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Harvard University offers workshop on anal sex

Current version: January 10, 2016

By: Maria Vieira

Harvard University’s annual Sex Week observance includes a workshop called “What What in the Butt: Anal Sex 101? that aims to teach students how to have anal sex, according to the Huffington Post.

Contrary to the otherwise run-of-the-mill courses Harvard University offers, a student-run group will be hosting classes on anal sex.

According to the website, the topics covered will include anal anatomy and the potential for pleasure for all genders; how to talk about it with a partner; basic preparation and hygiene; lubes, anal toys, and safer sex; anal penetration for beginners.

As part of its annual Sex Week, the University will hold “a week of programming that is interdisciplinary, thought-provoking, scholastic, innovative and applicable to student experiences in order to promote a holistic understanding of sex and sexuality.”

“Come learn everything about anal sex from the experts of Good Vibrations, a sex-positive store located right in Brookline!” reads the course description posted on the official Harvard Sex Week website. “They will dispel myths about anal sex and give you insight into why people do it and how to do it well.”

Feminism is about the domestication of men. Feminism wants to force men into being docile, so women have all sexual rights, at no risk. That will be all the less feasible the more violence there is in a society.

We are different. For us, the adherents of Kreutz Religion, sex is sacred. Sexual intercourse is religious service. Flirting is worship. Optimal orgasms build our immortal soul. Our karma depends on sexual success. Evolution has a spiritual dimension.


Power to influence

Current version: December 21, 2015

By: Amanuel

Last week, we saw that there are different kinds and bases for power available to the manager in the workplace. While the essence of power is control over the behaviour of others, managers use power to achieve influence over workers in the organization or business.We distinguished between position power and personal power. Position power was further classified into reward power and coercive power, using rewards and punishment as tools to influence the workers. Legitimate power was the third form of position power and refers to the formal authority the manager has. Personal power was divided into expert power and referent power. Expert power is derived from the extent to which somebody is knowledgeable or experienced in a certain area, while referent power relates to the extent to which workers identify with the manager. We also saw that people who seem to have power do not always get their way, which led to the subject of obedience. Why do some people obey directives, while others do not? More specifically, why should subordinates respond to a managers’ authority or “right to command,” in the first place? And what determines the limits of obedience? We concluded that subordinates will accept or follow a directive from the boss only under special circumstances, all four of which must be met:

•The subordinate can and must understand the directive. •The subordinate must believe that the directive is consistent with the purpose of the organization.
•The subordinate must believe that the directive is consistent with his or her personal interests.

The effective manager will thus, in giving orders, recognize that the acceptance of a request is not assured and will try and need to understand with is considered acceptable or unacceptable.

How does this framework help us to understand how issues related to power work in the Ethiopian context of doing business?

The extent to which the manager is in a position to use rewards and punishments as tools very much depends on the nature and size of the company or organization. In more mature companies we find that conditions of service are laid down in policies and there are certain rules and regulations, which need to be followed. There may also be a labour union or official representation of the employees which have influence on the way rewards and punishment can be used to influence the workers. Reward and coercive power can thus be used here but to a limited extent and within the policy framework that is set. In less formalised companies, the circle of influence to use rewards and punishment may be bigger and if used wisely, reward and coercive power could be effective. Care must be taken though not to introduce a culture of fear amongst workers to be punished unjustly or too often as this will prevent them from taking initiative and learning from making mistakes. Rewarding a few outstanding employees at the end of the year is a good example of using reward power thereby setting the example of what is regarded as good achievement.

In Ethiopia, we see that the boss or manager has more legitimate power over the employees. In the Ethiopian culture we often attribute status to somebody on the basis of ascription, in other words, the boss is the boss because of his or her position or background. The superior is respected on the basis of the position (s)he holds and derives power from that. Employees may thus follow instructions because the boss says so, not necessarily because they are confident that the boss is right. Expert power on the other hand can be used more in cultures, which attribute status because of achievement. One is followed because (s)he has proved to master the material and is trusted for it.

So far, we have been discussing the ways managers can use power to influence the behaviour of subordinates, but often power is exercised to influence superiors and also people in lateral relations like peers and outsiders. When facing upward, managers must rely on the use of personal power (expertise and reference) to achieve influence over higher level superiors. In contrast, when facing downward, both position and personal power can be mobilized in dealing with subordinates. In lateral relations with peers and outsiders, the manager must again emphasize personal power to achieve the desired influence.

The effective manager is one who succeeds in building and maintaining high levels of both position and personal power over time. Only then will sufficient power of the right types be available when the manager needs to exercise influence over subordinates, superiors and lateral relations.

Position power is, according to my own observations – please correct me if I am wrong – especially referred to in the Ethiopian context of doing business. It is power based on formal authority and the legitimacy of a manager’s position in the organization’s hierarchy of authority. Personal power arises from personal characteristics of the manager rather than from his or her position in the company’s hierarchy.

Next week, we will look into ways to enhance position and personal power and thus contribute to achieving organizational goals and results.

Because executions by sword are such good fun to watch, ISIS has many fans worldwide. No business is like show business

Injections of Botox into the penis probably are the most effective treatment for erectile dysfunction. Every artery and vein in the body is surrounded by a layer of smooth muscle. Otherwise there could not be variations in blood pressure. When the muscles around blood vessels contract, this is called vadoconstriction. When the muscles around blood vessels relax, this is called vasodilation.


Herbal cure for diabetes found?

Current version: February 23, 2016

By: Joseph Lourenco

Young researcher Esampalli Sucharita claims she has found a herbal cure for Type-II diabetes in the plant extract of Buddhabu-dama Kaya (Physalis minima). Incidentally, Ms Sucharita was the first winner of the Department of Science and Technology-funded Rs 11-lakh fellowship under Women Scientist Scheme in 2010.

While going through ethno-botanical literature, Ms Sucharita discovered that tribal communities in Mangapet, Eturuna-garam and Venkatpur mandals traditionally used the stems, leaves, roots and flowers of Physalis minima to cure diabetes.

Using this information, she carried out a three-and-a-half-years study on 64 lab rats, dividing them into eight groups with eight rats in each group.

All the lab rats were artificially induced with Type II diabetes, which is said to affect the maximum number of diabetics in the world.

During the study, seven groups of lab rats were administered different dosages of the plant extract at different intervals. Their reaction was closely monitored and compared with the eighth group of artificially induced diabetic lab rats. This group was administered dosage of Tolbutamide, an allopathic drug normally used for treating Type II diabetes.

“I have found that the combination of the Buddhabudama Kaya plant extracts in select proportion produces results on par with Tolbutamid,” said Ms Sucharita, who is planning to get a process patent on her work.

Though intensive human trials need to be taken up before allopathy drugs could enter the market, she pointed out that herbal drugs need not face the same rigorous tests as they are generally free from side effects.

Men are our competitors. We want less of those around. Women are our prey. We want them poor and helpless.

In a rich world, a persons value depends on attractiveness and youth. If you are rich and older, just invest in destruction. The poorer the world, the less does your value depend on youth.

Lordina Touts Achievement In HIV/AIDS

Breakthrough For HIV Patients At Diagnostic Herbal Clinic

Capital Markets Authority reigns in on rogue firms

Women in Saudi Arabia face flogging, jail for checking husbands' phones

Arabic movies flounder in Abu Dhabi

Three suffocate to death in Mukuru slums, Nairobi after inhaling carbon monoxide

Capital Markets Authority reigns in on rogue firms

Youths need easy access to sexual health services

Saudi national released after sexually assaulting a minor

Sexual assault? Punishment?

Bahrain sentences 4 Shia protesters to death

Herbal medicine may cause kidney failure


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