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In this section the CTMC-based tool MOSES (modeling, specification, and evaluation system), developed at the University of Erlangen, is introduced. MOSES is based on the system description language MOSEL (modeling specification, and evaluation language) [BoHe96]. The core of MOSEL consists of several constructs to specify the possible state and the state transitions of the CTMC to be analyzed. The basic way that MOSES computes the performance measures is shown in Fig. 12.14.
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The Handling and Service of Cold Dishes 848 Aspic and Chaud-Froid 849 Special Forcemeat Dishes 854 Terrines Based on Mousselines 863 Terrines and Other Molds with Gelatin 865 Foie Gras, Liver Terrines, and Rillettes 871
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The essence of cognitive-behavioral alcohol treatment is the movement from a disease model of de cits, powerlessness and loss of control to a competence model based on enhanced motivation, increased awareness, skill acquisition and social support (Marlatt & Parks, 1999).Traditional approaches to the treatment of alcoholism initiate therapy by using confrontational techniques designed to break through the denial system and force clients into accepting a diagnostic label such as alcoholic . In contrast, a cognitive-behavioral approach attempts to foster a sense of objectivity or detachment in the way individuals approach their alcohol-related problems (see 7). By relating to the client as a colleague or co-therapist, cognitive-behavioral therapists hope to encourage a sense of cooperation and openness during the therapy process. Using this approach helps clients learn to perceive their excessive drinking as something they do, rather than as an indication of someone they are. By adopting this objective and detached approach, clients may be able to free themselves from any guilt and defensiveness that would otherwise bias their view of their alcohol-related problem and their ability to change their excessive drinking behavior.
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organization, each of whom brings with them their own behavioural habits, attitudes, beliefs and values. A second reason is that the organization exists in and interacts with a varied environment customers, suppliers, the backgrounds of the organization s people, the economy, legislation, political and social factors all impinge on it. This combination of internal and external factors will in uence the organization s culture and have an effect on interpersonal relations. We can think of organizational culture as the way things are done around here that set of shared assumptions that accumulates when people come together in groups. Managements can have some in uence on an organization s culture, but they cannot govern it. What is important is to be aware of it and to take account of how plans to develop the organization may be affected by and affect its culture. (These issues are explored more fully in 7.)
Robert Blattberg is the Polk Brothers Distinguished Professor of Retailing
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