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barrier is removed. The unexpected behavior is when the gray ball continues to jump when the barrier is not there. Now we have to change our ideas about the goal of the gray ball. Perhaps it likes jumping Other people are much more interesting than small gray balls. We watch their movements all the time and try to predict what they are going to do next. Walking along the street, we must predict which way the person coming toward us is going to dodge. We get this prediction right so often that when we both dodge the same way this is a special event marked by embarrassed smiles. We pay particular attention to other people s eyes. When watching someone s eyes, we can detect very small movements. We can detect an eye movement of less than 2 millimeters when standing up to 1 meter away from the face. This sensitivity to eye movements allows us to take the rst step into someone else s mental world. From the position of a person s eyes we can tell very accurately where they are looking. And if we know where people are looking, then we can discover what they are interested in. When we look at Figure 6.3, we know that Larry is interested in the ball and we can t help looking at it as well. I see the Professor of English on the other side of the crowded room. The rst thing I notice is that she is not looking at me. So who is she

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< xml version="1.0" > <!DOCTYPE resume [ <!ELEMENT resume (name, address, education)> <!ELEMENT address (street, city, state, zip, phone)> <!ELEMENT education (school, degree, yeargraduated)> <!ELEMENT name (#PCDATA)> <!ELEMENT street (#PCDATA)> <!ELEMENT city (#PCDATA)> <!ELEMENT state (#PCDATA)> <!ELEMENT zip (#PCDATA)> <!ELEMENT phone (#PCDATA)> <!ELEMENT school (#PCDATA)> <!ELEMENT degree (#PCDATA)> <!ELEMENT yeargraduated (#PCDATA)> ]> <resume> <name> A. Employee </name> <address> <street> 1234 My Street </street> <city> My City</city> <state> OH </state> <zip> 44120 </zip> <phone> (555) 555 5555 </phone> </address> <education> <school> Whassamatta U.</school> <degree> B.S. </degree> <yeargraduated> 1920 </yeargraduated> </education> </resume>

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ii James Bradshaw: Principal/Co-Portfolio Manager Shares responsibility for nancial and consumer sectors with Mark Innes iii Tara Fitzpatrick: Junior analyst Responsible for database management, nancial modeling, some selected stock research iv Etc 2 Operational Personnel: i Andrew Wares: Principal/COO Manages rm s operational business and performs client service ii Jenny Kramer: Operational assistant Responsible for providing support to Andrew and Tara iii Etc Comments: This is where I usually include any items that do not t in the other sections, so the list usually changes from contract to contract However, I always insist on including a section on the underlying investment personnel This helps me to properly assess the investment manager if the rm experiences any investment professional turnover I have found that when faced with questions about professional turnover, many investment managers downplay the signi cance of the investment professionals who have departed.

Purpose Inherited Values Shorthand method for font properties Yes Values for these properties: font-style, font-variant, font-weight, font-size, line-height, and font-family Additional values (representing system fonts): caption, icon, menu, message-box, small-caption, status-bar Default Used In Example Tip See individual properties All elements {font: 14pt Arial, Helvetica, sans-serif bold} Note that the commas are only used to express a list for the font-family property; other values are not comma-separated

P(X(tj ) < x, j = 1, . . . , n; j = k|X(tk ) = x) e (1/2)(x m(tk )) = (x)Gn (x), 2

If a section that states who is on the investment team and their responsibilities is included in the contract (which is signed by the manager), many of these issues can be avoided I always ask for this information during the interview stage and include the results in the written meeting memos that I prepare, but have found that their inclusion in the contract eliminates potential disagreements later on The SMG should be prepared by the investment manager analyst of the rm that is hiring the manager because the analyst has a better idea of what the analyst rm expects from the relationship Once the SMG is written, it should be reviewed by the investment manager or some other investment professional who works on the product in question, not just the manager s legal department.

where yi = (yi1, yi2, . . . yiT)0 , pi ( ) = (pi1, pi2, . . . piT)0 , Di = @pi ( )/@ , Vi is the working covariance matrix of yi and u ( ) is a (p + 1) 1 vector (Liang and Zeger, 1986). It should be kept in mind that, while Vi may differ from the true covariance matrix of yi, we assume that the mean of yi is correctly specified, i.e. E(yi) = pi ( ). Note that Vi may be written as Vi A2 Ri A2 , where Ai is a diagonal T T matrix with diagonal elements i i Var(yit) = pit(1 pit) and Ri is a T T working correlation matrix. Under a working independence assumption, Ri is the T T identity matrix and Equation (20.2) then reduces to X XT X XT ^ ^ u0 yit pit 0; u1 x y pit 0; 20:3 t 1 t 1 it it i2s i2s corresponding to 0 and 1, respectively. In the case of a complex survey design, denote the survey weights by {wi, i 2 s}. The survey weights {wi, i 2 s} may represent design weights {di, i 2 s} adjusted for unit non response and poststratification. We assume no wave nonresponse here. Rao (1998) proposed the following survey-weighted estimating equations (SEEI) for estimating : ^ u1w X

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