit perfectly into the new craze. They aimed at reproducing the sound of three harmonizing trumpets.


"I was listening to Benny Goodman and to all the bands," Patty once remarked. "I was into the feel, so that would go into my own musical ability. I was into swing. I loved the brass section."


Unlike other singing acts, the sisters recorded with popular bands of the '40s, fitting neatly into the styles of Benny Goodman, Glenn Miller, Jimmy Dorsey, Bob Crosby, Woody Herman, Guy Lombardo, Desi Arnaz and Russ Morgan. They sang dozens of songs on records with Bing Crosby, including the million-seller "Don't Fence Me In." They also recorded with Dick Haymes, Carmen Miranda, Danny Kaye, Al Jolson, Jimmy Durante and Red Foley.


The Andrews' popularity led to a contract with Universal Pictures, where they made a dozen low-budget musical comedies between 1940 and 1944. In 1947, they appeared in "The Road to Rio" with Bing Crosby, Bob Hope and Dorothy Lamour.


The trio continued until LaVerne's death in 1967. By that time the close harmony had turned to discord, and the sisters had been openly feuding.


Bette Midler's 1973 cover of "Boogie Woogie Bugle Boy" revived interest in the trio. The two survivors joined in 1974 for a Broadway show, "Over Here!" It ran for more than a year, but disputes with the producers led to the cancellation of the national tour of the show, and the sisters did not perform together again.


Patty continued on her own, finding success in Las Vegas and on TV variety shows. Her sister also toured solo until her death in 1995.


Her father, Peter Andrews, was a Greek immigrant who anglicized his name of Andreus when he arrived in America; his wife, Olga, was a Norwegian with a love of music. LaVerne was born in 1911, Maxine (later Maxene) in 1916, Patricia (later Patty, sometimes Patti) in 1918.


All three sisters were born and raised in the Minneapolis area, spending summers in Mound, Minn., on the western shores of Lake Minnetonka, about 20 miles west of Minneapolis.


Listening to the Boswell Sisters on radio, LaVerne played the piano and taught her sisters to sing in harmony; neither Maxene nor Patty ever learned to read music. All three studied singers at the vaudeville house near their father's restaurant. As their skills developed, they moved from amateur shows to vaudeville and singing with bands.


After Peter Andrews moved the family to New York in 1937, his wife, Olga, sought singing dates for the girls. They were often turned down with comments such as: "They sing too loud and they move too much." Olga persisted, and the sisters sang on radio with a hotel band at $15 a week. The broadcasts landed them a contract with Decca Records.


They recorded a few songs, and then came "Bei Mir Bist Du Schoen," an old Yiddish song for which Sammy Cahn and Saul Kaplan wrote English lyrics. (The title means, "To Me You Are Beautiful.") It was a smash hit, and the Andrews Sisters were launched into the bigtime.


Their only disappointment was the movies. Universal was a penny-pinching studio that ground out product to fit the lower half of a double bill. The sisters were seldom involved in the plots, being used for musical interludes in film with titles such as "Private Buckaroo," ''Swingtime Johnny" and "Moonlight and Cactus."


Their only hit was "Buck Privates," which made stars of Abbott and Costello and included the trio's blockbuster "Boogie Woogie Bugle Boy from Company B."


In 1947, Patty married Martin Melcher, an agent who represented the sisters as well as Doris Day, then at the beginning of her film career. Patty divorced Melcher in 1949 and soon he became Day's husband, manager and producer.


Patty married Walter Weschler, pianist for the sisters, in 1952. He became their manager and demanded more pay for himself and for Patty. The two other sisters rebelled, and their differences with Patty became public. Lawsuits were filed between the two camps.


"We had been together nearly all our lives," Patty explained in 1971. "Then in one year our dream world ended. Our mother died and then our father. All three of us were upset, and we were at each other's throats all the time."


Patty Andrews is survived by her foster daughter, Pam DuBois, a niece and several cousins. Weschler died in 2010.


A memorial service is planned in Los Angeles, with the date to be determined.


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Illness Walks the Runway





A top fashion designer quarantines a sneezing underling, forcing her to work in a closet. An industry P.R. executive makes colleagues douse their hands with Purell. Germ-phobic magazine editors are powerblasting offices with antiseptic wipes and Lysol.




Such is the dread gripping the fashion world as it prepares for New York Fashion Week, beginning Feb. 7, with a killer flu and a stomach-bug norovirus on the loose.


The eight-day event, when fashionistas from around the world pack into small spaces to attend runway shows and parties — only to cram onto the same flights and repeat the process in London, Milan and Paris — is always an occasion for sickness paranoia. In past years, sniffles in the front row could prompt icy stares and social ostracism.


But with this season’s flu panic, the fear is approaching hysteria. Stressed-out designers recoil in horror if someone coughs within earshot. Frail models shiver their way between fittings, terrified someone will spy their runny noses. And frenemies everywhere are reconsidering the wisdom of the double-cheek kiss, the standard greeting of the global fashion tribe. Air kissing seems safe for now.


“This will be the season where everyone in fashion becomes mysteriously nonaffectionate,” said Laura Brown, executive editor of Harper’s Bazaar. Staff members in her West 57th Street offices, she added, have been scouring doorknobs with sanitizing wipes. “We can give a nudge and a wink instead.”


To be fair, much of the paranoia is founded. According to the Centers for Disease Control and Prevention, deaths from the current flu season reached “epidemic” levels, in part because of an unusually severe flu strain. Adding to the flulike epidemic is a surging new strain of norovirus, which can cause sudden diarrhea and projectile vomiting, and the worst whooping cough outbreak in 60 years.


And while there is some evidence that the flu season has peaked almost everywhere in the country, except for the West Coast, flu activity continued to be high in New York through the week ending Jan. 19, as tracked by the C.D.C., and on the rise in parts of Europe including Italy. (Milan hosts a fashion week starting Feb. 20.)


Norovirus also seems to be surging abroad; it has reached epidemic levels in France, according to the latest report from the country’s doctor network Réseau Sentinelles, with more than one million French people visiting doctors for it in the past five weeks.


Yet even as flu season appears to be ebbing in New York, it remains a worry inside the fashion bubble. With sleep-deprived colleagues huddled in close quarters day and night, things can go viral quickly, especially in the petri dish that is Fashion Week.


“Fashion people are at risk for a variety of viral syndromes because they work long hours and they move in a pack,” said Dr. Robert Glatter, known in fashion circles for making house (or studio) calls.


Dr. Barry Cohen, whose primary-care office on Spring Street faces Marc Jacobs’s studios, says he has been bombarded with rheumy-eyed industry divas begging for quick fixes. “Fashion people touch each other all day, so they get exposed over and over,” he said.


And when the pack is moving fast and furious, it can’t slow down for the weak. “Fashion Week season is a nonstop assault on the immune system,” said Derek Blasberg, an editor at large for Harper’s Bazaar. “Early shows, late dinners, crammed into tents and airplanes: you don’t want to sit next to anyone coughing, because if you get sick, you’re screwed.”


The viral assault does not end with New York. “By the time we finish the New York shows, we’re already a wreck, because New York simply has too many shows,” said Mickey Boardman, editorial director of Paper magazine. “Then you get on a plane and hit the ground running in London, where there’s always fun parties. You’re eating French fries for dinner and drinking Cokes from your minibar, and your sleep patterns are messed up.”


“You’re putting your life at risk,” he added.


WHILE KEEPING THE WORLD trendy has its hazards, fashionistas have developed stylish tactics to avoid getting the bug. Many have dutifully gotten their flu shots. (It’s not too late, though it takes about two weeks to build up immunity — just in time for London Fashion Week.)


Others follow variations of what could be called the standard fashion-world starvation diet, whether it’s drinking large quantities of SmartWater fortified with packets of the vitamin supplement Emergen-C, or force-feeding themselves nothing but raw greens, like koalas munching eucalyptus leaves. Dr. Glatter says he has even treated some fashion people for diarrhea from eating too much kale.


Then there are the juicers. The designer Cynthia Rowley swears by Juice Press, the three-year-old Manhattan chain popular with fashion insiders for its 17-ounce $10 bottles of cold-pressed fruits and vegetables. “I’m addicted,” said Ms. Rowley, who added that she chugged the stuff with staff members when they were not taking spin classes en masse at SoulCycle.


“Nobody’s sick at my office,” she bragged dangerously. “We work in one room, so if one person drops, they take down the whole team.”


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BlackBerry Maker Unveils Its New Line


Marcus Yam for The New York Times


Thorsten Heins, the chief executive of BlackBerry, which was known as Research in Motion, introduces the company's new phones.







BlackBerry’s maker unveiled a new operating system and a new line of phones on Wednesday, along with a new corporate name, with the hope of restoring its products’ status as a symbol of executive cool.




Analysts, technology reviewers and app developers with advance access to the BlackBerry Z10 and the BlackBerry 10 operating system have said it is the company’s first competitive touch-screen phone. But BlackBerry 10 arrives long after Apple’s iPhone and phones using Google’s Android operating system have come to dominate the smartphone market that the BlackBerry effectively created. According to IDC, BlackBerry now holds just 4.6 percent of that market, about one-tenth of its historic peak.


To emphasize the changes brought by the new operating system, Thorsten Heins, who took over as chief executive a year ago, said the company, known until now as Research In Motion, had adopted BlackBerry as its corporate name. Its Nasdaq trading symbol will become BBRY, and it will trade as BB in Toronto.


In addition to the BlackBerry Z10 phone, there will be a second model, the Q10, that includes one of the line’s signature physical keyboards. Verizon Wireless announced that it would price the Z10 at $200 with a two-year contract. BlackBerry 10 phones will also be carried by AT&T, Sprint and T-Mobile.


“Today represents a new day in the history of BlackBerry,” Mr. Heins said. “These BlackBerry 10 devices are absolutely the best typing experiences in the industry.”


BlackBerry said the Z10 would be available in the United States in March and in Canada on Feb. 5.


There were few surprises in the initial portion of Mr. Heins’s presentation at an event in New York. The company began demonstrating the touch-screen phone and operating system in May and also made prototypes available to app developers at the time. In recent weeks, photographs of the final version of the phones have made their way to various American and European technology Web sites.


Physically, the Z10 resembles an iPhone 5 with its corners snipped off.


But unlike its competitors, the Z10 lacks a button to take users back to a home page and relies entirely on users swiping their fingers across the 4.2-inch screen from different directions to summon features or menus.


While the Z10 lacks a physical keyboard, the main attraction of BlackBerrys for many current users, the company said that it had developed software which should alleviate some of the inadequacies of on-screen typing. According to BlackBerry, its software studies users’ common typing mistakes over time and then starts automatically correcting them. It will also build up a list of commonly used words and offer them as suggestions that can be selected with a flick of a finger.


While developing the new operating system, the company took great pains to improve its strained relationship with app developers. The operating system was also designed in a way that allows them to adapt Android apps for BlackBerry 10 by making some relatively minor modifications.


BlackBerry said Wednesday that more than 70,000 BlackBerry 10 apps were now available.


For corporate and government users, BlackBerry 10 server software will allow them to divide employees’ BlackBerry 10 phones into separate work and personal spheres and give I.T. managers complete control over the former.


This article has been revised to reflect the following correction:

Correction: January 30, 2013

Because of an editing error, an earlier version of this article referred imprecisely to the plans of major American carriers to offer the two new BlackBerry models. While Verizon Wireless, AT&T, Sprint and T-Mobile will all carry new BlackBerrys, not all will offer the Z10; Sprint has so far announced plans only to offer the other model, the Q10.



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BlackBerry 10’s Debut Is a Critical Day for Research in Motion





OTTAWA — Research in Motion’s introduction on Wednesday of a new BlackBerry phone will be the most important event in the company’s history since 1996, when its founders showed investors a small block of wood and promised that a wireless e-mail device shaped like that would change business forever.




Now with just 4.6 percent of the global market for smartphones in 2012, according to IDC, RIM long ago exchanged dominance for survival mode. On Wednesday, the company will introduce a new line of smartphones called the BlackBerry 10 and an operating system of the same name that Thorsten Heins, the president and chief executive of RIM, says will restore the company to glory.


But Frank Mersch, who became one of RIM’s earliest investors after seeing the block of wood, is far less excited by what he sees this time around.


“You’re in a very, very competitive market and you’re not the leader,” Mr. Mersch, now the chairman and a vice president at First Street Capital in Toronto, said of RIM. “You have to ask: ‘At the end of the day are we really going to win?’ I personally think the jury’s out on that.”


The main elements of the new phones and their operating system are already well known. Mr. Heins and other executives at RIM have been demonstrating the units for months to a variety of audiences. App developers received prototype versions as far back as last spring.


While analysts and app developers may be divided about the future of RIM, there is a consensus that BlackBerry 10, which arrives more than year behind schedule, was worth the wait.


Initially RIM will release two variations of the BlackBerry 10, one a touch-screen model that resembles many other phones now on the market. The other model is a hybrid with a keyboard similar to those now found on current BlackBerrys as well as a small touch screen.


The real revolution, though, may be in the software that manages a person’s business and personal information. It is clearly designed with an eye toward retaining and, more important, luring back, corporate users.


Corporate and government information technology managers will be able to segregate business-related apps and data on BlackBerry 10 handsets from users’ personal material through a system known as BlackBerry Balance. It will enable an I.T. manager to, among other things, remotely wipe corporate data from fired employees’ phones while leaving the newly jobless workers’ personal photos, e-mails, music and apps untouched. The system can also block users from forwarding or copying information from the work side of the phone.


Messages generated by e-mail, Twitter, Facebook, instant messaging and LinkedIn accounts are automatically consolidated into a single in-box that RIM calls BlackBerry Hub.


Charles Golvin, an analyst with Forrester Research, called the new phones “beautiful” and described the operating system as “a giant leap forward” from RIM’s current operating system. Ray Sharma, who followed RIM’s glory years as a financial analyst but who now runs XMG Studio, a mobile games developer in Toronto, has been similarly impressed.


But both men are among many analysts who question the ability of BlackBerry 10, whatever its merits, to revive RIM’s fallen fortunes.


“If it’s good, it will help inspire the upgrade cycle,” Mr. Sharma said. “But it has to be great in order to inspire touch-screen users to come back. If it’s good, not great, I will be concerned.”


Mr. Golvin was more blunt. “They’ll need to prove themselves in the face of a simultaneous onslaught of marketing from Microsoft, not to mention the continued push from Apple plus Google and its Android partners,” he wrote. “This is a gargantuan challenge for a company of RIM’s size."


In the year since he took over from the founders, Jim Balsillie and Mike Lazaridis, Mr. Heins has certainly remade RIM. He cut 5,000 jobs in a program to reduce operating costs by about $1 billion a year. Along the way, he also replaced RIM’s senior management and straightened out its balance sheet. While unprofitable, RIM remains debt-free and holds $2.9 billion in cash.


With BlackBerry 10, RIM not only started over with its operating system, it also rebuilt the company through acquisitions. Its core operating system comes from QNX Software Systems, the design of the user interface is largely the work of the Astonishing Tribe in Sweden while other main components, like the touch-screen technology, came from smaller companies that are now part of RIM.


Integrating all of those acquisitions, analysts and former RIM employees say, added to the delays that plagued BlackBerry 10.


Now that the new phones are finally here, Mr. Heins is counting on RIM’s remaining base of 79 million users globally to eagerly upgrade. But where those customers reside may be as important in their numbers in determining the success of that plan.


In the United States, which leads the world in setting smartphone trends, about 11 million BlackBerry users switched to other phones between 2009 and the middle of last year, according to an analysis by Horace Dediu on Asymco, a wireless industry blog he founded.


Until the final months of 2012, RIM continued to increase its subscriber base through sales of low-cost handsets to less developed countries like Nigeria and Indonesia. Although BlackBerry 10 will be made available worldwide, the initial phones will be too expensive for a majority of BlackBerry fans in those regions.


RIM may also have confused its loyalists, particularly in North America and Europe, in the run-up to the BlackBerry 10 debut. Many of those users stuck with BlackBerrys because of their physical keyboards. But public demonstrations for BlackBerry 10 were centered on the touch-screen-only version and its virtual keyboard.


While some corporations have remained loyal to BlackBerry, RIM not only has to sell them on the new handsets, it also must persuade them to upgrade server software to accommodate the new operating system, a costly and time-consuming process. Companies whose employees continue to use older BlackBerrys will have to run two separate BlackBerry servers.


Mr. Heins’s pitch to those corporations is that the BlackBerry 10 server software will also allow them to manage and control data on employees’ Android phones and iPhones. But any corporation or organization that allows those phones to connect with its systems long ago installed mobile device management software from other companies, including Good Technology and SAP. RIM is likely to find that the competition in device management software is as severe as it is in the handset business.


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RIM faces its day of reckoning with BlackBerry 10 launch






NEW YORK (Reuters) – The innovative line of BlackBerry smartphones that Research In Motion Ltd will formally unveil on Wednesday has already succeeded on one crucial count – getting RIM back in the conversation.


The new BlackBerry 10 has created a buzz among technology watchers and financial analysts, thanks to nifty features that may set it apart in an overcrowded smartphone market. RIM stock has almost tripled over the past four months on hopes the devices can restore RIM to sustained prosperity.






Reviewers like the browser speed and the intuitive keyboard on RIM’s new touchscreen. A feature called BlackBerry Balance, which keeps corporate and personal data separate, could help RIM rebuild its traditional base of big business customers.


It’s a welcome start for RIM, the smartphone pioneer that has teetered on the brink of irrelevance. But success will come only if consumer and business customers embrace the new technology in the weeks and months after CEO Thorsten Heins takes the wraps off the phone at a glitzy New York launch.


RIM is gambling its survival on the much-delayed BlackBerry 10, hoping to claw its way back into an industry now dominated by Apple Inc’s iPhone and Samsung Electronics Co Ltd’s Galaxy.


The timing may be just right. The new phone hits the market just as the iPhone’s remarkable run is showing some signs of slowing.


“I really do believe that the consumer market as a whole is ready for something new,” said Kevin Burden, head of mobility at Strategy Analytics, an industry consulting firm.


“I have to believe that there is some level of user fatigue that plays into the longevity of some of these platforms,” he added, referring to Google Inc’s Android and Apple’s iOS, which are both more than five years old. “RIM is probably timing it right.”


U.S. BATTLEGROUND


To be sure, RIM shares are about 90 percent below a 2008 peak near $ 150 a share and the company still has a tough fight ahead. It may take investors some time to determine whether RIM’s big gamble on an untested technology has paid off.


RIM’s market share collapsed in the three years ahead of the launch. Strategy Analytics data shows RIM’s global share of the smartphone market was about 3.4 percent in the fourth quarter, down from around 20 percent just three years ago.


While RIM has done well in developing markets, it has hemorrhaged customers in the United States, a market that sets technology trends. RIM’s fourth-quarter North American market share fell to 2 percent from more than 40 percent three years ago.


Acknowledging that it is crucial to win back U.S. customers, RIM will hold its main BlackBerry 10 launch in New York, although there are simultaneous events in six cities across the globe.


Underscoring the point, RIM is splurging on a costly Super Bowl ad to tout its new devices and attempt to brighten its faded image in the U.S. market.


BIG QUESTIONS


Over 150 carriers already have tested the new devices and RIM has said the launch will be the largest ever global rollout of a new platform.


The two big questions the market expects RIM to answer on Wednesday are when the phones – a full touch-screen device and one with a traditional physical keyboard – will hit store shelves, and how much they will cost.


The company is expected to unveil specifics on pricing and availability in different regions at the launch.


“The Street is expecting mid-February for a launch. Anything earlier than that is a positive, anything later will be viewed as negative,” said RBC Dominion Securities analyst Paul Treiber.


That said, there are few mysteries to be cleared up on Wednesday. Leaked photos and specifications of the devices have been splashed across the tech world.


“We’ve had the beta devices for a few weeks and in terms of the devices, they are right up there with the competition,” said Andy Ambrozic, head of IT Infrastructure at Ricoh Canada. “The Balance feature is crucial for corporations that are becoming increasingly concerned about data security.”


Scotiabank analyst Gus Papageorgiou feels RIM has a good chance of a comeback. He says the new BB10 operating system outpaces Apple’s iOS platform and Google’s market-leading Android system in every category except app selection and content.


“There is, we believe, huge potential for the platform and devices to bring people back to BlackBerry or draw entirely new users into the platform,” said Papageorgiou, who has a “sector outperform” rating on the stock.


BlackBerry 10 will not be able to compete on the number of apps, but RIM says its operating system will have the largest application library for any new platform at launch, with more than 70,000 apps available.


It has already gathered big-name music and video partners for its BlackBerry 10 storefront, including Walt Disney Studios and Sony Pictures, Universal Music and Warner Music Group.


Wireless carriers already report strong demand for the new devices. Rogers Communications Inc, Canada’s top wireless carrier and the first globally to take pre-orders for the new devices, said orders are already in the thousands.


“Our customers are excited,” said John Boynton, Rogers’ head of marketing, adding that some users are holding off on upgrades in anticipation of the BB10 launch.


(Additional reporting by Alastair Sharp and Allison Martell in Toronto; Editing by Frank McGurty, Janet Guttsman and Andre Grenon)


Gadgets News Headlines – Yahoo! News





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ABC: Barbara Walters is out of the hospital


LOS ANGELES (AP) — ABC says Barbara Walters is out of the hospital and recovering from chicken pox at home.


ABC said Tuesday that the 83-year-old host on "The View" is resting comfortably and "getting stronger." There was no indication of when she might return to work.


Walters was hospitalized after falling and cutting her head at a pre-inaugural party in Washington on Jan. 19. The news veteran later was diagnosed with chicken pox, which typically hits people when they are children.


The disease can be serious in older people because of the possibility of complications like pneumonia.


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Well: Ask Well: Squats for Aging Knees

You are already doing many things right, in terms of taking care of your aging knees. In particular, it sounds as if you are keeping your weight under control. Carrying extra pounds undoubtedly strains knees and contributes to pain and eventually arthritis.

You mention weight training, too, which is also valuable. Sturdy leg muscles, particularly those at the front and back of the thighs, stabilize the knee, says Joseph Hart, an assistant professor of kinesiology and certified athletic trainer at the University of Virginia, who often works with patients with knee pain.

An easy exercise to target those muscles is the squat. Although many of us have heard that squats harm knees, the exercise is actually “quite good for the knees, if you do the squats correctly,” Dr. Hart says. Simply stand with your legs shoulder-width apart and bend your legs until your thighs are almost, but not completely, parallel to the ground. Keep your upper body straight. Don’t bend forward, he says, since that movement can strain the knees. Try to complete 20 squats, using no weight at first. When that becomes easy, Dr. Hart suggests, hold a barbell with weights attached. Or simply clutch a full milk carton, which is my cheapskate’s squats routine.

Straight leg lifts are also useful for knee health. Sit on the floor with your back straight and one leg extended and the other bent toward your chest. In this position, lift the straight leg slightly off the ground and hold for 10 seconds. Repeat 10 to 20 times and then switch legs.

You can also find other exercises that target the knees in this video, “Increasing Knee Stability.”

Of course, before starting any exercise program, consult a physician, especially, Dr. Hart says, if your knees often ache, feel stiff or emit a strange, clicking noise, which could be symptoms of arthritis.

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DealBook: Chesapeake Energy Chief Steps Down

Chesapeake Energy’s co-founder and chief executive, Aubrey McClendon, will retire on April 1, the producer of oil and natural gas announced on Tuesday, almost eight months after investors complained about a contentious compensation plan.

Mr. McClendon, who gave up his chairman role last May, will also leave Chesapeake’s board on that date. Until then, he will transfer daily management responsibilities to other executives. A successor wasn’t named, though the company said that it had hired an executive search firm to find his replacement.

In an internal e-mail, Archie Dunham assured employees that “the company is not for sale.”

The surprise announcement of Mr. McClendon’s departure followed months of investor dissatisfaction with Chesapeake, which has struggled with prolonged low natural gas prices and efforts to move into more lucrative oil production. But shareholder ire spiked last spring, after Reuters reported on an unusual executive perquisite in which he was allowed to buy stakes in each well the company drilled.

To help finance those investments, Mr. McClendon often borrowed from companies that had conducted business with Chesapeake, raising concerns that he faced a conflict of interest.

In an attempt to quell the turmoil, Mr. McClendon agreed last May to give up his chairman role and to end the compensation plan ahead of schedule.

Chesapeake said on Tuesday that it expected to announce the results of a monthslong review into the compensation plan when it discloses its earnings next month. In the interim, the company said that the inquiry has not unveiled any improper conduct.

“Over the past 24 years, I have had the privilege of developing Chesapeake into one of the world’s premier energy companies,” Mr. McClendon said in a statement. “While I have certain philosophical differences with the new board, I look forward to working collaboratively with the company and the Board to provide a smooth transition to new leadership for the company.”

Below is a copy of Mr. Dunham’s e-mail to employees:

As you may have just read in an e-mail from Aubrey and will see in the press release this evening, the board of directors of Chesapeake has mutually agreed and accepted Aubrey McClendon’s resignation as C.E.O. effective upon appointment of his successor, and retirement from the company, effective April 1, 2013. The decision was made in full recognition and appreciation for the enormous achievements Aubrey has made in founding and building Chesapeake into the extraordinary enterprise it is today.

Over the past 24 years, Aubrey has created one of the most valuable companies in the energy industry. Under his strong leadership, Chesapeake has built an unmatched portfolio of natural gas and oil assets in creating one of the world’s leading energy companies. Aubrey has been a pioneer in the development of unconventional resources, and he has also been a leader in the effort to make the United States energy independent. Aubrey has done all of this with the support and expertise of the world-class senior management team he recruited to Chesapeake and the dedication of our employees.

For the transition, Aubrey remains our C.E.O. During this interim period, he will work closely with Steve Dixon, chief operating officer, and Nick Dell’Osso, chief financial officer, to transition certain day-to-day management responsibilities and assure that the company maintains the highest degree of operational excellence and strategic execution of our business plan. The board of directors and the senior management team are counting on your continued dedication and focus as we execute our strategy of developing our world-class assets and maintain our performance as a low-cost producer of oil and gas while further strengthening the balance sheet.

I would also like to address certain likely points of concern among you. First, the company is not for sale. Second, the board has confirmed the current drilling and completion budget of six billion dollars and is eager to see the exciting recent results of the company’s core of the core development strategy continue. Lastly, the board and management believe strongly in the culture of excellence at Chesapeake and are committed to seeing this culture thrive in the future. The board has no intention of eliminating childcare, shutting down the fitness center, or selling the company cafeterias. I’m sure that other false rumors will appear, so when they surface, ask Steve or Nick if they are true. Our truly top notch 12,000 employees remain the company’s best asset, and we will continue to retain and attract the best talent in the industry.

We are at an important transition point for our company, but it is also a point of great opportunity. Thank you for all you do to make Chesapeake a great company.

Warm regards,

Archie Dunham

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In Brazil Nightclub Fire, a Frantic Struggle to Survive





SANTA MARIA, Brazil — The band was revving up, and Luciene Louzeiro was right where she wanted to be at 2:30 a.m. Sunday, in front of the stage. As hundreds of people around her in the crowded nightclub began to dance, she saw something shoot from the stage toward the ceiling: a flare.




“No one cared because they always do that, to make us dance a little harder,” said Ms. Louzeiro, 32, a saleswoman at a clothing store who went to the nightclub, Kiss, to celebrate a friend’s birthday. But when she looked up, she saw that the ceiling was on fire.


“I started screaming, and thought, ‘When it’s your time to go, it is God who decides,’ ” she said.


The tragedy that unfolded next — a stampede away from a raging fire, a panicked struggle to open exit doors blocked by security guards and the deaths of more than 230 people, many of them university students, from asphyxiation and burns — has stunned a nation where the current attitude has typically been one of confidence and satisfaction after nearly a decade of robust economic activity.


The description of the mayhem from survivors and statements by band members themselves, two of whom were taken into police custody on Monday in connection with the fire, revealed a frantic struggle for survival that lasted no more than a few minutes.


Eliel de Lima, 31, the drummer in the band, Gurizada Fandangueira, told reporters that after he felt sparks fall from the ceiling, a percussionist nearby tried throwing water toward the ceiling. When that did not work, a security guard aimed an extinguisher at the blaze. The extinguisher failed to function, too, he said.


After that, panic set in on the stage and in the crowd. “Black smoke spread quickly, then I couldn’t see a thing,” Mr. de Lima said. Still, he ran toward the exit, an effort made “500 times more difficult” by the throng of people going in the same direction. At least one member of the band, which had advertised its pyrotechnics prowess as a selling point, died in the blaze.


The tumult produced desperate cries for assistance that are still echoing on social media. “Fire at KISS help,” wrote Michele Cardoso, a 20-year-old student, in a post on Facebook that has resonated across the nation. Her friends frantically replied to the post, which appeared to be delayed from when the fire was said to have been ignited. She died in the blaze, along with her boyfriend, João Paulo Pozzobon.


Those who survived did so after a group of patrons overpowered security guards, who initially kept people from fleeing out of concern that they were trying to leave without paying their tabs. By the time it became obvious that was not the case, the clubgoers inside had begun to die, largely from asphyxiation.


Among the first emergency responders at the scene around 3 a.m., Capt. Edi Garcia of Santa Maria’s police force said in an interview that it immediately became clear to him that many patrons had sought to escape through the nightclub’s bathrooms, seeking another route out of the building aside from the main doors.


The bathrooms, he said, resembled a scene out of a horror movie: dozens of bodies piled atop one another. “People went to the bathrooms looking for windows, they fell unconscious, then others crawled on top of them to get to the windows, and that’s how it went on happening,” Captain Garcia said.


According to a Brazilian news report, another rescue worker found a victim’s cellphone in the charred nightclub, noticing that it had 104 missed calls on it from someone called “Mãe” — Mother.


Stung by such details and the death toll, the authorities moved quickly here to investigate the blaze. One of the club’s owners was held for questioning along with the two band members, according to an investigator, Ranolfo Vieira Jr., who said they could be held for several days. Another owner of the club later turned himself in for questioning on Monday.


“I died in Santa Maria today,” the writer Fabrício Carpinejar of Rio Grande do Sul, a state of rolling pampas, or plains, in which this university city is situated, said in a poem published on the front page of the newspaper O Globo. “I died on Rua dos Andradas,” he said — the street of the club.


Santa Maria, with a population of about 260,000, seemed like a city in shock on Monday. Many stores were shuttered and academic activities were suspended at the universities that are the city’s economic lifeblood. Students could be found on the street, quietly sobbing, or in the gymnasium where families and friends came to grieve among coffins lined up under basketball nets.


“I’m burying my wife today,” said Leandro Buss, 35, whose wife, Marilene Castro, 33, died at the club. He and their 16-year-old son were among the families at Santa Maria’s gymnasium. He appeared shellshocked, explaining that he had avoided going to the nightclub over the weekend because he was away competing in a triathlon.


“We’ll see who was responsible for this,” said Mr. Buss, a computer technician, staring at the ground. “I don’t know,” he said. “Maybe we’ll see some justice since so many people were killed.”


At one of Santa Maria’s cemeteries, families gathered in different corners on Monday to bury their loved ones. Wailing mothers could be heard throughout the grounds. At one ceremony for Silvio Beuren, an agronomy student killed in the fire, the proud culture of the gauchos, the horsemen of the pampas of southern Brazil, was on display.


Eloi Irigaray, 40, a gaucho astride his horse at Mr. Beuren’s burial, read a poem of his own, which spoke about loss, resilience and indignation, perhaps, at those who oversee Brazil:


“Here in Santa Maria / my bulwark persists / And I’ve been demanding respect from those who command the nation.”


Lis Horta Moriconi contributed reporting from Rio de Janeiro, and Jill Langlois from São Paulo, Brazil.



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What the ‘Bqhatevwr’ Did Scott Brown Tweet?






What do politicians do after losing their re-election bids? Take to Twitter, of course. Former Sen. Scott Brown of Massachusetts has been doing just that.


Brown has been tweeting about his everyday life post-politics, posting blurbs about house chores, football, and his family, but Brown’s tweets are somewhat less refined than those tweeted by his skilled staffers when he was serving in Congress.






On his verified Twitter account on Friday morning, the former senator tweeted about seeing his daughter, Ayla perform at Pejamajo Café in Holliston.


“Yes. Get ready.” The tweet read, but without the finesse of Brown’s tweeting staff, one of his followers misunderstood the message.


“Oh we are. You have no idea how ready #MaPoli is to vote to keep you in the private sector & out of #MASen” @MattinSomerville tweeted back.


Brown responded with a series of three tweets delivered after midnight.


“Your brilliant Matt,” he first tweeted.


“Whatever,” followed.


And finally Brown tweeted, “Bqhatevwr.”


Though he deleted his tweets, “Bqhatevwr” trended on Twitter nearly as quickly as #eastwooding.


The trending typo drew both bipartisan support and mockery. Some taunted the former senator for his late night slip-up, creating Internet memes and “Bqhatevwr” quips, while others defended Brown, saying that he is just an average Joe who committed a typical Twitter faux pas.


But what most Twitter enthusiast failed to recognize what that Brown’s first “Your brilliant” tweet was grammatically incorrect, too.


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Social Media News Headlines – Yahoo! News





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