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the DLC connection setup request message to create a relation with the higher level protocols. 2.3.2.4. Error Control (EC). EC speci es the use of selective reject ARQ. Additional forward error correction (FEC) can be added. Due to the special nature of selective reject ARQ, three types of messages are de ned: (1) for accumulative acknowledgement, (2) for selective request for repeat, and (3) for accumulative discard (serial numbers of the message below which all messages have been discarded, which could happen due to some timer expiry or after certain maximum number of transmissions). Each EC instance is identi ed as part of a DLC connection ID. 2.3.3. Convergence Layer (CL) The basic function of the CL is to provide HIPERLAN/2 DLC and PHY to other existing networks, such as ATM, IP, IEEE 1394 and Ethernet (IEEE 802.3). It does so by providing DLC services to higher-layer data and converting higher-layer packets into DLC data format for transmission within HIPERLAN/2 (segmentation and re-assembly). A CL is needed for every higher-level network, as shown in Figure 2-8. Convergence layers for Ethernet, IP, ATM, 3G UMTS, PPP and IEEE 1394 ( rewire) [12] have been speci ed. As seen in Figure 2-8, the CL is of two types, packet-based and cell-based. The packet-based CL provides convergence to and from PPP (for IP), IEEE 1394, and so on. The cell-based CL is for ATM connectivity. The packet-based CL is divided into two parts/sublayers. One of these sublayers provides functions common to all packet-based CLs and is called packet-based convergence layer common part. The other sublayer provides functions speci c to one particular higher-level protocol, and consequently is called service-speci c convergence sublayer (SSCS). A difHigher Level Protocols.

They can negotiate and bid for tasks by means of auctions, which is the main tool to make decisions The communication involved in the auction process may exceed strict neighborhood information, and be compromised toward a semilocalized behavior..

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information must not be ltered through a number of groups before reaching its destination It must go straight from its source of origin to the group that actually needs to use it In order to retain the trust and con dence of the work force and make change more acceptable, employees must be kept in the picture about what is going to happen The question is, how best to do this How much communicating do you do, when do you do it, how do you do it Employees are likely to be both apprehensive and antagonistic if they get their information in an ad hoc manner through rumour So, unless there are exceptional circumstances that require commercial secrecy, most companies will need to develop a communication strategy when introducing change.

The next question, then, is how honest should this be Should it focus only on positive aspects of the change, or should managers try and be totally open with their staff, especially if employee redundancy is likely to be involved Another question is, how comprehensive should it be Should only the group directly affected be told or should everyone be kept informed The answer is that to support democratic participation in the design and implementation of new systems, good communication is always required and this should include both those affected by the new system and those who are merely spectators Experience has shown that encouraging the future users of a new work system or other major change to play a part in its development has many advantages Participation of this kind arouses interest and assists the creation of positive attitudes.

Service pack and OS upgrades can be very large, so you must ensure there is enough disk space to install the update. There should be enough space left on the disk drive to support at least twice the size of the update, because the files have to be uncompressed and then installed into their new location. You must also have enough space to back up the original system files and settings.

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It also acts as a learning experience, so that the new system s use and functions are understood when it becomes operational Moreover, as employees know a great deal about the work they are responsible for and the kinds of service they are expected to perform, it helps ensure that modi cations are made that lead to a better t between the system and its environment But not everyone wants to participate in introducing change Senior managers, when asked to do so, may take the attitude of, I am too busy and It s not my job to change things, that s what the change agent should be doing! Groups who are reluctant to accept change or are on bad terms with their employer can also have this negative approach It must be stressed that good communication is an essential part of democratic systems design.

depend on a single artificial fuel source or artificial vitamins that don t exist outside of the facility, self-replication only occurs through broadcast transmissions, device instruction is encrypted, and termination dates are programmed into the devices.43 Finally, in the long run, if humans are successful in introducing selfreplicating nano-machines, a new statutory regime might be needed. The risks posed by self-replicating nanorobots would be similar in magnitude to those posed by the ability to leverage atomic energy and the advancement of chemical and biological capabilities. Policymakers have developed comprehensive statutory responses to ensure that the environmental and security harms associated with these technologies never come to pass. The policies enacted to regulate nanotechnology could be modeled after the chemical, biological, and nuclear regulatory regimes. For example, strict regulatory oversight, international treaties, export controls, and criminal penalties would all be potential tools to prevent the proliferation and accidental misuse of selfreplication technology.

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