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may view as a source of their power. The R&D head may not want managers in other departments or even senior management to be able to instantly review his department s progress on a particular project. Similarly, the CIO may view a CKO who reports directly to the CEO as a threat. If so, it may be in the CIO s best interest for a KM initiative that isn t controlled by information services to fail. Dealing successfully with internal politics involves performing a stakeholder analysis early on in the project and addressing problem areas before they surface. For example, if the CIO is seen as a possible impediment, the CKO should form an alliance with him or her. The CKO should involve the CIO in all major decisions and make it clear to the other senior managers that the CIO is taking responsibility for the technology component of the project. In this way, the CIO is motivated to do whatever it takes to make the KM implementation a success.

Gauss' choice of the "best" combination was the one that minimizes the least-squares criterion!

Create a variant of a dimension style for a specific type of dimension, such as a leader or angular dimension. You might have an architectural dimension style with ticks (rather than arrows) at the end of the dimension lines, but you might want angular dimensions to have open arrows. Here are the steps to do this:

FIGURE 4-11

Base surface selection... Enter surface selection option [Next/OK (current)] <OK>: Specify base surface chamfer distance <0.5000>: 30

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Contributors to Knowledge Worker Loyalty Behavior: Difficulty Locating Alternative Employment. The difficulty in identifying alternative employment opportunities that offer comparable compensation. Emotional Bond. Trust, respect, recognition, camaraderie, and other emotional issues. The stronger the emotional bond, the greater the investment a worker will make in their work, and the more the corporation should value them. Investment. A knowledge worker s total investment of time and energy, in their relationship with the company. Compensation. The value the corporation places on the knowledge worker s contributions. Detractors from Knowledge Worker Loyalty Behavior: Employment Alternatives. The number of alternative businesses that offer comparable compensation for comparable contributions. Frustration Level. The knowledge worker s level of frustration surrounding the work environment, especially their relationship with the management and other knowledge workers.

consequences (take your pick) to which that button might lead given the preponderance of documents based on the Normal.dotm templates. n

Is spam related to viruses Not directly, although viruses often arrive as part of a spam message (but can come with a legitimate message, too). n

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Humulone CO CH2 CH(CH3)2 isovaleryl Cohumulone CO CH(CH3)2 isobutyryl Adhumulone CO CH(CH3) CH2 CH3 2 methylbutyryl

5. Preview the PDF document. Click OK in the Crop Pages dialog box and the printer s marks appear on all pages in the document. In Figure 8.25, the printer s marks are shown on the first page in my document.

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governance. First, intelligence once denoted analytical horsepower. Then, Howard Gardner introduced the concept of multiple intelligences (1983) which conceptualized personal competence as a varied repertoire. Intelligence could be denominated as linguistic, logical, spatial, kinesthetic, musical, interpersonal, and intrapersonal.1 Second, leadership over the years has been (almost sequentially) associated with certain physical attributes and personality traits, then with power and influence, then with specific realms of expertise (for example, interpersonal skills, analytical skills, financial acumen), and then with particular activities (for example, planning, decision making). Now both theoreticians and practitioners realize that effective leaders are cognitively complex (Birnbaum, 1992), that is, able to think and work effectively and concurrently in multiple modes: for instance, as managers, entrepreneurs, politicians, visionaries, analysts, learners, icons, and culture makers. Effective leaders move seamlessly from mode to mode as conditions warrant. Executives do not simply learn one mode or even two and then employ that mode regardless of the situation. Regrettably, trustees often do just that.

Another great place to create image stacks is from Bridge while you are managing your files. Using the Bridge application to stack images is covered in 6. You can refer to that chapter for information necessary to stack and unstack images. n

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