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If, for example, the job requires you to work almost constantly in a team, an answer such as the following may be appropriate: I can work on my own, but to be honest I get the biggest buzz from working in a fast-paced team. I like having people around me constantly to bounce ideas off. When there are lots of creative people around you, it doesn t feel like work to me. If a job requires extensive periods of working independently but also intense bursts of working in a team, try: To be honest I get my best work done when I can sit quietly and think on my own so that s why I m attracted to this job because you re offering the successful candidate the opportunity to work from home for up to three days a week. However, I couldn t work from home all week because I d miss the human contact so again this job is attractive because I would get the opportunity to share ideas with the rest of the team on those days in the office.

5 Policy-Based Network Management 133 5.1 Overview 133 5.1.1 What s Missing in Current Network Management Systems 133 5.1.2 How Can Policy-Based Management Help 135 5.1.3 MANET Management Requirements 139 5.2 Architecture 140 5.2.1 MANET Reference Architecture 140 5.2.2 MANET Security Considerations 141 5.2.3 Policy-Based Network Management System for Ad hoc Networks 143 5.2.3.1 Policy-Based Management System Architecture 143 5.2.3.2 Distribution of Management Functionality 144 5.2.3.3 Clustering for Network Management 147 5.2.3.3.1 Initial Formation of Management Hierarchy 148 5.2.3.3.2 Cluster Maintenance 149 5.2.3.3.3 Management Hierarchy Maintenance 149 5.3 Usage Scenarios 150 5.3.1 Network Monitoring 150 5.3.2 Reporting Management Information 151 5.3.2.1 Adaptive Reporting Based on External Events 152 5.3.2.2 Adaptive Reporting Based on Network Status 152 5.3.2.3 Adaptive Reporting Based on Threshold Crossings 153 5.3.3 Reporting Aggregated Management Information 153 5.3.4 Server Relocation upon Soft Failure 154 5.3.5 Network-wide Recon guration 155 5.4 Summary 156 6 Con guration Management 6.1 Overview 157 6.2 Con guration Management Functions and Operations Process Models 159 6.3 IETF Con guration Management Standards 163 6.3.1 COPS-PR 163 6.3.2 Con guration Management Using SNMP 163 6.3.3 SNMPconf 164 6.3.4 netconf 168 157

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The advantage to the card is immediate issuing for the employer, however, if the card is lost or stolen, it cannot be replaced unless the funds are reissued Host-Based Stored Value Cards The payroll debit card is by de nition a host-based stored value card Value is associated with the card and this value is stored and authorized centrally on a host computer system versus on the physical card The card is linked to a virtual account that manages the card s debits and credits in real time The debit paycard is linked directly to the electronic deposit of the employee s net pay Branded Cards Branded paycards are cards that carry either a VISA or MasterCard logo The card functions just like a VISA or MasterCard debit card and is accepted anywhere a VISA or MasterCard is accepted.

[0.9711 0.9713] [0.0008 0.0010]

The cost implications of pharmacogenomics, both at the individual and societal levels, are the subject of considerable debate, as discussed in detail in 12 of this book. One possible scenario is that pharmacogenomicbased medications will be more expensive and therefore not as widely available as pharmaceutical products intended for wider distribution (Rai, 2001; Rothstein and Epps, 2001). We attempted to determine whether members of the public believed that they would be able to afford these new pharmaceutical products. To do so, we asked the following question (Question 9):

The concept of the game of mirrors , together with that of typi cation , has been formulated to describe the texture of organizing (Gherardi and Strati, 1990) and originates from phenomenology. From the outset, observes Alfred Schutz (1962: 347 8) subjects nd themselves in situations already designed for them by others; they are already premarked , preindicated , presigni ed and even presymbolized . Only a small part of knowledge originates from direct experience.The rest of it is a socially derived social heritage. It consists of a set of systems of relevant typi cations, of typical solutions for typical practical and theoretical problems, of typical precepts for typical behavior (Schutz, 1962: 348). These are all forms of knowledge (Strati, 2000: 81) distinguished by the fact that they are taken as beyond question by participants in organizing processes, and that they constitute socially approved organizational knowledge. They are intended to help the organizational members to de ne their situations in everyday life, and to do so in a form which is typical . In everyday life each organizational member designs his/her action and expects it to be understood by other actors and to provoke their reaction. That is, a game of mirrors occurs whereby:

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