Explain the Asian Migration Hypothesis Essay Example | Topics and Well Written Essays - 250 words

Explain the Asian Migration Hypothesis - Essay Example pothesis indicates that even in those days, the population still exhibited genetic diversity—a thought that was previously non-existent (Faragher et al, 2011). According to this Asian Migration Hypothesis, the ancestors of Native Americans who were headed to the new world for greener pastures spent a considerable amount of time on Beringia—a landmass that existed during the glacial maximum extending from Northeastern Serbia to Western Alaska. Spending approximately 15000 years in this place, these would-be founders of the New World underwent a natural biological process that would genetically differentiate them with their Asian sisters (Raffet, 2007). Genetically speaking, these immigrants stayed long enough in Beringia for certain genetic mutations to accumulate. These newly accumulated mutations—referred to as clades in genetics, naturally differed with that of their Asian sisters and hence the dilemma on their origin. After stagnating at Beringia, this hypothesis indicates that entry to the New World was a rather swift than a gradual process (Raffet, 2007). Further analysis indicates that after this stagnation, the movement of these ancestors was bi-directional with some going back to Northeast Asia while others moved forward to the Americas from Beringia. Thus,the of flow gene between Siberia and the North American Arctic was bi-directional (Faragher et al,

The Major General Environment Developments that Impinge Upon the Europ Essay

The Major General Environment Developments that Impinge Upon the European Automotive Industry - Essay Example Further Europe has highly evolved manufacturing facilities with automobiles constituting 36% of the total manufacturing of Europe. Of the five major automobile giants General Motors, Toyota Ford, Daimler-Benz, and Volkswagen, the last two are indigenous to Europe but all have a strong European presence with a number of smaller groups adding to the competition. GM markets its products under popular brand names of Opel and Vauxhall. The Ford Europe has staged major acquisitions in Europe by buying Land Rover, Aston Martin, and Volvo, Jaguar. Ford was the first US company to set up its manufacturing base in Europe as far back as 1920. Volkswagen, the German manufacturer is the most aggressive of all the European companies having acquired brands like Skoda, Bentley, Lamborghini, Audi, Buggati, and Seat. Since the early twentieth-century European car manufacturers enjoyed the competitive advantage due to their location. Europe accounted for the maximum percentage of consumers while it also has the largest number of manufacturers. However, it faced the first trans-continental threats first from the US car majors like Ford, GM in the early twentieth century and then from the highly efficient Japanese cars in the 70s. Political: Europe is an economically integrated region of 27 countries. The industries have to conform to near equality in trade laws and manufacturing standards especially the emission standards of the European Union. European Commission, for example, wants to do away with the rigid system of national car dealers (Madslien). Since dismantling of the Communist regimes in the Warsaw Pact countries, a large East European market has opened up for the European manufacturer. Due to the advantage provided by a common culture and proximate culture, the European automotive manufacturers were quick to capitalise on it. Companies like Volkswagen, Ford Europe, Daimler-Benz, and Peugeot Citroen have set up manufacturing facilities in East Europe.  Ã‚  

Issue Management at Gap Inc. Essay Example for Free

Issue Management at Gap Inc. Essay Introduction Gap Inc. : Low Morale and Absenteeism Low morale and absenteeism of are serious problems of Gap Inc. that cuts across industry. On a distinctive day between 2 and 4% of employees at Gap Inc. fail to show up for work, which does not sound like a high rate of absence, but more time is lost for the reason that of low morale and absenteeism than through strikes and lockouts. The yearly costs of low morale and absenteeism in the United States are estimated to be $29 billion and a change of 4. 99% in the national absence rate changes the gross national product by $10 billion. (London, 2003) A great number of studies are done to identify the determinants of low morale and absenteeism. Many variables are found to be considerably related to indices of absence, the results appear to be unstable across situations and time. The Way Incentives Work Every incentive program is based on a formula for enhancing motivation that engages four fundamental variables: effort, performance, outcomes, and satisfaction. The logic behind these programs goes something like this: employees at Gap Inc. will put in the accurate quantity of effort to meet performance hopes if these part time employees at Gap Inc.obtain the types of outcomes that include pay raises and promotions which will provide part time employees satisfaction. In simpler words, Gap Inc. should provide its employees what they want, and employees will work hard to get it. Effort = Performance = Outcomes= Satisfaction Conversely, the problem with most incentive programs like of Gap Inc. is that they centre exclusively on the submission of outcomes and overlook the three beliefs that are the key to making the motivation solution work: †¢ Can one do it? †¢ Will outcomes be tied to one’s performance? †¢ Will outcomes be satisfying to one? The first conviction compacts with the relationship between employee effort and performance. The second compacts with the relationship between performance and outcomes. And the third compacts with the relationship between outcomes and satisfaction. These three beliefs form the basis of the belief system of motivation and performance. Accepting that these beliefs are decisive preconditions for motivation helps to explain why incentive programs generally yield such lacklustre results like in case of Gap Inc. Since employees do not always hold these beliefs to be true, attempts to improve motivation by using incentives cannot make the grade, even when the incentives are highly desirable ones. Types of Motivation Problems One cannot do it Motivation problem: Lack of confidence Associated feelings: Self-doubt Anxiety Frustration Outcomes are not tied to one’s performance Motivation problem: Lack of trust Associated feelings: Scepticism Disbelief Mistrust Outcomes will not be satisfying to one Motivation problem: Lack of satisfaction Associated feelings: Anger Rebelliousness Low Morale and Absenteeism At Gap Inc. a major transformation attempt only makes difficult the situation. If any of three beliefs are shaky to begin with, organisational change at Gap Inc. can weaken them even further. The result is often serious motivation and performance problems, at a time when organisations can least afford them, and a resultant surge in the negative emotions associated with change. When an employee believes ‘one cannot do it’ for example, one may develop a lack of self-confidence and begin to experience many of the unpleasant feelings that go along with it: self-doubt, anxiety, and frustration. About a year into the change effort, one manager portrayed the inner turmoil one went through by comparing the restructuring to building a ship at the same time one is trying to sail it. (Mele, 2003) Worker beliefs that ‘outcomes are not tied to one’s performance’ can also escort to noteworthy motivation problems, especially lack of trust. This is normally accompanied by feelings of scepticism or disbelief; precisely the emotions that another manager felt when one was told early on change effort that power would be allocated differently. Employee beliefs that ‘outcomes will not be satisfying to one’ often escort to a third major problem, chronic dissatisfaction, and to feelings of anger, rebelliousness, low morale and absenteeism. (Miner, 2002) Like as the negative emotions allied with change can often go undetected, the motivation and performance problems that cause them frequently remain hidden and unresolved. Due to this, managers who lead change are sometimes frustrated in their efforts. They fail to realise that it is not enough to appeal to the intellect of their workers. So managers must also win employees’ hearts in order to implement change successfully. The reason behind why are motivation problems so difficult to uncover is that employees are afraid to speak about them or even admit that they exist like at Gap Inc. Though most employees know when they have a motivation problem, many feel that acknowledging it is tantamount to admitting failure, and, naturally, they do not want to appear weak or incompetent to their manager. The belief system approach is practical method that can help manager at Gap Inc. resolve these problems effectively. It takes the guesswork out of the search for motivation problems and alerts managers to the three principal types: †¢ Motivation problems caused by a lack of confidence. †¢ Motivation problems caused by a lack of trust. †¢ Motivation problems caused by a lack of satisfaction. The approach is based on the expectancy theory of motivation and on the research of Yale University professor Victor H. Vroom. In conducting Vroom’s analyses of why motivation improvement so often fails, Vroom came to the conclusion that motivation at work depends on certain employee expectations or beliefs: that effort will lead to performance, that performance will lead to outcomes, and that these outcomes, when received, will be satisfying. (Thomas, 2004) Like other expectancy theorists, Vroom maintained that the tendency of people to act in certain ways depends on the strength of the expectation that their actions will be followed by certain outcomes and on the perceived value or valence of those outcomes. This combination of expectation and valence is what determines peoples behaviour, Vroom and colleagues argued, and unless both expectation and valence are present to some degree, there will be little or no motivation to act. For example, if a person wants a certain outcome but doesnt feel it can be achieved through one’s efforts, then that person wont be motivated. Similarly, that person will also lack motivation if one believes that a certain outcome can be achieved but is undesirable. The application model relies on structured, facilitated meetings between managers and their direct reports to find the answers to the three basic questions that uncover motivation problems: †¢ Does the employee believe that one’s effort will lead to the expected performance? †¢ Does the employee believe that outcomes will be tied to one’s performance? †¢ Does the employee believe the outcomes will be satisfying? Preconditions for Employee Motivation AT Gap Inc. managers have to note that an employee is motivated to perform when †¢ The employee believes that effort will lead to performance. †¢ The employee believes that performance will lead to outcomes. †¢ The employee believes that outcomes will lead to satisfaction. AT Gap Inc. once a manager has recognised a specific motivation problem, one can then work with the employee to find its cause and develop an appropriate solution. There are several reasons that this model performs far better than managers expect such as: †¢ This model prepares managers and employees for solving motivation problems by getting them to think about these issues before they meet. †¢ This model promotes effective change by clarifying expectations, uncovering hidden agendas, and managing emotions before they escalate. †¢ This model relies on the cooperation and involvement of the one person who knows most about the problem and what may be causing it: the employee. (Caruth, 2001) By gently forcing an accurate diagnosis of problems and their causes, the belief system model increases the prospects of finding good solutions to performance shortfalls. After all, it takes information to solve problems, and the goal of the belief system model is to uncover critical information about performance and motivation and to guide managers and employees in applying it productively. The model works to generate an environment in which managers and employees divide the responsibility for solving performance problems, and it fosters the kind of communication that helps managers maintain the critical preconditions for employee motivation: confidence in their ability to meet performance expectations, trust in others to tie outcomes to performance, and satisfaction with their job and the outcomes that they receive. Works Cited Butkus T. Raymond, Thad B.Green, (1999), Motivation, Beliefs and Organisational Transformation. Quorum Books. Westport, CT. Cameron Judy, Pierce W. David, (2002), Pay and Motivation: Resolving the Controversy. Bergin Garvey. Westport, CT. Caruth L. Donald, Handlogten D. Gail, (2001), Managing Compensation (And Understanding It Too): A Handbook for the Perplexed, Quorum Books. Gorman Phil, (2003), Motivation and Emotion. Routledge. New York. Hanlan Marc, (2004), High Performance Teams: How to Make Them Work, Praeger. London Manuel, (2003), Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement, Lawrence Erlbaum Associates. Mele R. Alfred, (2003), Motivation and Agency, Oxford University Press. Miner B. John, (2002), Organisational Behaviour: Foundations, Theories, and Analyses, Oxford University Press. Thomas Neil, (2004), The Concise Adair on Teambuilding and Motivation, Thorogood. White Geoff, Druker Janet, (2000), Reward Management: A Critical Text, Routledge. New York.

Horacio V De La Costa Theology Religion Essay

Horacio V De La Costa Theology Religion Essay Horacio V. De la Costa came into existence at the 9th of May 1916 in Maà ºban, Quezon. His parents, a prominent law magistrate Sixto de la Costa and a modest woman Emiliana Villamayor raised and sent him to a public school in Batangas. Right after his elementary studies, Horacio began his schooling in Ateneo de Manila where he pursued academic excellence (being a graduate of Summa Cum Laude in Bachelor of Arts) and student leadership (being a profound writer and editor of the campus newspaper, Guidon). Upon graduation, he realized that he wanted to serve God by exercising his awe-inspiring gifts in writing. He fulfilled his Masters Degree in the Sacred Heart Novitiate in Novaliches, and became a Jesuit and a writer. For two years, Horacio stayed in Ateneo de Manila to teach and enlighten students in the aspects of Philosophy and History. In his professional career, this young intelligent Jesuit composed witty programs such as Kuwentong Kutsero, which portrayed humorous and sarcastic stories of the Manila life; and Teban: The Calesa Diver that mirrored the ongoing dispute in the 1940 Rizal Bill. His television shows turned out to be a nationwide sensation. When the Japanese government invaded Philippines, Horacio was held captive in Fort Santiago for two months because of resistance whereabouts. He assisted in charitable activities such as offering clothes and medical treatments to Filipino and American combatants who have avoided imprisonment. After the end of World War II, Horacio was bestowed the Medal of Freedom by the American Government then, enrolled in Woodstock College, Maryland for theological studies. At age 30, Horacio was ordained as a Jesuit Priest by Bishop John F. McNamara. Also, Horacio attained a doctorate degree in History at Harvard University. As Horacio returned to the Philippines, he became the first Filipino Dean of Ateneo de Manila University in 1953 then, assumed a role as the consultant of the Philippine province of the Society of Jesus in 1958. A scholarship fund from Smith-Mundt-Fuldright enabled him to become a research assistant in London School of Oriental and Africa Studies. Throughout his life, he obtained honorary doctorates from the University of Santo Tomà ¡s, Tokyos Sophia University, and Dumaguetes Silliman University. At age 55, Horacio became the First Filipino Provincial Superior of the Society of Jesus. Two years later, he was appointed as the General Assistant of Fr. Pedro Arrupe, Superior General of the Society of Jesus. Due to his Historical works, he was presented the Republic Heritage Award by the late Philippine President Diosdado Macapagal. Before his death due to Cancer on the 20th of March 1977, he attended the Jesuits General Congregation in Rome to deliver a speech regarding The Jesuits Today. Horacio had given inspiration towards his government-employed colleagues in the likes of Raul Sevilla Manglapus, Jesus Paredes, and former Chief Justice Claudio Teehankee. But what is success for the college graduate and the professional. Surely it is not simply getting rich; joining the affluent establishment; a bungalow in Makati, a mustang fastback, and Paris in the spring, surely it is service.  ¬ Horacio V. De la Costa Teaching with Authority The best example of teaching with authority would be Jesus Christ. Fr. De la Costa said, He taught them as one having authorityà ¢Ã¢â€š ¬Ã‚ ¦ He did not need to cite sources and other authorities for his authority came from within, from his deep relationship and union with God, His Father. Fr. Dela Costa believes that teaching should come not from norms but within, like Jesus Christ who based all His teachings from His relationship with God. Also, we can say that Fr. Dela Costa meant that teaching should be a vocation, one teaches not for fame and glory but to be able to share the knowledge that one has also been able to gain from other teachers. This authority is life-giving for one gives and gives without seeking for anything in return. The Joy of Suffering Fr. Horacio Dela Costa explains how the Catholic faithful find happiness in their belief when the very symbol of its Church is the Cross, a symbol that usually suggests suffering. Father Dela Costas contention is that one must face suffering to face it, to take it, and to make it work for you. He further notes that avoiding or denying suffering into ones life is not a wise choice as it is an inevitable scenario. He quotes, Into each life, some rain must fall, some days must be dark and dreary. This quotation of his suggests the reality of one having to experience suffering in some points of his life. Father Dela Costa gave attention to the reality that pain bothers people as they go on with their lives. Some really get a difficult time and asks why God must permit pain in their lives. Father Dela Costa downplays this question being brought up by the people due to the agony they are experiencing. He suggests that the better way to see it is to find out how to use pain, profit by it, make it pay. He moves that instead of questioning pain, one may live better using it for his own benefit. Father Dela Costa clarifies the two ways of dealing with pain: undergoing accepting. He suggests that the difference lies in getting killed (undergoing pain), or laying down ones life (accepting pain). For the former it is like dying by accident, say, drowning while leisurely swimming by the ocean and for the latter, drowning saving anothers life. The one who accepted pain died for a noble cause, serving his neighbor. This kind of dealing with pain, acceptance, is exemplified by the Cross of Christ. Through Christ We learn not merely to undergo suffering but to accept it. Christ, being divine, understands that He does not need to experience suffering but He chose to suffer for our sake. By his sufferings, we are healed, says Father Dela Costa. Light Cavalry Fr. Horacio de la Costa tells us the story of the beginning of the Ateneo de Manila and the Jesuit schools here in the Philippines. He talks about building a bridge by which the professors will be able to pass from their living quarters to the school. Over time, the bridge did not change nor did the stream of learning that ran through it. This bridge that Fr. Horacio is talking about may not be physically present now, but the image and symbolism that this bridge carries is still with us. The image of the bridge is being referred to as the Ignatian spirituality in Education. This bridge is used when the Jesuits are talking about the intensifying of the bridges across mountains and seas between the five Ateneos, in Manila, Naga, Cagayan de Oro, Davao, and Zamboanga. It was a bridge between Jesuits, lay coworkers, and co-leaders in the mission of the Ateneos and between different generations of leaders. That single bridge over Anda Street in 1859 has become an interconnected world, a network of bridges across time, space, and cultures. In this globalizing world, the role of the educational apostolate has always been so vital for the Jesuits here in the Philippines, since one of the most important shifts of this world is the move from the industrial to the knowledge society. Teaching and researching in Jesuit educated schools must point towards the greater good and utmost importance that you safeguard the humanistic tradition so fundamental to our Ignatian educational heritage. Fr. Horacio de la Costa introduced the idea of Cura personalis, which means, care for the entire person. This concept implies that each and everyone should lend a helping hand to those who are needy. By living out this notion, human beings should respect their neighbors unique situations and worries as well as deficiencies. This has been the standing ground of Ignatian Spirituality utilized by Catholic conventions.

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Embryonic Stem Cell Research What if there was a way to cure previously in-curable diseases with the help of something in the very first stages of human life, but thousands upon thousands of lives had to be taken to perfect the use of this material? That is exactly what is happening with embryonic stem cells around the world. Pro-life activists, who originally organized to stop the abortions of unborn fetuses, were most angered with the process of actually destroying an embryo solely for research purposes. However, scientists, such as Dr. Andrew Yeager of the University of Pittsburgh, argue that embryonic stem cells are the future of medicine. â€Å"This is really where, I think, so much of biomedicine is going to be going in the twenty first century†, states Yeager. Embryonic stem cells are a new and exciting medical advance that should be researched, but the biomedical technology of the future is not worth the loss of hundreds of thousands of lives now. Although the actual procedure of retrieving stem cells from embryos is highly complicated and scientific, the ideology is quite simple. The study of stem cells that were taken from human embryos has been around since the early nineties, but until the summer of 1998, a majority of the country had been none the wiser. The country’s â€Å"non-knowledge† of this very promising medical technology may have been a blessing in disguise. With the story rapidly hitting newsstands and telecasts around the country, pro and anti-research rallies were the top headlines. Literally defined, embryonic stem cells are â€Å"undifferentiated, or unspecified cells that are unlike any other adult cell†(Stem Cells: A primer). They are unique because they are totipotent, or have the ability to form into almost any of the 220 cell types in the human body. Embryonic stem cells are taken from the blastocyst, the name given to the stage of the embryo when it is four to six days old. The bla stocyst consists of two cell masses; the first is an outer â€Å"wall† of cells that are already specified and will grow to become placental tissue and membrane. The inner mass, however, is a large group of unspecified stem cells that can be manipulated and eventually used for the treatment of diseases such as Parkinson’s, Alzheimer’s, and Diabetes. Not only do stem cells show promise for cures to these diseases, but also they also offer hope for the sufferers and ... ...for their own rights now or people fighting for the future rights of those who have no voice now. Embryonic stem cells are an important part of science today, shedding new light on the dark secrets of the human body, but the research alone is not worth scientists playing God or thousands of innocent lives being lost. Embryonic Stem Cell Research: Medical Advance or Moral Surrender? Heather Zinser Communications 12 December 5th, 2001 Senior Research Paper Hour 4 Ms. Boll Bibliography â€Å"Stem Cell Research†. Online. Available at www.uspoitics.about.com/cs/stemcellresearch Reaves, Jessica. â€Å"Stem Cell Research: Both sides of the debate†. Online. Available at http://www.time.com/time/health/article/0,8599,167254,00.html â€Å"Holy Grail†. Online. Available at http://www.cbsnews.com/now/story/0,1597,319351-412,00.shtml â€Å"Stem Cells: The Basics†. Online. Available at http://www.cbsnews.com â€Å"Stem Cells: A Primer†. National Institute of Health. Online. Available at http://www.nih.gov/news/stemcell/primer.htm Lee, Patrick and George, Robert P. â€Å"Why Killing Embryonic Human Beings is Wrong†. Online. Available at http://www.prolifeinfo.org/stemcell028.html

Indiana Jones and the Temple of Doom :: Action Movies Film Indian Culture Racism Essays

Indiana Jones and the Temple of Doom As I sat and watched â€Å"Indiana Jones and the Temple of Doom,† the version of the â€Å"Orient† we get in this film is quite clear. Played and acted out by Harrison Ford, he was the all-knowing, adventurous, witty, â€Å"save the day† kind of guy, who just happens to be a professor and archaeologist as well. He knew throughout every scene, how to handle a particular situation even though parts of this country were foreign to him. What makes this â€Å"Orient† stand out even worse is his side kick, â€Å"Willie†, whom he met at the beginning of the movie in a Chinese night club. Kate Capeshaw, better known as Willie, plays the damsel in distress in this one. She plays an irritating â€Å"dumb blonde† who screeches at everything and breaks nails. She makes stupid avoidable mistakes and serves as a meddling stumbling block in Indiana’s path. One scene in particular that portrays her as the typical woman of Western society is when Indiana, Shorty, and her leave the village to head to Pankot Palace on elephants. Soon after boarding each of their own elephants, Willie is putting on perfume not only for herself but onto the elephant as well. This is to cover up the animals’ odor. Miraculously, she just happens to have perfume on her in the middle of India. As one watches â€Å"Indiana Jones and the Temple of Doom,† many scenes can be interpreted to represent the Indian culture that Jones, â€Å"Shorty†, and Willie encounter. Although the depiction of this culture seems very real throughout the movie and in certain scenes, the fact of the matter is is that the Indian culture is far from the true reality of life in terms of individual, academic and political levels. In the following paragraphs, I will explain different scenes throughout the movie that destroy the culture and racial background of India. Upon one of the first scenes that takes place ten minutes into the movie, Spielberg (director of the movie), conveys the country of India to be this weird, bizarre, creepy, forested and semi-cannibalistic jungle. I believe this was a crude and untrue portrayal of this country. I feel the worst scene of this movie was the dinner scene. They’re eating out of monkey’s skulls and they make the other culture look like complete barbarians. The eyes in the soup, which Willie sees and is mortified by, only makes the portrayal that much worse.

Blaise Thomas “Tom” Golisano Essay

Blaise Thomas â€Å"Tom† Golisano is the founder of Paychex, the second-largest payroll processor in the United States. He also owns the Buffalo Sabres hockey team. He ran for governor of New York in 1994, 1998, and 2002. He lost all three elections but surprisingly defeated incumbent New York Governor George Pataki in the hotly contested 2002 elections. The founder of Paychex built a high-performing organization on an unconventional premise at the time: Hire people with the right attitude and then teach them the skills to do the job. But rapid growth in the 1990s showed Paychex that it needed a more systematic approach to reliably execute this philosophy throughout its geographically dispersed operations, especially at the important front line of customer service. The resulting solution  Ã¢â‚¬â€œÃ‚  one that includes more sophisticated hiring practices, more extensive training and development, and multiple reinforcement mechanisms  Ã¢â‚¬â€œÃ‚  still serves the company well today. He stands for good government, political reform and fair play.   In January 31, 2006 he announced his decision to no longer run for public office due to personal and professional reasons.   He is involved in many business interests, and will continue to remain active in Paychex and other entrepreneurial ventures.   He also said he will continue his philanthropic activity. He is still committed to the economic development of New York, as well as promoting responsible government. He has received many awards for his prowess in business: David T. Kearns Medal of Distinction – recognizing significant achievements in business, public service and education, by the University of Rochester’s William E. Simon Graduate School of Business Administration Rochester Business Hall of Fame (2001) The 1987 Herbert W. VandenBrul Entrepreneurial Award, presented by Rochester Institute of Technology’s College of Business â€Å"Master Entrepreneur† award in Ernst & Young’s Entrepreneur of the Year awards competition for Western New York Humanitarian of the Year Award, presented by the Boy’s Town of Italy, and the Commerce and Industry Award of the Rochester Chamber of Commerce. Outstanding Alumni Award from the American Association of Community Colleges He has been actively involved in a great deal of charitable work. In 1984, he founded the B. Thomas Golisano Foundation. His foundation awards grants to organizations dedicated to providing opportunities for those with disabilities and offering support to their families. In 2002, The University of Rochester re-named their pediatric hospital Golisano Children’s Hospital where he donated $14 million in March 6, 2006 as well as $6 million to Bishop Kearney High School and Our Lady of Mercy. Reference: Edited by Investor’s Business Daily. â€Å"Profiles in Business Success 51 Top Leaders and How They Achieved Greatness.†. New York: McGraw-Hill p. 50. Retrieved from the web:   http://www.en.wikipedia.org/wiki/Tom_Golisano   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     http://www.golisano.com http://www3.interscience.wiley.com/cgin/abstract/109792492/ABSTRACT?CRETRY=1&RETRY=0