Answer:The move from hubs (shared networks) to switched networks was a big improvement. Control over collisions, increased throughput, and the additional features offered by switches all provide ample incentive to upgrade infrastructure. But Layer 2 switched topologies are not without their difficulties. Extensive flat topologies can create congested broadcast domains and can involve compromises with security, redundancy, and load balancing. These issues can be mitigated through the use of virtual local area networks, or VLANs. This chapter provides the structure and operation of VLANs as standardized in IEEE 802.1Q. This discussion will include trunking methods used for interconnecting devices on VLANs.
Problem: Big Broadcast Domains
With any single shared media LAN segment, transmissions propagate through the entire segment. As traffic activity increases, more collisions occur and transmitting nodes must back off and wait before attempting the transmission again. While the collision is cleared, other nodes must also wait, further increasing congestion on the LAN segment.
The left side of Figure 4-1 depicts a small network in which PC 2 and PC 4 attempt transmissions at the same time. The frames propagate away from the computers, eventually colliding with each other somewhere in between the two nodes as shown on the right. The increased voltage and power then propagate away from the scene of the collision. Note that the collision does not continue past the switches on either end. These are the boundaries of the collision domain. This is one of the primary reasons for switches replacing hubs. Hubs (and access points) simply do not scale well as network traffic increases.
A short framing member that fills the space between the rough sill and the soleplate is a cripple stud.
(HAVE A GOOD DAY!!!)
Answer:
a) 
, b) 
Explanation:
The Brinell hardness can be determined by using this expression:
Where 
and 
are the indenter diameter and the indentation diameter, respectively.
a) The Brinell hardness is:
![HB = \frac{2\cdot (1000\,kgf)}{\pi\cdot (10\,mm)^{2}} \cdot \left[\frac{1}{1-\sqrt{1-\frac{(2.50\,mm)^{2}}{(10\,mm)^{2}} } } \right]](https://tex.z-dn.net/?f=HB%20%3D%20%5Cfrac%7B2%5Ccdot%20%281000%5C%2Ckgf%29%7D%7B%5Cpi%5Ccdot%20%2810%5C%2Cmm%29%5E%7B2%7D%7D%20%5Ccdot%20%5Cleft%5B%5Cfrac%7B1%7D%7B1-%5Csqrt%7B1-%5Cfrac%7B%282.50%5C%2Cmm%29%5E%7B2%7D%7D%7B%2810%5C%2Cmm%29%5E%7B2%7D%7D%20%7D%20%7D%20%20%5Cright%5D)
b) The diameter of the indentation is obtained by clearing the corresponding variable in the Brinell formula:
![d = (10\,mm)\cdot\sqrt{1-\left[1-\frac{2\cdot (500\,kgf)}{\pi\cdot (300)\cdot (10\,mm)^{2}} \right]^{2}}](https://tex.z-dn.net/?f=d%20%3D%20%2810%5C%2Cmm%29%5Ccdot%5Csqrt%7B1-%5Cleft%5B1-%5Cfrac%7B2%5Ccdot%20%28500%5C%2Ckgf%29%7D%7B%5Cpi%5Ccdot%20%28300%29%5Ccdot%20%2810%5C%2Cmm%29%5E%7B2%7D%7D%20%20%5Cright%5D%5E%7B2%7D%7D)
Answer:
The fundamental difference between effective and less effective matrix organizations is whether the tension between different perspectives is creative or destructive. While various processes, systems and tools can help, what matters most is what top leadership says and does and how that flows through the organization in shared targets, clear accountabilities, live team interactions and team-building transparency and behaviors.
Getting matrix management right is linked inextricably to an organization’s culture - the only sustainable competitive advantage. Key components of a culture can be grouped into behaviors, relationships, attitudes, values and the environment.
Environment and values: Each organization has its own environment, context and bedrock values. Everyone needs to know what matters and why. Don’t try to do anything else until you’ve got that set.
Attitude is about choices: An organization’s overall strategy drives choices about which of its parts will be best in class (superior), world class (parity), strong (above average), or simplified/outsourced to be good enough. These choices help determine the need for a matrix and how best to design it.
Relationships and behaviors: This is why organizations have matrices. The most effective of them best balance focus and collaboration. They allow leaders and teams to build differential strengths and then work together to make the best possible decisions and scale enterprises with a creative tension that they could not do on their own.
My colleague Joe Durrett has worked all sides of matrix organizations in marketing at Procter & Gamble, sales and general management at Kraft General Foods and CEO of Information Resources, Broderbund Software and Advo. He has seen matrices at their best and at their worst and offered his perspective for this article along with his partners John Lawler and Linda Hlavac. The 12 ways to make matrix organizations more effective were built on their ideas.
Explanation:
I think the correct answer is B
