A direct microscopic count technique employing fluorescein isothiocyanate stain was used to compare microbial colonization on the exposed surfaces of rocks and minerals suspended in several ponds for various time intervals. Hematitic sandstone was never colonized at a rate greater than limestone, but quartz was always colonized more rapidly than calcite. The use of single-crystal minerals (quartz and calcite) in a nested factor experiment showed that the effect of the minerals on colonization was statistically significant, but that differences among the immersion sites were also significant. Sandstone samples placed in a pond outflow accumulated microbial colonizers more rapidly than those placed in the still waters of the same pond. The results indicate that the composition of the mineral substrate, in concert with the immersion environment, controls the formation of primary slime layers in aquatic systems.
This paper presents an approach to cost-benefit analysis in which territories' communities are involved in fixing the thresholds for economic, social and environmental benefits of activities that affect them; they do this in the light of the implied trade-offs in feasibility, acceptability, and vulnerability of the project and do not assume commensurability of indicators. The dialogue between project organisation and stakeholders happens in a decision conference. The approach may be used in the classroom, in the board room, and in the town hall as a decision support tool for decision making in sustainable development. It brings together complex systems modelling, communities of practice, and social choice theory in a tenstep method for elaborating a Cost-Benefit Table ultimately connected with the way people's lives go. The feasibility of using the framework was tested in a classroom setting. Results are presented and discussed in this paper.
This paper defends a vision of good management that is rational, practical, and responsible. Managers are rational insofar as they link their actions to reasons, practical insofar as they situate their actions in context and consider the consequences, and responsible insofar as they are prepared to answer questions about the appropriateness of their actions. This paper presents a general empirical method for practicing management in this manner, together with a toolbox of good management concepts, contexts, and precepts. Attention is drawn to the role of modelling and using context in good management. The method is applied to a business case study. RESUME. Cet article défend une vision de la bonne gestion comme rationnelle, pratique, et responsable. Les managers sont rationnels dans la mesure où ils lient l'action aux intentions, pratiques dans la mesure où ils placent l'action dans son contexte et considèrent ses résultats, et responsables dans la mesure où ils sont prêts à répondre aux questions sur le caractère approprié de l'action. Nous présentons ici une nouvelle méthode pour ces bonnes pratiques managériales ainsi qu'une boîte à outils de concepts, contextes, et préceptes. L'attention est attirée sur l'importance de la modélisation et de l'utilisation du contexte dans la gestion. La méthode est appliquée à une étude de cas.
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