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Edinburgh’s Nick De Luca flips Tom Grabham in dangerous tackle

first_imgWednesday Feb 27, 2013 Edinburgh’s Nick De Luca flips Tom Grabham in dangerous tackle Edinburgh centre Nick De Luca has been banned for 13 weeks following the red card he received for a dangerous tackle late in the game against the Ospreys at the weekend. He attended a disciplinary hearing in Dublin earlier today. De Luca lifted and flipped Ospreys replacement back Tom Grabham, who we last saw on RD for his incredible ball control at the Glasgow Sevens in June last year. After a quick chat, the touch judge and referee opted to send De Luca for an early shower just four minutes from time in Edinburgh’s 24-7 defeat to the Ospreys, their tenth loss in a row. The tackle contravened Law 10.4(j), which states: “Lifting a player from the ground and dropping or driving that player into the ground whilst that player’s feet are still off the ground such that the player’s head and/or upper body come into contact with the ground is dangerous play.”De Luca returned to action recently following a fractured eye socket that occurred while training in January. He is now back on the sidelines again though, this time with a ban for what was a nasty, albeit clumsy, looking tackle that could have caused a bad injury. The PRO12 disciplinary committee took into account all the evidence presented, including videos of the incident, and concluded that the tackle was at the top level for this type of offence. The top level ranges from 12 to 52 weeks.Having taken into account aggravating and mitigating factors, they concluded that 13 weeks was an appropriate suspension for the Scotland international.The suspension runs until midnight on Sunday 26 May 2013. De Luca has the right to appeal.NOTE: The video has now been removed by the BBC unfortunately. You will need to view it on their website here (available to UK users only) ADVERTISEMENT Posted By: rugbydump Share Send Thanks Sorry there has been an error Big Hits & Dirty Play Related Articles 25 WEEKS AGO Suspensions handed down after testicle grabbing… 26 WEEKS AGO The ‘double ruffle’ splits opinion with fans… 26 WEEKS AGO WATCH: The nastiest and most brutal moments… From the WebThis Video Will Soon Be Banned. Watch Before It’s DeletedSecrets RevealedUrologists Stunned: Forget the Blue Pill, This “Fixes” Your EDSmart Life ReportsYou Won’t Believe What the World’s Most Beautiful Girl Looks Like TodayNueeyWrinkle Remedy Stuns TV Judges: Forget Surgery, Do This Once DailySmart Life ReportsIf You Have Ringing Ears Do This Immediately (Ends Tinnitus)Healthier Living30+ Everyday Items with a Secret Hidden PurposeNueeyThe content you see here is paid for by the advertiser or content provider whose link you click on, and is recommended to you by Revcontent. As the leading platform for native advertising and content recommendation, Revcontent uses interest based targeting to select content that we think will be of particular interest to you. We encourage you to view your opt out options in Revcontent’s Privacy PolicyWant your content to appear on sites like this?Increase Your Engagement Now!Want to report this publisher’s content as misinformation?Submit a ReportGot it, thanks!Remove Content Link?Please choose a reason below:Fake NewsMisleadingNot InterestedOffensiveRepetitiveSubmitCancellast_img read more

Letters

first_imgRelated posts:No related photos. This week’s lettersMBAs lay down level of abilities I thought the MBA article was rotten. While it is important to stimulatedebate about the value of MBAs, its argument was based on a false premise. It assumed that MBA graduates are sought after because they provideorganisations with competitive advantage. In fact, the MBA is – like mostqualifications – more a marker of general competence and ability, than ademonstration of expertise in a particular field. There is a good argument that MBA studies should include HR, but I expectthat other professions, such as law and accountancy, could make equally strongclaims for their fields. I’d be surprised if firms employ MBA graduates, orsponsor their training, simply because they expect to make additional profitfrom their investment. Imagine the management team of the firm you work for has the choice betweenan MBA graduate whose studies focused heavily on accountancy, or one thatoverloaded on HR. Which one will provide greater competitive advantage? I woulddefy anyone to provide a definitive answer. However, if you asked people on theshopfloor, they would probably say that managers need is to understand thebusiness better. Incidentally, I work in the not-for-profit sector, paid for my own MBA andlanded a great job when I graduated. Martin Hone Director of resources, Broxbourne Borough Council Stress control starts at the top The survey on stress management by the Industrial Society Learning andDevelopment Council (News, 25 June) raises some fundamental issues. The inability of managers to help employees cope with stress only tells partof the story. The management of stress should start at the very top of theorganisation. Without high-level support, middle managers are left exposed andwill struggle to manage their own stress levels let alone be able to developstructures to support their staff. There is an assumption in this survey that an organisation’s onlyresponsibility is to equip managers and employees with better coping skills.But what about the root organisational causes of stress? Organisations should look in the mirror and examine their approach towork-life balance, internal communications, career development opportunitiesand workplace harassment or bullying, to name just a few potential areas ofconcern. It is virtually impossible to completely eliminate stress from a workplace,but organisations need to treat stress management more strategically. Laurence Collins Consulting manager, Ceridian Centrefile Ignore people at your perilThere has been a fundamental misreading of my article on MBAs‘What about the people?’ by many of your correspondents (Features, 25 June). The alarming finding of my research that there is littleteaching of how to manage and lead people in the typical MBA seems to have beeninterpreted as my arguing that there should be more modules on conventional HRtechniques.This is only one aspect. It is an imbalance that there is toolittle teaching on career planning, recruitment and talent retention, but myresearch also highlighted the lack of personal and leadership development.The courses remain obsessed with accountancy and strategicpositioning. It’s like teaching football on a blackboard while never actuallykicking a ball.What does a manager actually do in practice? All of their dayis spent dealing with people – negotiating, delegating, instructing, coachingand motivating. For nearly all of the training and development to focus on tactics,strategy and accountancy is lopsided. In a year that thousands of Enron workers have lost theirpensions and investors, the shirts off their backs, apologists for the MBAought to exercise a little more modesty.As for the point that 20 courses represent a small sample –this is nearly a fifth of the total, which is high in statistical terms. Carewas taken to ensure a spread of types of institution, to ensureinternationally-known universities, redbrick institutions and further educationcolleges were all included.Since reading your letters, I am even more alarmed by all thesepeople with an MBA who can’t get to the end of an article and remember the mainpoints.Philip WhitelyAuthor of the research on MBAs LettersOn 16 Jul 2002 in Personnel Today Comments are closed. Previous Article Next Articlelast_img read more