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...Review Starting Step III opioids for moderate to severe pain in cancer patients: Dose titration: A systematic review Palliative Medicine 25(5) 424–430 ! The Author(s) 2010 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/0269216310386280 pmj.sagepub.com ˚ Pal Klepstad Pain and Palliation Research Group, Department of Circulation and Medical Imaging, Faculty of Medicine, Norwegian University of Science and Technology (NTNU), Trondheim, Norway; Department of Intensive Care, St Olavs University Hospital, Trondheim, Norway Stein Kaasa Pain and Palliation Research Group, Department of Cancer Research and Molecular Medicine, Faculty of Medicine, Norwegian University of Science and Technology (NTNU), Trondheim, Norway; Department of Palliative Care, St Olavs University Hospital, Trondheim, Norway Petter C Borchgrevink Pain and Palliation Research Group, Department of Circulation and Medical Imaging, Faculty of Medicine, Norwegian University of Science and Technology (NTNU), Trondheim, Norway; Center for Pain and Complex Disorders, St. Olav University Hospital, Trondheim, Norway Abstract The European Association for Palliative Care recommendation for starting morphine for cancer pain is dose titration with immediate release (IR) oral morphine given every 4 h with additionally doses for breakthrough pain. As part of a EU 6th framework programme to revise the guidelines we review the evidence regarding starting treatment and dose ...
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...htag t lclut ra d e eai t i t s, l i n n o n a ne ep c l wt moe n moe o ei re tr g h maktIin dff rn fra a uc o Bkr e , seil i ay h ra d rcmp tos nei te re.t o iee to Jmb Ji f aes l t n s e d arnhse fh p p l h a h o siu b vrg a d o d o ayw i isacig o a uc a d f ci o te o ua el cnc s eea e n fo cmp n, hc ser n fr q i n a e r t o h h k e et e a t cmmu i t wt lcl s e tt i rv i i-oe rfficS, ht ite d t b ot ff ci w yo o v nc e i oar i nsompoet ns rt .ow add h y o o o s a h ed s t a sl w i sl d eig o h ien reig u g t a s hl tl h r t te l makt b d e? e e ia n ra n S lt n oui o Jmb Ji o Bkr e ue Tu i icroaig bla d oi me imakt g h n e n t nyo a a uc f aes l sd rmpa nop rt mo i n sc l da rei ca n l o o lt e d , n e a n s e h ne utme sri - u a o o rae o vr t n a d e t nhp b t en h ba d n lcl n a c cs rev e b tl t c t cnes i s n rl i sis ew e te rn a doa o c s e ao ao cs mes ut r o . “ rmpa S makt g poie u wt te sdrc, [ u is MS rei ] rv s s i h mot i tmme i e n T ’ n d h e i da a d t a od be a t cn et i lcl s e ta d uclb i aoaflwn , ff ra lw yo o n cwt oar i ns n q i y ul l l l ig h ed k d y oo ” siBeth ma,w e o Jmb Ji o Bkr e . h ma, h dd o cmmiin makt g xet r a rtT o so n r fa a uc f aes l T o sw o in to so a rei ep ro d e d s n o td cnutn, a te oe d ns ao ima a ig n mo i r g bla d...
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...20 Unified Power Flow Controllers Ali Feliachi West Virginia University Azra Hasanovic West Virginia University 20.1 20.2 20.3 20.4 20.5 20.6 20.7 Introduction Power Flow on a Transmission Line UPFC Description and Operation Series Converter: Four Modes of Operation • Automatic Power Control Karl Schoder West Virginia University UPFC Modeling UPFC Steady-State or Load Flow Model • UPFC Dynamic Model • Interfacing the UPFC with the Power Network Control Design UPFC Basic Control Design • Power System Damping Control through UPFC Using Fuzzy Control Case Study Test System • Tracking Real and Reactive Power Flows • Operation under Fault Conditions Conclusion 20.1 Introduction An electric power system is an interconnection of generating units to load centers through high-voltage electric transmission lines. It consists of generation, transmission, and distribution subsystems, which used to belong to the same electric utility in a given geographical area. But, currently, the electric power industry is in transition from large, vertically integrated utilities providing power at regulated rates to an industry that will incorporate competitive companies selling unbundled power at possibly lower rates. With this new structure, which will include separate generation, distribution, and transmission companies with an open-access policy, comes the need for tighter control strategies. The strategies must maintain the level of reliability that consumers not...
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...idagd u o yu hm b m g e or ohr oe br fhta e er rge ot for o e y n n s hr a,c a i ad ri a yu bohro e t hr i Te a b t ba n e his emn n c n s or rte cm so e a .hy r oh et rr g yg d e e svrlb te ai l osw i hv be sn t yu hm b te o cl eee yh rd am b, h h ae en eto or o e yh p l a y c c i mn t s fhta eni Yu m te ite s i e nkd n yu bohr is ro tasm I a or ohr hn tp d ae ad or rte i ie d. s rp s hldw ad ocd o a hseshn iet rpd yh gn ad e o n n fr t w t ,h ite v l l ae b te ag n d e c o ny cn nos ba n o et.or rte idw e ipt ln a y ipt o uul et t da Yu bohr o sdn er ad t es u ye h s o r a ud inc,eshn e agt r n h ekh ite stlh. o s i. . Iai yu st i19 ip kd p rmclg b te oc,ld o e ad m g e orie n 93s i e u f n sr c o oee yh Plebn fl d n l iid t e t te e sses l rpd n ba nu lh s p beti .h w s a n o h fil ,h ia o ae ad et ,n se t s ra n Ti a k d s e o hg s odrd y enaCi Mis r fuj ) h w s p o td yh G vrm n ree b Bat ( e n t o Pn bw o a ap i e b te oen et h f ie a n o I i dsi olrcin 9 o te oe. f d ,ep e n ee i % fh vt. na ty vg ....
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...11/16/13 Mkt1 Marketing Plan k o pn G3Y aMa en P n C m ay - er r tg l ki a A ss et oeMK 1 eneA a , I 261 s s nC d: T Jnir m t SD 429 em f o T l f ot t b oC n n ae es Irdco ..................................... noutn..................................... t i .................................... 3 .................................... Mii Sa m n.................................. 3 so te et.................................. sn t .................................. .................................. Ma eO j te ................................... r t b cvs.................................. k e i .................................. .................................. 3 a eMa e...................................3 Tr t r t................................... g k ................................... .................................. Pout b cv .................................. rdcO j te.................................. e i ................................. 3 ................................. Pi O j te................................... re b cv...................................3 c e i ................................... .................................. P c O j te................................... l e b cv ................................... a e i .................................. 3 .................................. Po oo O j te................................ 3 rm tn b cv ................................. i e i ................................ ................................ C...
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...2 GB RAM, 3000 mAH, Multiple Mic. 6 - 19 October, 2013 2013 6- 91 أكتوبر 1.9 GHz Octa Core معالج 13 MP Rear Camera كاميرا 32 GB Built-In ذاكرة 5.7” Touch Screen �شا�شة باللم�س Front Camera, 3 GB RAM مجانًا FREE Gift Voucher �شهادات هدية SR 150 + Special offer on 3G model only SR Limited Stocks 2199 SR 2799 Also available in 4G models iPhone 5 s كمية محدودة iPhone 5 c 1.5 GHz Quad Core معالج 8.0 MP Rear Camera كاميرا 8 GB Built-In ذاكرة 4.7” IPS + LCD Touchscreen �شا�شة باللم�س 5 MP Front Camera, 2 GB RAM New version: Online themes availabale Available in SR HTC One Red 40-99HTT24900 1599 مجانًا FREE Case حافظة XperiaTM Z1 51-12778763 1.7 GHz Quad Core معالج 4 MP Ultra Pixel Camera كاميرا 32 GB Built-In ذاكرة 4.7” Touchscreen �شا�شة باللم�س 2.1 MP Front Camera, Wi-Fi, GPS Available in 2.2 GHz Quad Core معالج 20.7 MP Rear Camera كاميرا 16 GB Built-In / Upgradable ذاكرة 5.0” FHD TriluminosTM �شا�شة باللم�س 2 GB RAM, 2 MP Front Camera, Wi-Fi Available in Water resistent up to 30 minutes in 1.5 meter water مجانًا FREE SR SR 150 2499 Gift Voucher �شهادات هدية SR 2699 الرياض-جدة-الخبر-الدمام-الظهران-الجبيل-الهفوف-بريدة-عنيــزة-المدينــةالمنــورة-مكـةالمكــرمـــة-ينبع-الكويـــت-قطـر-أبوظبـي Riyadh, Jeddah, Al-Khobar, Al-Dammam, Al-Dhahran, Jubail, Al-Hufof, Buraidah, Onaizah, Madinah, Makkah, Yanbu, Kuwait, Qatar, UAE Laptops...
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...The economic rationale for building a pipeline: is the AAP a good idea? T e p otn y o xlt po c d up s frd OLn afriP D h o p r i t ep i rj t srl o c e I iC l n A D5 ut o a ee u u i a o Eh i so shtx t g en g aai cn o poes l rd iP D xit h w taeii r in cpcy an t rcs a c en A D b4 sn f i t lu 5T u, e A wlr soth c d t teenrsn ea (A D3 . h st A P it np rte r eo h r i i iT xsP D - . h la u f ee ) T e up s an t e xot wto tp rvlf o ges h srl cn o b ep r d i u apo ao C n r u e h s Rss i k Po c d up sn A D5 icm f m rj t srl iP D -wl o er : ee u l o Aak l a s C l riO t C ni naS e (C )acu tfr o srl ) af n ue o t et hl O S ( o nso ½ fup s i a o r n l f c u Po ut n xet t i r s s n i nl rd co epc d on e e i i at i e ca g f c y B t o e m n apo asl ed g u g vr etp rvlt pn i n i l n O S is ev ad iyn tu e f mC l rir i rsn t C o ihay n d t,o sid r af n en i ,o l r t o i a f ee o cm ln wt C ev o m nar u t n o pat i A n i n et e li i h r l g ao S c o r u e hafrr sot i ,n te A wl o h uh ie is eto t np r t nad h A P id ti lq r a ao l s a e pial a t np rn O S rd o id r r m m i y tr sot g C c e i a i u l Ohr afriof oe n o soe rd c g r s teC l n f h rad nh rpo ui a a i a s o n e T e cn mc o r in iT xsa eta C l ri h eo o i fen gn ea r hrhn af n s fi t i a o C m ei ,u te a ip r n rk. l k le o o pl gb thr r m ot ti sI o si m l n e e a s to k ad oe e id rj t n,n seao nl e a n m rdtl po co sad cnr aa ss r ae ei i y e m k g dc i ai a eio n sn T e A apa pi - m et e i t kree w h A P p er re o pti wt a e vn...
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...CHAPTER Designing Organizations for Quality n 1950 Deming drew the following picture on a blackboard for a handful of Japanese executives: suppliers .+ inputs / +\ / design and redesign + ::::ffi' ---> + outRuts processes 1+ \ customers \ thew. Edwards Deming Institute' Reprinted from ottt of the crhisbyw.EdwardsDemingby pemission of MIT md @ 1986 by The w center for Advanced Educationa] sewices, Cambndge, MA 02139. copyright ruimr,"a ry Institute. Edwrds Deming lr[, Many people see this as simply a diagram of a typical production system that L linked to custom"rs ard suppliirs. Visionaries in the practice of TQ Many organizations implementing total quality El9 f-olnd,it necessary tdl*ryotl{iB + thg sg!4firrer of their organizaticins,-This chapter discusses in 6rganizaUon design necessary to achieve total quality. The tha ct "ngis chapter will . desdibe the firncflond structure,,the most common strucfure used at the plant or business unit leve! , , . show how many aspects of the functional structure stand in the way of quality and what clr,anges are necessary to create organization structures that support TQ; . provide several examples of how firms are making substantial changes in their organizations in order to implement TQ; and . compare organizational design from a TQ point of view to more csnventional PersPectives. L67 L68 Part ll; Total ron TEn RNCTToNAL Srnucrunr In the functional structure shown in Figure...
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...LAND USE ZONING ORDINANCE OF THE TOWN OF MOUNT DESERT ENACTED MARCH 6, 1978 AMENDED JUNE 21, 1978 AMENDED AUGUST 4, 1980 AMENDED MARCH 2, 1981 AMENDED MARCH 7, 1983 AMENDED MARCH 5, 1984 AMENDED MARCH 4, 1985 AMENDED MARCH 3, 1986 AMENDED MARCH 2, 1987 AMENDED OCTOBER 24, 1988 AMENDED MARCH 6, 1989 AMENDED MARCH 5, 1990 AMENDED MARCH 4, 1991 AMENDED MAY 20, 1991 AMENDED OCTOBER 7, 1991 AMENED MARCH 2, 1992 AMENDED MARCH 2, 1993 AMENDED MARCH 8, 1994 AMENDED MARCH 7, 1995 AMENDED JUNE 6, 1995 AMENDED MARCH 6, 1996 AMENDED MARCH 4, 1997 AMENDED MARCH 3, 1998 AMENDED MARCH 8, 2000 AMENDED MARCH 7, 2001 AMENDED MARCH 5, 2002 AMENDED MARCH 4, 2003 AMDNED MARCH 2, 2004 AMENDED MARCH 8, 2005 AMENDED MARCH 7, 2006 AMENDED MARCH 6, 2007 AMENDED MAY 6, 2008 AMENDED MAY 5, 2009 AMENDED NOVEMBER 16, 2009 AMENDED MAY 4, 2010 AMENDED MAY 3, 2011 AMENDED May 8, 2012 AMENDED July, 25, 2013 AMENDED FEBRUARY 24, 2014 Town of Mount Desert Land Use Zoning Ordinance As amended at Special Town Meeting February 24, 2014 MT. DESERT LAND USE ZONING ORDINANCE TABLE OF CONTENTS Page(s) SECTION 1. PREAMBLE 1.1 1.2 1.3 1.4 1.5 Premises .................................................................................................................. 1-1 Assumptions ............................................................................................................. 1-1 Purpose ...................................................................................................................
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...web: http://navakal.org, e-mail- navakal.1923@gmail.com df©-91 A§H$-202 _w§~B© ewH«$dma 27 gßQ>|~a 2013 g§nmXH$ … gm¡. O`lr Im{S>bH$a-nm§S>o nmZo-12 qH$‘V:< 4 RNI Regd No. 1814/57 REGD. No. MH/MR/SOUTH-143/2012-14 EH$‘od ñdV§Ì X¡{ZH$ EH$ Midi X¡{ZH$ "ZdmH$mi'Mr Img ^oQ> nmM VéUtMm ‘oH$Amoìha! A˶§V à{gÕ ã¶w{Q>{e¶Z {Xár XodmZr "ZdmH$mi'À¶m dmMH$ Agboë¶m nmM VéUtMm ‘mo’$V ‘oH$Amoìha H$ê$Z XoUma Amho. hoAaH$Q>, hm¶bmB©Q>, ‘oH$An Ago ~aoM H$mhr H$ê$Z Vw‘Mo ê$nM A{YH$ AmH$f©H$ Ho$bo OmB©b. ¶mgmR>r Vw‘Mm gܶmMm ’$moQ>mo, d¶, {ejU, nÎmm nwT>rb B-‘obda bdH$amV bdH$a nmR>dm Am{U ^m½¶d§V ~Zm. (Á¶m VéUtMm ‘oH$Amoìha Ho$bm OmB©b ˶m§Mo AmYrMo d ‘oH$Amoìha Z§VaMo ’$moQ>mo "ZdmH$mi'‘ܶo à{gÕ Ho$bo OmVrb. nmMhr VéUtÀ¶m {ZdS>rMo gdm©{YH$mar "ZdmH$mi' g§nmXH$m§H$S>o amhVrb. ‘oH$Amoìha Z§Va H$moU˶mhr àH$maMr VH«$ma H$aVm ¶oUma Zmhr ¶mMr Zm|X ¿¶mdr) Ëdam H$am : ’$moQ>mo nmR>dm B-‘ob - youngbuzz2013@gmail.com dH$sb åhUVmV, Amamonr nimbm Y¸$mXm¶H$ KQ>Zm R>mUo Ooba åhUVmV {gamO H«$mB©‘ ~«°ÝMH$S>o eº$s {‘b‘ܶo A˶mMma H$aUmam à‘wI Amamonr Amho Hw$R>o? ‘w§~B©, Jwédma - 22 dfu¶ N>m¶m{MÌH$ma VéUrda eº$s {‘b H§$nmD§$S>‘ܶo gm‘y{hH$ ~bmËH$ma H$aUmè¶m ZamY‘m§Zm Ad¿¶m 36 Vmgm§V Ooa~§X H$ê$Z ‘w§~B© nmo{bgm§Zr gmè¶m OJmMr dmhìdm {‘i{dbr hmoVr. ‘mÌ, AmO ñH$m°Q>b±S> ¶mS>©À¶m Z§Va ZmdmOë¶m OmUmè¶m ‘w§~B© nmobrg XbmMr nma ~oB‚mV Pmbr. AmO eº$s {‘b‘ܶo gm‘y{hH$ ~bmËH$ma H$aUmè¶m ZamY‘m§Mm åhmoa³¶m {gamO aoh‘mZ ImZ hm ~onÎmm Agë¶mMr ‘m{hVr {deof gaH$mar dH$sb C‚db {ZH$‘ ¶m§Zr gÌ...
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...Powers and Duties of Officers and Employees The procedure followed in the decision making process, including channels of supervision and accountability, the norms set for discharge of functions and the rules and regulations held under the control of the organization and used by its employees are detailed below. Shri Raji Philip Chairman-cum-Managing Director The Chairman and Managing Director is the Chief Executive of the Corporation and is responsible to the Board of Directors. He is responsible for all the activities of the Corporation including personnel, financial and commercial management, and corporate planning and project implementation. He is responsible for the effectiveness of the organization in the pursuit of the Company’s goals and objectives and in particular for the performance and supervision of the technical, administrative and day-to-day operations of the Company. The powers exercised by CMD are as per “Delegation of Powers” of CMD in vogue from time to time. Shri A K Bhatia Director (Operations) Director (Operations) is a member of Board of Directors and reports to Chairman and Managing Director. He assists the CMD in all technical matters, in procurement of providing support to the mills for efficient operations, forestry raw material and other major inputs, setting technical parameters and monitoring the operations against the set norms, closely inter-acting with the Chief Executives of the mills on all technical matters including innovation...
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...Parental Rights versus State Needs: A History of Conflict and Compromise Historically, parents sourced their rights regarding childrearing from one outlet, themselves. In modern times, the state has taken a more active role in family issues, to include parenting. This interaction between state and individual parent has not always been harmonious. This paper will discuss the issue from both perspectives. Historical Aspect When considering American history, governments treated parental rights as a private matter that deserved interference only under special circumstances. Guidance often came from the Bible, and encouraged conduct that, in modern times, is subject to continued debate. The Book of Proverbs, as well as other writings within the Bible, provides one with substantial documentation of establishing and promoting parental rights, particularly when addressing the concept of corporal punishment. Proverbs 13:24 writes, “He that spares his rod hates his son: but he that loves him chastens him betimes” (Biblos.com, 2004, Proverbs 13:24). Proverbs 19:18 writes, “Discipline your son while there is hope, and do not desire his death” (Biblos.com, Proverbs 19:18). Proverbs 23:13-14 writes, “Withhold not correction from the child: for if you beat him with the rod, he shall not die. You shall beat him with the rod, and shall deliver his soul from hell” (Biblos.com, Proverbs 23:13-14). Proverbs 29:15 writes, “The rod and reproof give wisdom, but a...
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