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new role, Leiter adds, The transition to managerial status is itself a stressful time of identity shift for many new managers The extra attention may be warranted just to assure that the new managers own engagement is maintained throughout the evolution from the individual contributor role to the new manager role 18 Some firms also provide follow-up training for new managers six months after promotion to reinforce their skills after they have additional context for understanding The initial manager ramp-up period should include the following steps: 1 Start with a solid new role orientation Orientation must be the starting point for any role change, especially one resulting from a promotion into a totally different job Orientation provides new managers with an overall direction and structure that enables them to see and understand the big picture of their new role.

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One property that is frequently used to filter an XML document is the namespace of the elements and attributes being copied. For example, in your bank account application, the XML for the transactions actually includes meta information for the transactions that is only relevant to the bank and shouldn't be seen by the customer:

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When newly promoted managers receive orientation, they are trained in the basic rules and objectives of the new role as well as information on tools and resources they can use to succeed A few specific items include: Expectations the company has of them in their new role Where and how to gain access to reports, people, and information needed to do the new job A clear understanding of the incentives and disincentives impacting this new role 2 Training When professionals in a doer role are promoted to a management role, many of their former core skills, knowledge, and experience become context that helps them to understand what their team is doing but are not necessarily helpful to them in their new role To effectively execute their management role, they need a new set of skills (eg, leadership, communication, negotiation, hiring).

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process having its own list of modules is good in terms of security and robustness, it isn't practical from the standpoint of attempting to save space with shared code and resources. After all, if you have three instances of WINHELP running, the WINHELP code shouldn't be loaded three times, right KERNEL32 is faced with a tough choice. From the application's perspective, each process is supposed to have its own module list. From KERNEL32's point of view, it's easier to share code and data by maintaining a single global list of modules (like Win16 does). Whenever a new process starts up, or a new DLL is requested to be loaded, KERNEL32 can quickly check the single global list and see if the EXE or DLL has already been loaded. If so, KERNEL32 can simply implement the module's reference count. If not, KERNEL32 needs to create a new module in memory. Two data structures provide the solution that KERNEL32 uses to maintain a global list of modules while making it appear that each process has its own module list. The first data structure, the IMTE (Internal Module Table Entry), is used by the KERNEL32 code that needs to treat the module list as a global list. The other data structure, the MODREF, is used by the KERNEL32 code that deals with each process having its own module list. MODREFs are discussed in "The MODREF structure" section a bit later in the chapter.

Once new managers are oriented into their new role, training can inculcate the new skills needed Effective training will give new managers tools and strategies that they need to get their new job done Orientation should take place before they assume their new role; management training is most effective after new managers have been in their role five to six months By this time, they have developed a better sense of the management role and challenges, which gives them the ability to more fully appreciate the skills taught in the training program 3 Coaching By now, it is a well-known fact that most of what is learned through training programs, if not reinforced, is almost immediately forgotten Coaching is recognized as the best way to increase retention and application of what people learn in training.

I, therefore, recommend that you engage either an internal or external (professional) coach to support the retention, internalization, and application of the skills taught in your manager training programs The type of coaching I refer to is the process outlined by W Timothy Gallwey, author of the Inner Game series Gallwey has referred to his.

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IV. Tool Installation Desktop install, (Fat Client). Yes, all license sales are concurrent in nature.

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