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Clinicopathological features and survival rates of patients with renal cell carcinoma under 50 years of age

100%

Atmaca A. , Bayrak Ö. , Kandemir O. , Şerefoğlu E. , Çulha Í. , Canda A. , Balbay M.

Open Medicine

2008

tom 3

nr 4

453-458

We analyzed the clinicopathological features and survival rates of the patients with renal cell carcinoma younger than 50 years old. Between 2004 and 2007, 28 patients between 19–49 years underwent surgery for renal cell carcinoma. Presenting symptoms, type of the surgery performed, postoperative outcomes and duration of follow-up were recorded. Mean age was 41.5±7.6 years and 75% of patients were male. The tumor was symptomatic in 19(67.9%) and incidental in 9(32.1%) patients. Radical nephrectomy and nephron-sparing surgery were performed in 18(64.3%) and 10(35.7%) patients, respectively. The most common histologic type was clear cell(67.9%). The mean tumor diameters were 3.5±0.95 and 7.4±5.2 cm in the incidental and symptomatic groups, respectively(p=0.035). Incidentally discovered tumors and tumors treated by NSS did not include Fuhrman grade 4. There were no differences regarding pathological stage and Fuhrman grades when patients were grouped according to their symptomatology(p=0.242 and p=0.265, respectively). Overall mortality was 17.9%(n=5) whereas 4 patients(14.3%) died because of cancer. The mean survival was 30.6 months and cancer specific survival rate was 85.2%. Most of the tumors in this age group were symptomatic and most common histologic subtype was clear cell carcinoma. Incidentally discovered tumors had statistically significant lower tumor size.

Przywództwo w organizacjach z perspektywy Analizy Transakcyjnej

63%

Kraczla M.

Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne

2016

nr 2(21)

415-425

Transactional Analysis is currently one of the most holistic personality theories, well recognised in the vast business world reality. In contemporary organisations Transactional Analysis (TA) is applied in order to recognise psychological mechanisms of communication, interferences in its flow, and also to plan changes enhancing the information flow process. The article presents assumptions of Transactional Analysis with reference to the leadership practice that requires managerial maturity in developing responsible and satisfying relations with employees (the so-called transactions as referred to by the TA language). Having assumed the manager’s personality and its maturity level constitute the key factors in shaping leadership efficiency, tools proposed by the TA concept have been deployed to determine the transactional profile of an efficient manager and to formulate the development tendencies. Owing to its consistency with the partner leadership approach, the Transactional Analysis model offers a perspective of numerous references to managerial practice and provides precise development indications.