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Figure 9-15 is a generic block diagram for the WEP-like encryption and Figure 9-16 is WEP-speci c As seen from Figure 9-16, an initialization vector and a pseudo-random number generator change a xed shared key into a keysequence that can be changed dynamically An integrity algorithm (CRC-32) generates the integrity check vector (ICV), which protects data against bit ipping (both malicious and channel errors) The IV, ICV, and ciphertext are transmitted as a composite message The encryption algorithm used is RC4, which effectively generates a highly random pseudorandom number At the receiving end, ICV is used to determine the accuracy of the ciphertext The IV and the shared key are used to decrypt the ciphertext 952 WEP Vulnerabilities The study on the vulnerabilities of the original WEP are so well documented [12] that it is now regarded largely as an ineffective protocol.

Almost everything is a source of compromise; so much so that an otherwise strong encryption protocol RC4 by RSA Security is not foolproof in WEP Here is a list of WEP vulnerabilities 1 The lack of the standard for requiring implementing WEP for compliance resulted in the shipped equipment being without security features turned on Initially an overwhelming majority of the installed devices were without any protection whatsoever The SSID, which might provide some secrecy, is broadcasted unless turned off 2 The shared key in the original WEP speci cations is easily compromised if a large number of users are told about it In a hotspot environment, it is impractical to have a shared key protected 3 The initialization vector (IV) is sent as plaintext The initialization vector size (24-bits) is small enough that more than one packet with the same IV can be easily collected by an attacker.

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Logical analysis of these packets can reveal their plaintext This attack can also be formed by sending known plaintext from adversary s station, collecting the corre-.

leading to a deeper examination of the above formulations Both the technological revolution and globalisation have transformed the competitive landscape In order to survive, rms are building core competences and developing their human capital and work systems in ways that enable strategic exibility (Hitt et al, 1998; Nadler & Tushman, 1999) and ensure that they can cope with the demands of hyper-competition (Volberda, 1996) Modularity is considered to bestow greater exibility on a system by enabling its components to be recombined in different ways and to be tasked with different functions, with little loss of function through recon guration (Garud & Kumaraswamy, 1995) Child & McGrath (2001) summarise the common features of the above prescriptions and the differences between the conventional and emerging perspectives on organisational form that they highlight, as follows: 1.

When can you start to participate in your 401(k) How soon do you vest The ideal answer to both questions is immediately Unfortunately, with most 401(k) plans that s not the case Indeed, given the amount of job-hopping that went on in the late-1990s tech boom, it seems practically archaic that some companies still have an enrollment term the waiting period before new employees can start contributing to the 401(k) plan and receive company matches as well But a vesting period, too At many companies, employees have to wait up to ve years before they can claim money the company has contributed to their 401(k) accounts That s not a problem if they are going to work there for more than ve years But if they leave before they vest, they forfeit the matching money (their own money, however, they can take with them).

The setting of goals, identifying and disseminating aims, decision making and the exercise of power stresses: decentralised rather than top-down goal setting; distributed rather than concentrated power; a preference for smaller units; leadership roles that provide guidance and con ict management rather than control, monitoring, exercise of formal authority and concrete objectives; vision that emerges in the organisation rather than being dictated; and team and work group structures rather than formal hierarchies 2 The maintenance of integrity, regulation of resources and establishment of boundaries within and between organisations stresses: the production system or network as the primary unit of analysis, rather then the rm; permeable and fuzzy boundaries rather than durable and clearly set ones; exibility rather than reliability and replicability; horizontal regulation rather than vertical regulation; relationship-based rather than rulebased integrity; and structures that are independent of assets rather than assets being linked to particular organisational units 3.

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