The adjective petit 'small, little' in French acquisition data: an example of the relationship between pragmatics and morphosyntactic development

In French the adjective petit 'small, little' has a special status: it fulfills various pragmatic functions in addition to semantic meanings and it is thus highly frequent in discourse. Résumé: This study, based on the data of two children, aged 1;6 to 2;11, argues that petit and its pragmatic meanings play a specific role in the acquisition of French adjectives. In contrast to what is expected in child language, petit favours the early development of a pattern of noun phrase with prenominal attributive adjective. The emergence and distribution of petit in the children's production is examined and related to its distribution in the input, and the detailed pragmatic meanings and functions of petit are analysed. Prenominal petit emerges early as the preferred and most productive adjective. Pragmatic meanings of petit appear to be predominant in this early age and are of two main types: expressions of endearment (in noun phrases) and mitigating devices whose scope is the entire utterance. These results, as well as instances of children's pragmatic overgeneralizations, provide new evidence that at least some pragmatic meanings are prior to semantic meanings in early acquisition.

Iowa Animal Industry News, 2015, Vol. 16, no. 1

Newsletter produced by Department of Agriculture and Land Stewardship about the animal industry in Iowa. Previously titled Animal Industry News.

IEDA 2014 Annual Report Displayed by County (January 2015)

Each year, IEDA’s contract compliance team compiles a report of the status of each business project awarded or under contract. The FY14 annual report measures status and progress of projects awarded since 2003 and tracked by the compliance team. Within this version of the report, the projects are grouped by status. Within this version of the report, the projects are first grouped by the county in which they were awarded and subcategorized according to their status. Below is an explanation for each status as well as an explanation on how they appear within the report.

IEDA 2014 Annual Report Displayed by Status (January 2015)

Each year, IEDA’s contract compliance team compiles a report of the status of each business project awarded or under contract. The FY14 annual report measures status and progress of projects awarded since 2003 and tracked by the compliance team. Within this version of the report, the projects are grouped by status. Within this version of the report, the projects are first grouped by the status.

IEDA 2013 Annual Report Displayed by Status (January 2014)

Each year, IEDA’s contract compliance team compiles a report of the status of each business project awarded or under contract. The FY14 annual report measures status and progress of projects awarded since 2003 and tracked by the compliance team. Within this version of the report, the projects are grouped by status. Within this version of the report, the projects are first grouped by the status.

IEDA 2013 Annual Report Displayed by County (January 2014)

Each year, IEDA’s contract compliance team compiles a report of the status of each business project awarded or under contract. The FY14 annual report measures status and progress of projects awarded since 2003 and tracked by the compliance team. Within this version of the report, the projects are grouped by status. Within this version of the report, the projects are first grouped by the county in which they were awarded and subcategorized according to their status. Below is an explanation for each status as well as an explanation on how they appear within the report.

Reporting a program evaluation: Needs, program plan, intervention, and decisions

The approach to intervention programs varies depending on the methodological perspective adopted. This means that health professionals lack clear guidelines regarding how best to proceed, and it hinders the accumulation of knowledge. The aim of this paper is to set out the essential and common aspects that should be included in any program evaluation report, thereby providing a useful guide for the professional regardless of the procedural approach used. Furthermore, the paper seeks to integrate the different methodologies and illustrate their complementarity, this being a key aspect in terms of real intervention contexts, which are constantly changing. The aspects to be included are presented in relation to the main stages of the evaluation process: needs, objectives and design (prior to the intervention), implementation (during the intervention), and outcomes (after the intervention). For each of these stages the paper describes the elements on which decisions should be based, highlighting the role of empirical evidence gathered through the application of instruments to defined samples and according to a given procedure.

2004 Annual Report of the Superintendent, April 11, 2005

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

2005 Annual Report of the Superintendent, March 11, 2006

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

2006 Annual Report of the Superintendent, May 25, 2007

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

2008 Annual Report of the Superintendent, February 23, 2008

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

Annual Report of the Superintendent, 2010

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

Annual Report of the Superintendent, 2011

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

Annual Report of the Superintendent, 2012

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.

Annual Report of the Superintendent, 2013

To facilitate equity and maximize the use of available human resources, all policies, practices, and procedures of the Division of Banking are designed to ensure that recruitment, hiring selection, promotions, transfers, compensation, benefits, and training will be administered in a fair and nondiscriminatory manner.