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Select Manage. A window opens. In the left window pane, double-click the Local Users and Groups icon. Below it, double-click the Users icon. Right-click the account you want to change. Select Set Password (see Figure 16-2).

10 Formal authority derives from reference to power, usually hierarchical power I m your parent In my house, I m right, even when I m wrong That is formal authority (and also the reason why most of us grow up and leave home) Many young men died on both sides of that brutal war, and Ugaki is an extreme example, but we see examples of formal authority like Please die because I ordered you to wielded every day in matters from the mundane to the sublime You get an e-mail that consists of one sentence, Do this by four o clock The implication is clear: because I m the boss.

Are you enlisted Or has the wielding of formal authority introduced friction into the relationship You might acquiesce for any number of rational reasons you are new at the company, your boss is quite senior, she could help your career but are you enlisted Are you inspired Formal authority lacks the ability to inspire and enlist It can, at best, demand acquiescence, a grudging or even willing going along with the order Each time leaders wield formal authority they deplete their store of it It s like a bank account; the more you withdraw the less you have Eventually, willing acquiescence turns to grudging acquiescence, which turns to subtle undermining, and even outright rebellion The delays and distractions of those you lead in that way steadily mount, and their productivity and responsiveness steadily decline Charismatic authority, in contrast, compounds itself.

ROBUST REGRESSION ESTIMATORS AND POWER Although it has been clearly established that in terms of power, simply applying the least squares estimator to data can be highly unsatisfactory, no single alternative estimator has been found that can be recommended for general use to the exclusion of all estimators that have been proposed. All indications are that several estimators should be considered, particularly in the exploratory phases of a study. Indeed, once some familiarity with the issues that affect power has been obtained, it seems to be an almost trivial matter to nd fault with any single strategy that might be used. That is, situations can be found where many estimators offer substantial gains in power versus least squares, but among these estimators, situations can be found where method A beats method B, and situations can be found where the reverse is true as well. Moreover, at least for the moment, certain strategies present computational problems and inconveniences that need to be addressed. Nevertheless, least squares can result in relatively low power (and a poor re ection of the association among the majority of points). Some simple and effective methods are available for addressing this problem, so knowing some

What if, instead, that four o clock e-mail says, If you can get this done by four o clock, it will help our team win in these three ways The e-mail enlists you by sharing how the task ts the larger vision; what originally seemed an arbitrary deadline now becomes an integral part of a vision.

(a) (Choleski decomposition) A is positive definite ::::::} there exists a lower triangular (m x m) matrix B with real positive elements on the principal diagonal sllch that A BBH.

Understanding remote control operation Selecting a suitable remote Working with LIRC and remote profiles Universal remotes

The Proxy-Authorization request header has concepts similar to those of the Authorization header, but instead of authenticating a user agent with a server,

cA is positive (semi) cA negative (semi)

problems for the traveler Rex S Toh reports the no-show rate is anywhere between 5 and 15% in most markets 9 This nancial loss due to no-shows could add up to a substantial amount of money for a hotel In a hotel that typically has 100 con rmed reservations (not guaranteed with a credit card) and experiences a 5 percent no-show rate, ve rooms per night would remain unsold With an average room rate of $70, these ve rooms would cost the hotel $350 in revenue Over a year, this would amount to $127,750 Lost revenues of this volume virtually force the hotelier to develop an aggressive occupancy management policy to manage no-shows This policy is based on management of the various occupancy categories into which guests are placed: those with con rmed reservations, those with guaranteed reservations, stayovers, understays, and walk-ins.