We analyze the stellar kinematics of 39 dwarf early-type galaxies (dEs) in the Virgo cluster. Based on the specific stellar angular momentum λ Re and the ellipticity, we find 11 slow rotators and 28 fast rotators. The fast rotators in the outer parts of the Virgo cluster rotate significantly faster than fast rotators in the inner parts of the cluster. Moreover, 10 out of the 11 slow rotators are located in the inner 3 • (D < 1 Mpc) of the cluster. The fast rotators contain subtle disky structures that are visible in high-pass filtered optical images, while the slow rotators do not exhibit these structures. In addition, two of the dEs have kinematically decoupled cores and four more have emission partially filling in the Balmer absorption lines. These properties suggest that Virgo cluster dEs may have originated from late-type star-forming galaxies that were transformed by the environment after their infall into the cluster. The correlation between λ Re and the clustercentric distance can be explained by a scenario where low luminosity star-forming galaxies fall into the cluster, their gas is rapidly removed by ram pressure stripping, although some of it can be retained in their core, their star-formation is quenched but their stellar kinematics are preserved. After a long time in the cluster and several passes through its center, the galaxies are heated up and transformed into slow rotating dEs.

Introduction IT professionals are beset by ongoing changes in technology and business practices. Some commentators have suggested that, in order to stay competitive, IT professionals should retool themselves to gain competency in specific in-demand technical skills. This article argues that thriving in such a dynamic environment requires competency in a broad range of skills, including not only technical skills, but non-technical skills as well. Our research shows that IT departments in non-IT companies report that while both technical and non-technical skills are important, the skills most critical to retain in-house and most sought in new mid-level employees are non-technical skills such as project management, business domain knowledge and relationship skills. These skills are critical because they enable IT departments to work effectively with other departments, internal users, and external customers and suppliers. Non-technical skills leverage technical skills to augment the organization's overall effectiveness in designing and delivering solutions to meet an organization's challenges and opportunities. These findings depart from previous articles emphasizing technical skills as a basis for valuing IT workers and other research recommending business-oriented skills only for those managing IT workers, not for IT professionals themselves. Our findings lead us to the realization that in today's environment of continuous and fast-paced change, a mix of skills is essential for IT professionals. We believe that the Law of Requisite Variety can help explain the need for greater breadth of knowledge and skills among IT professionals. From cybernetics, the Law of Requisite Variety states that adapting to change requires a varied enough solution set to match the complexity of an environment. In this case, IT workers need a broad enough range of knowledge and skills to meet the demands of their increasingly dynamic and complex profession. Based on our research, we offer a framework outlining six skill categories. We believe that all six skill categories are critically important for the career development of IT professionals.

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Findings in an IT workforce study support the emphasis of business content espoused by IS curriculum guidelines. Business domain and project management skills are critical to keep in house while technical skills were cited as the top skills sourced. Paradoxically, technical skills are those cited for entry-level positions. We discuss the issues raised by these findings and recommend several approaches for IS programs to consider. IS programs must offer a functionally integrated curriculum and deliver it in an experiential business context. We provide several examples of innovative pedagogical approaches and industry alliances which demonstrate mechanisms to provide students with a stronger business orientation in applying IT. We recommend a more proactive approach to enrollment including better promotion of IS programs.

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In a blind school in northern Ghana, CS/PB was the major anatomical cause of childhood blindness/SVI. While CS/PB has been the most common anatomical cause of childhood blindness reported in Ghana, there may be regional changes in its prevalence over time. Being able to identify regional differences may guide future public health strategies to target specific causes.

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