TATA STEEL The Tata Steel Group believes that being the best possible employer helps to recruit and retain the best employees. Retaining talented employees is critically important‚ and the Group recognises that the best way of earning employee loyalty is by providing them with good and challenging jobs‚ with opportunities for development and progression‚ and with competitive compensation and benefits schemes. Employee Benefits Tata Steel has pioneered many firsts in the Indian industry and
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REWARDS SYSTEM AT TCS INTRODUCTION * DESIGNING A REWARD PROGRAM The key characteristics of developing a reward program are as follows: Identification of company or group goals that the reward program will support. Identification of the desired employee performance or behaviors that will reinforce the company’s goals. Determination of key measurements of the performance or behavior‚ based on the individual or groups previous achievements. Determination of appropriate rewards. Communication
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AAT—Average Access Time AA—Anti-Aliasing AAA—Authentication Authorization‚ Accounting AABB—Axis Aligned Bounding Box AAC—Advanced Audio Coding AAL—ATM Adaptation Layer AALC—ATM Adaptation Layer Connection AARP—AppleTalk Address Resolution Protocol ABCL—Actor-Based Concurrent Language ABI—Application Binary Interface ABM—Asynchronous Balanced Mode ABR—Area Border Router ABR—Auto Baud-Rate detection ABR—Available Bitrate ABR—Average Bitrate AC—Acoustic Coupler AC—Alternating Current
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Basic Programming Concepts 4.1. Introduction to Developing a User Interface Introduction To work with a system‚ the users have to be able to control and assess the state of the system. For example‚ when driving a vehicle‚ the driver of the vehicle uses the steering to control the direction‚ and the accelerator pedal‚ brake pedal and gears to control the speed of the vehicle. The driver understands the position of the vehicle by looking through the windshield and the exact speed of the vehicle
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WORKING PAPER: 06-03 Mar. 2006 The Tata Group after the JRD Period: Management and Ownership Structure by Ram Kumar Kakani & Tejas Joshi XLRI‚ Jamshedpur 831001‚ India E-Mail: kakani@xlri.ac.in Last updated in Feb. 2008 Electronic copy available at: http://ssrn.com/abstract=889394 XLRI Working Paper: 06-03 2 The Tata Group after the JRD Period: Management and Ownership Structure1 Ram Kumar Kakani & Tejas Joshi E-Mail: kakani@xlri.ac.in Abstract Complex ownership structures
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Contents Abstract 1 Key words: merger HP Compaq synergy 1 1.Introduction of the case 1 1.1 The Hewlett-Packard Company 1 1.2 The Compaq Company 2 1.3 Motives 2 1.3.1 Strategic motives 2 1.3.2 Financial motives 3 Operating Synergy (mainly from cost savings) 3 Contribution Margin 3 2.HP’s Concerns 4 2.1 Business portfolio 4 2.2 Strategic problems 4 2.3 Financial impacts 4 2.4 Integration risk 5 3.Analysis and solutions 5 3.1 Stand-alone valuation 5 3.2 Synergy valuation 6 3.3 Premium
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23: Mergers and Other Forms of Corporate Restructuring After studying Chapter 23‚ you should be able to: Chapter 23 Explain why a company might decide to engage in corporate restructuring. Understand and calculate the impact on earnings and on market value of companies involved in mergers. Describe what benefits‚ if any‚ accrue to acquiring company shareholders and to selling company shareholders. Analyze a proposed merger as a capital budgeting problem. Describe the merger process
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Abstract: In June 2008‚ India-based Tata Motors Ltd. announced that it had completed the acquisition of the two iconic British brands - Jaguar and Land Rover (JLR) from the US-based Ford Motors for US$ 2.3 billion. Tata Motors stood to gain on several fronts from the deal. One‚ the acquisition would help the company acquire a global footprint and enter the high-end premier segment of the global automobile market. After the acquisition‚ Tata Motors would own the world ’s cheapest car - the US$ 2
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Was incorporated on 30th June 1994 and the certificate of Commencement of Business on July 20th 1994. It was promoted as a joint venture between 20th Century Finance Corporation Ltd and its Associates and Keppel Group of Singapore. In 1995‚ the Bank was set up in fully computerized environment with ATM facility at every branch and computer networking between branches. It claimed to ‘Bank with difference’. The Bank has for the first time in the country‚ the concept of ‘Anywhere Banking’ which enables
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MERGER AND RECONFIGURING OF HYUNDAI-KIA Byoung-Hoon LEE‚ Sung-Jae CHO The Korean auto industry continued to grow without a slump from the early 1980s to the mid of 1990s. As illustrated in <Figure 1>‚ the auto industry in Korea had shown a sustained growth in sales of domestic and overseas markets until 1996. Between 1981 and 1996‚ it recorded a notably high rate of averaged annual growth in production (22.7%)‚ domestic sales (19.5%)‚ and export (36.2%). However‚ it experienced an unprecedented
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