Fraternities and Rape on Campus Author(s): Patricia Yancey Martin and Robert A. Hummer Reviewed work(s): Source: Gender and Society‚ Vol. 3‚ No. 4‚ Special Issue: Violence against Women (Dec.‚ 1989)‚ pp. 457-473 Published by: Sage Publications‚ Inc. Stable URL: http://www.jstor.org/stable/189763 . Accessed: 16/11/2011 12:10 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit
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SUMMARY 2) INTRODUCTION 3) QUESTION 1 1.1 - Downsizing Techniques and Increasing Use of Downsizing 1.2 - Positive and Negative Effects of Downsizing 1.3 - Workplace Violence 4) QUESTION 2 2.1 - Flexible Work Arrangements and Contingent Employment 5) QUESTION 3 3.1 - Measures to Adopt in Ensuring the Success of Downsizing 3.2 - How Employees are going to Prepare for Downsizing 3.3 - Methods to Maintain the Motivational Level of Survivors of the Downsizing. 6) CONCLUSION 7) REFERENCE 8) APPENDIX
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ance-crime-act Matsota‚ O. (n.d.). Sex Crimes. Retrieved from Helping Human Trafficking Victims: http://ezinearticles.com/?Sex-Crimes:-Helping-Human-Trafficking-Victims&id=5656185 Noceda‚ K. (2013‚ February 19). Police. Retrieved from Victim in Hummer Mom ’ Sex Crimes Target of Cyberbullying: http://livermore.patch.com/groups/police-and-fire/p/police-investigating-report-of-cyber-bullying-to-victb3d8e9589b police headquarter. (2013‚ july 23). Sex crimes. Retrieved from http://www.kcmo.org/police/crime/sexcrimes/sexcrimes/index
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TABLE OF CONTENTS INTRODUCTION 2 ORGANIZATIONAL DOWNSIZING – A LITERATURE OVERVIEW 2 WHY DO COMPANIES DOWNSIZING? 2 STAGES OF DOWNSIZING 3 THE IMPACT OF DOWNSIZING PRACTICES ON THE PERFORMANCE 4 ALTERNATIVES TO LAYOFF 5 EARLY RETIREMENT 5 DOWNSIZING AND THE LEGAL ISSUES 6 REFERENCES: 6 INTRODUCTION Over the past decade‚ corporations have been under economic pressures for a long term. Consequently‚ some of them were eliminated from the local market‚ the survivors have been
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advanced engineering techniques‚ engine technology and styling‚ they did not match Toyota in efficiency‚ productivity and quality. Executives of rival companies also appreciated Toyota’s manufacturing and product development systems. Officials at GM commented‚ "Toyota is the benchmark in manufacturing and product development." A top executive at Ford said‚ "Toyota is far ahead in developing markets that the real race is for the second place." Some executives at BMW also considered Toyota the
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two sides battled constantly to see who could “one up” the other. In the early eighties the economy and the rise of foreign competition reluctantly forced the automakers and the unions to form an averse partnership. Up to this point the Big Three (GM‚ Ford‚ and Chrysler) were manufacturing vehicles primarily in the United States and the UAW was at the peak of its power. The UAW was able to keep the companies in check because almost all of the automakers’ employees were union members. Today U.
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Presentation Outline Does Ford Need to Change Its Corporate Culture? I. Introduction – Segment length: 1:00. Total: 1:00 a. Relationship of Topic to Course i. Leadership ii. Power and Politics iii. Decision Making iv. Organizational Culture and Development b. Topic question: Does Ford need to change its corporate culture? c. Answer: Yes‚ mistakes in corporate decision making and failure to keep up with competition has left Ford’s market share dwindling. d. Methodology i. Survey (Primary)
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Final Analysis of Ford Motor Company Angyla B. Bell MGT/521 September 17‚ 2012 Steve Barnes‚ Sr. Final Analysis of Ford Motor Company The final part of the business analysis will cover the strategic initiatives of Ford Motor Company (Ford)‚ their reaction to the economic trends‚ company strategies for adapting to changing markets‚ and tactics to achieve strategic goals. It will also review the operations of their human resources department in helping to achieve business goals as well
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Z. P. Li‚ J. Q. Wang‚ X. H. Liu‚ S. Liu‚ J. F. Ou and S. R. Yang‚ J. Mater. Chem.‚ 2011‚ 21‚ 3397. 15. J. Y. Zhu and J. H. He‚ ACS Appl. Mater. Interfaces‚ 2012‚ 4‚ 1770. 16. J. W. Xiao and S. H. Yang‚ J. Mater. Chem.‚ 2012‚ 22‚ 12253. 18. W. S. Hummers. Jr and R. E. Offeman‚ J. Am. Chem. Soc.‚ 1958‚ 80‚1339. 19. S. Stankovich‚ D. A. Dikin‚ R. D. Piner‚ K. A. Kohlhaas‚ A. Kleinhammes and Y. Jia‚ Carbon 2007‚ 45‚ 1558. 21. Pruddhomme‚ R. Car‚ D. A. Saville and I. A. Aksay‚ J. Phys. Chem. B‚ 2006‚
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Throughout corporate America‚ downsizing is a common practice. The concept of downsizing as a strategic tool wasn ’t introduced until the 1980 ’s‚ and today it is a well known system. This has been caused by the accelerated growth of international and global competition throughout the past two decades. Increasing competition is forcing companies to drive their costs as low as possible‚ and the quickest‚ easiest way to cut costs is to cut jobs. Top management within corporations is most worried about
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