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Volumul de față a fost elaborat și publicat sub auspiciile următoarelor Foruri: -Universitatea din Craiova -Universitatea “Lucian Blaga”din Sibiu -Universitatea din București -Universitatea de Vest Timișoara Coordonatori (editori) volum: Prof.univ.dr. Dan POPESCU Conf.univ.dr. habil. George GÎRLEȘTEANU Comitetul de organizare şi de editare a volumului conferinţei: Conf. univ. dr. habil. Sebastian RĂDULEȚU Conf. univ. dr. Anca Parmena OLIMID Lect. univ. dr. Lavinia Elena SMARANDACHE Lect. univ. dr. Cristina STANCIU Volumul de față este publicat în cadrul proiectului strtegic: „Burse Universitare în România prin Sprijin European pentru Doctoranzi si Post-doctoranzi (BURSE DOC-POSTDOC)”, Contract nr. POSDRU/159/1.5/S/133255, proiect derulat în perioada aprilie 2014-octombrie 2015 și finanțat de Fondul Social European, Programul Operaţional Sectorial Dezvoltarea Resurselor Umane 2007 – 2013, Axa prioritară 1 „Educaţia şi formare profesională iniţială de calitate în sprijinul creşterii economice şi dezvoltării societăţii bazate pe cunoaştere”, Domeniul major de intervenţie 1.5 - Programe doctorale şi post-doctorale în sprijinul cercetării Volumul de față reunește lucrările Panelului 2.1. Doctoral research within Social and Humanistic Sciences organizat în cadrul conferinței Joint International Conference of Doctoral and Post-Doctoral Researchers desfășurată la Craiova în perioada 12-13 Septembrie 2014.

Descrierea CIP a Bibliotecii Naţionale a României JOINT INTERNATIONAL CONFERENCE OF DOCTORAL AND POST-DOCTORAL RESEARCHERS CONFERENCE (2014 ; Craiova) Joint International Conference of doctoral and post-doctoral researchers conference : Craiova, 12-13 September 2014 : conference proceedings. - Bucureşti : Universitaria, 2015 4 vol. ISBN 978-606-26-0215-4 Vol. 3 : Doctoral research within : social and humanistic sciences. / Dan Popescu, George Gîrleşteanu coord. (ed.). - ISBN 978-606-26-0218-5 I. Popescu, Dan (coord.) II. Gîrleşteanu, George (coord.) 343(498)(035)


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Daniela Maria DADOVICI, Jurnalul de călătorie ca mijloc de reflecție al postmodernismului antropologic. Varanasi. Antropologia ritualurilor funerare indiene

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Alexandru-Marius RIZESCU, Management time in our days 149

Ioana GELEI, Dreptul la moștenire al descendenților din reproducerea umană asistată medical cu terț donator

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Sorin TERCHILĂ, The most promoted cities from Romania through mass media. Impacts on the economy, society an culture

168

Arcadia HINESCU, Fuziunea societăților de pe piața de capital 177

Valentina Gabriela HOHOTĂ, Quelle stéréotypie pour l΄étude comparative du discourse de réclusion français et roumain ?

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Maria Irina IACOB, Evoluția reglementării şi natura juridică a dreptului la demnitate

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Adina-Iulia NICOLAE, Aspecte referitoare la rolul rețelelor de migranți în fenomenul migrației internationale a forței de muncă

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Lavinia Nicoleta BRĂCĂCESCU, Protecția drepturilor “mediată” de normele unionale derivate

223

Alin MANTEA , Puterea militară a statelor BRICS 235

Corina LUNGU ȘTEFAN, La terminologisation des mots de la langue commune dans le domaine médical

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Maria-Mădălina BUZĂRNESCU, Sfera privată a persoanelor publice. Abordare comparativă

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Ruxandra DIACONU, Means of Conveying Humour in David Lodge's Campus Novels

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Maria-Daciana RODEAN (COZMA), Nicolae BALTEȘ, Capital adequacy – a requirement of banking system’s stability

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Teodor MANEA, Votul electronic, aspect relevante, considerații, perspective 290

Liviu-Alexandru VIOREL, Reopening of proceedings due to submission of new writs, subsequent to the moment when the debates are closed. Possibility of the Court or legal prohibition?

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Management time in our days

Alexandru – Marius Rizescu1 Abstract: Time management can be defined as activities or tools which allow you to effectively manage your time. When you practice good time management, your productivity will increase, and if you are the owner of a business, it is likely that your business will experience larger profits. Time should be kept not as an enemy, but as a companion towards your destined paths. The idea of time management is that if you can spend more time doing things that are important, you are much more likely to be successful at whatever you are trying to accomplish. Communication lines worldwide are vast and interrelated. Roads and transportation system create dizzying paths and passageways. More so, data are overflowing and overwhelming, drowning us with limitless ideas and knowledge. Likewise, we have to be equipped with the right information and updated with the critical intelligence to get into where we must go, wasting no time at all. We should lead our lives with ways to manage our resources, energy, and time efficiently. Keywords: Time management, decision, hierarchy of needs, Self-Actualization, Pickle Jar Theory.

Introduction Today, time management has been broken down into a number of categories,

but they all basically seek to achieve the same objectives. When you hear most people talk about time management, they are generally referring to it on a personal level.

The idea of time management is that if you can spend more time doing things that are important, you are much more likely to be successful at whatever you are trying to accomplish. Once you have succeeded, you will be a happier person that

1 PhD. Student, „Lucian Blaga” University, Sibiu, Romania


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will be able to get more out of life. To become skilled at managing your time, there are some skills you will need to develop, and these are setting goals, decision making, delegating, and prioritizing.

Many people resort to using sophisticated tools such as PDAs to help them. While they can be helpful, the most important factor is the decisions you make. A machine can only take you so far. Many people think that PDAs and other day planning devices will manage their time for them. This is incorrect. The machine will only hold the information that you put into it. It is your responsibility to make sure all the tasks are carried out. The ability to make quick decisions is very important. People who are indecisive will generally perform poorly when it comes to time management. Why? Because it takes them too long to make a decision. They "sit on the gate" trying to decide which option to go with, or they make a decision and then suddenly decide to do something else.

When it takes you a long time to take a decision, or you have to change your mind after you've made one, this is a sign that you are indecisive. Being indecisive can cause you to run into a number of problems. If you want to be successful with time management in our days, you must learn how to quickly make a decision and stick with the decision you make. How do you do this? Generally, when you are presented with a decision, it will come in the form of two or more options. You decide which option you will choose. The option that you pick can lead to your success or failure. The best way to quickly make the good decision is to look at the pros and cons of each option. Writing them down on a board can be helpful.

Body of the report 1. Daylight Saving Time – theory While serving as U.S. ambassador to France in Paris, Ben Franklin wrote of

being awakened at 6 a.m. and realizing, to his surprise, that the sun would rise far earlier than he usually did. Imagine the resources that might be saved if he and others rose before noon and burned less midnight oil, Franklin, tongue half in cheek, wrote to a newspaper.

"Franklin seriously realized it would be beneficial to make better use of daylight but he didn't really know how to implement it," Prerau said.

It wasn't until World War 1 that daylight savings were realized on a grand scale. The first state who adopt the time changes was Germany, to reduce artificial lighting and thereby save coal for the war effort. Friends and foes soon followed suit.

In the U.S. a federal law standardized the yearly start and end of daylight saving time in the year 1918 - for the states that chose to observe it.

During the World War 2, U.S. made daylight saving time mandatory for the whole country, as a way to save wartime resources. Between February 9, 1942, and September 30, 1945, the government took it a step further. During this period daylight saving time was observed year-round, essentially making it the new standard time, if only for a few years.


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Since the end of World War 2, though, the daylight saving time has always been optional for U.S. states. But its beginning and end have shifted—and occasionally disappeared.

During the 1973-1974 Arab oil embargo, the U.S. once again extended daylight saving time through the winter, resulting in a one percent decrease in the country's electrical load, according to federal studies cited by Prerau.

Thirty years later the Energy Policy Act of 2005 was enacted, mandating a controversial month long extension of daylight saving time, starting in the year 2007 (Daylight Savings Time).

But does daylight saving time really save any energy? Daylight Saving Time: Energy Saver or Just Time Suck? In recent years several studies have suggested that daylight saving time

doesn't actually save energy—and might even result in a net loss. Environmental economist Hendrik Wolff, from the University of

Washington, co-authored a paper that studied Australian power-use data when parts of the country extended daylight saving time for the 2000 Sydney Olympics and others did not. The researchers found that the practice reduced lighting and electricity consumption in the evening but increased energy use in the now dark mornings-wiping out the evening gains.

Likewise, Matthew Kotchen, an economist at the University of California, saw in Indiana a situation ripe for study.

Prior to 2006 only 15 of the state's 92 counties observed daylight saving time. So when the whole state adopted daylight saving time, it became possible to compare before-and-after energy use. While use of artificial lights dropped, increased air-conditioning use more than offset any energy gains, according to the daylight saving time research Kotchen led for the National Bureau of Economic Research in 2008.

That's because the extra hour that daylight saving time adds in the evening is a hotter hour (Daniels, 2001).

"So if people get home an hour earlier in a warmer house, they turn on their air conditioning," the University of Washington's Wolff said.

In fact, Hoosier consumers paid more on their electric bills than before they made the annual switch to daylight saving time, the study found. But other studies do show energy gains.

In an October 2008 daylight saving time report to Congress (PDF), mandated by the same 2005 energy act that extended daylight saving time, the U.S. Department of Energy asserted that springing forward does save energy.

Extended daylight saving time saved 1.3 terawatt hours of electricity. That figure suggests that daylight saving time reduces annual U.S. electricity consumption by 0.03 percent and overall energy consumption by 0.02 percent.

While those percentages seem small, they could represent significant savings because of the nation's enormous total energy use.


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What's more, savings in some regions are apparently greater than in others. California, for instance, appears to benefit most from daylight saving time—

perhaps because its relatively mild weather encourages people to stay outdoors later. The Energy Department report found that daylight saving time resulted in an energy savings of one percent daily in the state.

But Wolff, one of many scholars who contributed to the federal report, suggested that the numbers were subject to statistical variability and shouldn't be taken as hard facts.

And daylight savings' energy gains in the U.S. largely depend on your location in relation to the Mason-Dixon Line, Wolff said (Mathes, 1981: 69-70). "The North might be a slight winner, because the North doesn't have as much air conditioning," he said. "But the South is a definite loser in terms of energy consumption. The South has more energy consumption under daylight saving".

Daylight Saving Time: Healthy or Harmful? For decades advocates of daylight savings have argued that, energy savings

or no, daylight saving time boosts health by encouraging active lifestyles—a claim Wolff and colleagues are currently putting to the test.

"In a nationwide American time-use study, we're clearly seeing that, at the time of daylight saving time extension in the spring, television watching is substantially reduced and outdoor behaviors like jogging, walking, or going to the park are substantially increased," Wolff said. "That's remarkable, because of course the total amount of daylight in a given day is the same."

But others warn of ill effects. Till Roenneberg, a chronobiologist at Ludwig-Maximilians University in

Munich, Germany, said his studies show that our circadian body clocks-set by light and darkness-never adjust to gaining an "extra" hour of sunlight to the end of the day during daylight saving time.

"The consequence of that is that the majority of the population has drastically decreased productivity, decreased quality of life, increasing susceptibility to illness, and is just plain tired," Roenneberg said.

One reason so many people in the developed world are chronically overtired, he said, is that they suffer from "social jet lag." In other words, their optimal circadian sleep periods are out of whack with their actual sleep schedules. Shifting daylight from morning to evening only increases this lag, he said.

"Light doesn't do the same things to the body in the morning and the evening. More light in the morning would advance the body clock, and that would be good. But more light in the evening would even further delay the body clock." Other research hints at even more serious health risks.

A 2008 study in the New England Journal of Medicine concluded that, at least in Sweden, heart attack risks go up in the days just after the spring time change. "The most likely explanation to our findings are disturbed sleep and


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disruption of biological rhythms," lead author Imre Janszky, of the Karolinska Institute's.

Daylight Savings Lovers, Haters with his verdicts on the benefits, or costs, of daylight savings so split, it may be no surprise that the yearly time changes inspire polarized reactions.

In the U.K., the Lighter Later movement-part of 10:10, a group advocating cutting carbon emissions -argues for a sort of extreme daylight savings. First, they say, move standard time forward an hour, then keep observing daylight saving time as usual-adding two hours of evening daylight to what we currently consider standard time in our life.

The folks behind Standardtime.com, on the other hand, want to abolish daylight saving time altogether. Calling energy-efficiency claims "unproven," they write: "If we are saving energy let's go year round with Daylight Saving Time. If we are not saving energy let's drop Daylight Saving Time!"

But don't most people enjoy that extra evening sun every summer? Even that remains in doubt.

National telephone surveys by Rasmussen Reports from spring 2010 and fall 2009 deliver the same answer. Most people just "don't think the time change is worth the hassle." Forty-seven percent agreed with that statement, while only 40 percent disagreed.

But Seize the Daylight author David Prerau said his research on daylight saving time suggests most people are fond of it.

"I think the first day of daylight saving time is really like the first day of spring for a lot of people," Prerau said. "It's the first time that they have some time after work to make use of the springtime weather.

"I think if you ask most people if they enjoy having an extra hour of daylight in the evening eight months a year, the response would be pretty positive" (Mathes, 1981: 71-72).

2. Maslow's Hierarchy in Time Management The many ways in which people use time is something that is incredibly

diverse, yet is driven by very similar needs and reasoning, transcending all nations and cultures. If you are familiar with Maslow‘s hierarchy of human needs, then you understand the five basic needs of any individual. For the sake of how it applies to time management, it is important that you understand it. Maslow‘s hierarchy of needs is as follows.


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Figure no. 1. Maslow's hierarchy of needs

Physical Needs Physical needs provide the very basis of our survival and existence as humans. Before being able to satisfy any higher needs, an individual must first satisfy their physical needs. These include very basic needs, such as air, water, sleep, food and shelter. Sex is also partially included within physical needs - as our main ―biological purpose in life is to survive and replicate. All of us, at a subconscious level, are driven to keep our basic needs satisfied at all times. We become very uncomfortable, sick, and even die if these needs are not met (Franken, 2001).

Safety Needs Safety needs are basic - shortly above physical needs. They arise from the earliest times - instinctively, we seek to keep our bodies safe in order to ensure our survival. We naturally seek a secure environment, and possibly someone to protect us. Early man had to worry about prowling animals and enemy tribes attacking him – thus, after he ensured he was stable enough to survive physically, (water, food and shelter) he would find ways to protect himself. This included creating weapons, or perhaps fortifying his shelter. Safety needs are also heavily psychological. In many violent intercity environments, dysfunctional families are common. A large part of this can be attributed to the fact that before love and a sense of belonging can be developed, family members must first feel secure in their environment.

Need to Belong Humans are social creatures. Instinctively, we seek to be around others, particularly those who are similar to us. After a human‘s safety needs are met and they feel comfortable, they begin to seek companionship. Being loved and belonging to a group helps people reaffirm their beliefs and helps them


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to solidify the sometimes shaky essence of their very own existence. Humans have a desire to not only love and be loved, in a peer sense, or in a sexual sense, but to also belong to a group of others similar to themselves. People flock to clubs, causes, clicks, cultural affinity congregations, gangs, fraternal organizations and religious orders. Most importantly, people seek to be part of a family. In a family, not only can they experience the social benefits of a group, but also the form of love which can only be experienced when one is a member of a family (Franken, 2001).

Esteem Needs After all the more basic needs have been met, a human seeks to gain esteem. First, a person seeks ―self esteem. You may gain self esteem by mastering a task, for example. When you feel you are the best at a task, or create a great piece of work, you feel good about what you have done – you feel good about yourself. After you experience self-esteem, you may decide to show off your skill to your friends. At the point when others recognize your skill and compliment you for it, you experience ―external esteem. ―Being good at something helps a person to justify their existence, while seeking outside admiration relates to the desire for power. People who feel exceptionally good about their own abilities may flaunt them, in order to exhibit power over others and ultimately to raise their social status.

Self-Actualization The need for self-actualization is the highest of all the needs. When one achieves self-actualization, they maximize their own potential, experience true inner happiness, and thus have all their needs fulfilled. All other needs must be fulfilled before self-actualization can be achieved – with exceptions of course, as with all the needs. Self-actualization is when an individual maximizes their potential – finding true meaning in their own life and often seeking emotionally enlightening or eye-opening experiences. It is the development of true inner happiness, and the seeking of emotional perfection in one‘s life. Self-Evolution is the utilization of your past, present, and most importantly, your own mind to develop your future and to achieve self-actualization – to live a happy and fulfilling life. Our company‘s very purpose is to offer the tools necessary to shape your mind to assist you in achieving self-actualization. Now that you understand Maslow‘s hierarchy of needs, it is easy to understand its application to the way you use your time. People spend their time according to their needs. You spend your time according to your needs (Lee).

3. Effective Time Management and the Pickle Jar Theory The Pickle Jar Theory of effective time management is based on the fact that

if you start by putting stones into a pickle jar, then pebbles and then sand you will fit more into the pickle jar then if you do it the other way around. By first doing the important tasks you will also be able to complete more tasks and do the things you want to do.


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The Pickle Jar and the Pickle Jar Theory Take a pickle jar and first fill it with sand, now try to put some pebbles in – if

you do it this way you know that you are not going to be able to fit the pebbles in; but now try filling the jar with stones, once it is full add pebbles and lastly sand – doing it this way you find that although you thought the jar was full when it just contained the stones, there was actually still plenty of space for the pebbles and sand. Effective time management is similar to this pickle jar, if you start with the big, important tasks in your day, then work on smaller tasks and finally fill in small, unimportant tasks then you will find that you can fit in everything you need to do (Maslow, 1971).

The Pickle Jar Theory means Prioritizing The pickle jar theory of effective time management requires prioritizing –

you need to know what your most important tasks are and what are just filler tasks that don‘t really need to be done or are not as important. An example is if your work day consists of writing a major report, responding to emails and phone calls, and writing a draft email then you may begin your day by responding to emails and phone calls and find that you have no time left to write the report. If, however, you start the day with writing the report, you will not only get that done but also have time to write the draft email and respond to emails and phone calls.

The Pickle Jar Theory means Focusing on the Important Things The pickle jar theory of effective time management means focusing on the

important things. In order to get the important task done first you will need to minimize distractions. When you are doing the big, important tasks close your door, get your answering machine or secretary to take calls and focus on the task at hand. By doing this you will get the large tasks done quickly and will have more time for the smaller or less important tasks.

The Pickle Jar Theory Allows Room for Sand In order to manage your time effectively you need to make room for rest and

recreation. If you first of all focus on doing the things you will enjoy then you will not have time to do the important tasks, but if you first of all do the important tasks then you should still leave time for rest and relaxation. If you never make time to relax then you will soon wear out and not be as effective in completing your tasks. The pickle jar theory of effective time management therefore allows room for sand (Mathes, 1981: 73-74).

In conclusion, the pickle jar theory of effective time management states that by first of all focusing on the big, important tasks you need to complete that you will also have plenty of time left over to do other smaller, less important activities as well as the things that you enjoy. The pickle jar theory of time management is based on prioritizing your task list, focusing on the more important aspects and then still allowing room for rest and relaxation. Following this principle will ensure effective time management and the completion of all your tasks on time and with as little stress as possible.


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4. Thirteen Timely Tips for More Effective Personal Time Management 1. SPEND TIME PLANNING AND ORGANIZING Using time to think and plan is time well-spent. In fact, if you fail to take

time for planning, you are, in effect, planning to fail. Organize in a way that makes sense to you. If you need color and pictures, use a lot on your calendar or planning book. Some people need to have papers filed away; others get their creative energy from their piles. So forget the "shoulds" and organize your way.

2. SET GOALS Goals give your life, and the way you spend your time, direction. When

asked the secret to amassing such a fortune, one of the famous Hunt brothers from Texas replied: "First you've got to decide what you want." Set goals which are specific, measurable, realistic and achievable. Your optimum goals are those which cause you to "stretch" but not "break" as you strive for achievement. Goals can give creative people a much-needed sense of direction (Druker, 2002).

3. PRIORITIZE. Use the 80-20 Rule originally stated by the Italian economist Vilfredo Pareto

who noted that 80 percent of the reward comes from 20 percent of the effort. The trick to prioritizing is to isolate and identify that valuable 20 percent. Once identified, prioritize time to concentrate your work on those items with the greatest reward. Prioritize by color, number or letter — whichever method makes the most sense to you. Flagging items with a deadline is another idea for helping you stick to your priorities (Druker, 2002).

4. USE A TO DO LIST Some people thrive using a daily To Do list which they construct either the

last thing the previous day or first thing in the morning. Such people may combine a To Do list with a calendar or schedule. Others prefer a "running" To Do list which is continuously being updated. Or, you may prefer a combination of the two previously described To Do lists. Whatever method works is best for you. Don't be afraid to try a new system — you just might find one that works even better than your present one! (Lakein, 1997)

5. BE FLEXIBLE Allow time for interruptions and distractions. Time management experts

often suggest planning for just 50 percent or less of one's time. With only 50 percent of your time planned, you will have the flexibility to handle interruptions and the unplanned "emergency." When you expect to be interrupted, schedule routine tasks. Save (or make) larger blocks of time for your priorities. When interrupted, ask Alan Lakein's crucial question, "What is the most important thing I can be doing with my time right now?" to help you get back on track fast.

6. CONSIDER YOUR BIOLOGICAL PRIME TIME That's the time of day when you are at your best. Are you a "morning

person," a "night owl," or a late afternoon "whiz?" Knowing when your best time


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is and planning to use that time of day for your priorities (if possible) is effective time management.

7. DO THE RIGHT THING RIGHT Noted management expert, Peter Drucker, says "doing the right thing is more

important than doing things right." Doing the right thing is effectiveness; doing things right is efficiency. Focus first on effectiveness (identifying what is the right thing to do), then concentrate on efficiency (doing it right).

8. ELIMINATE THE URGENT Urgent tasks have short-term consequences while important tasks are those

with long-term, goal-related implications. Work towards reducing the urgent things you must do so you'll have time for your important priorities. Flagging or highlighting items on your To Do list or attaching a deadline to each item may help keep important items from becoming urgent emergencies (Lakein, 1997).

9. PRACTICE THE ART OF INTELLIGENT NEGLECT Eliminate from your life trivial tasks or those tasks which do not have long-

term consequences for you. Can you delegate or eliminate any of your To Do list? Work on those tasks which you alone can do.

10. AVOID BEING A PERFECTIONIST In the Malaysian culture, only the gods are considered capable of producing

anything perfect. Whenever something is made, a flaw is left on purpose so the gods will not be offended. Yes, some things need to be closer to perfect than others, but perfectionism, paying unnecessary attention to detail, can be a form of procrastination.

11. CONQUER PROCRASTINATION One technique to try is the "Swiss cheese" method described by Alan Lakein.

When you are avoiding something, break it into smaller tasks and do just one of the smaller tasks or set a timer and work on the big task for just 15 minutes. By doing a little at a time, eventually you'll reach a point where you'll want to finish.

12. LEARN TO SAY "NO." Such a small word — and so hard to say. Focusing on your goals may help.

Blocking time for important, but often not scheduled, priorities such as family and friends can also help. But first you must be convinced that you and your priorities are important — that seems to be the hardest part in learning to say "no." Once convinced of their importance, saying "no" to the unimportant in life gets easier.

13. REWARD YOURSELF. Even for small successes, celebrate achievement of goals. Promise yourself a

reward for completing each task, or finishing the total job. Then keep your promise to yourself and indulge in your reward. Doing so will help you maintain the necessary balance in life between work and play. As Ann McGee-Cooper says, "If we learn to balance excellence in work with excellence in play, fun, and


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relaxation, our lives become happier, healthier, and a great deal more creative" (Winston, 2006).

Acknowledgement: This work was supported by the strategic grant POSDRU/159/1.5/S/133255, Project ID 133255 (2014), co-financed by the European Social Fund within the Sectorial Operational Program Human Resources Development 2007-2013. References: Daylight Savings Time - accesed on august 28 from http://www.likesbooks.com

/aarafterhours/?p=6278 Lee, R. From Ways & Means of Time Management - Accesed on august 28 from

http://selfevolution.net/maslow_hierarchy_time.html Daniels, M. (2001). Maslows's concept of self-actualization; Druker, P. (2002). The Effective Executive (4th ed.). New York: Harper Collins

Publishers Inc.; Lakein, A. (1997). Give me a moment and I’ll change your life. Kansas City, MO:

Andrews McMeel Publishing LLC.; Franken, R. (2001). Human motivation (5th ed.).Pacific Grove, CA: Brooks/Cole; Mathes, E. (1981, Fall). Maslow's hierarchy of needs as a guide for living. Journal of

Humanistic Psychology, 21, 69-72; Mathes, E. (1981, Fall). Maslow's hierarchy of needs as a guide for living. Journal of

Humanistic Psychology, 21, 73-74; Maslow, A. (1971). The farther reaches of human nature. New York: The Viking Press; Winston, St. (2006). Getting organized (3rd ed.). New York: Time Warner Book. Index:

Families Management Issued September 2007.

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