     In the course of the centuries, the hill underwent various transform-
ations and alterations, until it took on its present aspect which is mainly 
the result of Michelangelo's plan.
     The geometric pattern on the pavement of the square, conceived in the 
form of expanding and crossing elliptical shapes was also designed by him, 
and harmonises well with the architecture of the whole.  In 1535, Miche-
langelo took the statue of Marcus Aurelius from the Lateran and set it up 
in the center of the square; it is the sole remaining example of the eques-
trian statues of the Roman imperial period.  There are various theories and 
legends to explain the reasons which made it possible for this monument to 
come down to us.  The main reason, however, is to be found in the fact that 
it was long thought to represent the Emperor Constantine, the first to 
allow the practice of the Christian religion.
     The Computation Center is principally housed in the Computer Building 
located in the northeast section of the campus near the East residence 
halls, and operates branch stations in the Hammond, Boucke and Willard 
Buildings.  The Computer Building is open 24 hours a day, and the branch 
stations are open during the day and evening hours, 7 days a week.
     The main computer at the Computation Center is an IBM 3081 Processor 
with sixteen million bytes of memory, three billion bytes of disk storage, 
and 12 tape drives.  The System 370/3081 is used primarily as a batch pro-
cessor, supported by OS/VS2 MVS with JES 2.  Batch jobs may be entered re-
mote batch stations, or they may be entered at a terminal through use of 
INTERACT, an interactive text editor with a flexible file storage system.
     In the world of high finance, where billion-dollar deals can be struck 
between cocktails and dessert, the hottest play these days is once obscure 
transaction known as the leveraged buyout.  In such operations, corporate 
officers are turning publicly held firms into private businesses that are 
free from the demands of short-term investors and the unwanted attention of 
corporate raiders.  In the process, many of them make vast profits for 
shareholders and themselves.  One of the largest and most ambitious buyouts 
yet was proposed last week by executives of R.H. Macy / Co. (discal 1985 
sales:  $4.4 billion), the eleventh-biggest U.S. retailer.  Led by Chairman 
Edward Finkelstein, a group of top officers offered $70 a share, or $3.58 
billion, for Macy's stock, which had been selling for about $50 a share.  
The Macy's executives were working last week with the Wall Street firm of 
Goldman Sachs to line up virtually all that money.  The high buyout price, 
apparently designed to repel rival offers and avoid a bidding war for the 
company, drove up the value of other retailing issues as investors specu-
lated that a wave of buyouts was about to break over the department-store 
industry.  Indeed, merchandising firms are much in vogue with acquisition-
minded managers.  One day after the Macy's announcement, officers of House 
hold International agreed to pay $700 million for the Chicago-based cong-
lomerate's retailing units, which include Coast-to-Coast hardware and the 
Ben Franklin variety chain.  Even small Wieboldt Stores, a 102-year-old 
Chicago concern, last week announced a $37.4 million deal that turned the 
firm into a private company.
     Market penetration can be accomplished, in some cases, by getting the 
consumer to try a product through the distribution of free samples, direct 
mail advertising, or door to door promotion.
     Packaging is an important part of product identification, especially 
in the cases of food and household items.  An eye-catching package will 
stand out on a store shelf, giving it an edge over its competitors.
     Have you ever heard of the Golden Gate Bridge in California?  Have you 
ever seen the picture of it?  Perhaps someone in your family has seen this 
bridge.  It is one of the first sights people see if they are coming to the 
west coast of the United States.
     Suppose you are sailing into San Francisco, you are near the coast of 
California.  The bridge is straight ahead of you.  At first, it looks like 
a piece of steel lace across the bay from north to south.  Then your ship 
sails closer, and the bridge appears larger and larger.  At last, your ship 
passes under the bridge.  If you look behind, you can see this huge struc-
ture from the bay.  On your right, you can see the city of San Francisco.  
On your left, you can see the cities of Berkeley and Oakland.
     The main section of the Golden Gate Bridge is a suspension span.  In a 
suspension bridge the span does not rest on posts.  It hangs from cables.  
Huge towers support two long steel cables.  The cables are over three feet 
thick.  Smaller cables hang vertically every few feet from the large cables 
and support the main span of the bridge.  The towers, the cables, large and 
small, and all in red, together with the blue water below as well as the 
flying sea gulls constitute a combination of beauty.
     The suspension span of this bridge is 4,200 feet long between the tow-
ers.  It is the longest suspension span in the world.  The floor of this 
bridge is over ninety feet wide, and six lanes of cars--three in each di-
rection--can pass over it at the same time.  There are also side walks.  It 
is a very long walk across the bridge, but if you would like to walk, you 
can watch the ships below.  You can see ships from all over the world 
sailing into and out of the bay.  The bridge is 220 feet above the water, 
and even the biggest ships can easily sail under it.