Operator and organizational maintenance manual : generator set, diesel engine driven, tactical skid MTD. 15 KW, 3 phase, 4 wire, 120/208 and 240/416 volts : DoD model MEP-004A ... class utility ... hertz 50/60 ... NSN 6115-00-118-1241 ... including auxiliary equipment ... 6115-01-096-9015.

"January 1975."

Organizational, direct support, and general support maintenance repair parts and special tools list (including depot maintenance repair parts and special tools) : generator set, diesel engine driven, tactical skid MTD 30 kW, 3 phase 4 wire, 120/208 and 240/416 volts : DoD model MEP-005A ... class utility ... hertz 50/60 ... NSN 6115-000-118-1240 ... 6115-00-463-9094.

"Marine Corps stock list, SL-4-06858B/06859D."

Organizational, intermediate (field), (direct support and general support) and depot maintenance repair parts and special tools list : generator set, diesel engine driven, tactical skid MTD, 15 KW, 3 phase, 4 wire, 120/208 and 240/416 volts : DoD model MEP-004A ... class utility ... hertz 50/60 ... NSN 6115-00-118-1241 ... 6115-01-096-9015.

"Marine Corps stock list, SL-4-07532-A.

Operator and organizational maintenance manual : generator set, diesel engine driven, tactical, skid mtd., 60 KW, 3 phase, 4 wire, 120/208 and 240/416 volts : DoD models MEP006A ... 6115-00-118-1243.

Includes index.

Law clerks to United States district judges: hearing before a Subcommittee of the Committee on the Judiciary, United States Senate, Seventy-fourth Congress, first session, on S. 2643, a bill to amend section 118 of the judicial code to provide for the appointment of law clerks to United States District Court Judges, August 1, 1935.

Henry F. Ashurst, chairman.

CEPAL Review no. 118

Special issue: 40 years of CEPAL Review

DIVINDADES MLK E CULTO A MOLEK NOS QUADROS DA CRISE RELIGIOSA NO FINAL DA MONARQUIA DE JUDÁ (2 Reis 16,3; 17,17.31; 21,6; 23,10; KTU 1.100; 1.118; 1.161)

A dissertação é dirigida a um especial e não resolvido problema na descrição do desenvolvimento religioso de Israel. Em textos do Antigo Testamento acerca do sacrifício de humanos, há uma unidades literárias autônomas relacionadas ao culto a mOlek. Porém, alguns pesquisadores sustentam que o culto a mOlek não tem esta característica. A dissertação aspira a investigar este argumento, concentrando-se em fontes históricas (2Reis 16,3; 17,17.31; 21,6; 23,10). Discutindo fontes ugaríticas duas listas de divindades e um texto funerário nós perguntares acerca das características das divindades mLlK nas culturas cananéias. Em síntese, mOlek é uma divindade ctônica mas não é destinatária de sacrifícios humanos.(AU)

Homero. Ilíada. Trad. de Frederico Lourenço, Lisboa, Livros Cotovia. 2005, 505 pp. [ISBN 972-795-118-X]

Sem resumo disponível.

Physics 117 and 118; laboratory instructions and supplementary notes.

Mode of access: Internet.

Nonprofit Boards in Australia: A Distinctive Governance Appoach

This article reports the findings into patterns of governance on nonprofit boards in Australia. The research surveys 118 boards, upon which serve a total of 1405 directors. The findings indicate that nonprofit boards can mimic some aspects of a shareholder approach to governance. But nonprofit boards, in the main, indicate priorities and activities of a stakeholder approach to governance. The features of `isomorphism' that arise largely stem from legislative requirements in corporate governance. Generally, nonprofit directors are influenced by agenda and motivations that can be differentiated from the influences upon director activity in the corporate sector. The study indicates that nonprofit boards prize knowledge and loyalty to the sector when considering board composition. The survey suggests nonprofits ``compensate'' for the demands placed upon them about fiduciary duty and due diligence responsibilities with the diverse intellectual expertise of non-executive directors. Nonprofit boards possess greater diversity than boards in the corporate sector; they include more women as directors than corporate boards and they include a greater proportion of directors from minority groups. While strategic issues feature significantly as a task of the nonprofit board, they distinguish themselves from their corporate counterparts by engaging in operational management. The findings indicate that, in the main, directors on nonprofit boards deliberate and operate in ways distinctive from their corporate counterparts. Such findings offer a contribution to the reform of Corporations Law in other countries and the likely consequence on boards outside the corporate sector.