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Expression (51) allows to determine |L Q i0j | as L Q i0j = Lci0j min Lci0j , Lci1j + f + |Lci0j | |Lci1j | (52)

therefore be desirable to examine the organization of such needs and beliefs, and to determine in particular the kinds of relations the different levels establish with each other, as well as with other variables It might reasonably be expected that the lowest-order needs and beliefs are most strongly associated with situationally speci c behaviors, and the higher-order beliefs and needs are more strongly associated with broad dispositions, or traits The higher-order beliefs and needs can also be expected to be more weakly but more extensively associated with narrow behavioral tendencies Midlevel motives can be expected to have relations that fall in between those of the higher- and lower-order needs A particularly important hypothesis with regard to CEST is that higher-order needs and beliefs are more resistant to change than are lower-order needs and beliefs, but should they be changed they have greater effects on the overall personality structure.

Moreover, any major changes, including positive changes, are disorganizing and anxiety-producing because of the basic need to maintain the stability of the conceptual system Although considerable research has recently been conducted on midlevel needs that has demonstrated their theoretical importance and predictive value (eg, Emmons, 1986; Markus & Nurius, 1986; Mischel & Shoda, 1995), the question remains as to how the midlevel needs can best be designated and measured The most thorough and compelling list of midlevel needs to date still appears to be the list proposed by Henry A Murray (1938) many years ago It is interesting from the perspective of CEST that Murray measured midlevel needs both explicitly via direct self-report and implicitly through the use of the Thematic Apperception Test (TAT; Murray, 1943).

When you access the CommandBars collection in a code module for a UserForm, ThisWorkbook, Sheet, or Chart, you must precede the references with the Application object. For example: Application.CommandBars.Add If your code is in a standard VBA module, this is not necessary.

A more psychometrically advanced procedure for measuring the Murray midlevel needs at the explicit level has since become available in the form of the Edwards Personal Preference Schedule (Edwards, 1959) There is a need for research to further explore the TAT as a measure of implicit needs and to also examine additional measures of implicit needs Included could be older procedures such as word association and sentence completion, as well as promising new procedures such as priming techniques and subthreshold measures (see Bargh & Chartrand, in press, for a review of such techniques) It would be interesting to relate the various implicit measures to each other to determine whether they have enough in common to combine them into an overall measure The implicit measure (or measures) of needs could then be related to explicit measures of needs, and both could be related to external criteria.

Through such procedures it should be possible to determine in what ways implicit and explicit measures are similar and different It could also be determined whether they contribute in a supplementary way to the prediction of the same variables and.

Hot water (82 C, 3 passes)

more high-value information to their workers can enable more of them to act on it Companies are attening, like our world, so that many activities that were once the province of one department are now everyone s job In 2005, for example, Computer Associates International, Inc, a company struggling to rehabilitate itself after being tainted by scandal, product de ciencies, and management problems, eliminated all 300 of its customer advocate positions worldwide7 CEO John Swainson explained that the goal was to make the company s sales workers more accountable, but the underlying message was clear: Advocating for the customer is no longer the special responsibility of customer advocates; it is now a part of everyone s job description8 In company after company, managers are eliminating so-called Centers of Excellence and Centers of Innovation, making these jobs the province of all workers.