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One possibility is to standardize all data by subtracting the mean and dividing by its standard deviation This transformation creates some statistical inference problems since division by the random standard deviation changes the sampling distribution However, from a numerical viewpoint it will reveal if the chosen scaling is giving a badly conditioned Hessian matrix Since nancial economists may be dealing with millions of dollars, it is important to have numerically as accurate and reliable answers as possible In traditional economics the consequences of making small errors need not be so large APPENDIX C: MAXIMUM ENTROPY (ME) BOOTSTRAP FOR STATE-DEPENDENT TIME SERIES OF RETURNS The traditional bootstrap based on independent and identically distributed (iid) randomness is discussed in Section 933 There we discuss how regres-.

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Make Contacts. To counteract the negative aspects of governmental bureaucracy that payroll must deal with, the department needs to establish a government liaison list. Compile a list of all local, state, and national agencies that the department must deal with and whenever possible, begin to make contact with someone in that agency. Then when a problem does arise or a question comes up, the payroll staff member can turn to someone reliable. The best place to begin to draw up this list is through professional organization meetings such as the American Payroll Association (APA). The local chapters of the APA have speakers periodically throughout the year from all agencies concerning payroll. This would be an excellent place to begin collecting those business cards. Lack of Empathy. To handle the lack of empathy from other departments requires action on the payroll department s part. The payroll manager should educate the other managers and departments on the needs of payroll so they can have a better understanding of the department s requirements. He or she should communicate why payroll must follow certain standard procedures. This is best done by attending management meetings and individual meetings, through quality circles, and by using the company newsletter.

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separation-individuation (Mahler, Pine, & Bergman, 1975). Infants attach to their caretakers, from whom they must separate to develop an individual identity. Benjamin (1974) combines the Leary (1957) and Shaefer (1965) circles by developing a three-circumplex model of personality, presented in a condensed form in Figure 2.2. According to Benjamin, the principle of complementarity is not confined to the Leary constructs, but instead relates corresponding points between communications focused on others and those that are focused on self. Thus, when emancipated, others tend to separate and grow in their direction. In contrast, the Leary circle does not include a differentiated space. As with the Leary circle, half of the SASB space is friendly, and half is hostile. The additional emphasis on control versus emancipation, however, allows the SASB to include loving behaviors that endorse freedom. These affirm the other person and pull for their complement: additional disclosure. The SASB also includes autonomy-giving behaviors that are implicitly attacking. These ignore others, causing them to wall off in response: the complementary position. Such combinations are impossible on the Leary circle. In addition, the SASB attempts to describe the introjected contents of the self, the object relations of the psychodynamic perspective. The basic idea is that we tend to treat ourselves as others treat us. In early development, this leads to persistent patterns

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Comparison-based appraisals. However, unlike comparative analysis for residential real estate, with active supply-and-demand relationships, there are insuf cient transactions to glean a fair price. Value the assets and liabilities. I have already described why balance sheet book balance measures of goodwill and retained earnings, as well as omissions of intangible assets, render this approach unreliable. Net cash ow. The discounted cash ow (DCF) method acknowledges the time value of money in conjunction with the expected future returns of spending and investments generated across future time periods to equate to a single amount.10 This amount is a perfect valuation but its accuracy is subject to how reasonable the estimates are!11 While valuation methodologies continue to be debated, one can only hope that more rms will recognize the cutting-edge bene ts of economic value management, de ned in Eleanor Bloxham s groundbreaking book of the same title. Before we discuss the distinctions in the cutting-edge application, however, let s look at the DCF and at historical economic pro t and economic value methodologies. (We ll use the terms economic pro t and economic value interchangeably, as that is the standard with most professional practitioners.)

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