Toward rules for 1:1 polyamide:DNA recognition

Polyamides composed of four amino acids, imidazole (Im), pyrrole (Py), hydroxypyrrole (Hp), and β-alanine (β), are synthetic ligands that form highly stable complexes in the minor groove of DNA. Although specific pairing rules within the 2:1 motif can be used to distinguish the four Watson⋅Crick base pairs, a comparable recognition code for 1:1 polyamide:DNA complexes had not been described. To set a quantitative baseline for the field, the sequence specificities of Im, Py, Hp, and β for the four Watson⋅Crick base pairs were determined for two polyamides, Im-β-ImPy-β-Im-β-ImPy-β-Dp (1, for Im, Py, and β) and Im-β-ImHp-β-Im-β-ImPy-β-Dp (2, for Hp), in a 1:1 complex within the DNA sequence context 5′-AAAGAGAAGAG-3′. Im residues do not distinguish G,C from A,T but bind all four base pairs with high affinity. Py and β residues exhibit ≥10-fold preference for A,T over G,C base pairs. The Hp residue displays a unique preference for a single A⋅T base pair with an energetic penalty.

An A-DNA triplet code: thermodynamic rules for predicting A- and B-DNA.

The ability to predict macromolecular conformations from sequence and thermodynamic principles has long been coveted but generally has not been achieved. We show that differences in the hydration of DNA surfaces can be used to distinguish between sequences that form A- and B-DNA. From this, a "triplet code" of A-DNA propensities was derived as energetic rules for predicting A-DNA formation. This code correctly predicted > 90% of A- and B-DNA sequences in crystals and correlates with A-DNA formation in solution. Thus, with our previous studies on Z-DNA, we now have a single method to predict the relative stability of sequences in the three standard DNA duplex conformations.

Regime disciplinar do servidor público temporário

O presente trabalho tem por objetivo aprofundar o regime jurídico disciplinar do servidor público temporário. Analisam-se as características principais dessa espécie de agente público que o diferenciam dos demais servidores e que justificam um regime disciplinar próprio. Em uma breve investigação sobre as prováveis origens do temporário, constata-se a presença desse servidor na Administração Pública brasileira desde 1823. No direito estrangeiro (particularmente, no direito francês e no direito português), verifica-se a existência de figuras assemelhadas ao servidor público temporário brasileiro, que é uma espécie de servidor público do gênero agente público, exercendo uma função pública, mas não ocupando nem cargo, nem emprego públicos, sendo contratado por tempo determinado para atender a necessidade temporária de excepcional interesse público. A Constituição Federal, em seu artigo 37, IX, indica que a lei estabelecerá os casos de contratação por tempo determinado, mas não há uma uniformidade entre os entes da federação sobre o regime jurídico adotado para o servidor temporário. Esta análise concentra-se na Lei Federal n.º 8.745/93, que disciplina o assunto. No âmbito federal, o servidor público temporário é dotado de um regime jurídico com características mais próximas do regime jurídico administrativo, sendo recrutado por meio de contrato administrativo assemelhado ao regime estatutário. Tal contratação deve pautar-se pela observância dos princípios da continuidade do serviço público, da moralidade, da impessoalidade, da razoabilidade, da proporcionalidade e da motivação. Focaliza-se a responsabilidade do servidor público temporário no âmbito administrativo, procurando-se demonstrar que tal servidor, por um princípio de equiparação, submete-se a um processo administrativo disciplinar para apuração de suas faltas, o qual cumpre prazos especiais e condições específicas em razão do vínculo temporário com a Administração Pública, em tudo sendo respeitado o devido processo legal, a ampla defesa e o contraditório. Analisam-se as diferenças entre o processo disciplinar do servidor temporário (sindicância) e o processo do servidor público em geral, os ritos adotados, os prazos, as penalidades e os recursos, constatando-se que o servidor público temporário responde pelos atos ilícitos em todas as esferas: penal, civil, administrativa e por atos de improbidade. A transitoriedade na função não o exime de responsabilidades, por isso, com as devidas adaptações, está sujeito aos ônus e bônus do serviço público. Daí a necessidade de construir, com base nas características próprias dessa espécie de servidor público, um regime adaptado às especificações do vínculo especial a que se submete o servidor público temporário. Propõe-se aqui um miniprocesso disciplinar ou um processo disciplinar especial, ou uma minissindicância ou uma sindicância especial, sui generis.

Expansible Computable Aggregation Rules

The aggregation operator have been considered from a computable point of view. The important condition that the computation is friendly when portions of data are inserted o deleted to the list of values to aggregate is considered.

Staying in the Delaware Corporate Governance Lane: Fee Shifting Bylaws and a Legislative Reaffirmation of the Rules of the Road

The Delaware legislature has taken steps towards the adoption of amendments to the Delaware General Corporation Law (DGCL) that would prohibit fee shifting provisions in the articles and bylaws. The language in the legislative proposal, however, addresses fee shifting provisions only in the context of "internal corporate claims." Some have raised concerns that this language would allow for fee shifting provisions that applied to other types of actions, including at least some cases brought under the securities laws. This piece suggests that in fact the Delaware General Corporation Law already prohibits the adoption of bylaws and certificate provisions that apply to causes of action unrelated to internal corporate claims. As a result, there was no reason for the Delaware legislature to expressly bar fee shifting provisions in these types of actions.

Representing Clients in the Marijuana Industry: Navigating State and Federal Rules

As the number of states legalizing medicinal and recreational marijuana increases and marijuana emerges as a growing lawful industry, lawyers find themselves in an awkward position. In most states, lawyers who represent clients in the marijuana industry risk discipline for assisting clients in the commission of a (federal) crime. Even in jurisdictions like Colorado, where the rules of professional conduct have been amended to permit lawyers to assist clients who comply with marijuana state laws, lawyers who are admitted to practice in federal courts risk being disciplined by these tribunals for assisting clients in the commission of a crime pursuant to the courts’ local rules of conduct. This short article explores the thorny issue of navigating state and federal rules of professional conduct while representing clients in the marijuana industry.

A Qualitative Investigation of Social Network Efficacy Relative to Employee Recruitment and Generational Needs

Non-traditional means of recruitment for the twenty-first century knowledge worker need to accompany traditional means of recruitment due to an increased usage of technology by the twenty-first century knowledge worker. In this capstone project, the author examined the recruiting efficacy of social networks. Non-traditional means of recruitment through social networks via the World Wide Web can help organizations compete for potential applicants and assist job seekers in securing employment. These means are cost effective for the employer. Examples of organizational usage in this investigation illustrate that social networking can improve efficacy for recruitment and generational needs.

Employee Motivation: Effective Incentives Targeted at Keeping the Baby Boomers in the Workplace beyond Normal Retirement Age

The impending mass retirement of the Baby Boom generation in the United States may cause a drastic talent drain. Companies should pay attention to this upcoming problem now to alleviate an exodus by encouraging Baby Boomers to continue working past their normal retirement age. One solution is to offer them effective incentives. The most compelling incentives for Baby Boomers are the ability to choose their own hours (how many hours they wish to work, and when they wish to work them), the ability to telecommute from wherever they choose, and the offer of extra health care benefits.

The Healthy Workplace of the 21st Century: The Benefit of Organizational Wellness Programs on Employee Health and Absenteeism

Every year, obesity rates continue to rise and have reached epidemic proportions throughout the United States. The costs associated with obesity are staggering and many researchers feel that the workplace should be the new front line in the battle for a healthier workforce. Employers must take action to address this worsening health crisis and help reduce spiraling medical costs and absenteeism rates. This capstone reviews the current literature on wellness programs and discusses different companies' approaches to wellness programs that have special emphasis on nutrition and physical activity. It also provides strategies and recommendations for companies eager to initiate a comprehensive, dynamic and directed wellness program to improve the current and future health of their workforce.

Performance Management: Can Coaching Result in Improved Employee Satisfaction and Motivation?

The goal of this project is to determine whether or not coaching, as a part of performance management, results in increased employee motivation, ultimately impacting employee performance. Teletech's customer service group was a case study where their effectiveness of performance management through coaching was analyzed. The data for this research was gathered from interviews of two of TeleTech's managers, and an employee survey created by the author. The results reveal that most participants felt more motivated after their coaching sessions, changed their behavior based on feedback during coaching, resulting in improved performance. Therefore, the results of the project show that regular coaching, as part of performance management, results in improved employee satisfaction and motivation, resulting in increased productivity.

Recession Effects on Employee Retention

An economic recession affects the ability of organizations to retain employees. The downturn in the economy causes employers to evaluate how they conduct business causing lay-offs and unemployment rates to rise during periods of recession. A retention strategy is as important as sales and customer service during an economic recession. The impact of decisions made during the recession and the imminent labor shortage will impact the ability of organizations to retain their high performing employees. The author details the areas organizations must consider in a retention strategy and develops a retention model for her employer that can be used to assist with reducing turnover as the economy and the labor force begins to change.

Alternative Cost-Effective Employee Motivators

Traditionally, the awarding of cash bonuses has been one of the primary tools utilized by organizational leaders to increase employee motivation. Recent research has indicated that cash awards may successfully motivate employees. The same research presents alternative, effective techniques that have been demonstrated to improve employee motivation and performance. Results of the 2010 Society for Human Resource Management survey highlight respondents' opinions regarding alternate employee motivators in the United States. The results strongly suggest that alternate cost-effective employee motivators may be as effective as cash rewards. The results of this Capstone will demonstrate that innovative, cost-effective methods can be used by organizations to retain employees. This paper will address specific areas of research including talent management, leadership, communication, and recognition.

Examining the University of Denver's Family Friendly Benefits Plans: A look at Creating More Family Friendly Benefits to Drive Employee Retention

In the latter half of the twentieth century the workforce dynamic changed when the number of women entering the workforce increased by record amounts. In direct opposition to this change was the inability of organizations to meet the needs of employees with childcare concerns. Organizations and employees alike are best served when policies, procedures, and benefits are implemented to achieve a positive work/life balance. Companies that institute benefits that are supportive to families observe decreases in turnover and increased employee retention. Employees who are offered family friendly resources have been known to stay with companies even when offered a higher salary elsewhere. Demonstrating that retention of valued employees is linked to an organizations ability to offer support for family needs.