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the Lawler et al (1995, 1998) and MacDuf e (1995) studies imply more strongly in the case of the latter that the various types of practices have positive synergistic effects on performance Third, we have the two studies by Cua et al (2001) and Flynn et al (1995), which conclude that similar synergistic effects have been found, when in fact either their statistical model does not test for this or the results do not support this conclusion At best, Cua et al show that that all three of TQM, JIT and HRM practices have effects In the case of Flynn et al (1995), consistent with Patterson et al, it is the human resource elements that are important, and seemingly the managerial philosophy, not the use of speci c practices, that has the most effect Finally, de Menezes et al.

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Of all the collected statistics and information, what gets reported upstairs What do senior managers look at to determine whether the Web is successful Rob Sherell, Delta Airlines' manager of Interactive Marketing, says it depends: We'll pass along consistent metrics associated with every program on the marketing site that we do: You know, what did we spend and what were the results for return on investment against our initial projections and what are next steps. So we may launch a program related to, let's say, email address acquisition from existing Sky Miles members. So we can do a

Equity and Liabilities: Equity attributable to equity holders of parent Share capital 200 Retained earnings 400 600 Minority interest 50 Total equity 650 Noncurrent liabilities 60 Current liabilities 90 Total equity and liabilities 800

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Moore s Law: Gordon Moore, cofounder of Intel, predicted that the number of transistors on microprocessors (and thus performance) doubles every 18 months. Note that he originally stated the density doubles every year, but the pace has slowed slightly and the prediction was revised to reflect that.

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Privately owned professional services firms typically rely on a relatively simple capital structure consisting of owner s equity in the form of owner s capital and retained earnings, leasing of facilities and major capital equipment, and limited bank financing, typically used to help fund working capital requirements. To manage its limited capital resources well, the firm must work carefully with its vendors and clients to negotiate payment terms that minimize the firm s reliance on outside financing. Brief ly, smart ways to reduce working capital requirements and improve the firm s cash f lows include: Invoice clients weekly or biweekly. Although this may conf lict with the client s normal accounts payable process, if you can negotiate this type

In this type of attack, unauthorized devices are deployed in order to gain access to an existing network. Laptops or PDAs can be configured to attempt access to networks simply by installing wireless network cards and setting up near a target network. If password authentication is not enabled on the network, it s a simple matter to get a connection to an access point and network resources. Another type of insertion attack is the deployment of rogue access points, either by a hacker or by well-meaning internal employees seeking to enhance wireless coverage. Hacker-controlled access points can be used to entice authorized wireless clients to connect to a hacker s access point rather than to the network s intended access points. In addition, access points not authorized by the network administrator have the potential to be improperly configured and thus vulnerable to outside attack. This raises the risk of the interception of login IDs and passwords for future direct attacks on a network. The risk can be magnified if rogue access points are deployed behind the corporate firewall.

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