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; 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.
Of the 20 largest nonprofit organizations in the United States, 16 operate within a structure that is rare outside the nonprofit world: the federation. A federation is a network of local affiliates ...that share a mission, a brand, and a program model but are legally independent of one another and of a national office. Federations don't always work as they should, however, and some of them have run into trouble. Federations can offer significant advantages to their affiliates, but if poorly managed they suffer from uneven performance among local organizations, costly administrative duplication, and cumbersome national offices that deliver insufficient value. The federation gives affiliates the autonomy to adapt their programs to meet community needs and attract local resources in a way that centralized national organizations find it difficult to emulate. Too few established federations give their affiliates sufficient value.
In 2002, more than 6 million people - most of them in poor countries - died from HIV/AIDS, tuberculosis, and malaria. Given their magnitude and the speed with which the 3 diseases spread, it is now ...clear that no lasting solution will come without creative partnerships between corporations, on the one hand, and nongovernmental organization and the public sector, on the other. Any multinational corporation that can't see how it is directly affected by the global disease epidemic is dangerously myopic. Examples of successful corporate contributions can offer encouragement to executives. When convergence occurs, profound progress can be made on some of the most intractable problems. Companies in the private sector can take direct action to fill gaps in the public-health infrastructure by delivering health services to their employees and, sometimes, to the local community.
