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We ran into Jan Arps, and because of his knowledge and experience with TradeStation products, asked if he would like to contribute to our book. He accepted our offer and wrote an interesting chapter on selecting markets through the use of TradeStations Percentage Change charts. Technical analysis generally consists of two parts: selection and timing. Selection is the process of deciding which stock, mutual fund, option or futures contract, among the thousands available to you, to trade at any particular point in time. Timing, on the other hand, is the process of determining when to enter and exit a trade once you have selected a suitable tradeable. There are numerous methods, both fundamental and technical, that can help in the selection process. One of the selection questions many traders ask is, How has this stock performed relative to alternative choices recently, and which is likely to be the strongest in the upcoming time frame In order to answer this question, we must be able to provide a level playing field for comparing tradeables whose various prices could range from a dollar to hundreds of dollars. For example, let s say you are comparing a $10 stock with a $100 stock. Since the beginning of the quarter, both of these stocks have gone up exactly $10. If you plot these stocks on the same standard price chart with a linear price scale, the charts of the two stocks will show an identical increase for the quar*Jan Arps, President of Jan Arps Traders Toolbox, is one of the leading authorities on TradeStation today. He has been trading and developing trading tools since 1952. Jan and his catalog of 400 TradeStation add-ins can be found at www.janarps.com.

The interviewers may be less inclined to give you the job if they believe that time away from home may cause strife in your family life. Reassure them that this is not the case:

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Of course, your technology leaders will need to stay abreast of changes in technology, so an ongoing program should be developed to meet their needs. Are there conferences they should attend Should the organization purchase a small collection of books, manuals, and magazines devoted to technology All of these components should be melded together into a brief list of leadership objectives, including a timeline for achieving goals, and a budget to cover essential expenses. For a technology program to be successful, nonprofit decision makers must actively support technology. This means that board members cannot be computerphobes who regard technology as none of their concern. Leadership in any nonprofit comes from its board, so board members must be the first to receive support. Although they need not be highly sophisticated computer users, board members must fully understand what technology can and cannot do for their organization.This may mean working with a consultant or conducting special training sessions for board members. Exhibit 1.4 summarizes the elements that together make an effective technology plan.

Bad Globalization Squashes Cultures International trade and communications have led us down the path to globalism or globalization. This phenomenon causes large corporations to straddle political borders in their worldwide conduct of production and distribution. Globalization affects whole economies and every individual and en ames passions everywhere. For example, antiglobalization activists point to shopkeepers in Mexico and Russia who prefer the dollar to their own currencies, and they decry how American English has become the lingua franca of world culture and trade whether it happens on the ground, on television, or on the World Wide Web. Most companies doing business on the Web only reinforce this stereotype as they support trade if and only if the customer is willing to speak English, pay U.S. dollars, and accept delivery from Federal Express. Good Globalization Can Reinforce Cultural and Commercial Practices Although the United States and its big trading partners dominate

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Program Planning Risk Management Partner Portfolio Management Major Transactions Process Improvement Program Communications

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Figure 7.1: The Actor-Role pattern s structure. Figure 7.2: An object diagram for the class diagram shown in Figure 7.1. Figure 7.3: An object diagram that shows how actors and roles are connected at a certain moment in a certain context. Figure 7.4: A simplified model that can be used to capture business definitions with terms, concepts, and the different ways to use the terms.

The commonest pressure questions try to put you on the spot by implying or perhaps saying outright something negative about you, leaving you to fight your way uphill to impress the interviewers by countering their insinuations. To really stand head and shoulders above the other candidates, try to get some of your personality across. Interviewing well isn t just about answering the questions in a technically proficient manner. If you come across as coldly professional and competent, that impression will win you no favours. Try to seem likeable and human as well as professional and competent, of course.

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