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Adler (1993, p. 111) shares MacDuf e s (1995b) unitarism and anticipates a workforce assumed to share a common goal of production ef ciency and quality . There may be some initial justi cation for this view, since the GM-Fremont plant had been closed and workers laid off in 1982 before the instigation of the joint venture which saved the operation in 1984. In his discussion, Adler (1993, p. 183) ascribes much of the situation to the unique conditions of NUMMI s start-up . Nevertheless, the case of NUMMI is interesting in the way it appears to run contrary to the ndings of other studies. The explanation may be found in Adler s own conclusion, when he comments that trust, respect, employee participation in de ning key standards and policies, and the balancing of power between employees and management are the conditions of existence for a learning bureaucracy.

27 Examples of exemptions include certain goods to certain countries, shipments of limited value, temporary exports, and the servicing and replacement of parts and equipment If a company is required to file a license application with BIS, the process of obtaining a license can be arduous and lengthy BIS must consult the Departments of State, Defense, and Energy, as well as the Arms Control and Disarmament Agency, on licensing decisions28 If the reviewing agency does not take some action within thirty days, BIS can presume there is no objection If the reviewing agency does raise any questions or objections, the process.

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Sensor self-deployment takes place immediately after initial sensor dropping. It aims at achieving desired coverage through network-wide autonomous sensor reorganization. To perform self-deployment, each sensor node needs to have locomotion. Sensor self-deployment was rst introduced by Howard et al. (2002a). It is closely related to robot exploration and mapping problem (Lopez-Sanchez et al., 1998; Yamaguchi et al., 1998; Burgard et al., 2000) and pattern formation problem (Sugihara and Suzuki, 1996; Scheider et al., (2000); Fredslund and Mataric, 2001) in the eld of mobile robots. But, it differs from these problems in model de nition: mobile sensors have hearing , while mobile robots have vision .

Sarbanes-Oxley Act, it is reasonable to expect that the audit committee understand this type of attestation engagement. Thus it is important for the audit committee to review closely and discuss the recommendations in the annual management letter from the independent auditors. Explanatory Language with the Auditor s Standard Report The Auditing Standards Board requires independent auditors to modify their standard audit report under certain circumstances. Such a modification may require the addition of an explanatory paragraph or other explanatory language. More specifically, the circumstances include instances when:

staff remaining after the action will be prepared and equipped to complete all required work without undue burden. Unless the firm has allowed nonproductive employees to remain on the payroll, simply cutting the number of workers without a plan in place to achieve each department s workload objectives will result in chaos and confusion, and key work may not be completed properly, if at all. Recognizing Job Function Management of a large professional services organization ordered that accounting operations personnel be reduced by an arbitrary amount because of consolidation with another division. Almost immediately, a third of the combined staff was laid off under the belief that the team would be more productive even though new procedures had not been developed and the workload remained the same as before the consolidation. Once the staff left, their work was attended to by remaining staff on a when they could get to it basis. One of the tasks performed by the departing staff was the reconciliation of the travel advance account, including airline tickets. Over the next two years, the firm lost more than a half million dollars in airline ticket fares because unused tickets were not reconciled with the airlines in a timely manner, a function that had been performed for less than $30,000 per year by staff that had been laid off without the benefit of improved procedures.

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