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Who Hears What In an overarching sense, telematics services defined today and in the future for the vast majority are event-driven from the vehicle, I was told by Steve Millstein, the CEO of ATX, one of the leading telematics service providers. We don t cause anything to happen until the vehicle does. It could be a tire blowing out, or an airbag going off, or a nervous driver hitting a button. We can use whatever information is available to the car. For example, the federal government has mandated that certain dashboard notices be given to the driver when there are tire conditions. ATX can use that information. 3 An accident occurs. The service provider for the telematics system, such as Onstar or ATX, is immediately, automatically, wirelessly informed of the location of the car and the fact that an airbag was deployed. The service provider s operators or response specialists then execute standard procedures for wirelessly contacting the driver of the car, learning about the condition of the vehicle and its passengers, and coordinating help. We always give people the option of a live operator, Millstein says. If somebody is hit, it s automatically upgraded to a live operator. An accident is too complex for a machine to handle. Handling the people involved in an accident is way too complex for the machines. This is very simple, compared to what s already on the drawing board. Even so, you can already see control shifting from the driver to the car, and from the car to the system. As usual, the ones giving up the control hope to get comfort and convenience in return.

In order to make the most of TQM programs, some researchers argue that hard TQM must be combined with the extensive use of soft TQM. Innovations in quality control and employee involvement, it is argued, must be supported by innovative human resource management (HRM) practices, such as team working, performance-based compensation and single-status facilities (Kochan, Gittell & Lautsch, 1995; Schonberger, 1994). The dif culty faced by researchers, however, is that whilst there is some overlap between TQM and HRM, the two are not identical and there is no identi able set of HRM practices that are consistently used in TQM programs. Employee training and employee involvement are two practices that are widely accepted as part of a TQM program (Ahire, Golhar & Waller, 1996; Black & Porter, 1996; Dean & Bowen, 1994; Saraph, Benson & Schroeder, 1989) but the use of practices such as team work (Black & Porter, 1996) and performancebased rewards and recognition (Dean & Bowen, 1994) are more contentious. Some would see these practices as central to TQM programs, others not so. There is little evidence of a convergence between contemporary strategic HRM and TQM, despite some similarities. Whilst the signi cance of HRM practices for TQM may be in dispute, there is wide agreement that good HRM practice is needed to support TQM initiatives and that line managers should be more highly skilled in people management, in order to facilitate employee involvement in quality management and organizational change activities.

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, self, peers, supervisors) The feedback system must measure results in a way that is valid and is perceived as valid by the person being measured Feedback should be based on results the person has control over The person must be given the opportunity to develop and test new strategies to produce the results Changes in the level of results produced must be perceived as resulting in changes in the evaluations received Feedback should cover all the important results (all evaluated results) The person must have a clear understanding of the relative importance of the results needed The person must know what level of the results are expected.

Class I repeaters have a latency of 0.7 s or less. Only one repeater hop is allowed. Class II repeaters have a latency of 0.46 s or less. One or two repeater hops are allowed.

XML is not a replacement, but rather a complementary technology to HTML While XML is already widely used across the Web today, it is still a relatively new technology The XML is a meta language, which means it is a language used to create other languages It can provide a basic structure and set of rules for developing other markup languages By using XML, it is possible to create a unique markup language to model just about any kind of information Markup text, in general, needs to be differentiated from the rest of the document text by delimiters Just as in HTML, the angle brackets (<>) and the names they enclose are delimiters called tags Tags demarcate and label the parts of the document and add other information that helps de ne the structure.

This includes what levels of the results are poor, adequate and good (evaluations) Evaluations must be valid and perceived as valid Feedback on results and evaluations must be given in a regular and timely schedule The person must know all the relevant evaluators All the important evaluators (self, peers, supervisors, management) must agree on the evaluation system The components of the evaluation system must be stable over reasonable amounts of time If a change occurs, it must be clearly communicated Because many outcomes are awarded on the basis of overall performance, to aid in the development of evaluation-to-outcome connections, feedback should also include an overall evaluation across all the different results In order to develop effective work strategies, it must be clear how much improvement in evaluation will occur with improvements in each evaluated result.

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