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Back when the movie Jurassic Park 2 came out, a young hacker we ll call Yuki decided he wanted to own that is, gain control of the MCA/Universal Studios box that hosted lost-world.com, the Web site for the Jurassic Park movie and the studio s TV shows. It was, he says, a pretty trivial hack because the site was so poorly protected. He took advantage of that by a method he described in technical terms as inserting a CGI that ran a bouncer [higher port not firewalled] so I can connect to higher port and connect back to localhost for full access. MCA was then in a brand-new building. Yuki did a little Internet research, learned the name of the architectural firm, got to its Web site, and found little difficulty breaking into its network. (This was long enough ago that the obvious vulnerabilities have presumably been fixed by now.) From inside the firewall it was short work to locate the AutoCAD schematics of the MCA building. Yuki was delighted. Still, this was just a

We identi ed a range of models for service management that vary on a continuum from those designed to focus exclusively on cost to those focused on quality professional service. Industrial models of service production are designed to maximize volume and minimize cost by emphasizing mechanization, individually designed jobs with low skills and discretion, and intense monitoring and rule enforcement (Levitt, 1972). At the other end of the spectrum are relationship management strategies modeled after professional service (Gutek, 1995; Heskett et al., 1997). They are characterized by high levels of specialization and education, independent judgment, long-term personal relationships between providers and consumers, and intense focus on quality, loyalty and customization. Between these two extremes is a range of strategies characterized by some mix of attention to cost and quality what some have termed mass customization (Pine, 1993; Frenkel et al. 1999). They involve some level of automation and process re-engineering found in industrial models, coupled with some level of attention to service quality and customer loyalty found in the professional model. Implicit in these models is the assumption of an inverse relationship between cost and quality, an assumption contrary to that found in TQM, which assumes that costs and quality may be jointly maximized. Under TQM, costs are reduced by involving workers in problemsolving to lower defect rates. However, the investments in training and high relative pay for skilled workers under TQM, lean production, or other high-commitment production models, means that labor costs are higher in these systems (Cappelli & Neumark, 2001). Thus, whether there is a net performance gain from high-commitment systems is an empirical question that is likely to vary with the relative labor intensity of an activity. The

to look for performance improvements (as de ned by managerial interests) in terms of an individual level concept, motivation , de ects attention from the societal and organisational structures of inequality, which not only allow the powerful (including academics from leading US business schools) to set the agenda, but to place responsibility for poor performance on the individual rather than on the economic and social system Scarbrough ( 8) provides a very interesting discussion of cognitive vs community perspectives on knowledge management, of codi cation vs personalization knowledge management strategies and of the constraints on the use of IT for knowledge management Here, issues of power and politics are clearly apparent (eg in the tensions between knowledge sharing and career paths in bureaucratic, hierarchical structures; in general issues of the ownership and control of knowledge), but they are not highlighted.

18 show examples of agreement items and the terms associated with them The second and third rows (agreement ID #10002, item #1) represent the same AGREEMENT ITEM for the product "Johnson fine grade 8 1/2 by 11 blue bond paper" There is more than one term.

Due to Internet poker s speedy nature, note-taking almost always takes place under a fairly rigid time constraint. Sites quickly snap your hands away from your view, and on some sites you can only make a note on a player in a game if he busts out and leaves the table, your chance to comment on him disappears as well. For this reason, you should develop your own shorthand notation a few quick letters you can jot down to note a situation (sb for small blind, ai for all-in, and so on; see 3 for a table showing common abbreviations). Whatever notation you pick, be consistent. Keep a note attached to your computer (or in an open window you can easily access) that holds a glossary of your note-taking abbreviations. This way you ensure consistency, and you don t accidentally mistake B for bluff when it actually means blind.