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(3a) Repeat for all pairs of constructs. (3b) Repeat step 3a for all pairs of constructs with one set of ratings reversed. (4) (5) (6) (7) Find the smallest sum of differences among all the comparisons you ve made, unreversed and reversed. Discuss these relationships with the interviewee. Examine relationships with supplied constructs, if any. Ensure comparability with other grids by turning the difference scores into % similarity scores.

Company references to hedging cost and the terms of currency derivatives. Reference The Company s hedging policy attempts to manage these risks to an acceptable level based on management s judgment of the appropriate trade-off between risk, opportunity, and costs. As part of the strategy to manage risk while minimizing hedging costs, the Company utilizes sold call options in conjunction with purchased put options to create collars. The Company also sells foreign exchange option contracts, in order to partially finance (reduce their cost) the purchase of these foreign exchange option contracts. The Euro may reduce the exposure to changes in foreign exchange rates, due to the netting effects of having assets and liabilities denominated in a single currency.As a result, the Company s foreign exchange hedging activity and related costs may be reduced in the future. The foreign exchange contracts outstanding at January 31, 2000 have maturity dates ranging from February 2000 through June 2000. The term of the Company s foreign exchange hedging instruments currently does not extend beyond six months. The Company enters into forward foreign exchange contracts maturing within five years to protect the value of existing foreign currency assets and liabilities. The Company enters into forward exchange contracts, generally with terms of 90 days or less. The term of these contracts (forward exchange contracts) typically does not exceed six months. Tenneco uses derivative financial instruments, principally foreign currency forward purchase and sale contracts, with terms of less than one year.

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Progress, rather than perfection, may be a worthy goal What may be more interesting is the compelling evidence that client-therapist match may be the most important predictor of successful outcome for clients after drug treatment The evidence suggests that the way a therapist treats a client will not only affect treatment outcome, but also may influence whether the client seeks help in the future if needed Therapists who aggressively confront clients often generate resistance, and if clients feel they have been disrespected, then they are significantly less likely to seek help again in the future These findings speak to the power of the therapeutic relationship to make or break treatment Therefore, goodness of fit between therapist and client is crucial There are three important factors that may be related to goodness of fit.

It is almost always more efficient to centrally manage the administrative staff. The job function of the entire administrative staff is usually similar, the pool of staff can share responsibilities, they typically have standard duties, and they keep the professionals billable and efficient. Professionals are notoriously poor managers of administrative staff, and will benefit from the improved attention to administrative staff management, careers and development accompanying a centralized management approach. Developing standard administrative roles across the company is a best practice. The office manager can do this relatively easily. First, define the work requirements of each type of administrative staff. Next figure out the duties needed to support each level of professional staff and the required hours per week needed to support each professional staff type. For example, an associate may only receive filing and travel support thus requiring only four hours a week. A senior associate may require calendar scheduling assistance and expense management assistance thus requiring about eight hours a week of an assistant. A principal requires all of the above plus dictation, presentation support, marketing campaign support, and so on, thereby consuming at least 20 hours per week. Given this load, a single assistant could handle only one principal, two senior associates, and one associate. Alternatively an assistant could handle one principal, one senior associate, and three associates. The ratio that works for a given will depend on the specific type of work, number of professional staff and administrative burden for each. Typically junior professional staff only receive basic administrative services (mail delivery, photocopying), while senior staff receive the full suite of services from the administrative team.

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