what are the differences between how the executive branch acts as chief legislator and commander in chief?
the executive branch of our government is not chief legislator. laws are legislated by congress. the president's duty is to see to it that the laws are carried out. as commander in chief, the president acts as the non-military person in charge of all military operations and is the civilian head. our forefathers wanted a civilian to head the services because they feared that a military headed by a military person would wield too much power and would threaten the stability of the country if they ever tried to thwart the will of congress and the president.

chow!!
loopback basically applies user policy as a computer policy.
merge vs replace is how the policy gets applied.
merge mode
in this mode, when the user logs on, the user's list of gpos is typically gathered by using the getgpolist function. the getgpolist function is then called again by using the computer's location in active directory. the list of gpos for the computer is then added to the end of the gpos for the user. this causes the computer's gpos to have higher precedence than the user's gpos. in this example, the list of gpos for the computer is added to the user's list.
replace mode
in this mode, the user's list of gpos is not gathered. only the list of gpos based on the computer object is used. tuesday, april 5, 2016 chapter 12 leadership and follower-ship 80%-85% are followers 15%-20% are leaders - leadership - process of guiding and directing the behavior of people in the work environment • formal leadership - ofﬁcially sanctioned leadership based on the authority of a formal position • informal leadership - unofﬁcial leadership accorded to a person by other members of the organization - management and leadership • management - planning and budgeting - organizing and stafﬁng - controlling and problem solving • leadership - setting a direction for the organization - aligning people with that direction - motivating people - early trait theories • distinguished leaders by - physical attraction - personality characteristics - abilities (speech ﬂuency, social skills, insight) �1 
 tuesday, april 5, 2016 - behavioral theorists - learning what behavior is strengthened or weakened by applying consequences or rewards • lewin on leadership - autocratic style - the leader uses strong, directive actions to control the rules, regulations, activities, and relationships in the work environment - democratic style - the leader uses interaction and collaboration with followers to direct the work and work environment - laissez-faire style - the leader has a hands-off approach ohio state studies • - initiating structure - leader behavior aimed at deﬁning and organizing work relationships and roles; establishing clear patterns of organization, communication and ways of getting things done - consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit • michigan studies - production-oriented leader • focus - getting things done • uses direct, close supervision • many written an unwritten rules - employee-oriented leader • focus - relationships • less direct, close supervision • fewer written or unwritten rules • displays concern for people and their needs - leadership grid - an approach to understanding a leader’s or manager’s concern for results (production) and concern for people �2 
 tuesday, april 5, 2016 figure 12.1: the leadership grid - organization man (5,5) - a middle-of-the-road leader �3 
 tuesday, april 5, 2016 - authority compliance manager (9,1) - a leader who emphasizes efﬁcient production - country club manager (1,0) - a leader who has great concern for people and little concern for production, attempts to avoid conﬂict, and seeks to be well liked �4 
 tuesday, april 5, 2016 - team manager (9,9) - a leader who builds a highly productive team of committed people - impoverished manager (1,1) - a leader who exerts just enough effort to get by (1,1) should be on the bottom left of grid - paternalistic “father knows best” manager (9+9) - a leader who promises reward and threatens punishment �5 
 tuesday, april 5, 2016 - opportunistic “what’s in it for me” manager (opp) - a leader whose style aims to maximize self-beneﬁt - fiedler’s contingency theory - ﬁt between leader’s need structure and favorableness of leader’s situation determine the team’s effectiveness • least preferred coworker (lpc) - single person leader has least preferred to work with - high lpc - leaders who describe lpc in positive terms - low lpc - leaders who describe lpc in negative terms - situation favorableness • task structure - number of rules, regulations, and procedures one likes to have in order to get the work done position power - legitimate authority given by organization that person belong to • - being able to grant rewards or punishments • leader-member relations - how leader interacts with coworkers and subordinates �6 
 tuesday, april 5, 2016 - path-goal theory of leadership • a - vroom-yetten-jago normative decision model • decide - can make the decision on their own without the opinion of anyone else • consult individually - person goes around and tells each person the situation and asks for their input • consult group - discuss the issue as a whole and asks for the groups input • facilitate - calls group together as a group consult, but the leader also puts in their input and the group makes a decision together • delegate - has the group discuss it alone without the leader and they make a decision together manager should use the decision method most appropriate for a given situation �7 
 tuesday, april 5, 2016 - the situational leadership model - leader-member exchange • leaders form two groups of followers - in-groups (inner circle) • members similar to leader • given greater responsibilities, rewards, attention • within leader’s inner circle of communication • high job satisfaction and organizational commitment, low turnover • stress from added responsibilities - out-groups (outer circle) • managed by formal rules and policies �8 
 tuesday, april 5, 2016 • given less attention; fewer rewards • outside the leader’s communication circle • more likely to retaliate against the organization • stress from being left out of the communication network - inspirational leadership theories • transformational leadership - inspire and excite followers to high level of performance • charismatic leadership - use the force of personal abilities and talents to have profound effects on followers • authentic leadership - have a conscious and well-developed sense of values and act in ways that are consistent to their value system - emotional intelligence - ability to recognize and manage your own emotions and the emotions of others figure 12.6: five types of followers - alienated • they’re passive in their behavior, they don’t have enough guts to stand up or challenge the panel that is speaking to the group • they do have their own opinions and ideas - sheep • group of people who ﬂock together that do not think independently or critically - effective follower • the group companies would like to see more of • they contribute to the company, work harder and smarter for the company, and are willing to contribute ideas to the company - yes people • people that are active in the company and are considered hard workers • committed to the company but are willing to be followers, and do not think for themselves �9 
 tuesday, april 5, 2016 - survivors • a person that somehow always chooses the best solution when faced with a crisis or challenge int the workplace • can recognize problems that are coming in the future much faster than the average person • make low risk decisions when recognizing the problem that’s coming • “better safe than sorry” �10 what role/office? In Germany "Führer" is not and was never a military rank.  

  

"Führer" is a general term for leader or commander. It is a term for a position not for a rank. So in the military it could be a person who leads everything between a fire team or an army group.  

  

As above mentioned it could be every rank between corporal and general (field marshal). Yes..what you said is true and depends on the person and requirement to decide which one he/she should use. Absolutely it doesn't make difference whether you use constructor or setter methods.  

If you have a constructor that accepts arguements, then you can happily initialize in the constructor itself. Otherwise you can use setter methods instead. Either way , both approaches results same.


You can say



```
 JFrame f=new JFrame("this is title");

    or

 JFRame f=new JFrame();
 f.setTitle("this is title");

```

Both are SAME.. BUT observe one important thing in the above code


In the first method , we are directly calling the constructor which accepts the title value.  

Where as in the second method , we are setting the title value using Setter method.


In the first case, if you want to change the title of the jframe sometime later in your code ,you CANT change it . You have to create a new object inorder to change the title which is not what you need.


Where as in the second code , you can change the title of the jframe at any given point of time by just calling the setter method.


So it all depends on your requirements. egencia has a different comp structure, though the total may come to the same. what’s the level? a statutory corporation is formed by passing a special act of parliament or state legislature. example: airports authority of india. following are the features of such an enterprise:* it is formed by a special act by the parliament or state legislature which defines its power and functions.
* it has a separate legal entity.
* the board of directors are nominated or appointed by the government.
* capital is either borrowed from the government or the public.
* free from government accounting and audit control.
* autonomy in framing policies within the limits of the state legislature.
* ease of operations and quick decisions can be taken due to less interference of government.
* provides better services than governmental organisations which in turn helps in increasing profit for the corporation. democracy is more effective than its other alternatives:1. promotes equality: one of democracy’s underlying principles is equality among citizens. it tries to stop discrimination on the basis of caste, religion, region or sex.2. enhances dignity of the individual: democracy does not allow the dignity or the basic rights of a person to be violated.3. improves the quality of decision-making: since decision-making power is not concentrated in one hand, democracy ensures an unbiased system of checks and balances.explanation: democracy largely derives its power from the citizen itself. unlike other forms of government, it prioritizes the welfare of citizens through the citizens themselves. it's also important to consider the strengths and weaknesses of your personality / work style. mf credit arms will behave more like banking/pe where you work in deal teams, iterative processes, and driving towards pushing out a collective work product. personalities tend to be much more conformist, clean cut, vanilla professionals that are competent enough but nothing special.
independent hfs have much less structure, although this is obviously a broad generalization. much more likely that you will have people that are somewhat of misfits socially, weird, and have hard edges. Hi Eugene,


if you are referring to the test for the AC position in London, until the end of last year it was structured in two parts. The first part is related to a personality test. The second is related to logical, numerical and verbal reasoning sections. Logical and numerical are SHL-style, unlike the other parts.


Bain also has a different test in South America, also divided into two parts. The first part is GMAT-style with critical reasoning, data sufficiency and problem solving. The second part is business-case-related with multiple choices, somehow similar to the BCG potential test.


Best,


Francesco