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Figure 4-7: The Explorer supports an Eject command for CD-ROMs and ZIP drives. Your scripts can t remote control the CD-ROM tray yet, though. Obviously, there needs to be some built-in Windows functionality that opens and closes the CD-ROM tray. But how can you access it

22' x 24' lab with observation/control room, with three analog cameras, scan converter, and two-way audio; five output videotapes include composite (quad) image. 14' x 18' lab with observation/control room, with two digital cameras, scan converter, and two-way audio plus battery-operated headset; three output videotapes include picture-in-a-picture image. 11'x 19' lab with observation/control room, with three analog cameras, scan converter, and two-way audio; five output videotapes include composite (quad) image. Recent-model Sun SPARC systems and Intel-based PCs. Non-linear video editing with CD, Betacam, SVHS, VHS, or Sony digital output.

By passing two tones with frequencies at f1 and f2, nonlinear components (IM3) at 2f1 f2 and 2f2 f1 are generated It is important that, although HD3 components can typically be rejected by filtering, IM3 components can fall in band (or very close in to the band) and are therefore difficult to practically filter Close attention, therefore, should be given to reducing the amount of thirdorder nonlinearities of the circuit Parameters often used to characterize the nonlinearities of the receiver are the second-order intercept point (IP2), the third-order intercept point (IP3), and in general the nth-order intercept point (IPn) The linearity of an amplifier is easily characterized by its intercept point The second-order intercept point quantifies second-order linearity performance while the thirdorder intercept point quantifies third-order linearity Figure 34 displays a.

Proportionate rewards are especially important where the form of recognition is financial. Your accountant will be asking some very pertinent questions if you show signs of being philanthropic. Yet bonuses (for completion ahead of schedule or sales targets met) need to be clearly separated from salary. In most instances bonuses are more productive than a pay raise. Increases in salary quickly become taken for granted. They diminish the link between work and achievement and become a fixed cost for years to come. It s your task to choose the right balance between the security of guaranteed income and the reward of the further financial benefit. Salaries provide cake. Bonuses are the icing on that cake. Although share options go in and out of favor as the stock market fluctuates, anyone who is interested in long-term employment has hitched their destiny to that of the company. Share options can be a just and fitting reward. They give loyal staff much greater faith in the company s sense of fair play beyond the actual value or equity disbursed. The key issue is the selling of the shares. If firms are publicly quoted, shares acquired as options can be sold (or indeed bought) in the usual way over the Internet or through a stockbroker. If your firm is unlisted for the time being, you must set in place some index from the start that generates a rational value (for example, a percentage of the last audited profit) against the share, so that they can be sold at preagreed times. Share options work least well when they are introduced later as a result of staff pressure. They provide the strongest motivation when they are introduced at a very early stage.

Use leverage If you receive another bonafide offer prior to or while in negotiations with one employer, play the offers off each other to see who can ultimately give you the best deal. Be patient Some employment negotiations take time. You might have to conclude a first conversation without agreement and then revisit the issue in a subsequent phone call or face-to-face meeting. Don t try to rush the process, or you ll only do yourself a disservice. Be willing to hold out for what you deserve Although it is important to be flexible and let the other side save face occasionally, you do deserve to get an offer that is fair or even more than fair. Walking away from an offer is a tried-andtrue tactic that works. The employer realizes you mean business and sees that you must really think you deserve a better offer. Just be prepared, however, to lose out on the job if the terms you are refusing to accept actually are the employer s best and final offer.

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