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Outsourcing firms in low-wage countries can often do work for ____ less than companies based in the United States. a.50 to 60 percentb.20 to 30 percentc.40 to 45 percentd.15 to 25 percent ANS: A PTS: 1 REF: pg. 8 NAT: AACSB Analytic | Strategy 3. ____ has moved to the forefront in light of devastating natural disasters and terrorist attacks all over the world. a.Prediction managementb.Trend analysisc.Planning eventsd.Crisis management ANS: D PTS: 1 REF: pg. 9 NAT: AACSB Reflective Thinking | Strategy 4. The definition of "organization" is: a.A goal-directed entity that has members who set goals and achieve them through strategic planning.b.An entity with identifiable permanent boundaries.c.A social entity that is goal-directed, has a deliberately-structured activity system, and a permeable boundary.d.A business that performs work activities and contributes to its society by employing people. ANS: C PTS: 1 REF: pg. 11 NAT: AACSB Reflective Thinking | Creation of Value 5. The key element of an organization is it's a.buildings and policies.b.people and their relationships.c.profits.d.facilities location. ANS: B PTS: 1 REF: pg. 11 NAT: AACSB Reflective Thinking | Group Dynamics 6. Financial resources for nonprofit organizations usually come from all of the following except a.the sale of competitor's products or services.b.grants.c.government appropriations.d.donations. ANS: A PTS: 1 REF: pg. 12 NAT: AACSB Analytic | Creation of Value 7. Non-profit organization managers deal with many diverse shareholders and must market their services to all of the following except a.donors.b.shareholders.c.clients.d.volunteers. ANS: B PTS: 1 REF: pg. 12 NAT: AACSB Analytic | Group Dynamics 8. The importance of organizations includes all of the following concepts except: a.Create value for owners, customers, and employeesb.Establishing important relationships with the governmentc.Facilitate innovationd.Bring together resources for achieving desired goals and outcomes ANS: B PTS: 1 REF: pg. 12-14 NAT: AACSB Reflective Thinking | Creation of Value 9. Organizations create a drive for ____ rather than reliance on standard products and outmoded ways of doing things. a.profitabilityb.fixed structuresc.innovationd.developing change ANS: C PTS: 1 REF: pg. 13 NAT: AACSB Reflective Thinking | Creation of Value 10. Organizations exist to do which of the following? a.Bring in a profitb.Develop advanced manufacturing and information technologiesc.Challenge diversity, ethics, and the motivation and coordination of employeesd.Facilitate innovation ANS: D PTS: 1 REF: pg. 14 NAT: AACSB Reflective Thinking | Creation of Value 11. Organizations exist to do all of the following except: a.Bring together resources to achieve desired goals and outcomes.b.Create a stable, non-changing environment.c.Facilitate innovation.d.Create value for owners, customers, and employees. ANS: B PTS: 1 REF: pg. 14 NAT: AACSB Analytic | Creation of Value 12. Contextual dimensions: a.Represent only the external environment.b.Are centralization and personnel ratios.c.Represent only the organization characteristics.d.Include size and environment. ANS: D PTS: 1 REF: pg. 15 NAT: AACSB Reflective Thinking | Strategy 13. Which of the following provides labels to describe the internal characteristics of an organization? a.Contextual dimensionsb.Contingency analysisc.Organizational dynamicsd.Structural dimensions ANS: D PTS: 1 REF: pg. 15 NAT: AACSB Analytic | Strategy 14. The 385-page book that McDonald's uses to describe all rules and procedures in each of its stores best represents which of the following dimensions: a.Learning theory.b.Sequential interdependence.c.Formalization.d.Specialization. ANS: C PTS: 1 REF: pg. 15 NAT: AACSB Analytic | Strategy 15. The degree to which organizational tasks are subdivided into separate jobs is referred to as a.formalization.b.specialization.c.professionalism.d.centralization. ANS: B PTS: 1 REF: pg. 17 NAT: AACSB Reflective Thinking | Creation of Value 16. ____ refer to the deployment of people to various functions and departments. a.Professionalismb.Specializationc.Personnel ratiosd.Hierarchy of authority ANS: C PTS: 1 REF: pg. 17 NAT: AACSB Reflective Thinking | HRM 17. Which of the following concerns how the organization actually produces the products and services it provides for customers and includes flexible manufacturing, advanced information systems, and the Internet? a.Size of the organizationb.Organizational technologyc.Organizational goalsd.Organizational culture ANS: B PTS: 1 REF: pg. 17 NAT: AACSB Technology | Information Technologies 18. Which of the following is a contextual, rather than a structural dimension of an organization? a.Labor forceb.Culturec.Professionalismd.Centralization ANS: B PTS: 1 REF: pg. 18 NAT: AACSB Analytic | HRM 19. Compare Ternary Software with Wal-Mart (In Practice activity). These two companies illustrate the concept that: a.Larger organizations need to have tight controls at the top.b.Successful organizations can have very different strategies and goal emphases.c.A moderate to high level of formalization is crucial to an organization's success.d.Centralization is necessary in organizations when they face high levels of competition. ANS: B PTS: 1 REF: pg. 18 NAT: AACSB Analytic | Strategy 20. ____ is the degree to which an organization achieves its goals. a.Effectivenessb.Efficiencyc.Organizational strategyd.Stakeholder profitability ANS: A PTS: 1 REF: pg. 20 NAT: AACSB Reflective Thinking | Leadership Principles 21. Which of the following integrates diverse organizational activities by looking at various organizational stakeholders and what they want from the organization? a.Effectivenessb.Organizational culturec.Efficiencyd.Stakeholder approach ANS: D PTS: 1 REF: pg. 20 NAT: AACSB Analytic | Strategy 22. ____ refers to the amount of resources used to achieve the organization's goals. a.Stakeholder approachb.Effectivenessc.Efficiencyd.Resource management ANS: C PTS: 1 REF: pg. 20 NAT: AACSB Reflective Thinking | Strategy 23. Managers carefully balance the needs and interests of various stakeholders in setting goals and striving for effectiveness. This refers to a.scientific management.b.the stakeholder approach.c.organization theory.d.chaos theory. ANS: B PTS: 1 REF: pg. 20 NAT: AACSB Reflective Thinking | Strategy 24. Scientific management, pioneered by Frederick Taylor, claimed that decisions about organizations and job design should be based on: a.Precise, scientific procedures after careful study of individual situations.b.The insights of practitioners.c.Leadership, motivation, and human resource management.d.Management theory. ANS: A PTS: 1 REF: pg. 23 NAT: AACSB Reflective Thinking | Individual Dynamics 25. Scientific management was: a.Pioneered by Henri Fayol.b.An outgrowth of the Hawthorne studies which found that people performed best in an environment of clearly specified, narrow job task.c.Focused on effectiveness rather than efficiency.d.Successful at increasing output, in part through the use of incentive systems. ANS: D PTS: 1 REF: pg. 23 NAT: AACSB Reflective Thinking | Group Dynamics 26. ____ emphasized designing and managing organization on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and uniform application of standard rules. a.Hawthorne Studiesb.Scientific managementc.Bureaucratic organizationsd.Contingency theory ANS: C PTS: 1 REF: pg. 25 NAT: AACSB Analytic | Environmental Influence 27. Interpretations of ____ concluded that positive treatment of employees improved their motivation and productivity. a.bureaucratic organizationsb.stakeholder approachesc.scientific managementd.Hawthorne Studies ANS: D PTS: 1 REF: pg. 25 NAT: AACSB Analytic | Motivation Concepts 28. Contingency means that: a.Organizations should be structured loosely.b.Management structure is determined by the era or times.c.One thing depends on other things, such as structure depending on environment.d.The key contingent of workers should be college graduates. ANS: C PTS: 1 REF: pg. 26 NAT: AACSB Reflective Thinking | Strategy 29. John Black, a management consultant, successfully implemented and MBO program on his first consulting job. He now recommends MBO to all his clients. In so doing, our text would say the main point is that he is ignoring: a.The latest techniques for solving problems.b.The principles of contingency theory.c.The external environment of the organization.d.The internal environment of the organization. ANS: B PTS: 1 REF: pg. 26 NAT: AACSB Analytic | Strategy 30. The technical core refers to: a.The computer hardware that runs information processing in the organization.b.The people who do the basic work of the organization, producing product and service outputs.c.Administrators who run the organization.d.Top management that has been promoted from within and thereby knows the inner core of organizational processes. ANS: B PTS: 1 REF: pg. 26 NAT: AACSB Technology | Information Technologies 31. Mintzberg's five basic parts of an organization include all except which of the following: a.Administrative support.b.Middle management.c.Technical support.d.Computer infrastructure. ANS: D PTS: 1 REF: pg. 26-27 NAT: AACSB Analytic | Strategy 32. Functions such as human resources, organizational development, the employee cafeteria, and maintenance staff refer to which of the following five basic parts of an organization: a.Technical support.b.Human infrastructure.c.Administrative support.d.None of these. ANS: C PTS: 1 REF: pg. 27 NAT: AACSB Analytic | HRM 33. ____ is the subsystem responsible for directing and coordinating other parts of the organization. a.The technical coreb.Managementc.Human Resourcesd.Accounting ANS: B PTS: 1 REF: pg. 27 NAT: AACSB Reflective Thinking | Leadership Principles 34. Which of the following is very large, typically mature, and the technical core is often oriented to mass production? a.Machine bureaucracyb.Entrepreneurial structurec.Adhocracyd.Professional bureaucracy ANS: A PTS: 1 REF: pg. 29 NAT: AACSB Analytic | Operations Management 35. Organizations with a(n) ____ are mature firms that are extremely large and are subdivided into product or market groups. a.professional bureaucracyb.machine bureaucracyc.entrepreneurial structured.diversified form ANS: D PTS: 1 REF: pg. 29 NAT: AACSB Analytic | Operations Management 36. Which of the following is typically a new, small start-up company? a.Diversified formb.Machine bureaucracyc.Entrepreneurial structured.Adhocracy ANS: C PTS: 1 REF: pg. 29 NAT: AACSB Analytic | Operations Management 37. In today's world, savvy managers recognize: a.They cannot measure, predict or control their environment.b.Centralized structures help them to cope with organizational demands.c.They do the "thought" work while employees perform their labor.d.Leadership is based on thoroughness of written documents. ANS: A PTS: 1 REF: pg. 30 NAT: AACSB Analytic | Environmental Influence 38. The science of ____ suggests that relationships in complex, adaptive systems are nonlinear and made up of numerous interconnections and divergent choices that create unintended effects and render the whole unpredictable. a.organization theoryb.chaos theoryc.meso theoryd.bureaucracy theory ANS: B PTS: 1 REF: pg. 30 NAT: AACSB Reflective Thinking | Operations Management 39. The learning organization: a.Places high value on problem solving.b.Emphasizes training as the essential value.c.Engages people in sessions focused on finding maximum organizational efficiency.d.Is most effective when the organization's environment is recognized as stable. ANS: A PTS: 1 REF: pg. 31 NAT: AACSB Reflective Thinking | Leadership Principles 40. Which of the following has discretion and responsibility, allowing the person to use his or her discretion and ability to achieve an outcome or meet a goal? a.Stakeholderb.Normc.Taskd.Role ANS: D PTS: 1 REF: pg. 31 NAT: AACSB Analytic | Individual Dynamics 41. Which of the following is not an element of organizational design? a.Structureb.Systemsc.Technological advancesd.Tasks ANS: C PTS: 1 REF: pg. 32 NAT: AACSB Analytic | Creation of Value 42. ____ become collaborators as well as competitors, experimenting to find the best way to learn and adapt. a.Organizationsb.Theoriesc.Bureaucraciesd.Tasks ANS: A PTS: 1 REF: pg. 33 NAT: AACSB Reflective Thinking | Operations Management 43. The primary level of analysis in organization theory is on the ____, with some concern for the ____ and the ____. a.departments, employees, environmentb.organization, environment, departmentsc.environment, organization, departmentsd.organization, environment, individual ANS: B PTS: 1 REF: pg. 35 NAT: AACSB Analytic | Strategy 44. The study of organization behavior is: a.Different from the study of organization theory because of a different focus.b.The same thing as the study of organization theory.c.An "umbrella" that encompasses the study of organization theory.d.A subset of organization theory. ANS: A PTS: 1 REF: pg. 36 NAT: AACSB Reflective Thinking | Leadership Principles 45. Which of the following describes the study of organizational behavior? a.The same as the study of organization theory.b.A macro analysis of the whole organization.c.Focus on people, structure, and environment.d.A micro approach focusing on the individual. ANS: D PTS: 1 REF: pg. 36 NAT: AACSB Analytic | Leadership Principles TRUE/FALSE 1. Global Outsourcing and strategic partnering with foreign firms are related trends to gain a global advantage. ANS: T PTS: 1 REF: pg. 7 NAT: AACSB Diversity | Strategy 2. Outsourcing firms in low-wage countries can often do work for 70 to 80 percent less than companies based in the United States. ANS: F PTS: 1 REF: pg. 8 NAT: AACSB Analytic | Environmental Influence 3. Organizations are currently operating in a stable environment, so managers can focus on designing structures and systems that keeps the organization running efficiently. ANS: F PTS: 1 REF: pg. 9 NAT: AACSB Analytic | Environmental Influence 4. Today, companies are cooperating with their competitors, sharing information and technology to their mutual advantage. ANS: T PTS: 1 REF: pg. 11 NAT: AACSB Technology | Strategy 5. A key element of an organization is a building or set of policies and procedures, not the people and their relationships. ANS: F PTS: 1 REF: pg. 11 NAT: AACSB Analytic | Individual Dynamics 6. Financial resources for nonprofits typically come from government appropriations, grants, and donations rather than from the sale of products or services to customers. ANS: T PTS: 1 REF: pg. 12 NAT: AACSB Analytic | Operations Management 7. E-business and through the use of computer-based manufacturing technologies are two ways companies produce and distribute desirable goods and services more efficiently. ANS: T PTS: 1 REF: pg. 13 NAT: AACSB Technology | Information Technologies 8. One reason organizations exist is to shape the lives of all the organizational stakeholders. ANS: F PTS: 1 REF: pg. 14 NAT: AACSB Reflective Thinking | Creation of Value 9. The amount of written documentation in the organization is called formalization. ANS: T PTS: 1 REF: pg. 15 NAT: AACSB Communication | Creation of Value 10. An organization's culture is usually contained in the written policy manual. ANS: F PTS: 1 REF: pg. 15 NAT: AACSB Diversity | Leadership Principles 11. The six structural dimensions of organization design are formalization, specialization, culture, environment, hierarchy of authority, professionalism, and goals and strategy. ANS: F PTS: 1 REF: pg. 15 NAT: AACSB Analytic | Creation of Value 12. Common structural variables studied as dimensions of organizations are goals, culture, and environment. ANS: F PTS: 1 REF: pg. 15 NAT: AACSB Reflective Thinking | Creation of Value 13. Professionalism is the level of formal education and training of employees. ANS: T PTS: 1 REF: pg. 17 NAT: AACSB Reflective Thinking | Individual Dynamics 14. The underlying set of key values, beliefs, understandings, and norms shared by employees is referred to as an organization's culture. ANS: T PTS: 1 REF: pg. 18 NAT: AACSB Reflective Thinking | Group Dynamics 15. The eleven contextual and structural dimensions are not dependent on each other. ANS: F PTS: 1 REF: pg. 18 NAT: AACSB Reflective Thinking | Creation of Value 16. Efficiency refers to the amount of resources used to achieve the organization's goals, whereas effectiveness refers to the degree to which an organization achieves its goals. ANS: T PTS: 1 REF: pg. 20 NAT: AACSB Reflective Thinking | Strategy 17. The stakeholder approach integrates diverse organizational activities by looking at various organizational stakeholders and what they want from the organization. ANS: T PTS: 1 REF: pg. 20 NAT: AACSB Diversity | Leadership Principles 18. Usually, organizations can easily satisfy the demands of all of its stakeholders simultaneously. ANS: F PTS: 1 REF: pg. 21 NAT: AACSB Analytic | Leadership Principles 19. Research has shown that the assessment of multiple stakeholder groups is an accurate reflection of organizational effectiveness, especially with respect to organizational adaptability. ANS: T PTS: 1 REF: pg. 21 NAT: AACSB Reflective Thinking | Creation of Value 20. In all organizations, managers have to evaluate stakeholder concerns and establish goals that can achieve at least minimal satisfaction for major stakeholder groups. ANS: T PTS: 1 REF: pg. 22 NAT: AACSB Analytic | Leadership Principles 21. The classical perspective of organization design sought to make organizations run like learning organizations in a turbulent environment. ANS: F PTS: 1 REF: pg. 23 NAT: AACSB Reflective Thinking | Environmental Influence 22. Scientific management focused on the total organization and grew from the insights of practitioners. ANS: F PTS: 1 REF: pg. 23 NAT: AACSB Reflective Thinking | Creation of Value 23. Scientific management focused on primarily the technical core, whereas administrative principles focused on the design and functioning of the organization as a whole. ANS: T PTS: 1 REF: pg. 23 NAT: AACSB Technology | Information Technologies 24. Because of the Hawthorne Studies, a revolution in worker treatment took place and laid the groundwork for subsequent work examining treatment of workers, leadership, motivation, and human resource management. ANS: T PTS: 1 REF: pg. 25 NAT: AACSB Reflective Thinking | Leadership Principles 25. Contingency means that one thing depends on other things, and for organizations to be effective, there must be a "goodness of fit" between their structure and the conditions of their external environment. ANS: T PTS: 1 REF: pg. 26 NAT: AACSB Reflective Thinking | Environmental Influence 26. For much of the twentieth century, organizations operated in a world that was relatively stable, but today the environment can be characterized as turbulent. ANS: T PTS: 1 REF: pg. 26 NAT: AACSB Reflective Thinking | Environmental Influence 27. In the learning organization, everyone knows how the organization works and how everything fits together. ANS: T PTS: 1 REF: pg. 26 NAT: AACSB Reflective Thinking | Creation of Value 28. The administrative support function is a distinct function, responsible for directing and coordinating other parts of the organization. ANS: F PTS: 1 REF: pg. 27 NAT: AACSB Analytic | Leadership Principles 29. The machine bureaucracy is very large, typically mature, and the technical core is often oriented to mass production. ANS: T PTS: 1 REF: pg. 29 NAT: AACSB Analytic | Creation of Value 30. Organizations with an entrepreneurial structure are mature firms that are extremely large and are subdivided into product or market groups. ANS: F PTS: 1 REF: pg. 29 NAT: AACSB Reflective Thinking | Creation of Value 31. The new mindset has spurred many organizations to shift from strict horizontal hierarchies to centralized structures. ANS: F PTS: 1 REF: pg. 30 NAT: AACSB Analytic | Creation of Value 32. Organizations today have rigid boundaries separating them from other organizations. ANS: F PTS: 1 REF: pg. 31 NAT: AACSB Reflective Thinking | Group Dynamics 33. In the learning organization, the vertical structure that creates distance between managers at the top and workers in the technical core is disbanded. ANS: T PTS: 1 REF: pg. 31 NAT: AACSB Analytic | Group Dynamics 34. In a learning organization, the culture encourages openness, equality, continuous improvement, and change. ANS: T PTS: 1 REF: pg. 33 NAT: AACSB Reflective Thinking | Group Dynamics 35. The primary level of analysis in organization theory is first line supervision. ANS: F PTS: 1 REF: pg. 35 NAT: AACSB Analytic | Leadership Principles 36. Meso theory concerns the integration of both micro and macro levels of analysis. ANS: T PTS: 1 REF: pg. 36 NAT: AACSB Analytic | Creation of Value 37. Organization theory is a macro examination of organizational activity, emphasizing structure and behavior of the organization level of analysis. ANS: T PTS: 1 REF: pg. 36 NAT: AACSB Analytic | Leadership Principles ESSAY 1. Defend this statement: Diversity is a fact of life that no organization can afford to ignore. PTS: 1 REF: pg. 10 NAT: AACSB Diversity | Group Dynamics 2. Define organizations and the key element of an organization. PTS: 1 REF: pg. 11 NAT: AACSB Analytic | Group Dynamics 3. List the seven reasons organizations exist. PTS: 1 REF: pg. 14 NAT: AACSB Reflective Thinking | Creation of Value 4. Name and define any two structural dimensions and any two contextual dimensions. PTS: 1 REF: pg. 15 | pg. 17 NAT: AACSB Reflective Thinking | Creation of Value 5. Describe the difference between formalization and specialization. Is it possible for an organization to be high in one and low in the others or vice versa? PTS: 1 REF: pg. 15 | pg. 17 NAT: AACSB Analytic | Creation of Value 6. Define effectiveness and discuss why it is sometime difficult for organizations to be effective. PTS: 1 REF: pg. 20 NAT: AACSB Reflective Thinking | Strategy 7. Describe three different stakeholder groups and what they expect. PTS: 1 REF: pg. 21 NAT: AACSB Analytic | Individual Dynamics 8. Define and describe how scientific management should be used. PTS: 1 REF: pg. 23 NAT: AACSB Reflective Thinking | Creation of Value 9. Discuss why the Hawthorne Studies are so important to today's organizations and their workers. PTS: 1 REF: pg. 25 NAT: AACSB Analytic | Creation of Value 10. Henry Mintzberg suggests that there are five parts to every organization. List and describe each of these five parts. PTS: 1 REF: pg. 26-27 NAT: AACSB Reflective Thinking | Leadership Principles 11. Henry Mintzberg proposed that the five parts could fit together in five basic types of organization. List and describe these five configurations. PTS: 1 REF: pg. 29 NAT: AACSB Reflective Thinking | Strategy 12. Discuss the chaos theory. PTS: 1 REF: pg. 30 NAT: AACSB Reflective Thinking | Creation of Value 13. What is the example most outstanding in your mind that accurately illustrates the reality of a learning organization? PTS: 1 REF: pg. 31 NAT: AACSB Analytic | Group Dynamics 14. Compare and contrast traditional organizations and learning organizations. PTS: 1 REF: pg. 31 NAT: AACSB Analytic | Creation of Value 15. Describe the learning organization in terms of its five elements of organization design: structure, tasks, systems, culture, and strategy. PTS: 1 REF: pg. 31 NAT: AACSB Analytic | Strategy 16. What is the role of administrative principles in the era of learning organizations? PTS: 1 REF: pg. 31 NAT: AACSB Reflective Thinking | Leadership Principles 17. Describe the difference between task and role. Provide an example of each. PTS: 1 REF: pg. 31 NAT: AACSB Reflective Thinking | Individual Dynamics 18. What are the four levels of analysis? Describe each level. PTS: 1 REF: pg. 35 NAT: AACSB Analytic | Creation of Value 19. What are the levels of analysis that are studied in organization theory? Using any organization with which you are familiar, state one fact about each level of analysis in that particular organization. PTS: 1 REF: pg. 35 NAT: AACSB Analytic | Creation of Value 20. What is the difference between organization theory and organization behavior? PTS: 1 REF: pg. 36 NAT: AACSB Analytic | Creation of Value 21. Define "organization theory" from several perspectives that were discussed in the first chapter. PTS: 1 REF: pg. 36 NAT: AACSB Reflective Thinking | Creation of Value 22. You are in a job interview, and the interviewer is looking over your transcript. He says, "Oh, I see that you took a course in organization theory and design. What is that all about?" What do you answer? PTS: 1 REF: pg. 36 NAT: AACSB Analytic | Leadership Principles     PAGE 208 Я% chapter one Full file at http://gettestbank.eu/Test-Bank-for-Organization-Theory-and-Design,-10th-Edition-Daft Љ 2010 Cengage Learning. All Rights Reserved. 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" # $ > i j • ˜ ћ ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd3$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі ћ ќ џ 1 2 5 Ѕ ИЊЊcЊЊGkd%$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdЌ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіЅ І Љ    ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdž$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $ W X [ \ ] ^ _ ` a ’ • ­ ччоЫЫЫЫЫЫЫЫНН $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ ­ Ў Б б в е о ИЊЊcЊЊGkd $$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіо п т ї ј љ 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-aіbcde€ЋЌ0ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd7$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі 014IJMeИЊЊcЊЊGkd)$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdА$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіefi€‚ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdЂ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі‚МНY\mnqччоЫННvННGkd”$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ Ž‘ ЁЄДИЊЊcЊЊGkd†$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd $$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіДЕЖЗвёђѓєѕії[ИЏЄŒŒЏЏЏЏЏЏy$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkdџ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі їјўЋЌ­њћ§ЇЈЉъыэѓ234€‚ˆ*+,FG`aci !"<=[\]`ag   U V X ^ S!T!U!o!p!Ž!!‘!—!:";"<""‚"„"Š"y#z#{#Р#С#У#Щ#%%%d%e%f%j%k%q%ѓчѓлЯѓлѓчѓлЯѓлѓчѓлЯѓлѓчѓлЯѓчѓлѓчѓлЯѓчѓлѓчѓчѓлЯѓлѓчѓлЯѓчѓлѓчѓлЯѓлѓчѓлЯѓлѓчѓлЯѓлѓчѓчhV<B*CJ aJ phhV<B*CJaJphhF1’B*CJaJphhV<B*CJaJphR[^mnq‚…–ёёЊёёcёёGkdё$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіGkdx$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If–—šЊЋЌ­ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkdу$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdj$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі­ШћќPScdgvччоЫННvННGkd\$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ vwz‹ŒІИЊЊcЊЊGkdN$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdе$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіІЇЈЉФыьУЦпИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$GkdЧ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі пру§ўИЊЊcЊЊGkdЙ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd@$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі1234ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$GkdЋ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd2$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі4O€чъіїњччоЫННvННGkd$ $$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ )ИЊЊcЊЊGkd!$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd $$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі)*+,GabймИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd!$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі lmpУИЊЊcЊЊGkd"$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd"$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіУФЧ !"ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkds#$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdњ"$$If–-ж0гџ;п 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hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdТ&$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіU!p!!!ш!ы!""""ччоЫННvННGkdД'$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ """!"""%"9"ИЊЊcЊЊGkdІ($$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd-($$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі9":";"<"W"‚"ƒ"##/#ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd)$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі /#0#3#M#N#Q#f#ИЊЊcЊЊGkd*$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd˜)$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіf#g#j#x#y#z#{#ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd+$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdŠ*$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі{#–#С#Т#M$P$$ž$Ё$Р$ччоЫННvННGkd|+$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ Р$С$Ф$ћ$ќ$џ$%ИЊЊcЊЊGkdn,$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdѕ+$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі%%%%0%e%f%g%h%i%j%Œ%%ИЏЄŒŒЏЏЏЏЏyk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkdч,$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі %Љ%Њ%­%3&4&7&h&ёЊёёcёёGkdй-$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіGkd`-$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$Ifh&i&l&Л&М&Н&О&ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$GkdЫ.$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdR.$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіq%М&Н&О&' ' ''U(V(W( (Ё(Ѓ(Љ(†)‡)ˆ)Э)Ю)а)ж)ь*э*ю*3+4+6+<+ж,з,и,ђ,ѓ,------Œ..Ž.й.к.м.т./$/Є/Ѕ/І/У/Ф/т/у/х/ы/§0ў0џ011314161<1ч1ш1щ1:2;2=2C2333ѓчлѓчѓЯѓчлѓчѓЯѓчлѓчѓЯѓчлѓчѓЯѓчлѓЯѓчѓЯѓЯѓчлѓчѓЯѓСѓчлѓЯѓчѓЯѓчлѓЯѓчѓЯѓчлѓчѓЯѓчлhV<>*B*CJaJphhF1’B*CJaJphhV<B*CJ aJ phhV<B*CJaJphhV<B*CJaJphLО&й& ' 'я'ђ'((((ччоЫННvННGkdD/$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ (("(=(>(A(T(ИЊЊcЊЊGkd60$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdН/$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіT(U(V(W(r(Ё(Ђ()):)ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$GkdЏ0$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі :);)>)U)V)Y)o)ИЊЊcЊЊGkdЁ1$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd(1$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіo)p)s)…)†)‡)ˆ)ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd“2$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd2$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіˆ)Ѓ)Ю)Я)ю)ё)**!*Y*ччоЫННvННGkd 3$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ Y*Z*]*Ќ*­*А*ы*ИЊЊcЊЊGkdў3$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd…3$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіы*ь*э*ю* +4+5+,,G,ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkdw4$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі G,H,K,q,r,u,Ѓ,ИЊЊcЊЊGkdi5$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd№4$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіЃ,Є,Ї,е,ж,з,и,ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd[6$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdт5$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіи,ѓ,----:-=-‰-Š--ъ-ччоооЫННvННGkdд6$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ ъ-ы-ю-...‹.ИЊЊcЊЊGkdЦ7$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdM7$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі‹.Œ..Ž.Љ.к.л.=/@/X/ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd?8$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі X/Y/\/o/p/s/†/ИЊЊcЊЊGkd19$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdИ8$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі†/‡/Š/Ѓ/Є/Ѕ/І/ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd#:$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdЊ9$$If–-ж0гџ;п 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hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdr=$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіщ12;2<2И2Л2Я2а2г2э2ччоЫННvННGkdd>$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ э2ю2ё2ћ2ќ2џ23ИЊЊcЊЊGkdV?$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdн>$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі333363c3d3e3х3ш34ИЏЄŒŒЏЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$GkdЯ?$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі 3b3c3d3e3f3l3M4N4O4–4—4™4Ÿ4;5<5=5„5…5‡5ˆ5‰55Ф6Х6Ц67777E8F8G8˜8™8›8Ё8О9П9Р9::::::ц:ч:ш:-;.;0;6;И;Й;К;§;ў;<<Њ<Ћ<Ќ<§<ў<== >!>"><>=>[>\>^>d>?€?ѓчѓлѓлѓчЯѓчѓлѓчЯѓчѓлѓлѓчЯѓчѓлѓчЯѓчѓлѓчЯѓчѓлѓлѓчЯѓчѓлѓчЯѓчѓлѓчЯѓчѓлѓчЯѓУѓчѓлѓчhœGкB*CJaJphhV<B*CJ aJ phhF1’B*CJaJphhV<B*CJaJphhV<B*CJaJphM44444474ИЊЊcЊЊGkdС@$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdH@$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі7484;4L4M4N4O4ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$GkdГA$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd:A$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіO4j4—4˜4т4х4і4ї4њ45ччоЫННvННGkd,B$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ 555,5-505:5ИЊЊcЊЊGkdC$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkdЅB$$If–-ж0гџ;п 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$$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ г:д:з:м:н:р:х:ИЊЊcЊЊGkdЎJ$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd5J$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aіх:ц:ч:ш:;.;/;y;|;†;ИЏЄŒŒЏykk $$*$7$8$H$If$ ЦLџ„Š§*$7$8$H$`„Š§ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$ *$1$7$8$H$Gkd'K$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі †;‡;Š;’;“;–;­;ИЊЊcЊЊGkdL$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd K$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі­;Ў;Б;З;И;Й;К;ИЊЊcZO Є*$1$7$8$H$ *$1$7$8$H$Gkd M$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж -aі $$*$7$8$H$IfGkd’L$$If–-ж0гџ;п hџџџџџџџџџџџџџџџџЄџџџџџџџџџџџџџџџџі6жџџџџџџџџжџџџџџџџџжџџџџџџџџжџџџџџџџџ4ж 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Z–Z—ZхZцZшZюZc[d[Ј[Љ[Њ[Ћ[Ќ[В[\\Q\R\T\Z\№\ё\3]4]6]<]І]Ї]ђ]ѓ]ѕ]ћ]J^K^“^”^–^œ^ь^э^1_2_4_:_Ъ_ѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчѓчѓчлчhF1’B*CJaJphhV<B*CJaJphhV<B*CJaJphVWVrVЋVЌVQWRWmWІWЇWXX4XgXhXїXјXY@YAYОYПYкYZччоЫРччоЫРччоЫРччоЫРчч Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ZZ—Z˜ZГZцZчZd[e[€[Љ[Њ[Ћ[\\"\R\S\ё\ђ\ ]4]5]іуиРРіуиРРііуиРРіуиРРі ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$5]Ї]Ј]У]ѓ]є]K^L^g^”^•^э^ю^ _2_3_Ы_Ь_ч_``ьсЩЩРьсЩЩРьсЩЩРьсЩЩР *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§Ъ_Ы_``````"``€`Й`К`М`Н`П`С`§`ў`6a7a9a:a>aiaja~aaБaВaГaЕaЖaЗaЛa b b^b_babbbfbccJcKcMcNcRcВcГc№cёcѓcєcјc9d:dwdxdzd{ddМdНdбdвdeeee eѓчѓлЬѓчРчѓчѓчРчРчѓчѓчРДчѓчДчѓчДчРДчѓчѓчРДчѓчѓчРДчѓчѓчРДчѓчѓчРДчѓчДчѓчРДhœGкB*CJaJphhF1’B*CJaJphhV<5B*CJ\aJphhV<B*CJ$aJ$phhV<B*CJaJphhV<B*CJaJphG```€``К`Л`ў`џ`7a8ajakaaВaГaДaЕa b b,bытЯФЌтЯФЌтЯФЌЌтттЯФЌ ЦzІ LЦђl*$1$7$8$H$ Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$„Š§„v*$1$7$8$H$^„Š§`„vgdF1’,b_b`bcc"cKcLcГcДcёcђc:d;dxdydНdОdвdeekeleчоЫРччоЫРчоЫРчоЫРччоЫР Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$ ejekeІeЇeЉeЊeЏe$f%fsftfvfwf|f ggKgLgNgOgTgmgng‚gƒgЕgЖgИgЙgОg3h4hlhmhohphuhПhРhћhќhўhџhiŽiiСiТiФiХiЪijjijjjljmjrjМjНjkk k kkIkJk…k†kˆk‰kŽkWlXl“l”l–l—lœlщlъl%mѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓЯѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓчѓлЯѓчѓhœGкB*CJaJphhF1’B*CJaJphhV<B*CJaJphhV<B*CJaJphRleЇeЈe%f&f=ftfufggLgMgngogƒgЖgЗg4h5hmhnhРhСhчоЫРччоЫРчоЫРччоЫРчоЫР Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$Сhќh§hiiТiУijj3jjjkjНjОjвjkkJkKk†k‡kXlYlчоЫРчоЫРччоЫРччоЫРчоЫР Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$Yl”l•lъlыl&m'mmmЄmзmиmЋnЌnыnэnюn№nёnѓnєnіnчоЫРчоЫРччоЫРчЛЙЛЙЛЙЛgdœGк Є*$1$7$8$H$$ ЦLџ„Š§*$7$8$H$`„Š§ *$1$7$8$H$ ЦzІ LЦђl*$1$7$8$H$%m&m(m)m.mŽmmЃmЄmжmзmйmкmпmЊnЋnыnьnюnяnёnђnєnѕnїnјn§nўnop 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Љ 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  PAGE 206 Љ 2010 Cengage Learning. All Rights Reserved. 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