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Although this can occur in patients with type 2 DM, particularly those taking sulfonylureas, it is of greater concern for those patients taking exogenous insulin. Because the effects of exogenous insulin continue despite declining blood glucose levels, muscle glucose uptake, and the inhibition of hepatic glucose production may continue resulting in profound hypoglycemia. Additionally, many diabetics, particularly those who have had the disease for 5 years or more, have impaired counterregulatory mechanisms for combating hypoglycemia (White & Sherman 1999). Exercise can also enhance the absorption of exogenous insulin, particularly if it has been injected into an exercising extremity. This can further increase the risk of exercise-related hypoglycemia (White & Sherman 1999). Once hypoglycemia has occurred there is an increased risk of further hypoglycemic episodes. The acute counterregulatory failure appears to be a dose-dependent fashion by differing depths of antecedent hypoglycemia (Galassetti et al. 2006). The loss of counterregulatory hormones appears to last 3 days after a hypoglycemic episode (Ertl & Davis 2004). Care to prevent a hypoglycemic episode in an athlete is needed but once it occurs an increase in carbohydrates will be needed during exercise to prevent further episodes.

Function ow block diagrams (FFBDs) were traditionally used in conjunction with N2 diagrams as the original approach to functional decomposition in systems engineering. (In this book we are substituting IDEF0 for N2 diagrams; N2 diagrams are covered in 12 for the interested reader.) Later FFBDs were extended and enhanced to become EFFBDs. The extended FFBDs added more types of dynamic control logic. The enhanced FFBDs included some items into the models for better explication and understanding. This section rst presents the full set of control logic of EFFBDs. Then shows how the items will be added. An EFFBD model contains all of the information in an IDEF0 model plus suf cient information to create a unique discrete event simulation of the dynamic behavior of the system. This is quite an added bene t over the IDEF0 model, but it also requires additional sophistication to create. The view adopted here is that the IDEF0 model is a stepping stone to the completed EFFBD model for beginning systems engineers. Many experienced systems engineers can skip the IDEF0 model and create the EFFBD directly. However there are many other experienced systems engineers who view the IDEF0 modeling process as an important learning and communication process for the stakeholders. An EFFBD model has pages just as an IDEF0 model does. In fact, one could take an IDEF0 model, add control logic to each page, and end up with an EFFBD model. So the EFFBD model provides a hierarchical decomposition of the system s functions with a control structure that dictates the order in which

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Bridge Protocol Data Units (BPDUs) through the 802.1Q MST, thus allowing each VLAN to maintain its own spanning tree. Cisco uses the multicast address 01-00-0C-CC-CC-CD for PVST+. Note The IEEE is working on adding PVST support to 802.1 Q.

Wilkinson, A. (1995). Re-examining quality management. Review of Employment Topics, 3(1), 187 211. Wilkinson, A., Godfrey, G. & Marchington, M. (1997). Bouquets, brickbats and blinkers: total quality management and employee involvement in practice. Organization Studies, 18(5), 799 819. Wilkinson, A., Marchington, M., Goodman, J. & Ackers, P. (1992). Total quality management and employee involvement. Human Resource Management Journal, 2(4), 1 20. Wilkinson, A., Redman, T. & Snape, E. (1994). Quality management and the manager. Employee Relations, 16(1), 62 70. Wilkinson, A., Redman, T., Snape, E. & Marchington, M. (1998). Managing with Total Quality Management. Basingstoke: Macmillan Business. Yong, J. & Wilkinson, A. (1999). The state of total quality management: a review. International Journal of Human Resource Management, 10(1), 137 161. Youndt, M. A., Snell, S. A., Dean, J. W. Jr & Lepak, D. P. (1996). Human resource management, manufacturing strategy and rm performance. Academy of Management Journal, 39(4), 836 866. Zbaracki, M. J. (1998). The rhetoric and reality of total quality management. Administrative Science Quarterly, 43, 602 636. Zeitz, G., Mittal, V. & McAulay, B. (1999). Distinguishing adoption and entrenchment of management practices: a framework for analysis. Organization Studies, 20(5), 741 776.

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Wiley IFRS: Practical Implementation Guide and Workbook financial statements were authorized for issue. Slow Build Inc. incurred the extra costs for the variation in year 3. Required Provide Slow Build Inc. s income statement and the amounts that should be presented in the balance sheet for each of the years 1, 2, 3 and 4. Solution Income statement

lation Centers. Each center is assigned a unique role for leadership in a given area in order to prevent overlap in research. The leading centers for nanotech research are the Ames Center for Nanotechnology, the Langley Research Center, and the Goddard Center.24 Their focuses are computational, material, and applied nanotechnology research, respectively. NASA s organizationwide nanotech goals include creating new sensors, new materials and advanced micro-electronics.25 The NASA Commercial Technology Division (NCTD) coordinates research across facilities while each NASA center operates its own commercialization and technology transfer office in order to tailor services to the industries with which they are most closely associated.26 (See Table 10.5.)

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