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the application-level infrastructure needed on top of the technical infrastructure, functional interfaces, semantic aspects, the functional reference model, and finally development lifecycle interfaces. Each layer can have more than one protocol . Protocols at each of the first six of the seven layers, even if implemented in an ad-hoc way, are required for two or more systems to cooperate . The seven-layer protocol model is applicable beyond the business component approach . It acquires a particular prominence in the case of a federation of SLCs, since this will both support and further drive the requirements for high levels of interoperability between independently built systems . Systems can cooperate according to four interaction modes : integrated, bridged, coordinated, and bus-based . Using a bus-based approach, the other three modes can be simulated . Furthermore, systems interact in three main styles : master-slave, coordinated, and peer-to-peer. Master-slave and peer-topeer can be implemented using an integrated, bridged, or bus-based approach . The coordinated style can be implemented using only bus-based or coordinated modes.

exists between the target variable y and that particular predictor On the other hand, the F-test considers the linear relationship between the target variable y and the set of predictors (eg, { x1 , x2 , x3 }) taken as a whole The hypotheses for the F-test are given by r H0 : 1 = 2 = = m = 0 r Ha : At least one of the i does not equal 0 The null hypothesis asserts that there is no linear relationship between the target variable y and the set of predictors, x1 , x2 , , xm Thus, the null hypothesis states that the coef cient i for each predictor xi exactly equals zero, leaving the null model to be r Model under H0 : y = 0 + The alternative hypothesis does not assert that the regression coef cients all differ from zero.

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You cannot delete the current layer or any layer that has objects on it. (Where would those objects go ) You also cannot delete layer 0, which is the default layer. Finally, you cannot delete layers from external references (covered in 19). However, the LAYDEL command deletes all objects on a layer and purges the layer.

For the alternative hypothesis to be true, it is suf cient for a single, unspeci ed regression coef cient to differ from zero Hence, the alternative hypothesis for the F-test does not specify a particular model, since it would be true if any, some, or all of the coef cients differed from zero As shown in Table 32, the F-statistic consists of a ratio of two mean squares: the mean square regression (MSR) and the mean square error (MSE) A mean square represents a sum of squares divided by the degrees of freedom associated with that sum of squares statistic Since the sums of squares are always nonnegative, so are the mean squares To understand how the F-test works, we should consider the following.

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Executives, too, might be tempted to go halfway with governance as leadership. Some will incline to engage in generative work but keep the board at bay.There might be a little generative discussion from time to time about how management frames issues, but there would be no robust exchanges and no searches for other frames. Management might provide some glimpses into the organization s culture, core competencies, and competitive advantage, but there would be few opportunities for the board, as a whole, to do an independent study at the boundaries of the organization. Skillful and persistent CEOs can dilute (or even thwart) governance as leadership, but as we cautioned in the previous chapter, to do so courts a significant risk. Halfway measures may authorize trustees to frame the organization s challenges and opportunities, but without adequate knowledge of the organization s values, beliefs, assumptions, and traditions. As a result, executives may get plenty of frames but very little framing. Far better, we believe, for executives to have partial control of a complete perspective than complete control of a partial perspective. We believe that nonprofit boards face a problem of purpose, not a problem of performance. When organizations reframe governance as leadership, the board becomes more than a fiduciary of tangible assets and more than management s strategic partner, as vital as those functions are. The board also becomes a crucial and generative source of leadership for the organization. In short, the board learns to perform effectively in all three modes of governance. The better trustees do that, the more deeply the board will understand the purpose of governance. And the better the board understands governance, the better governed the organization will be.This is not a vicious circle; it is the cycle of successful governance.

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