In the first part of this two-part work, the economics of higher education are explained. It is made clear how a university’s business model differs from that of a company that has to compete on the open market.On this basis, it is explained:Why universities are in no way threatened by low retention-rates and graduation-ratesWhy universities cannot significantly improve or otherwise alter the quality of their educational services without imperiling their very existencesWhy universities do not have to improve the quality of their educational servicesWhy universities couldn’t improve the quality of their services even if they wanted toWhy the fact that many universities have low retention and graduation-rates does not a represent a business opportunity, or opportunity of any other kind, for anyone, whether inside or outside of academiaWhy principles of knowledge management (KM) that are so useful when it comes to helping businesses that compete on the open market are completely useless, and indeed of negative utility, when it comes to helping universities solve their problems.In the second part of this work, it is explained how to construct an online university that is both lucrative and also provides instruction that is faster, better, cheaper, and more useful than the instruction provided by any existing (or possible) brick-and-mortar university. Finally, it is explained how the principles of KM can be used to optimize such a university, once it is up and running. 1. Language: English. Narrator: Gareth Thomson. Audio sample: http://samples.audible.de/bk/acx0/149275/bk_acx0_149275_sample.mp3. Digital audiobook in aax.
Customer Retention as a Part of Customer Relationship Management of Private Broadcasting Radio Stations ab 16.99 EURO
In-vessel corium retention via external reactor pressure vessel cooling is considered to be an effective severe accident management strategy for corium localisation and stabilisation. The main idea consists in flooding the reactor cavity and transferring the decay heat through the reactor wall to the encirclement water and than to the atmosphere of the containment of nuclear power plant. The aim of this strategy is to localise and to stabilise the corium inside reactor pressure vessel. Not using this procedure could destroy the integrity of vessel and might cause the interaction of the corium with the concrete at the bed of the reactor cavity. Several experimental facilities and computer codes were applied to simulate this strategy for concrete reactor designs. There were applied necessary technical modifications concerning the implementation of this concept at the Loviisa VVER-440/V213 in Finland. In 2009, this concept was implemented into Bohunice VVER-440/V213 in Slovak republic. This strategy is also an important part of the advanced reactor designs AP600 and AP1000. This concept is taken into account at high-power reactor APR1400 that is going to be finished in Korea in 2013.
The UK restaurant sector employs a significant number of part-time employees, some of whom are experienced, but many of whom are not. Notwithstanding this they tend to perform the same work tasks and hold the same responsibilities as full-time employees. However, restaurant managers often treat part-time employees inappropriately with regard to recruitment and selection, induction and training, development, retention and turnover. As a result, part-time employees may develop negative job attitudes and behaviours, e.g. higher staff turnover, lower level of commitment and less willingness to contribute to the organisation than their full-time counterparts. Such attitudes and behaviours affect service quality and customer satisfaction as most customers do not know or even care whether an employee is full-time or part-time. They are only looking for appropriate standard of service quality. This study investigates the management of part-time employees in the restaurant industry using the UK restaurant sector as a case study.
Emotional Intelligence is one of important deciding factors for relationship management resulting in retention, motivation, and self-management & leading others. This study focuses on measuring the impact of successful leadership, by using EI models applied to private sector in Lebanon. This is done through studying research sample of Matelec Group for electrical equipment in Lebanon. The study covered a sample of managers, officials and supervisors who work in Matelec Group for electrical Equipment in Lebanon. The sample included (242) managers, officials, Supervisors and labors. The study used a research instrument that consists of three parts: the first part consists of the personal data of the subjects, the second part consists of the Emotionally Intelligent leadership impact on Matelec Group Success, while the third part consists of the research conclusions. Truthfulness of the tool has been verified through clear truthfulness approach, by presenting the tool to a group of expert arbitrators. This study explores the employees' performance efficiency.
Better recruitment and selection strategies result in improved organizational outcomes. With reference to this context, the book entitled Recruitment and Selection Process of Prime Bank Limited: An In depth Analysis has been prepared to put a light on recruitment and selection process of Banking sector. The main objective of this book is to assess and evaluate the recruitment and selection strategy of Prime Bank Limited and make constructive recommendations for the improvement of the banks recruitment and selection process. The book also provides some suggestions that can help Prime Bank Limited in future for utilizing human resources as a distinctive competency. At the end of the book some suggestions are made to review the recruitment and selection policies of the bank that will lead to higher employee retention and improved organizational performance. This book is an in depth analysis of the recruitment and selection process as a key part of Human Resource Management in the field of private financial organization.
Customer Relationship Management(CRM)describes the technology and methods used by organizations to document, analyze and build strategies aimed at improving the relationship between the firm and its customer.CRM is an essential part of modern business management that focuses on customer retention through increased customer satisfaction and enhanced loyalty. It is a Customer satisfaction, Loyalty, retention (SLR) conceptual model of how customer value affects customer satisfaction, which in turn affects loyalty, customer loyalty affects customer retention. Loyalty of the customer increases with customer satisfaction at an increasing rate (Ramakrishnan 2002).It is to measure customer satisfaction, loyalty and retention essentially capturing the voices of the customer. The primary reasons for assessing customer satisfaction are to maximize customer retention, and to gain/build customer loyalty.
Organisation need be more effective in retaining the tacit knowledge (know-how and know-what) and made it accessible for another staff to be more productive and enable management to make better decisions. Relying on explicit knowledge and old-style training courses is simply no longer effective to transfer or retain knowledge, therefore, understanding the role of tacit knowledge retentions as part of knowledge management is becoming increasingly more important to fulfil the organisation strate-gic goals. To attain the aim, theoretical and empirical study using quantitative survey-base questionnaire with (275) samples from different international oil and gas companies have quantitatively assessed three main factors, the strategic impact of tacit knowledge loss, the impact of knowledge practice and organisational behaviour at the individual level on knowledge retention within the organization, which consider as an asset and affects significantly the productivity and efficiency of staff and the competitive ad-vantage for the organisations
The research investigates the retention of employees in the institutions of higher learning in South Africa. The research is undertaken because employee at one of the institutions are resigning from their positions and join rival institutions and other organizations. This creates a problem on part of students and management. In order to address the purpose of this research, various retention strategies to keep talented employees are discussed, and factors that lead to employees leaving the institutions are also placed under the spotlight. The research reveal that factors such as working environment, personal career development, emotional exhaustion as well as rewards versus performance exacerbate mass exodus of talented employees at the institution. The findings revealed that managers and supervisors play crucial roles in the interpretation and implementation of strategies. Working conditions should be improved so that employees stay with the institution and perform to the best of their ability. Training should be made compulsory for every employee as it provides necessary skills. Best performance and rewards should match performance in order to keep employees at the institution.