...Chapter 8: Institutions and Procedures in Secondary Markets A. Exchanges and Floor Markets The Securities and Exchange Act of 1934 defined an exchange to be: any organization, association, or group of persons, whether incorporated or unincorporated, which constitutes, maintains, or provides a market place or facilities for bringing together purchasers and sellers of securities or for otherwise performing with respect to securities the functions commonly performed by a stock exchange as that term is generally understood, and includes the market place and the market facilities maintained by such exchange. An exchange is typically a physical or virtual meeting place drawing together brokers, dealers and traders to facilitate the buying and selling of securities. Thus, exchanges include the floorbased markets as well as many virtual meeting sites and screen-based systems provided by Electronic Communications Networks (ECNs). In the United States and most other countries, exchange transactions are executed through some type of auction process. Exchanges in the United States are intended to provide for orderly, liquid and continuous markets for the securities they trade. A continuous market provides for transactions that can be executed at any time for a price that might be expected to differ little from the prior transaction price for the same security. In addition, exchanges traditionally served as self-regulatory organizations (SROs) for their members, regulating and policing their...
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...Robb Bridging the Gap Between IT and Business Augusto Perazzo and Glen Willis 9 5 9 Q&A with Robert Stroud, Member of the ITIL Advisory Group Jennifer Zaino 12 15 The Evolution of Service Management Philosophy Troy DuMoulin Key Differences Between ITIL v2 and v3 Mike Tainter and Martin Likier 12 15 The IT Manager's Guide to ITIL v3, an Internet.com IT Management eBook. © 2008, Jupitermedia Corp. 1 [ The IT Manager's Guide to ITIL v3 ] ITIL Version 3 is All Business By Drew Robb Shrek III” was better. So were "Rocky III" and "Mission Impossible III." But while ITIL III is no blockbuster, it is getting decent ratings from the IT community overall. In particular, it is earning kudos for attempting to bridge the chasm between IT and the various business units within organizations. IT Infrastructure Library (ITIL) made its debut in 1989 and since then has become the de facto standard for IT service management best practices. Since the release of v2 at the start of the millennium, there have been new business regulations and mandates, technology advancements, and general shifts in how IT is valued. In light of this, the UK's Office of Government and Commerce (OGC) has been working with industry leaders to update ITIL for the third time in two decades even as many organizations are in varying stages of ITIL adoption. With the release of ITIL v3 come many questions from IT managers and CIOs. Most common among them: "What's the difference between v2 and v3?" and "Should...
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...A Framework for IT Governance in Small Businesses by Herman Koornhof A FRAMEWORK FOR IT G O V E R N A N C E by IN SMALL BUSINESSES Herman Koornhof TREATISE Submitted for the partial fulfilment of the requirements for the degree MAGISTER TECHNOLOGIAE in Business Information Systems in the FACULTY ENGINEERING, BUILT ENVIRONMENT OF THE AND INFORMATION TECHNOLOGY of the N E L S O N M A N D E L A M E T R O P O L I T A N U N I V E R SI T Y Supervisor: Prof. Rossouw von Solms January 2009 ii Declaration I, Herman Koornhof, hereby declare that: • • • The work in this treatise is my own work. All sources used or referred to have been documented and recognised. This treatise has not previously been submitted in full of partial fulfilment of the requirements for an equivalent or qualification at any other recognised educational institution. higher Herman Koornhof iii Acknowledgements I would like to express my gratitude to the following people: • My love, Jenny, for your love and understanding during the past year. Without your encouragement and inspiration this work would not have been possible. • • My family and friends for your interest and support. My supervisor, Prof. Rossouw von Solms, for your guidance and advice, and your detailed and constructive comments. • To Him who is able to do immeasurably more than all we ask or imagine, according to his power that is at work within us. iv Table...
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...the environment, changes in organizational priorities, goals and strategies, changes in technology etc., higher degree and quality of performance of tasks requires higher level of competence in people of an organization is essential to achieve the organizational goals and objectives. One of the important mechanism of HR Department is that TRAINING, which is a commonly used term which has a wide variety of connotations depending on one’s experience and background. Training and development programs are necessary in any organization for improving the quality of work of the employees at all levels particularly in a word of fast changing technology, changing values and environment. The purpose of both is similar, the main difference between the two is in respect to the level of employees for whom these are meant and contents and techniques employed. HUMAN RESOURCE MANAGEMENT Meaning: Human Resource Management (HRM) is a management function that helps mangers recruit, select, train and develops members for an organization. Obviously, HRM is concern with the people’s dimension in organizations. Human resource management refers to a set of programs, functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness. It is the process of binding people and organizations together so that the objectives of each are achieved. HRM involves the application of management function...
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...The review of a business model Bachelor assignment THE REVIEW OF A BUSINESS MODEL Research on changing the business model for a Dutch tour operator Leon van der Heijden ‐ June 2010 University of Twente Faculty: School of Management and Governance Education: Industrial Engineering & Management Drienerlolaan 5 7522 NB Enschede www.mb.utwente.nl Supervisor: Dr. K. (Kasia) Zalewska‐Kurek Co‐reader: Dr. J. (Joris) M.J. Heuven Mensink Capital B.V. World Trade Center Amsterdam A Tower – Level 5 Strawinskylaan 509 1077 XX Amsterdam www.mensinkcapital.nl Principal: Drs. H. (Hugo) J.T. Mensink Author: L. (Leon) E. van der Heijden Willem‐Alexanderstraat 39 7511 KJ Enschede l.e.vanderheijden@student.utwente.nl Frontpage: Smith, Alan (2009). The Movement. www.businessmodelgeneration.com Management summary The travel industry is one of the largest and also one of the fastest changing industries in the World. The emergence of the internet has radically changed the way business is conducted throughout the industry. This research focuses on a Dutch tour operator which is having trouble adjusting to the fast changing business environment. This tour operator did not make the transition to online direct selling but still sells its products via retail partners only. Due to fierce competition of online ...
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