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The influence on human behavior of thoughts and feelings existing outside as well as within conscious awareness is recognized across a gamut of perspectives, from psychoanalytic formulations of the dynamic unconscious to cognitive and researchbased conceptualizations of how underlying emotional meanings and automatic selfregulation shape behavior without awareness (see Bargh & Chartrand, 1999; Bornstein, 2003; Bornstein & Masling, 1998; Samoilov & Goldfried, 2000) McClelland, Koestner, and Weinberger (1989) formulated this dual determination of behavior by distinguishing between explicit or self-attributed motives, which people recognize and acknowledge as being characteristic of themselves, and implicit motives, which exert their influence automatically and largely without the person s awareness Although the relationships between state characteristics and explicit motives are not isomorphic, there is some overlap between them The same can be said for the relationship between trait characteristics and explicit motives.

Generally speaking, people are likely to be more fully aware of what they are thinking, feeling, and doing at the moment (their states).

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Loading a Different-Sized Movie into a Target . . . Creating a target movie clip . . . . . . . . . . Loading a movie into a target . . . . . . . . . Communicating between Timelines . . . . . . . . Demystifying Targets and Paths . . . . . . . . . . . Using Absolute mode . . . . . . . . . . . . . Using Relative mode . . . . . . . . . . . . . . Introducing the User-Defined Component . . . . . Project: Creating an Organizational Chart Beginning the design . . . . . . . . . . . . . . Creating the ActionScript . . . . . . . . . . .

Once the decision unit activities have been documented, the general manager begins the review process. To determine how much money will be spent, and in what areas or departments, the general manager must rank all activities in order of importance to the organization. Once this order is established, the activities would be accepted up to the total predetermined budget for all activities. The major difficulty in ranking is to determine the order of priority for all the operation s activities under review. In a small organization, with the aid of a committee if necessary, this might not be too difficult. In larger operations, each department head might be asked to rank all activities that come within his or her authority. This procedure can then continue through successive levels of middle management until they reach the general manager. Another approach might be for the general manager to approve automatically, say, the first 50 or 60 percent of all activities ranked within each department. The next 10 or 20 percent might then be ranked by middle management

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Property Get SaveAsExcelFile() As Boolean SaveAsExcelFile = XLFile End Property Property Let SaveAsExcelFile(boolVal As Boolean) XLFile = boolVal End Property

ordered not by name but by their location speci cally, angular displacement on the circle. (Following the interpersonal tradition, numbering proceeds in a counterclockwise direction from the 3:00 position.) Dimensional and Polar Coordinate Summaries of Pro les Circular plots, like other psychological pro les, can be interpreted conventionally for example, by noting the individual s high-point scores in the con guration and perhaps categorizing individuals on that basis (e.g., Holland, 1973). However, given that the scores are circularly ordered, it becomes possible to use vector arithmetic (e.g., Mardia, 1972) to derive a concise, yet highly effective summary of the score pattern. Applied to the circular pro le, this method of analysis yields a resultant vector indicating both the central tendency (i.e., vector angle) and variability (vector length) of the individual s tendencies (e.g., Wiggins et al., 1989). The Kaiser Research Group (e.g., Leary, 1957) is credited with introducing this general approach for summarizing circular pro le data; it was routinely used in their interpersonal assessments. The formulas, rather than being arcane, involve standard trigonometric conversions. As a demonstration of the calculations involved, Table 16.8 applies this method of circular analysis to the case shown in Figure 16.5. The pro le, again, consists of the individual s circularly ordered set of standard scores on the PGI. The rst step is to weight each scale score (Si) according to either the cosine (X) or sine (Y) of the scale s angular location ( i ) on the circle, and take their sums. Speci cally, X= Y = (Si cos i ) (Si sin i ) (16.3) (16.4)