Suchergebnisse

Abstract
This paper focuses on the effect of uncertainty as reflected by financial market variables on subjective well-being. The analysis is based on Eurobarometer surveys, covering 18 countries over the period 2000–2013. Individuals report lower levels of life satisfaction in times of higher uncertainty approximated by stock market volatility. This effect is heterogeneous across respondents: the probability of being unsatisfied is higher for respondents who are older, unemployed, less educated, and live in one of the GIIPS countries of the Euro area. Furthermore, higher uncertainty in combination with a financial crisis increases the probability of reporting low values of life satisfaction.

Intro -- Preface -- Acknowledgements -- Contents -- About the Author -- Abbreviations -- List of Figures -- List of Tables -- Part I: In Quest of National Security: World of Sapiens -- Chapter 1: Humans and Human Systems: Shifting Centroid of National Security -- 1.1 Introduction -- 1.2 Studying Sapiens by Sapiens -- 1.2.1 Rationale for Governing Sapiens -- 1.3 Singularity and Differentiality in Human Context -- 1.3.1 Humans Are Disparate -- 1.4 Human Systems -- 1.5 Human Systems and National Security -- 1.6 Geopolitical Entities -- 1.6.1 Identifying Geopolitical Entities -- 1.6.1.1 UN Member Entities (193) -- 1.6.1.2 UN Non-member Entities (2) -- 1.6.1.3 UN Unrecognised Entities (8) -- 1.6.1.4 Territories Claimed by and Accepted by UN Members (58) -- 1.6.1.5 Global Land Commons (1) -- 1.6.1.6 Supranational Entities (1) -- 1.7 Human Systems: Regressing into Time -- 1.8 Invariance of Human System -- 1.9 Centroid and Human System -- 1.10 Summation -- Chapter 2: National Security: Concept, Evolution and Descriptive Stasis -- 2.1 Introduction -- 2.1.1 Needs, Wants and Governance -- 2.2 Studying National Security -- 2.2.1 Limiting and Supporting Factors -- 2.3 Concept of National Security -- 2.3.1 Approaching National Security Concept -- 2.3.1.1 Needs-Based Approach -- 2.3.1.2 Psychological Approach -- 2.3.1.3 Security vs. Happiness Approach -- 2.3.1.4 Philosophical Approach -- 2.3.1.5 Historical Approach -- 2.3.1.6 Political Science Approach -- 2.3.1.7 Legendary and Mythological Approach -- 2.3.1.8 Constitutional Approach -- 2.3.1.9 Planners´ Approach -- 2.3.1.10 Military Approach -- 2.3.1.11 Polar Approach -- 2.4 Recipe for Security -- 2.4.1 Organised Groups and Prelude to Nationalism -- 2.4.1.1 Treaties of Westphalia and Sovereignty of States -- 2.4.1.2 State in Political Philosophy -- 2.5 Security Under Change and Acculturation.

PATIENTS WELL KNOWN FOR THEIR ACHIEVEMENTS AND SOCIAL AND POLITICAL POSITION PRESENT A SERIES OF DILEMMAS TO THOSE RESPONSIBLE FOR THEIR CARE. REFERRALS, ADMISSION, TREATMENT PLANNING, AND DISCHARGE CAN EVOLVE INTO A SCENARIO IN WHICH EXTRA-CLINICAL FACTORS PLAY AN IMPORTANT PART. THESE EXTRA-CLINICAL FEATURES, WHICH CAN INCLUDE ATTENTION TO THE POLITICAL AND SOCIAL POSITION OF THE PATIENT, INFLUENCE ASPECTS OF THE DOCTOR-PATIENT RELATISHIP SUCH AS THE CONTRACT AND ALLIANCE. THEY ARISE BECAUSE THE PATIENTS STIMULATE CLINICIANS' ATTITUDES ABOUT POWER, REPUTATION, AND CONTROL. EFFECTIVE MANAGEMENT CALLS FOR ATTENTION TO THESE STRAINS ON THE DOCTOR-PATIENT RELATIONSHIP. EXAMPLES OF THE CARE OF TWO PRESIDENTS, WINSTON CHURCHILL, JOHN PAUL II, THE SHAH, AND ARTISTS AND WRITERS DEMONSTRATE THE DEVELOPMENT OF THE SCENARIO FOR THESE PATIENTS WHO CHALLENGE CARETAKERS' EXPERTISE AND COMMON SENSE.

Reading through academic literature with a critical eye shows that the relation between human resources management (HRM) and the performance of the firm is a relatively unknown phenomenon. This relation is sometimes described as a "black box". Far from claiming to have closed the debate, this article sets forth an original approach that represents an undisputable input which allows a better understanding of this phenomenon.Even if there are many theories that try to explain this relation, only the universalistic approach of human resources will be of interest. While using both a qualitative and a quantitative approach, our research shows that some HRM practices do seem to give a competitive advantage to Canadian financial co‐operative enterprises.

[Abstract] Corneal cryopreservation can partially solve the worldwide concern regarding donor cornea shortage for keratoplasties. In this study, human corneas were cryopreserved using two standard cryopreservation protocols that are employed in the Tissue Bank of the Teresa Herrera Hospital (Spain) to store corneas for tectonic keratoplasties (TK protocol) and aortic valves (AV protocol), and two vitrification protocols, VS55 and DP6. Endothelial viability and general corneal state were evaluated to determine the protocol that provides the best results. The potential corneal cryopreservation protocol was studied in detail taking into consideration some cryopreservation-related variables and the endothelial integrity and stroma arrangement of the resulting cryopreserved corneas. TK corneas showed mostly viable endothelial cells, while the others showed few (AV) or none (DP6 and VS55). The corneal structure was well maintained in TK and AV corneas. TK corneas showed endothelial acellular areas surrounded by injured cells and a normal-like stromal fiber arrangement. Cryoprotectant solutions of the TK protocol presented an increasing osmolality and a physiological pH value. Cooling temperature rate of TK protocol was of 1 °C/min to −40 °C and 3 °C/min to −120 °C, and almost all of dimethyl sulfoxide left the tissue after washing. Future studies should be done changing cryopreservation-related variables of the TK protocol to store corneas of optical grade. ; This research was funded by Xunta de Galicia (grant no. ED431B 2020/55), by Xunta de Galicia and the European Union (European Regional Development Fund; grant nos. ED481A-2019/206 and ED481A-2017/280), and by INDITEX and the University of A Coruña (grant no. 2019) ; Xunta de Galicia; ED431B 2020/55 ; Xunta de Galicia; ED481A-2019/206 ; Xunta de Galicia; ED481A-2017/280

The fight against trafficking in human beings (THB) is now part of the French political agenda. Yet the priority is given to the fight against sexual exploitation while labour exploitation is still regarded as a minor phenomenon. The particular issue of exploitation in domestic work has not been considered on its own even if France has been condemned twice by the European Court of Human Rights for failing to protect victims in two cases of exploitation in domestic work. Since then, the law has been amended, and we have to wait until we can assess the effectivity of this new legal framework. The issue of demand remains a blind spot in terms of how THB is understood. The public declarations of government's commitment to the fight against THB provide a contrast with the low number of convictions actually brought down by the courts. The research highlights the difficulties faced by labor inspectorates and legal actors in establishing cases of THB in domestic work. This is linked with the characteristic of this work sector, but also with confusions in the understanding of what is THB, what are the victims and perpetrators profiles and the tensions between the fight against illegal immigration and the mission to protect victims of THB. ; This project has received funding from the European Union's Seventh Framework Programme for Research, Technological Development and Demonstration under Grant Agreement No. 612869.

Chapter 1. Setting the stage -- Chapter 2. Your self-assessment -- Chapter 3. Change and adaptation -- Chapter 4. The nature of man -- Chapter 5. Self-confidence, self-worth, and self-esteem -- Chapter 6. Management training -- Chapter 7. The manager and the boss -- Chapter 8. Promoting or hiring the wrong manager -- Chapter 9. The style assessment -- Chapter 10. Ways to win -- Chapter 11. Conflict resolution -- Chapter 12. Situational leadership -- Chapter 13. Power, responsibility and authority -- Chapter 14. About the author -- Chapter 15. The responsibilities of the manager -- Chapter 16. Morality and ethics -- Chapter 17. Communications; meetings; presentations; writing; the communication observation circus -- Chapter 18. A review of your management tools, strategies, and techniques -- Chapter 19. Managing; managing subordinates; managing peers; managing your managers

"Legal Notes" ; The U.S. Constitution directs, by Article I, Section 2, that a Census take place every ten years: "Representatives and direct Taxes shall be apportioned among the several States.according to their respective Numbers.The actual Enumeration shall be made within three Years after the first meeting of the Congress of the United States, and within every subsequent Term of ten Years." --- Designed to be a simple count of the population, the first census took place in 1790. Over time, it has become highly political because the underlying implementing laws1 do not dictate precisely what questions or areas of inquiry are to be included. What is required is that the Census Bureau must notify Congress of the general census subjects it intends to address three years prior to the census. Congress must be notified of the specific questions to be asked two years prior to the census. This decennial's principal controversy involves a question seeking to ascertain whether or not each respondent is a citizen. The census has not asked this question since 1950. The Justice Department says it is needed in order to properly enforce the Voting Rights Act. At least 18 state attorneys general have sued the Census Bureau and the Commerce Department over the plan to add the citizenship question. Anticipating that some undocumented immigrants will not answer the question, there is concern about the resulting accuracy of the census.