Chemical control remains the most important control measure against late blight. Growing potatoes without using fungicides has become unthinkable in most parts of the world. The control strategy is primarily preventive but in case the pathogen infects the crop, the epidemic must be stopped by using more powerful formulations. Late blight disease severity was successfully reduced by Metalaxyl + Mancozeb (Ridomil Gold) and IproWelcarb + Mancozeb (Melody Dew) all the treated varieties/lines after the second and third consecutive spray. In protective management program Melody dew was most effective followed by Dithane M-45 while Score was least effective on all the five varieties (Cardinal, Karoda, Rodio, Shanan and Siply Red). Most effective spray interval was 7 days followed by 14 days and 21, 28 days being least effective in spray interval. Metalaxyl was proved to be an excellent weapon against established infection. “Metalaxyl” in the trade name of Ridomil Gold was most effective followed by Melody dew while Score being least effective on all the five varieties (Cardinal, Karoda, Rodio, Shanan and Siply Red). Three consecutive sprays at 7 days interval after disease appearance were most effective among all the tested fungicides as compared to 2 or 1 spray being least effective. Our study concluded that host resistance when integrated with fungicide application enhanced the control of late blight and reduced losses.

Domes are almost traditional landmark in the central part of historical cities and have a long history of settlement in its region which dates back to pre-historic times. It has been one of the important landmarks of most Islamic cities after the rise of Islam and a refuge for Shiite people through centuries & also historical symbol of Christian cities. Its role as a symbol of cities is a good cause for people gathered, lived and established a rich culture which manifests itself in rites and ceremonies rooted in their Ideas and beliefs. Architecture and urbanism of the city represents the social and cultural characteristics of it. A good representative of it is the main land mark’s centre of cities. It is a place which is richly articulated according to architectural principles and is a node for public life of the cities. Due to its architectural values and its social content, it is a place for collective memories and remembrance. People maintain and conserve and try to keep them alive, although during modernization of the city in the twentieth century some of these centers were destroyed. In this paper the formation of the landmark arts and their social significance will be discussed. Their architectural and urban features will be examined, and the way they came to be a place of active social life and collective memory will be illustrated.\nThe paper sets out with some theoretical considerations about questions of collective memory and the role of architecture and urban planning in identity formation and the image of a city manifesting itself in a set of questions by landmarks. In a second step, the specific situation in dome as a landmark will be analyzed taking these questions into account.

Entrepreneurship is an entity that mines his financial and nonfinancial sources , for example : workforce , money and wealth in other to increase its value . \nIf we will plan to strive and succeed or if we want to follow over goals, entrepreneurship is that choice for us. \nIt is believed that we can be employed in an organization, company or financial institution and the same time be an entrepreneur of course . \nThis could be on part time or full time basis and of the methods when could leas us to entrepreneurship quicker is to characterize yourself . \nIn fact we can act as someone else our selves in place of them . \nFor example most of fiction movies like pinokio is the outcome of this imagination. \nThe manager of a watch manufacture decides to manufacture and market new varieties of watches . \nThis company is looking for best and innovate ideas for their new products. \nTherefore he mention the idea in the meetings held and the same meeting he started getting new ideas by criticizing the passed produced watches . \nThe points brought up in the meetings were about the color , frame looks , size and functionality for all ranges of consumer ages. \nThe conclusion was the success of producing varieties of watches with different design, colors , for different tastes which lead the company and the employees towards more income . In fact this company by producing more dissimilar watches attracted more layers of consumers.\nThe incentive of this policy gave the company management the idea of setting four in plant policies. \n1. Anybody who in during on week period presents practical and effective ideas will be financially awarded. \n2. Above mentioned ideas must be evaluated in a meeting held by a group of public relations, marketing and sales department in order to materialize the ideas . \n3. Human resource department was ordered to asses each employee on monthly performance bases and be awarded based on their ratings. \n4. Human resources department has been obliged to research and advise the management about the ways that could stimulate employees in order to come with better ideas. \nTherefore, a business plan needs analysis can help define this common thread and determine where gaps exist in an organizations development strategy. Based on the results from the analysis, an organization. \nShould formally establish global competencies to ensure leadership development efforts , regardless of culture or location , map to overall business objectives . \n\nAny organization has a finite number of resources at its disposal. The challenge is how to make best use of these finite resources. \n- Who is your target market?\n- How are you going to achieve your business objectives?\n- How will it be produce? \n- What should an objective statement of a company describe? \nThe organization shall establish, document, implement and maintain a management system and continually improve its effectiveness. \nOur experience have proven that analysis of process and improvement in varieties of industrial and service organizations, comparison between foreseen goals, actual goals (reachable), analysis of policies and necessary methods and improving them, more and more could leads us towards success. \nExcellent organizations design, management and improve process in order to fully satisfy, and generate increasing value for, customers and other stakeholders. \nFor example: \n• Using financial mechanics and parameters to ensure an efficient and effective resourcing structure. \n• Utilizing resources in an environmentally sound manner thought the entire life cycle of a product.\n• Seeking to maintain creativity and innovation in the customer sales and servicing relationship. \n• Using creativity, innovation and key competencies of both internal people and external partners to design and develop competitive products and services. \n• Creativity and innovation and efficient utilization of new ideas could create condition to make utmost use of organization opportunities.\n• Aligning the organization\'s structure to support delivery of its policy and strategy. \n• Ensuring a system for managing processes is developed and implemented. \n• Establishing clear ownership of process. \n• Ensuring a process for the development, deployment and updating of policy and strategy is developed and implemented. \n• Ensuring a process for the effective governance of the organization is developed and implemented. \n• Ensuring a process for the measurement, review and improvement of key results is developed and implemented. \n• Ensuring a process, or process, for stimulating, identifying, planning and implementing improvements to enabling approaches, e.g. through creativity, innovation and learning activities, is developed and implemented. \n• Personally communicating the organization\'s mission, vision values, policy and strategy, plans, objectives and targets to people. \n• Being accessible, actively listening inspiring, uniting and responding to people. \n• Helping and supporting people to achieve their plans, objectives and targets. \n• Motivating and enabling people to participate in improvement activity. \n• Recognizing both team and individual efforts, at all levels within the organization, in a timely and appropriate manner. \n• Promoting and encouraging equal opportunities and diversity. \n(First see the modern principles which underpin successful change. It\'s not always easy or perhaps even possible to consider matters at such depth, but try to if you can, or try to persuade others above in their ivory towers to think about the fundamental integrity of the situation, instead of short-term profit, or satisfying greedy shareholders.\nThere are various approaches to task analysis and job reorganization, whether prompted by outsourcing or IT development. Generally change process of this sort is pragmatic, and it\'s difficult to identify transferable processes, templates, etc. Examples of projects don\'t generally find their way into the public domain, although the likelihood is increasing of government project pdf\'s becoming available on the web as this sort of information is increasingly required to be available to the public. IT vendor case studies and trade journals of the IT and outsourcing sectors can also provide indicators of best practice or transferable processes. There are some useful software tools now available, which are helpful, especially if the change involves a high level of complexity and a large scale).1 \n- Developing the organization\'s mission, vision and culture.\n- Developing and role modeling values, ethics and public responsibilities that support the culture. \n- Review and improving the effectiveness of personal leadership behaviors. \n- Being actively involved in improvement activity and innovation, e.g. by changing the organization\'s structure, funding learning and improvement activities. \n- Encouraging, supporting and acting upon the findings of learning activities. \n- Prioritizing improvement activities. \n- Stimulating and encouraging collaboration within the organization. \n- Meeting, understanding and responding to needs and expectations. \n- Establish and participating in partnerships. \n- Establishing and participating in joint improvement activity. \n- Recognizing individuals and teams of stakeholders for their contribution to the business, for loyalty etc. \n- Participation in professional bodies, conferences and seminars, particularly promoting and supporting excellence. \n- Promoting, supporting and engaging in activities that aim to improve the global environment and the organization\'s contribution to society with the view to respecting the rights and interests of future generations. \n- Understanding the internal and external drivers of change for the organization. \n- Identifying and selecting changes that need to be made within the organization, to the organization model and in its external relationships. \n- Leading the development, resources and support for change. \n- Managing the delivery and risks of the overall portfolio of change programs.\n- Ensuring the effective delivery of change and managing stakeholders. \n- Communicating changes and the reasons for them to the organizations people and the other stakeholders. \n- Supporting and enabling people to manage change. \n- Measuring and reviewing the effectiveness of changes and sharing the knowledge gained. \n- Gathering and understanding information to define the markets and market segments the organization will operate in both now and in the future. \n- Identifying, understanding and anticipating the needs and expectations of current and future stakeholders including customers, employees, partners, society and shareholders. \n- Identifying, understanding and anticipating developments in the market place, including competitor activities. \n- Analyzing output from internal performance indicators. \n- Analyzing output form learning activities. \n- Analyzing external image and brand awareness data. \n- Analyzing the performance of competitors and best in class organizations. \n- Analyzing data regarding existing/potential partners core competencies. \n- Analyzing data for both long and short term social, environmental, safety and legal issues. \n- Analyzing data on the effects of products and services throughout their entire life-cycle. \n- Indemnifying and understanding economic and demographic indicators. \n- Analyzing data to determine the impact of new technologies and business models on the performance of the organization. \n- Identifying key organization and community partnership opportunities in line with policy and strategy and the organizations mission. \n- Structuring partnership and supplier relationships to create and maximize value.\n- Forming supply chain partnerships that add value to customers. \n- Identifying and leveraging core competencies of partners and supporting mutual development.\n- Ensuring cultural compatibility and the sharing of knowledge with partner organizations.\n- Generating and supporting innovative and creative thinking through the use of partnerships. \n- Creating synergy in working together to improve processes and add value to the customer/supplier chain. \n(Management controls should always comply with all applicable state, local and federal laws. They should also provide a reasonable amount of assurance that assets are protected from waste, fraud and abuse. Management controls should not be implemented without proper forethought and planning, but should have specific goals which may be realistically met. Finally, standards for management controls should require the encouragement of both managers and employees to act in an ethical manner which maintains a certain level of competence for all workers.\nThe most simple definition of cross-functional teams (or CFTs) is groups that are made up of people from different functional areas within a company—marketing, engineering, sales, and human resources, for example. These teams take many forms, but they are most often set up as working groups that are designed to make decisions at a lower level than is customary in a given company. They can be either a company\'s primary form of organizational structure, or they can exist in addition to the company\'s main hierarchical structure).1

The aim of this research is investigating of psychosocial interventions in the negative attitudes control due to sport injuries. In recent years, Research, design, implementation, and efficacy testing of newer psychological interventions have been a great passion of psychologists, This article tests some an effort with the objective of testing the efficacy of a newly developed intervention strategy that is established on theatre methods for control negative attitude due to sport injuries being one of the main debilitating factors of sport effectiveness. The literature and results were applied on group of 28 sport persons with half subjects in experimental group and another half subjects in control group. The intervention consisted of 5 sessions, which is based on a module designed by the experimenter. T student Statistics was used to regression the mean difference significance among both control via experimental groups before and after treatment. The experiment’s results have been conducted that the recently new developed interventions are effective with controlling negative attitude due to sport injuries. Finally present paper concludes the rationale and theoretical basis of employing a theatre-based intervention in sport framework.

The fishes of genus Alburnus (Rafinesque, 1820) have no commercial value, which is probably why its biology and, particularly, taxonomic status has not attracted much interest. Seven valid species of genus Alburnus are known in Iran, namely A. chalcoides, A. filippii, A. atropatenae, A. caeruleus, A. zagrosensis, A. mossulensis and A. hohenackeri. Because of wide distribution of the genus in Iran, its taxonomic status needs urgentmore detailed studies. The present study was intended to have some contributions to the knowledge of poorly known morphology of this genus, in Iran. In order to compare morphometric and meristic characteristics of the genus, all the seven species were caught during the year 2010-2012 by electrofishing. Twenty-eight morphometric measurements, together with ten meristic traits, were used in the analyses including: Univariate analysis of variance (ANOVA) and multivariate sense, principal component analysis (PCA), discriminant function analysis (DFA), Canonical discrimination analysis (CVA) and cluster analysis (CA). The ANOVA revealed significant differences in 28 morphometric and 5 meristic factors (P<0.05). Principal component analysis (PCA) results from morphometric and meristic data also indicated that all specimens had 74.289% changes in 8 factors of the first morphometric characters and 85.953% changes in 3 factors of the first meristic characters. Plotting the first and second principal components of meristic characters showed that A. atropatenae and A. filippii had high degree of overlap with together, while another species had thorough separation from each other. In discriminant function analysis (DFA), the proportion of individuals correctly classified into their original groups was 97.4% and 94.1% for morphometric and meristic characteristics, respectively. The results of the present study suggest that all sampling sites represent independent specieson their own. The present study provides basic information about the differentiation of Alburnus species from different localities in Iran.

Density, viscosity and sound speed of DL-alanine in aqueous galactose solution at varying concentrations from 0•1035-1•0345 m at 298, 308 and 318 K have been determined. They have been measured by using precalibrated bicapillary pycnometer, Ostwald’s viscometer and single frequency ultrasonic interferometer at 2 MHz frequency respectively. The derived acoustic parameters like acoustic impedance (Z), intermolecular free length (Lf) and relative association (RA), internal pressure (πi), free volume (Vf), adiabatic compressibility (β), hydration number (nH) and Gibbs free energy (ΔG) have been calculated. All the measurements have been carried out in a thermostatic controlled refrigerated water bath with circulating medium with an uncertainty of ±0•1ºC. Positive B-coefficient value indicates structure making effect.