First- and second-language phonological representations in the mental lexicon

Performance-based studies on the psychological nature of linguistic competence can conceal significant differences in the brain processes that underlie native versus nonnative knowledge of language. Here we report results from the brain activity of very proficient early bilinguals making a lexical decision task that illustrates this point. Two groups of SpanishCatalan early bilinguals (Spanish-dominant and Catalan-dominant) were asked to decide whether a given form was a Catalan word or not. The nonwords were based on real words, with one vowel changed. In the experimental stimuli, the vowel change involved a Catalan-specific contrast that previous research had shown to be difficult for Spanish natives to perceive. In the control stimuli, the vowel switch involved contrasts common to Spanish and Catalan. The results indicated that the groups of bilinguals did not differ in their behavioral and event-related brain potential measurements for the control stimuli; both groups made very few errors and showed a larger N400 component for control nonwords than for control words. However, significant differences were observed for the experimental stimuli across groups: Specifically, Spanish-dominant bilinguals showed great difficulty in rejecting experimental nonwords. Indeed, these participants not only showed very high error rates for these stimuli, but also did not show an error-related negativity effect in their erroneous nonword decisions. However, both groups of bilinguals showed a larger correctrelated negativity when making correct decisions about the experimental nonwords. The results suggest that although some aspects of a second language system may show a remarkable lack of plasticity (like the acquisition of some foreign contrasts), first-language representations seem to be more dynamic in their capacity of adapting and incorporating new information. &

Building complexity in O2-binding copper complexes : site-selective metalation and intermolecular O2-binding at dicopper and heterometallic complexes derived from an unsymmetric ligand

A novel unsymmetric dinucleating ligand (LN3N4) combining a tridentate and a tetradentate binding sites linked through a m-xylyl spacer was synthesized as ligand scaffold for preparing homo- and dimetallic complexes, where the two metal ions are bound in two different coordination environments. Site-selective binding of different metal ions is demonstrated. LN3N4 is able to discriminate between CuI and a complementary metal (M′ = CuI, ZnII, FeII, CuII, or GaIII) so that pure heterodimetallic complexes with a general formula [CuIM′(LN3N4)]n+ are synthesized. Reaction of the dicopper(I) complex [CuI 2(LN3N4)]2+ with O2 leads to the formation of two different copper-dioxygen (Cu2O2) intermolecular species (O and TP) between two copper atoms located in the same site from different complex molecules. Taking advantage of this feature, reaction of the heterodimetallic complexes [CuM′(LN3N4)]n+ with O2 at low temperature is used as a tool to determine the final position of the CuI center in the system because only one of the two Cu2O2 species is formed

Assigning and combining probabilities in single-case designs: A second study

The present study builds on a previous proposal for assigning probabilities to the outcomes computed using different primary indicators in single-case studies. These probabilities are obtained comparing the outcome to previously tabulated reference values and reflect the likelihood of the results in case there was no intervention effect. The current study explores how well different metrics are translated into p values in the context of simulation data. Furthermore, two published multiple baseline data sets are used to illustrate how well the probabilities could reflect the intervention effectiveness as assessed by the original authors. Finally, the importance of which primary indicator is used in each data set to be integrated is explored; two ways of combining probabilities are used: a weighted average and a binomial test. The results indicate that the translation into p values works well for the two nonoverlap procedures, with the results for the regression-based procedure diverging due to some undesirable features of its performance. These p values, both when taken individually and when combined, were well-aligned with the effectiveness for the real-life data. The results suggest that assigning probabilities can be useful for translating the primary measure into the same metric, using these probabilities as additional evidence on the importance of behavioral change, complementing visual analysis and professional's judgments.

Plan estratégico 2012-2105 para la empresa Automatizaciones Eléctricas, SL

La empresa moderna, se encuentra en una situación actual de incertidumbre en la que además está más expuesta a factores externos con el aumento de la competencia y el impacto de la globalización. Se enfrenta a un panorama que debe ser gestionado adecuadamente para asegurar su supervivencia y el éxito de su existencia. En este TFC, se presenta una de las herramientas ‘buque insignia’ del Management moderno, aquella que está destinada a ser la base de la Gestión de la empresa y que cada vez más se hace imprescindible para la construcción de un futuro cada vez más incierto, la Planificación Estratégica. El Plan Estratégico 2012-2015 de AESL se desarrolla en varios apartados que intentarán dar con las claves de la dirección que la empresa debe seguir y propone los objetivos que encontrará a través de la puesta en marcha de las acciones y estrategias determinadas. La primera etapa, y la más extensa, realiza un Análisis de la situación externa e interna de la empresa además de un Diagnóstico de la misma. Se analizan diversos factores que pueden contribuir o hacer peligrar el futuro de la empresa, y constituye el punto de partida de la planificación. En la segunda etapa, y con la información de la anterior fase, comienza la fijación de los Objetivos Corporativos y la definición de las Decisiones Estratégicas que han de transformar nuestro rumbo actual en el logro de esos objetivos. Las estrategias no sólo comportarán un ámbito corporativo, también se centrarán en estrategias funcionales con un carácter más definitorio en el interior de la empresa. Por último, la tercera y última etapa, aglutinará todas estas Decisiones estratégicas para transformarlas en las Decisiones Operativas, aquellas que se encargarán de gestionar el día a día de la empresa a través de los Planes de Acción, que suponen la etapa de mayor concreción del Plan. Este Plan a 3 años deberá erigirse como la herramienta de planificación más importante de la empresa, debiendo guiar las principales decisiones tomadas y convirtiéndose en un instrumento de consulta no sólo para decidir hoy lo que se hará en el futuro sino también para mantener unos niveles altos de competitividad en el tremendo esfuerzo que supone la gestión de una PYME.