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A policy is an administrator-speci ed directive that manages and provides guidelines for how the different network and service elements should behave when certain conditions are met. However, the answer to the question, why policies should be used is a justi cation itself and explains why the IST-Context consortium decided to use policies as the main engine to create, deploy, and manage context-aware services. The main bene ts from using policies are improved scalability and exibility for the management system. Scalability is improved by uniformly applying the same policy to large sets of devices and objects, while exibility is achieved by separating the policy from the implementation of the managed system. Policies can be changed dynamically, thus changing the behavior and strategy of a system, without modifying its implementation or interrupting its operation. Policy-based management is largely supported by standards organizations as IETF and DMTF, and most network equipment networks. Another bene t from using policies for management is their simplicity. This is achieved by means of two basic techniques: Centralized Con guration, you do not have to con gure each element individually; and Simpli ed Abstraction, which
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RECRUITING FUNCTION: PART OF THE HR DEPARTMENT If you were hiring a recruiting professional, you would likely be looking for skills and expertise in sales, marketing, psychology, and general business acumen. If you were hiring an HR professional, you might focus on previous HR experience and other, very different, attributes. Now these questions: Can one person successfully execute these two roles Should that person be in your HR department The latest research from the Bureau of National Affairs (BNA) underscores that HR is deeply entrenched in organizational recruiting and hiring activities (see Exhibit 2.13). In fact, BNA s study shows that most organizations give HR full responsibility for recruiting, preemployment testing, and contract hiring. As expected, HR is likely to be solely responsible for hiring in smaller companies, with shared responsibility with other departments growing as workforce size increases. It s likely that recruiting and retention will become the main focus of many HR departments, says Frank Heasley, Ph.D., president and CEO of MedZilla.com, an Internet recruitment and professional community that targets job seekers and HR professionals in biotechnology, pharmaceuticals, health care, and science. There is a continuing trend that many employers are electing to outsource other HR functions, such as benefits. This is attracting more attention to the organization of HR departments, and whether HR professionals can make the transition into roles centered on recruitment or retention. James Walker, president and CEO of Octagon Research Solutions, a life sciences solutions provider in Pennsylvania, says that his company went from a startup with fewer than 10 employees to more than 60 employees in less than four years. Octagon s growth has been dependent on the integration of the HR and recruiting roles into one position. It s almost critical to have that person being one and the same because recruiting is the first step and retention is the goal, Walker
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74 Ethics: The Heart of Health Care
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Theorem 3 (Weil Theorem) Let t = q + 1 #E(IFq ). Let , be complex roots of T 2 tT + q Z[T ] (where Z[T ] is the ring of polynomials in T with integer coef cients). Then #E(IFqk ) = qk + 1 k k for all k 1. The structure of elliptic curve groups is summarized by the following results. Let E be an elliptic curve de ned over IFq . Then E(IFq ) Zn1 Zn2 , where = n2 |n1 and n2 |(q 1).
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Fruity Rock s Choices Charge 3 1,000 per day for Fruity Rock Figure 13-3: Charge 3 Each firm s 1,000 per day for profit Jazzy Drops depends not Jazzy Drops s only on its Choices own pricing 500 per day for decision, Fruity Rock but also on Charge 2 2,000 per day for that of the Jazzy Drops other firm. Charge 2 2,000 per day for Fruity Rock 500 per day for Jazzy Drops
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