The Effectiveness of the precision fluency shaping program controlling stuttering behaviour in adults

This study was done to test the effectiveness of the Precision Fluency Shaping Program in controlling stuttering behaviour in adults. Two sites were chosen, each using the Precision Fluency Shaping Program to treat stuttering. At each clinic, a Speech Patbologist made a random selection of the subjects' pre- and post-therapy video-taped interviews, totalling 20 in all. During the interviews, the clients were asked questions and re~d a short passage to determine the frequency of stuttering in natural conversation and in reading. Perceptions of Stuttering Inventory questionnaires vvere also filled in before and after therapy. Two judges were trained to identify stuttering behaviour, and were given an inter-rater reliability test at selected intervals throughout the study. Protocols",:m.a;d;6 of each interview tape, were scored for (a) stuttering behaviour and (b) words spoken or read. An Analysis of Variance Repeated Measures Test was used to compare before and after scores of conversations, readings, and Perceptions of Stuttering Inventory to determine whether the Precision Fluency Shaping Program controlled stuttering behaviour significantly. A Pearson R Correlation Test was also administered to determine if a relationship existed bet\veen Perceptions of Stuttering Inventory and (i) conversation and (ii) reading scores.

Managerial Risk-Taking and CEO Excess Compensation

This paper examines risk taking and CEO excess compensation problems in U.S firms to determine their impact on shareholders wealth. Literature suggests a positive effect of CEO incentive risk and strong corporate governance on CEO risk taking. Furthermore, the strong governance mitigates excess compensation problem. Controlling for governance quality and incentive risk, I provide empirical evidence of a significant association between risk taking and CEO excess compensation. When I also control for pay-performance sensitivity (delta) and feedback effects of incentive compensation on CEO risk taking, I find that higher use of incentive pay encourages risk taking, and due to a high exposure to risk CEOs draws excess compensation. Furthermore, I find that the excess compensation problem is more serious with CEOs taking high risk than with those taking low risk. Finally, I find that CEO risk taking also has structural impacts on CEO compensation

Report of Directors to the Shareholders, 1966

A report of the Directors to the shareholders, it reads "The year 1965 showed a continued trend of decrease in sales. The opening of new wineries in Moose Jaw, Calgary, Nova Scotia and New Brunswick has resulted in a change in wine marketing across Canada and are contributing factors. The Company's sales both retail and wholesale have continued to drop in Ontario, notwithstanding the advertising program undertaken by the Company. This decline is a matter of great concern to the Directors of the Company. Our new package introduced in the late fall of 1965 is now available across Canada which should improve our sales picture during the present year. Net profit is down $19, 000 from 1964, due to increases in the cost of raw materials and supplies and to reduced sales." The directors listed are: John M. Woodbridge, William R. Barnes, A.H. Kidder, P.G.D. Armour, H.M. Pawling, Miss Florence A. Goffin, William D. McLean.

Report of Directors to the Shareholders, 1970

The report reads: "The year 1970 saw many significant changes in our Company. Sales were higher than in any previous year showing an increase in gallons of 8.8% and in dollar volume of 9.7%. The new offices and warehouse are fully operational, the fermenters installed prior to vintage assisted in holding our labour costs to a reasonable level, and the use of liquid sugar proved very successful. We added two representatives to our sales staff during the year and direct contact with our customers will be intensified. Product development is continuing and the addition of new lines and better distribution will be receiving priority. Our venture in the product supply for Valley Rouge Wines of Manitoba will, we trust, increase our sales volume and assist in lowering our fixed overhead. Capital expenses in 1971 will continue at a high level. Our co-operation with the various Government departments in respect to pollution, will obligate our Company to install facilities to satisfy the strict requirements in this regard. Preparations must be made now to handle bulk harvested grapes, the addition of storage and fermenting capacity and the replacement of production equipment, will be under constant review, thus enabling us to maintain production and efficiency. With the continued dedicated service of our personnel and the support of all our Shareholders, we are confident the challenge will be met in 1971."

Long Point Company explanatory memorandum for shareholders

Long Point Company explanatory memorandum for shareholders. This is a 2 page printed flyer put out by J.I. Mackenzie, secretary-treasurer, March 21, 1878.

Meeting of shareholders, yeas and nays

Meeting of shareholders, yeas and nays (1 page, printed), Nov. 18, 1881.

Report from the annual meeting of the shareholders held on June 1, 1886 regarding shares

Report from the annual meeting of the shareholders held on June 1, 1886 regarding shares (copy of 1 handwritten page). The board of directors also met and new directors were named. This is signed by Louis N. Hayne, secretary, June 7, 1886.

Report from the annual meeting of the shareholders held on June 1, 1886 in which amendments and field rules and regulations were made

Report from the annual meeting of the shareholders held on June 1, 1886 in which amendments and field rules and regulations were made (copy of 1 handwritten page). This is signed by Louis N. Hayne, secretary, June 7, 1886.

Notice regarding bonds and shareholders and the rights of the directors of the Long Point Compan

Notice regarding bonds and shareholders and the rights of the directors of the Long Point Company, n.d.