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7 Discuss with management and the Outside Auditor the effect of regulatory and accounting initiatives as well as off-balance sheet structures and aggregate contractual obligations on the Company s financial statements 8 Discuss with management the company s major financial risk exposures and the steps management has taken to monitor and control such exposures, including the Company s risk assessment and risk management policies 9 Discuss with the Outside Auditor the matters required to be discussed by Statement on Auditing Standards ( SAS ) No 61 relating to the conduct of the audit In particular, discuss: (a) The adoption of, or changes to, the Company s significant internal auditing and accounting principles and practices as suggested by the Outside Auditor, Internal Auditors or management; and (b) The management letter provided by the Outside Auditor and the Company s response to that letter 10.

Thus, we nd ourselves at an interesting and exciting crossroads, where Moore s law continues to deliver on the promise of powerful, yet low cost computing, meeting the increased awareness throughout the world of the extraordinary value of true broadband access networks that deliver services at affordable prices to users everywhere We are going to experience an interesting tension between the growing capabilities of distributed processing and storage and a reconsolidation of centralized facilities, which provide the security and convenience of centrally hosted content and access gateways Interestingly, this paradox is driven in both dimensions by the assimilation of Moore s law into the broadband wireless telecommunications space More MIPS (millions of instructions per second) at lower prices will continue to improve performance and reduce the cost of bandwidth throughout the telecommunications industry at all levels..

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Not only are there methodological issues here, but what is worrying theoretically is that, if the majority of the research studies remains located at the corporate level, given the US obsession with measures of nancial performance, this is not conducive to assessing the enacted aspects of employee behaviour that constitute the intervening variable in explaining the relationship between HR practices, operating and nancial performance It is dif cult to see how such studies can test causal relationships, as opposed to making theory-derived inferences about the correlations they nd This brings us to the issue of establishing causality, where Wright and Gardner s critique is trenchant First, with some exceptions, the majority of the US studies are cross-sectional rather than longitudinal and, hence, while causality may be inferred from correlation, technically, it is not tested This gives rise to three possibilities A causal relationship may exist in the direction inferred, i.

Receive and review disclosures made to the Audit Committee by the Company s Chief Executive Officer and Chief Financial Officer during their certification process for the Company s Form 10-K and Form 10-Q about (a) any significant.

If a drive fails, data does not have to be regenerated from parity information; it can be regenerated from another disk drive. RAID 0+1 offers a high level of performance and redundancy, because the system will still work if more than one drive fails. The disadvantage of RAID 0+1 is the cost, because its complexity requires a greater minimum number of hard drives than other RAID levels. A RAID 0+1 array requires a minimum of four drives to work, but only two of those are used for data storage. To add more capacity, drives must be also be added in pairs.

e HRM policies and practices may give rise to positive outcomes, although as Purcell (1999, p 30) has pointed out, this may be no more than a temporary Hawthorne effect [of course, it is possible, with the same direction of causality, that HRM, particularly hard HRM, may give rise to negative outcomes or, as Guest & Hoque (1994) report, positive outcomes on organisational performance measures but negative outcomes on HR employee outcomes] Or, reverse causality may exist (a possibility also recognised by Batt & Doellgast in this book) In other words, as a rm becomes more pro table or its share price rises, it may invest in high-commitment/performance HRM practices, such as expenditure on training or pro t sharing.

TABLE 4.3 COMMUNICATION PLAN Frequency Monthly Written report and meeting Medium Response Required in 3 days

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