...ARMY AVIATION OPERATIONS IN LOW INTENSITY CONFLICT Introduction “Foot slogging” by infantrymen has been most important and fundamental to address an insurgency; however, there are limitations to their mobility. To increase their versatility, the Portuguese introduced two contrasting means, the helicopter and the horse. While there were other, more conventional solutions to the mobility problem, such as trucks, jeeps, and light armored cars, these vehicles required at least crude roads, had other terrain limitations, and were vulnerable to land mines. The advent of the helicopter and its application in counter-insurgency began with the British in Malaya on 1 April 1950, with the formation of the Far East Casualty Air Evacuation Flight at Seletar with strength of three Westland S-51 Dragonfly helicopters. During the Malayan Emergency the British used their helicopters primarily for casualty evacuation and later for airlifting troops. Question that looms ahead for the future, no matter what the outcome in Jammu and Kashmir, and North Eastern States, is how the army aviation succeeds against fierce insurgency in strategy and capabilities. The Taliban’s resurgence, tenacious resistance against NATO forces in Afghanistan, Al Qaeda’s ability to elude United States forces, and the trouble Israel has had in trying to subdue violence in tiny Southern Lebanon (Hezbollah) and tinier Gaza (Hamas) deepen concern that even world’s finest militaries have problems against any kind...
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...Nikki Vanessa V. Novales July 20, 2012 # 2012-42443 PI 10 E2-6R Rizal: Hidden Beneath The Surface A Reaction Paper On “Bayaning 3rd World” “Who is Rizal?” If you ask this question to any Filipino, they will most likely say, “He is our national hero” Or “He’s the person stamped on our 1-peso coin”. But is that all he really is? The movie “Bayaning 3rd World” is about two film makers trying to make a movie about Rizal. They found out, however, that this would not be an easy task, for their subject is a very complicated man. Rather than focusing on a single issue about Rizal, they decided to make a detective story about Rizal being the country’s national hero. They tackled several issues but focused mainly on Rizal’s retraction and Josephine Bracken. The movie was meant to be educational, but unlike most documentaries, “Bayaning 3rd World” is definitely not boring. The documentary was presented in a comical way, so that viewers of all ages would be able to understand it and grasp its meaning. I was confused at first because I didn’t know what the “Retraction Controversy” was and the two film makers started having these long conversations about it without explaining it to the viewers. But when I found out what it was all about, following the flow of the story became easy. Another controversy that arose was about Josephine Bracken, on whether she and Rizal were married or not. It was implied that if they were indeed married, then Rizal retracted...
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...Journal of International Business Studies (2009) 40, 901–925 & 2009 Academy of International Business All rights reserved 0047-2506 www.jibs.net Why are companies offshoring innovation? The emerging global race for talent Arie Y Lewin1, Silvia Massini2 and Carine Peeters3 The Fuqua School of Business, Duke University, Durham, USA; 2Manchester Business School, University of Manchester, Manchester, UK; 3 Solvay Brussels School of Economics and Management, Brussels, Belgium Correspondence: AY Lewin, The Fuqua School of Business, Duke University, 1 Towerview Drive, Box 90120, Durham, NC 27708, USA. Tel: þ 1 919 660 7654; Fax: þ 1 919 660 7769 1 Abstract This paper empirically studies determinants of decision by companies to offshore innovation activities. It uses survey data from the international Offshoring Research Network project to estimate the impact of managerial intentionality, past experience, and environmental factors on the probability of offshoring innovation projects. The results show that the emerging shortage of highly skilled science and engineering talent in the US and, more generally, the need to access qualified personnel are important explanatory factors for offshoring innovation decisions. Moreover, contrary to drivers of many other functions, labor arbitrage is less important than other forms of cost savings. The paper concludes with a discussion of the changing dynamics underlying offshoring of innovation activities, suggesting that companies are...
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...6. Doing business in Brazil Also in t his section 62 AT&rs big merger blocked 63 Boeing's nightm areliner 63 Guitars and green laws 64 Exxon beats BPin Ru ssia Rio or Sao Paulo? ~ IO oeJ A IH I ~ O ANO S';'O PAULO For the first time in decades, Brazil's Marvellous City looks attrac tive for business 64 Grabbing mines in Zimbabwe 66 Schumpeter. Angst for th e educated Community-policing projects a re taming its infamous favelas, or shantytowns: its murder rate, though still very high at 26 per 100,000 people p er year (2.5 tim es Sao Paulo's), is a t last falling. Brazil's soaring real is pricing expats paid in foreign currencies out of Sao Paulo's classy restaurants a nd shopping malls; Rio's recipe of sun, sea and sam ba is still free. Even Hollywood seems to be on Rio's side: an eponymous animation, w ith its lush depictions of rain forest a nd carni val, is one of the year's highest-grossing fi lms. Rio's mayor, Eduardo Paes, has big plans for capitalising on the city's magic moment. He has set up a business-developm ent agency, Rio Negocios, to ma rket the city, h elp businesspeop le find inve stm ent opportunities, and advise on pap erwork and tax breaks. It concentrates on sec to rs where it reckons Rio has an edge: ~~ T AST year Paulo Rezende, a Brazilian privL ate-equity investor, and two partners decided to set up a fund investing in suppliers to oil a nd gas companies. Although this industry is centred on Rio de Janeiro, Brazil's second-larges...
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...ALEXANDER CHERNEV Curriculum Vitae Kellogg School of Management, Northwestern University 2001 Sheridan Rd., Evanston, IL 60208 Phone: (847) 467-4095, Fax: (847) 491-2498 e-mail: ach@northwestern.edu Academic Positions Associate Professor: Kellogg School of Management, Northwestern University, 2001 – present Assistant Professor: Kellogg School of Management, Northwestern University, 1998 – 2001 Visiting Assistant Professor: Kellogg School of Management, Northwestern University, 1997 – 1998 Marketing, Duke University, 1997 Psychology, Sofia University, 1990 B.A. Honors & Awards Ph.D. Ph.D. Education Psychology, Sofia University, 1986 Faculty Impact Award. Given by students to faculty demonstrating “true excellence in interactions with students,” 2009 Outstanding Reviewer, Journal of Consumer Research, 2008 Early Career Contribution Award, Society for Consumer Psychology/ American Psychological Association, 2005. Given annually to the most productive researcher in the field of consumer behavior who has been a faculty member for less than ten years. Fellow, Young Scholars Program, Marketing Science Institute, 2005 Outstanding Reviewer, Journal of Consumer Research, 2003 Chair’s Core Course Teaching Award, Kellogg School of Management, 2002 – 2003 Dean’s Recognition of Teaching Excellence, Kellogg School of Management (based on student evaluations), 1998 – present McManus Research Chair, Kellogg School of Management, 1998...
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...desistimos de tratar de ver la totalidad. Las herramientas e ideas presentadas en este libro están destinadas a destruir la ilusión de que el mundo está compuesto por fuerzas separadas y desconectadas. Cuando abandonamos esta ilusión podemos construir “organizaciones inteligentes”, organizaciones donde la gente expande continuamente su aptitud para crear los resultados que desea, donde se cultivan nuevos y expansivos patrones de pensamiento, donde la aspiración colectiva queda en libertad, y donde la gente continuamente aprende a aprender en conjunto. Como decía recientemente la revista Fortune: “ Olvide sus viejas y trilladas ideas acerca del liderazgo. La empresa de mayor éxito de la década del 90 será algo llamado organización inteligente”. Y Arie de Geus, jefe de planificación de Royal Dutch/Shell, ha declarado: “La capacidad de aprender con mayor rapidez que los competidores quizá sea la única ventaja competitiva sostenible”. Al crecer la interconexión en el mundo y la complejidad y el dinamismo en los negocios, el trabajo se vincula cada vez más con el aprendizaje. Ya no basta con tener una persona que aprenda para la organización, llámese Ford, Sloan o...
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...Introducere Lucrarea de faţă tratează complexa lume a afacerilor din cadrul reţelelor hoteliere internaţionale punând accentul în principal pe latura obiectual analitică a particularităţilor ce se desfăşoară între participanţii activi regăsiţi în cadrul lanţurilor voluntare, integrate, dispersate sau independente. În primul capitol am adus în prim plan câteva aspecte avute în vedere în managementul hotelier, cu referire la organizarea şi definirea, explicarea şi clarificarea câtorva termeni folosiţi în literatura de specialitate. Sunt avuţi în vedere termeni specifici hotelăriei precum “grup hotelier”, “lanţ hotelier voluntar”, “lanţ hotelier integrat”, “grup hotelier concentrat/dispersat”, “hotel independent (individual)” În al doilea capitol am luat în considerare câteva aspecte uzitate în cadrul grupurilor şi lanţurilor hoteliere, punând în evidenţă avantajele/dezavantajele categoriilor de asociere. (voluntar, integrat, concentrat, dispersat, independent) şi eventualele modalităţi de contractare În capitolul al treilea am optat pentru prezentarea celui mai mare lanţ hotelier voluntar din lume şi tratarea celor mai interesante particularităţi care au făcut din reţeaua BestWestern un concern de talie mondială. Sunt aduse în discuţie principalele beneficii datorate extinderii şi dezvoltării reţelei, caracteristici de ordin financiar, precum şi politica de investiţii reliefată prin intermediul proiectelor de finanţare. De asemenea, de o importanţă aparte...
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...Constantin Chiriţă Cavalerii florii de cireş CAPITOLUL I De aproape cincizeci de ani, orologiul cel mare din turnul şcolii supraveghea cu cadranele sale cele patru puncte cardinale; de aproape cincizeci de ani, acele sale enorme indicau fără greşeală ora exactă. Rareori, iarna, în timpul viscolelor, zăpada cotropitoare oprea mersul lor pe cadranul dinspre soare răsare, iar primăvara, hulubii sau ciorile sau alte zburătoare, în zbenguiala lor, grăbeau mersul vreunui minutar. Dar de fiecare dată, moş Timofte Păstrăvanu, paznicul şcolii, care-şi începuse meseria aceasta încă de pe vremea instalării marelui ornic, şi care, aşa cum spuneau elevii din clasele superioare, şi-o va încheia doar o dată cu oprirea definitivă a ceasului, se urca în turn, scutura scripeţii uriaşi şi începea să învârtească o manivelă cât oiştea carului. După ce asculta câteva clipe tic-tacul tunător şi clătina din cap a încuviinţare, moş Timofte scotea de la brâu o cutie rotundă de metal, cândva strălucitoare, o cutie mare cât o farfurie, o proptea pe genunchi şi o pocnea cu pumnul în creştet. Ca la comandă, cutia lepăda un capac pentru a dezveli un cadran de ceas cu aceleaşi disciplinate cifre romane care împodobeau feţele orologiului din turn. Paznicul scruta cu atenţie ora exactă şi potrivea întocmai acele “Gîngălăului”, pentru că aşa numea dânsul ceasul din turn. O dată treaba terminată, închidea cu câteva zdravene lovituri de pumn capacul “Ţîngălăului”, pentru că aşa numea dânsul ceasul de la brâu...
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...Projectmanagement binnen FBNL Stefan Kappelhof Module: Professional in Control April 2010 Projectmanagement Finance Projecten FBN Mijn naam is Stefan Kappelhof en ik ben werkzaam op de afdeling Accounting, Reporting & Controlling van Fortis Bank Nederland (FBNL). Binnen Accounting, Reporting & Control hebben we te maken met een veelvoud aan projecten. In het jaar 2010, met de aankomende integratie tussen Fortis Bank Nederland en ABN AMRO, zal het aantal projecten toenemen. De projecten worden vaak toegewezen aan beschikbare personen, vaak met specifieke kennis van een onderwerp. De tijd die hiervoor wordt vrijgemaakt valt vaak buiten de business as usual. Er worden vanuit de projectgroepen vaak wel deadlines gesteld, maar dit wordt momenteel niet altijd afgestemd met de Manager Accounting waardoor het voor hem lastig sturen is. Het doel van deze paper is om te onderzoeken of de projectplanning van FBNL efficiënt verloopt en wat de invloed hierbij is van de methode Prince 2 die FBNL voor al haar projectplanningen hanteert. Hoe gaan afdelingen om met verandertrajecten die door het project ontstaan en is daar nog winst te boeken voor FBNL? Met dit paper wil ik aantonen dat het projectmanagement binnen FBNL niet altijd optimaal verloopt. Daarnaast schort het vaak aan motivatie en bereidwilligheid bij de projectmedewerkers om zich volledig in te zetten voor het project. Binnen FBNL maakt men gebruik van de methode Prince 2 voor de planning van bijna alle projecten...
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...La Quinta Disciplina de Peter Senge - Primer parte Capítulo 1. Dadme una palanca y moveré el mundo. Desde temprana edad nos enseñaron a fragmentar el mundo, pensando que esto facilitaría la resolución de las tareas más complejas. Pero cuando queremos ver la imagen general tratamos de ensamblar los fragmentos lo cual resulta tan difícil como armar un espejo roto. Hay que romper con el paradigma de la fragmentación. Abandonando esta idea podemos empezar a pensar en Organizaciones Inteligentes, donde la gente expande su aptitud de crear los resultados que desea, donde la gente aprende a aprender en conjunto. La capacidad de aprender con mayor rapidez que los competidores quizás sea la única ventaja competitiva. Se dice que una idea se ha inventado cuando se prueba en el laboratorio. Se dice que la idea es innovadora cuando puede reproducirse en escala y a costos accesibles. Si es de tamaña importancia como para crear una nueva industria o cambiar la existente (por ejemplo: el teléfono, el avión) se habla de innovación básica. En la actualidad se dice que hay 5 disciplinas que convergen para innovar las organizaciones inteligentes. Las 5 disciplinas del aprendizaje difieren de las disciplinas más tradicionales por ser “personales”, se relacionan con nuestro modo de pensar, de querer y nuestra forma de aprender. Estas 5 disciplinas se reconocen como: 1. Dominio Personal: Es la disciplina que permite aclarar y ahondar nuestra visión personal, concentrar energía, desarrollar paciencia...
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...group in the World Bank Office Jakarta. Vivi Alatas, the Task Team Leader, led the analytical activities and oversaw the preparation of the report. She was supported by a team that included: Nur Cahyadi, Elisabeth Yunita Ekasari, Sarah Harmoun, Budi Hidayat, Edgar Janz, Jon Jellema, Hendratno Tuhiman, and Matthew Wai-Poi. The University of Gadjah Mada (UGM), Center for Public Policy Studies, implemented the baseline and final survey. The analysis for this evaluation was based on survey data that was collected and processed by some 860 enumerators and researchers. The survey work was led and overseen by Susan Wong. This report also draws from the findings of the resulting 2007 baseline survey report written by Robert Sparrow, Jossy Moeis, Arie Damayanti and Yulia Herawati. The Center for Health Research at the University of Indonesia, with the support of partner universities across the country, prepared a report in 2010 on the implementation of Program Keluarga Harapan (PKH), based on qualitative and quantitative spot-checks of the program. In addition, SMERU, an independent research organization in Indonesia, provided complementary qualitative studies in 2007 and 2009. These excellent reports have contributed to efforts to better understand how PKH works and contribute to reform efforts. Their work complements the findings from this impact evaluation, providing inputs for policy makers responsible for oversight and expansion of the...
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...1. Raporturile de concurenţă pe piaţă X este un hotel de lux dintr-o capitală est-europeană. La puţină vreme după inaugurare, pentru perioada mai 1998-aprilie 2000, rata ocupării camerelor şi tariful mediu real/Average Daily Rate (în USD) estimate prin buget şi, respectiv, realizate pot fi reprezentate grafic după cum urmează: Figura 1.1 Figura 1.2 Pentru ultimele 7 luni ale perioadei menţionate, graficele următoare arată evoluţia ratei ocupării camerelor, nivelul pe zile din săptămână a ratei ocupării camerelor şi, respectiv, RevPAR pentru o zi (în USD) - vezi manualul. Calculaţi tariful mediu real pentru fiecare din lunile perioadei octombrie 1999-aprilie 2000, precum şi pe total perioadă. Figura 1.3 Figura 1.4 Figura 1.5 Hotelul Y, direct concurent, deja consacrat pe piaţă, a înregistrat următoarele niveluri ale ratei ocupării camerelor şi, respectiv, ale tarifului mediu real (în USD): Figura 1.6 Z este un alt hotel direct concurent, deschis înaintea hotelului X. Graficul următor prezintă distinct, pentru perioadele iunie-septembrie 1998, octombrie 1998-septembrie 1999 şi, respectiv, octombrie 1999-aprilie 2000, pentru cele trei hoteluri, rata calculată ca raport între cota deţinută de camerele ocupate ale fiecărui hotel în total camere ocupate ale celor trei hoteluri şi cota de piaţă a fiecărui hotel faţă de total camere disponibile. Cotele de piaţă ale celor trei hoteluri sunt de 25,67%, 31,77% şi, respectiv, 42,57%. Pentru fiecare dintre...
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...Antreprenoriatul - de la zero la succes printr-o idee genială Duminică, 21 Martie 2010 21:36 Andra Larisa Zaharia Articole - Start-up PR [pic][pic] [pic][pic][pic][pic] [pic]De când lucrez în online am observat o "specie" aparte de om de afaceri. Sunt sigură că l-aţi văzut şi voi la conferinţe şi chiar la TV. Nu poartă costum decât rareori şi nu prea conduce maşini scumpe. Nu-i plac nici servietele din piele şi nici Rolex-urile, dar o să-l vedeţi cu siguranţă cu rucsacul după el, fiindcă nu pleacă nicăieri fără laptop şi stabileşte orice întâlnire de afaceri doar în locuri cu wireless. Dincolo de semnele exterioare distinctive, veţi observa că "subiectul" nostru este vorbăreţ şi foarte informal, un amestec de trainer şi coordonator, dar care se dezice cu fermitate de eticheta "manager" sau "CEO". O să-l vedeţi cu câtă pasiune vorbeşte despre proiectele sale şi veţi mai observa şi cu ce rapiditate îi vin idei noi, pe care nu aşteaptă prea mult să le pună în aplicare. După cum probabil v-aţi dat seama, omul despre care vorbesc este Antreprenorul. Cel care nu stă prea mult pe gânduri şi se aventurează mai ceva ca Indiana Jones în jungla business-ului. Am vrut să aflu mai multe despre acest tip, pentru a-i putea face un "portret-robot", aşa că m-am gândit să-i intervievez pe câţiva dintre cei mai cunoscuţi antreprenori de la noi. Iată setul de întrebări şi răspunsurile lor. 1. Cum crezi că este perceput antreprenoriatul în România, având în vedere faptul că nu...
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...2010 马里兰大学新生生活指南 马里兰大学 CSSA 09/07/2010 目 欢迎信 许晓欢 著 执委会成员联系方式 一、临行 1 签证准备 . 周玉琳 著 2 行李准备 . 邵欣 著 3 联系马大 CS . SA 王浩宇 著 4 大华府地区时差及气候介绍 . 周玉琳 著 二、抵达美国 1 I9 填写 . -4 葛海琴 著 2 学校报道 . 周玉琳 著 3 居住 . 孙炜彤、吴鑫阳、蒋少雄、孙贺超 著 4 办理重要卡 . 1 ）开银行账户 王浩宇 著 2 ）手机 许晓欢 著 3 ）办社会保险号 4 ）驾照 孙炜彤 著 三、分类指南 1 ．衣 郭薇 著 2 ．食 郭薇、蒋少雄、孙炜彤、周洁 著 3 ．行 周洁 著 4 ．休闲 周瑜亭、王浩宇、周洁、潘意杰 著 5 ．通讯 周洁 著 录 4 5 6 6 7 7 8 9 9 9 9 1 3 1 3 1 3 1 4 1 5 1 7 1 7 1 9 2 1 2 4 3 8 2 6 ．学习 何京珂 著 7 ．健康与安全 陈玉洁、周洁 著 四、附录 1 机场信息 . 王浩宇 著 2 银行信息 . 王浩宇 著 3 实用网站 . 潘意杰 著 鸣谢 合作伙伴 免责声明 3 8 4 0 4 4 4 4 4 5 4 6 4 8 4 9 5 0 3 欢 迎 信 各位马里兰大学的中国老师同学们大家好， 马里兰大学中国学生学者联合会(MPCS) UC SA欢迎大家来到马里兰大学！马里兰大学 CS 以服务马大华人学生学者为宗旨，承担每年迎接新生的工作，并且组织举办中秋和春节 SA 晚会等大型活动。我们 CS 的每一名成员都在尽最大的努力，为初到美国的老师同学尽快适 SA 应陌生环境提供有力支持，为全体留学生朋友营造华人大家庭温暖快乐的氛围！同时，CS SA 也是大家得以锻炼才华的舞台-我们期待着新鲜血液的注入，期待着你们为我们带来新的想 法，力量，与活力！ 出国留学，离家万里，无论对谁而言都是一次全新的经历，同时又充满挑战。面对陌生 的环境和文化，我们会有诸多不了解与不适应。因此，马里兰大学 CS 为大家精心编辑了一 SA 本《生活指南》，为大家详尽地介绍了生活中可能会碰到的方方面，包括通讯，住房，办理 SN S，办理驾照等等，希望对大家有所帮助！这本生活指南凝聚了 21 届学生会执委会还有 00 其他参与同学的心血；但由于时间紧促，难免有疏漏之处，还望大家海涵！同时，也欢迎大 家提出宝贵的建议，我们会虚心采纳，适时推出生活指南的新版本。 许晓欢 代表马里兰大学中国学生学者联合会 4 执委会成员联系方式 许晓欢 主席 王浩宇 副主席 吴鑫阳 副主席 潘意杰 秘书长 王安 陈玉洁 葛海琴 何京珂 财务部及 Fn Riig ud asn 财务部及 Fn Riig ud asn 外联部 外联部 宣传部 周玉琳 邵欣 孙炜彤 宣传部 娱乐休闲部 学术部 周瑜亭 陈新益 体育部 体育部 周洁 郭薇 文艺部 文艺部 吴钰 ...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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