On October19, 1941 at approximately 6:56 pm a spinning two blade wind turbine began producing power on a hilltop known as Grandpas Knob in the town of West Rutland Vermont. This turbine ran for approximately 3.5 years, suffering numerous malfunctions and shutdowns. The project was abandoned in the spring of 1945 after one of the apparatus’s eight ton blades snapped off and crashing to the ground. While impressions on a whole deemed this pioneering experiment in wind power production a failure, the
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CHANGE MANAGEMENT Abstract: Change is an important characteristic of most organisations. Nothing is permanent except change. It is the duty of management to change properly. An organisation must develop adaptability to change otherwise it will either be left behind or be swept away by the forces of change. There are many forces which are acting on the organisation which make change not only desirable but also inevitable. These forces include technology, market forces and general socio- economic
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ABSTRACT Electronic banking is a subject receiving great attention in the banking industry and the regulation agencies. It is a driving force that is changing the landscape of the banking industry. It has blurred the boundaries between different financial institutions, enabled new financial, products and services and made existing financial services available in different packages. Some analysis argue that electronic banking is revolutionizing the banking industry, others see it as simply complementing
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economy. In conclusion we will provide forecast for country's development. Today South Africa's trade and industrial policy is moving away from a highly protected, inward looking economy towards an internationally competitive economy, capitalizing on its competitive and comparative advantages. From the period of apartheid, it has made great progress in dismantling its old economic system, which was based on import substitution, high tariffs and subsidies, anticompetitive behavior, and extensive government
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Executive Summary The scope of this report is to study the insurance sector in Saudi Arabia and analyze current trends with the objective of ascertaining where the industry is placed amid intense competition, profitability and capitalization pressures. Remarkable growth for the insurance industry: Though relatively young, as indicated by the low penetration and density, the insurance market grew 18% per annum over 2008–12 and was the second largest market in GCC. It contributed 33.5% to the region’s
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CHAPTER 2 Strategic human resource management Nicky Golding OBJECTIVES To indicate the significance of the business context in developing an understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between
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CORPORATE SUSTAINABILITY & HENKEL’S APPROACH There is a growing trend for big companies to use sustainable concepts as core business drivers For decades, many companies have typically responded to sustainability challenges by pursuing incremental operational improvements. But we are beginning to see an interesting new trend – businesses using sustainability as a tactic for long-term offense, rather than just short-term defence. Despite the uncertain economic outlook, leading
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Introduction to E-business To Debbie and Richard Introduction to E-business Management and strategy Colin Combe AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY Butterworth-Heinemann is an imprint of Elsevier OXFORD TOKYO Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803 First edition 2006 Copyright ß 2006, Elsevier Ltd. All rights reserved
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capacity. COMPAQ’s management faced several important unknowns, including the potential market’s size, structure, and competitive intensity. Management recognized that the company’s vitality might seriously erode if it did not expand its product line. If the expansion were successful, COMPAQ might enjoy economies of scale that could help ensure its survival in a dynamic and very competitive industry. If COMPAQ’s market assumptions were incorrect, however, its future might be bleak. Many of today’s managers
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Foundation Produced by the Deloitte Center for Banking Solutions Produced by the Deloitte Center for Banking Solutions The traditional retail bank is at an inflection point. The needs and expectations of customers are changing as quickly as the competitive landscape. Customers are demanding seamless, multi-channel sales and service experiences and not consistently receiving them. Simultaneously, other financial institutions and non-traditional players are looking for opportunities to invade this space
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