Enterprise". Microsoft. http://windowsteamblog.com/windows/b/springboard/archive/2012/08/16/windows-8-is-ready-for-your-enterprise.aspx. Retrieved 16 August 2012. ^ a b Mackie‚ Kurt (17 April 2012). "Microsoft Names Windows 8 Editions‚ Unveils ARM-Based ’Windows RT ’". Redmonad Channel Partner. http://rcpmag.com/articles/2012/04/17/microsoft-names-windows-8-editions.aspx. Retrieved 17 April 2012. ^ Taylor‚ Bill (17 April 2012). "Microsoft Announces Revamped Windows 8 Editions". Tom ’s Hardware. http://www
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adopt a particular process for establishing the prices that could be charged by those entities deemed to be critical to the modern society (often we call these entities ―utilities‖). Indeed‚ it was not until the early 20th century that the commission-based regulation of public utilities that is so prevalent today was implemented. Regulation of private entities by expert commissions was something new and there were no ―text books‖ to turn to for guidance. The process of regulation involved much trial
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Problem Based Learning: An instructional model and its constructivist framework It is said that there’s nothing so practical as good theory. It may also be said that there’s nothing so theoretically interesting as good practice1. This is particularly true of efforts to relate constructivism as a theory of learning to the practice of instruction. Our goal in this paper is to provide a clear link between the theoretical principles of constructivism‚ the practice of instructional design‚ and the
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Organisational Behaviour. The Volta Aluminium Company Limited (VALCO) is an aluminium reduction facility (smelter) located in the industrial seaport city of Tema‚ east of the capital city of Accra. VALCO was originally jointly owned by Kaiser Aluminium and Chemical Corporation (KACC) - 90% and Reynolds Metals Company .The Government of Ghana purchased the 90% shares of KACC in October 2004 and subsequently completed acquisition in June 2008. Therefore‚ currently VALCO is solely owned by the
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1 Understand organisational structures 1.1 Explain the differences between the private sector‚ public sector and voluntary sector A private sector is usually composed of organisations which are privately owned and not part of a government; whereas a public sector is composed of organisations that are owned by the government and voluntary sectors are composed of individuals of who seek help in charitable activities. Private sectors include corporations such as partnerships and charities‚ like the
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things? To what extent‚ and in what ways‚ are employees motivated by different things? How can we accommodate differences? Introduction The purpose of this paper is to identify different employee motivators and their significance to the organisational outcome thorough‚ recognising different motivational theories and their applications in different examples within the hospitality industry‚ with a particular focus in the restaurant business in the UK. Being a service industry‚ the employee motivation
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A manager’s span of control refers to how many employees that manager supervises. A manager with a wide span of control supervises many employees‚ while one with a narrow span of control supervises just a few. A wide span of control can have positive or negative effects on the employees‚ or a mix of both‚ depending on how the business is structured and how the manager handles supervisory duties. For example‚ if a manager directly controls 10 employees in the organization then it is his span of
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dissatisfied. This is somehow interesting when we relate to Qantas’ employees motivation concern‚ as Qantas is going through a long battle with its unions prior to its employees’ dissatisfaction over job security‚ pay and condition. Qantas’ new business model will shift as much engineering activity offshore as possible‚ and replace its Australian tax paying labor with cheaper international labor. There’s no doubt that employees are unsure whether they have a sustainable job. Through the lack of job security
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pursues to evaluate the impact of organisational culture of XY Ltd on the motivation of the employees. Therefore‚ the author wishes to devise the research in such a way that the following objectives would be answered through the study. PROBLEM STATEMENT Assessing the impact of organisational culture on employee motivation; Case study on XY Ltd‚ Sri Lanka. OBJECTIVES 1. To carry out a comprehensive theoretical analysis over the core concepts of organisational culture‚ motivation and job satisfaction
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in undertaking organizational tasks” - Lead Mechanical Engineer – Robbie Katanga 3. “I see culture‚ as the "what it is" with the people; their collective view of how things are in their organization” - Communications professional specializing in change management and employee engagement (employed at Pearson Education) – Michael Sangillo 4. “In simple terms‚
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