Computed tomography (CT) screening of lung cancer allows the detection of early tumors. The objective of our study was to verify whether initial asymptomatic lung cancers, identified by ...high-resolution low-dose CT (LD-CT) on a high-risk population, show genetic abnormalities that could be indicative of the early events of lung carcinogenesis. We analyzed 78 tumor samples: 21 (pilot population) from heavy smokers with asymptomatic non-screening detected early-stage lung cancers and 57 from 5203 asymptomatic heavy smoker volunteers, who underwent a LD-CT screening study. During surgical resection of the detected tumors, tissue samples were collected and short-term cultures were started for karyotype evaluation. Samples were classified according to the normal (NK) or aneuploid (AK) karyotype. The NK samples were further analyzed by the Affymetrix single-nucleotide polymorphisms (SNPs) technology. Metaphase spreads were obtained in 73.0% of the selected samples: 80.7% showed an AK. A statistically significant correlation was found between presence of vascular invasion and abnormal karyotype. A total of 10 NK samples were suitable for SNPs analysis. Subtle genomic alterations were found in eight tumors, the remaining two showing no evidence to date of chromosomal aberrations anywhere in the genome. Two common regions of amplification were identified at 5p and 8p11. Mutation analysis by direct sequencing was conducted for the K-RAS, TP53 and EGFR genes, confirming data already described for heavy smokers. We show that: (i) the majority of screening-detected tumors are aneuploid; (ii) early-stage tumors tend to harbor a less abnormal karyotype; (iii) whole genome analysis of NK tumors allows for the detection of common regions of copy number variation (such as amplifications at 5p and 8p11), highlighting genes that might be considered candidate markers of early events in lung carcinogenesis.
Summary Detailed studies on the pathologic and molecular features of low-dose computed tomography (LDCT)-detected carcinomas and comparison with unscreened tumors are still lacking. We evaluated the ...histopathologic features of 89 LDCT-detected lung cancers resected between 2004 and 2006. These tumors occurred within a cohort of 5202 volunteers undergoing annual LDCT, aged ≥50 years, and with a minimum 20 pack-year index. In adenocarcinomas, central scar diameter, invasion foci size and K-ras mutations were also assessed. The results were compared with those of 89 consecutive lung carcinomas matched for confounding factors (sex, smoking habit), selected from group of 363 consecutive clinically worked-up lung cancer, surgically resected in the same period and at the same Institution. The tumors were diagnosed in 63 males and 26 females (range 50–79 years), 55 of which diagnosed at the baseline (1.05%) and 34 (including 10 repeat cancers) operated after work-up during the second year (0.72%). LDCT-detected tumors showed high resectability rate (89%), earlier stage (63%) and prevalence of adenocarcinoma nodules (72%), most often of the mixed subtype, in comparison with unscreened tumors. A similar prevalence of K-ras mutations was found in both screened and unscreened adenocarcinomas. Repeat cancers were found in 10 screened patients, and were predominantly stage I adenocarcinomas of mixed subtype exhibiting smaller dimension but greater central scar diameter and stromal invasion size in comparison with the other second-year, slower-growing adenocarcinomas. Multiple tumor nodules were identified in 10 patients exclusively at the baseline, were mostly mixed adenocarcinomas and differed in their K-ras mutation profile. Screening-detected lung cancers shared most of the histologic features of fully malignant tumors, in addition to a similar prevalence of K-ras mutations, despite their earlier detection and less advanced clinical stage. Repeat cancers are potentially aggressive tumors. K-ras mutation analysis supports the impression that multifocal tumors at baseline are separate synchronous primaries.
Purpose - By introducing business people to the frustrations of leadership roles in nonprofits and showing how executives with corporate experience have dealt with these challenges, the authors ...provide a guide for volunteers who serve as board members, executives, donors, consultants or partners in the nonprofit sector.Design methodology approach - McKinsey & Company consultants interviewed executives who have served as both corporate and nonprofit leaders.Findings - Corporate executives working with nonprofits need to take the time to get to know the organization and all its stakeholders before proposing any new practices or initiatives. They should avoid unilateral decisions - instead involving board, staff and key stakeholders as appropriate.Research limitations implications - The sample interviewed was small, about a dozen top executives. However, as more corporate executive take leadership positions in nonprofits, there will be an opportunity to survey a much larger sample.Practical implications - Business leaders serving as nonprofit board members will better understand their nonprofit roles. Donors will learn to use their financial clout to improve nonprofit performance. Cross-sector partnerships - which are central to addressing society's most intractable problems - can anticipate and solve roadblocks caused by the nonprofit sector's different culture and demands. Top business executives will gain a better understanding of what makes the nonprofit world tick.Originality value - This article assesses the factors for nonprofit sector leadership success based on the first-hand experience of top executives who have run major corporations.
This paper seeks to draw the attention to a peculiar, complex and interesting issue: the search for value in the public organizations? management. Thus, after a brief reference to the classical theme ...of creation and measurement of the general economic-financial value for (Business / Private) firms, it focuses on the more insidious and much less quantitative argument of the generation and management of Public value. Public value is the equivalent (though modified) of shareholder value (SHV) in public management with special features. A first model internationally diffused in public sector studies is representable by means of the Strategic Triangle; whose angles are: 1) Vision (value); 2) Legitimacy & support; 3) Operational capability of the public organization. A second model concerns more directly the first, highest, angle (that is now zoomed and founded upon resources and competencies): the value created for citizens through public services above all as mission. The building blocks and the outcomes & metrics developments are the elements that constitute a PSV (Public Service Value) scheme. A comparative analysis per stages is essential for our purpose: starting firstly from Public Administration (1: traditional model), secondly to New Public Management (2: NPM, denoting policies aimed to modernize and render more effective the public sector), we may arrive finally to the New Public Service stage (3: NPS, which is coherent with a networked public governance vision). Such an evolution implies a transition from a technical government to a wider and flexible governance philosophy in the ambit of a renewed value&performance-oriented public sector, which is willing to adopt qualitative principles and where individual employees are free and stimulated to pursue and propose new ideas about how to improve the working of the organization, in terms of efficiency or services. In sum, the quest for public value is the next and urgent challenge for public sector at its various
Building Alternatives Taliento, Neil; Pearson, Tom
Journal of correctional education (1974),
06/1994, Letnik:
45, Številka:
2
Journal Article
Recenzirano
Celotno besedilo
Dostopno za:
BFBNIB, DOBA, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UILJ, UKNU, UL, UM, UPUK
47.
Building Alternatives Taliento, Neil; Person, Tom
Journal of correctional education,
1994, Letnik:
45, Številka:
2
Journal Article
A cooperative demonstration project in correctional education offers vocational training and supportive services in a neighborhood environment for youth offenders confined to the correctional ...facility in South Portland, Maine. The project provides an all day comprehensive vocational/life skills program in the community to youth offenders prior to their release. (JOW)
William Novelli, the CEO of AARP, believes CEOs are often disdainful of not-for-profit management. He says they think it's undisciplined, nonquantified. But in fact, he says, it's harder to succeed ...in the nonprofit world. For starters, nonprofits' goals are both more complex and more intangible. It may be hard to compete in the field of consumer packaged goods or electronics or high finance," he says, but it's harder to achieve goals in the nonprofit world because these goals tend to be behavioral. Business executives need to understand the leadership challenges faced by their nonprofit counterparts if they are to cross the border between the two worlds gracefully. And nonprofit leaders, for their part, need to have a firm grasp of these issues so that they can help the business leaders they work with be more effective. Leaders who have served in both sectors agree that top business executives need to better understand what makes the nonprofit world tick.
Provider: - Institution: Internet Culturale / Biblioteca Provinciale S. Teresa Dei Maschi-De Gemmis - Bari - Data provided by Europeana Collections- I nomi degli A. in fine- All metadata published by ...Europeana are available free of restriction under the Creative Commons CC0 1.0 Universal Public Domain Dedication. However, Europeana requests that you actively acknowledge and give attribution to all metadata sources including Europeana
Few companies make social investments specifically aimed at empowering women in developing economies, but the authors believe that supporting this goal is good business and good practice for all ...companies. In the course of their work, they've uncovered a startlingly wide range of ways in which private-sector companies can offer sizable economic benefits not only to women and their societies but also to the companies themselves. Women's unfulfilled potential significantly hinders economic growth. One recent study, for example, estimates that lower education and employment rates for women and girls are responsible for as much as a 1.6% point difference in annual GDP growth between South Asia and East Asia. Companies don't have to go it alone: successful ones, they've seen, design and implement their investments collaboratively with the women they're trying to help, nongovernmental organizations with relevant experience, and other companies with similar interests.
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