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must be fully integrated into the organization and its mission.This means that they must be assigned tasks that are well suited to their skills and interests.When volunteers are not guided toward productive endeavors, they may feel lost and ineffective. If they are allowed to create their own jobs, they may be working in directions that are counterproductive and which may ultimately interfere with the ability of the organization to accomplish its mission.Technical volunteers are different from others only in that they have certain unique and valuable skills. When an organization is just getting started, it is almost entirely dependent on volunteers. Gradually, as it grows larger, a small staff of paid employees is hired.This transition can be a somewhat painful one and many organizations lose valuable supporters in the process. In the beginning, volunteers may do everything, performing every task required of them and some of their own making.A colleague of mine is fond of saying that volunteers are self-propelled. Unless there is strong leadership, volunteers move in directions of their own choosing. However, what they may lack in organization and efficiency, they make up in enthusiasm and dedication.When paid staff arrive, they may view volunteers as annoying amateurs.Volunteers, on their part, may view the paid staff as lacking dedication or as servants to be ordered around.

8 1 6 13 9 7 (continued)

This last sufficient condition allows us, for example, to demonstrate that the net shown in Figure 5.7b is bounded. Naturally, it is not as necessary as previous ones; it does not allow us, for example, to demonstrate that the net shown in Figure 5.7c is bounded while the latter only assumes 48 state classes. For cases (rare, in practice) resistant to the last sufficient condition, constructing the class graph by enumerating classes undergoing constraints can be attempted by verifying, for example, straight away, properties which the net will satisfy, or simply by arbitrarily bounding the number of classes to be enumerated or the time assigned to enumeration.

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Moving to the Next Step Once a company has had success with a first partner, it s time to add others. Businesses need to recognize that Step Three can be a lengthy process, depending on the complexity of a company and the technology and systems it already has in place. Standardized processes for replenishment will propel companies through Step Three, but there is no set timeline for adopting any of these processes. However, it is recommended that companies adopt a cumulative timeline of no more than one year for this step. Companies should not attempt to put 100 percent of their business on a global ATP, VR, or VMI model. Rather, they should be satisfied with the new cost savings they receive from transforming 80 percent of their business to global ATP, VR, and VMI. Once they have successfully adapted 80 percent of their business to Step Three, it is time to consider moving on to Step Four, the final step of the adaptive business network. A company and its partners are ready to advance to Step Four when: Their global ATP, VR, and VMI systems are stable and operate reliably. They have met the objectives established for inventory and working capital reductions. The core dependent elements of the business are participating in this community. The procedures and technology are in place to quickly add new partners to the community.

factors, including corruption. To promote worldwide prosperity, the IMF identi ed promoting good governance in all its aspects, including ensuring the rule of law, improving the ef ciency and accountability of the public sector, and tackling corruption (September, 1996). The World Bank also has indicated similar initiatives against corruption. More recently the IMF is working to eliminate the opportunity for bribery, corruption, and fraudulent activity in the management of public resources. The IMF directives seek to limit the scope for ad hoc decision making, for rent seeking, and for undesirable preferential treatment of individuals or organizations. However, the IMF needs to be more proactive against misuse of of cial foreign exchange reserves, abuse of power by bank supervisors, and similar areas where information should be available at the IMF. However, unless consensus is developed on the two fronts mentioned above, strong action by IMF or World Bank employees against corrupt practices cannot be expected. After all, these can be sensitive issues of local laws and personal safety of World Bank/IMF staff and their families. 7.4.3 Corruption and Slow Growth of Derivative Markets

Table 5.2: Collection Types and Their Operators Type Operator and result type Operator Descripti on added at end. prepend(Type)--Sequence Returns a collection with element added at the beginning , Returns as a Bag collection. Returns as a Set collection.

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