25 Updated December 2009 Strengthening Democracy and Democratic Institutions in Pakistan UNDERSTANDING LABOUR ISSUES IN PAKISTAN PILDAT is an independent, non-partisan and not-for-profit indigenous research and training institution with the mission to strengthen democracy and democratic institutions in Pakistan. PILDAT is a registered non-profit entity under the Societies Registration Act XXI of 1860, Pakistan. ©Pakistan Institute of Legislative Development And Transparency - PILDAT All rights
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Search Go! Going Global: The Impact of Satellite Television on News and Society "Consider man, the prosthetic god. Not being able to run very fast or for very long, he has grafted onto himself additional feet, until he can travel farther and faster than any other animal, and not only on land but also on and under water and in the air. He can reinforce his eyes with glasses, telescopes, and microscopes. Thanks to orbiting satellites, he can, without displacing himself, count wildebeest in the African veldt
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Academy of Management Learning & Education, 2005, Vol. 4, No. 1, 75–91. ........................................................................................................................................................................ Bad Management Theories Are Destroying Good Management Practices SUMANTRA GHOSHAL Advanced Institute of Management Research (AIM), UK and London Business School The corporate scandals in the United States have stimulated a frenzy of activities in business
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www.ccsenet.org/res Review of European Studies Vol. 4, No. 3; July 2012 Europe and the Middle East: From Imperialism to Liberal Peace? Raymond Hinnebusch1 1 School of International Relations, University of St Andrews, Scotland, UK Correspondence: Raymond Hinnebusch, School of International Relations, University of St Andrews, St Andrews, Fife KY16 9AX, Scotland, UK. Tel: 44-1334-462-861. E-mail: rh10@st-andrews.ac.uk Received: November 24, 2011 Accepted: April 26, 2012 Online Published:
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Scaling Inclusive Business Models leveraging a partnership ecosystem at the nexus of poverty and environment Scaling Inclusive Business Models leveraging a partnership ecosystem at the nexus of poverty and environment Markus Dietrich,Director, ASEI Sahba Sobhani, Programme Advisor Private Sector BPPS, UNDPASEI Project Team: Mary Grace Santos, Lead Consultant Lorenzo Cordova, Jr., Environmental Impact Specialist Marcos Perez, Jr. Social Impact Specialist Markus Dietrich,Director, ASEI
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Risk is an inevitable component of intermediation and trading activity. Given the fundamental trade-off between risks and returns, the objective of regulators is to determine when risk exposures either become excessive relative to the financial institution’s capital position and financial condition or have not been identified to the extent that the situation represents an unsafe and unsound banking practice. Determination of whether the institution’s risk-management system can measure and
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The Importance Of Corporate Ethics and Values: Building a Sustainable Strategy Model for Effective Implementation of Good Corporate Governance within a State-Owned Enterprise in South Africa. A Research Study Presented to the Graduate school of Business Leadership University of South Africa In Fulfillment of the Requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA Prepared by Lazarus Docter Mokoena (called Bonga) [Student No: 0555-418-7] Tel: 011-217
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chapter 2 40 Chapter 2 you. I’ve asked Charlie Moody to come in today to talk about it. He’s waiting to speak with us.” When Charlie joined the meeting Fred said, “Hello, Charlie. As you know, the Board of Directors met today. They received a report on the expenses and lost production from the worm outbreak last month, and they directed us to improve the security of our technology. Gladys says you can help me understand what we need to do about it.” “To start with,” Charlie said, “instead
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ISSN Journal title 1619‐4500 1863‐8171 1528‐7106 0001‐3072 1018‐161X 1096‐3685 1087‐9595 1524‐7252 0001‐4273 1537‐260X 0363‐7425 1526‐1794 1095‐6298 1813‐0534 0001‐4575 1754‐7718 1445‐954X 0001‐4788 0810‐5391 1944‐529X 1530‐9320 0951‐3574 1328‐8261 0963‐9284 1041‐0392 0155‐9982 0148‐4184 1032‐3732 0888‐7993 1744‐9480 1911‐382X 1030‐9616 0958‐5206 0361‐3682 1530‐0226 1073‐0516 1046‐8188 1049‐3301 1049‐331X 0168‐9673 0001‐6373 0001‐6918 0353‐4316 1212‐3285 4OR: Quarterly Journal of Operations Research
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S w 9B11M113 CORPORATE RESTRUCTURING OF GUJARAT STATE ROAD TRANSPORT CORPORATION Professor Shubhabrata Basu wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission
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