Revisión de:Sport facing cultural diversity. Integration and intercultural dialogue in Europe: analysis and practical example, de Wiliam Gasparini y Aurélie Cometti

Con motivo de la celebracio?n en 2008 del An?o Europeo del Dia?logo Intercultural, el Con- sejo de Europa promovio? una serie de encuentros y foros de debate en torno al papel de Europa en la gestio?n de la inmigracio?n, desde sus mu?ltiples dimensiones. Entre ellas, se encuentra el a?mbito deportivo, por su papel socializador como elemento cultural de dia?logo e identidad, aun- que tambie?n como espacio de confrontacio?n y discriminacio?n, que concierne tanto a participantes como espectadores, desde una perspectiva global y local. Con el objetivo de contrastar experien- cias y reflexiones a este respecto, tuvo lugar la primera conferencia europea con el nombre ?De- porte y Diversidad?, celebrada en Estrasburgo y organizada por la Agencia para la Educacio?n a trave?s del Deporte, el Consejo de Europa - a trave?s del EPAS - y la Universidad de Estrasburgo.

Robust Image Registration with Global Intensity Transformation

This paper presents a registration method for images with global illumination variations. The method is based on a joint iterative optimization (geometric and photometric) of the L1 norm of the intensity error. Two strategies are compared to directly find the appropriate intensity transformation within each iteration: histogram specification and the solution obtained by analyzing the necessary optimality conditions. Such strategies reduce the search space of the joint optimization to that of the geometric transformation between the images.

Auto component supply chain: a path to global India

Supply chain management works to bring the supplier, the distributor, and the customer into one cohesive process. The Supply Chain Council defined supply chain as ‘Supply Chain: The flow and transformation of raw materials into products from suppliers through production and distribution facilities to the ultimate consumer., and then Sunil Chopra and Meindl, (2001) have define Supply chain management as ‘Supply Chain Management involves the flows between and among stages in a supply chain to maximize total profitability.’ After 1950, supply chain management got a boost with the production and manufacturing sector getting highest attention. The inventory became the responsibility of the marketing, accounting and production areas. Order processing was part of accounting and sales. Supply chain management became one of the most powerful engines of business transformation. It is the one area where operational efficiency can be gained. It reduces organizations costs and enhances customer service. With the liberalization of world trade, globalization, and emergence of the new markets, many organizations have customers and competitions throughout the world, either directly or indirectly. Business communities are aware that global competitiveness is the key to the success of a business. Competitiveness is ability to produce, distribute and provide products and services for the open market in competition with others. The supply chain, a critical link between supplier, producer and customer is emerged now as an essential business process and a strategic lever, potential value contributor a differentiator for the success of any business. Supply chain management is the management of all internal and external processes or functions to satisfy a customer’s order (from raw materials through conversion and manufacture through logistics delivery.). Goods-either in raw form or processed, whole sale or retailed distribution, business or technology services, in everyday life- in the business or household- directly or indirectly supply chain is ubiquitously associated in expanding socio-economic development. Supply chain growth competitive performance and supporting strong growth impulse at micro as well as micro economic levels. Keeping the India vision at the core of the objective, the role of supply chain is to take up social economic challenges, improve competitive advantages, develop strategies, built capabilities, enhance value propositions, adapt right technology, collaborate with stakeholders and deliver environmentally sustainable outcomes with minimum resources.

Toward a planning model for the peruvian university system as a competitive strategy.

University education in Peru is based on models of teacher-centered teaching and a conception of knowledge which is closed and static and under the dominance of an information model now overwhelmed by multiple factors hastened by international change. The worlds most prestigious universities have chosen cultural diversity as a sign of quality and are hence interested in the mobility of teachers and students through exchange and cooperation with foreign educational institutions. These universities respond more effectively to pressure from the international business sector, better satisfy training demands, introduce new information and communication technologies into education and research and have improved administration and management structures. While there is progress, the university system in Peru is a planning model defined "as a discipline that seeks to respond to the needs of an organization defined by new cultural and social models" (A. Cazorla, et al 2007).This paper studies the non-Euclidean thinking of planning and development of John Friedmann (2001). Based on the four domains of social practice, it proposes a planning model for Peruvian universities that meets international requirements.