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involved in their own year-end duties. Communication is key in this type of situation. It must be clearly communicated to management, as well as to the other departments, that if the payroll department must choose between processing for scal year end and the payroll year end, the payroll year end must prevail. The easiest and most ef cient way to explain why this must be is simple give management a list of all the penalties that could be assessed if payroll misses its year-end deadline by even one day, not to mention the anger and employee morale problems that would occur if the Forms W-2 were not distributed on time. Each payroll department will need to determine and prioritize the internal organization requirements concerning the closing of company nancial records if the calendar year end and scal year end coincide. The payroll department must always simultaneously run the new year while closing out the old one, so tasks will de nitely overlap between the two years. The ef cient payroll department will be able to switch back and forth between the two years with ease. To assist in the transition from the old year to the new year, the following points should be taken into consideration:

Mutuality is greatly misunderstood. Companies think that by allowing the customer to pay for their products, they build mutuality into their relationships equation. This understanding belongs to the efficient, self-serving interpretation of relationships. Companies must find new ways to interact with customers and allow mutuality to flourish. The more actively involved the customer is, the more vested he or she will be in the relationship. Mutuality is a way for companies to demonstrate actively that they are willing to partner with customers, rather than dictate to them what is good for them and how much they should pay for it. Building mutuality into the relationships equation will require rethinking of some basic value propositions of the company. But it will pay off and justify itself with greater loyalty and vested customers.

The RF power received by an array element is Sa = a2 P0 (13.75)

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More from the Experts Dierickx, I., and K. Cool. 1989. Asset stock accumulation and sustainability of competitive advantage. Management Science 35:1504 1511. Fisher, S. 1977. Long-term contracting, sticky prices, and monetary policy: Comment. Journal of Monetary Economics 3:317 324. Grossman, S., and O. Hart. 1986. The costs and bene ts of ownership: A theory of vertical and lateral integration. Journal of Political Economy 94(4):691 719. Hart, O., and J. Moore. 1999. Foundations of incomplete contracts. Review of Economic Studies 66:115 138. Foss, N., ed. 1997. Resources, rms, and strategies: A reader in the resource-based perspective. New York: Oxford University Press. Fudenberg, D., and J. Triole. 1990. Moral hazard and renegotiation in agency contracts. Econometrica 58:1279 1320. Hermalin, B. E., and M. L. Katz. 1991. Moral hazard and veri ability: The effects of renegotiation in agency. Econometrica 59:1735 1753. Holstrom, B. 1979. Moral hazard and observability. Bell Journal of Economics 10(1):74 91. Ishiguro, S., and H. Ito. 2001. Moral hazard and renegotiation with multiple agents. Review of Economic Studies 68:1 20. Knight, F. H. 1921. Risk, uncertainty, and pro t. Boston: Houghton Mif in. Lippman, S. A., and R. P. Rumelt. 1982. Uncertain imitability: An analysis of inter rm differences in ef ciency under competition. Bell Journal of Economics 13:418 438. Ma, A. C.-T. 1988. Renegotiation and optimality in agency contracts. Review of Economic Studies 61:109 129. Marshall, A. 1920. Principles of economics. London: Macmillan and Co., Ltd. Maskin, E., and J. Tirole. 1999. Unforeseen contingencies and incomplete contracts. Review of Economic Studies 66:83 114. 207

Source: The Temperament Maps have been provided courtesy of Keirsey.com, and the cases herein are samples from Keirsey.com s consulting services division, Synergy Leaders, LLC.

had gone to the trouble of recreating the label, and when the labels were printed they read Prinky instead of Pinky For the rst few months, I was at the factory nearly every day, trying to get things set up Speaking with plant managers in Chinese, we would sometimes talk about the body wash or the bubble bath, but after some time I realized that the workers on the line did not know these descriptions Where has the bubble bath gone I asked a worker one morning My question elicited only a blank stare It took my repeating the question for the worker to admit that he didn t know what I meant by bubble bath Hoping to trigger an association, I mentioned it was the one that smelled like chewing gum He laughed at me We don t make chewing gum, he said We make daily chemicals.

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