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Interchange Rings  [PDF]
Charles Edmunds
Mathematics , 2014,
Abstract: An interchange ring,(R,+,*)is an abelian group with a second binary operation defined so that the interchange law (x+y)*(u+v)=(x*u)+(y*v)holds. An interchange near ring is the same structure based on a group which may not be abelian. It is shown that given any group,G,each interchange(near)ring based on that group is formed from a pair of endomorphisms of G whose images commute, and that all interchange (near)rings based on G can be characterized in this manner. To obtain an associative interchange ring, the endomorphisms must be commuting idempotents in the endomorphism semigroup of G. When G is abelian we develop a group theoretic analogue of the simultaneous diagonalization of idempotent linear operators and show that pairs of endomorphisms which yield associative interchange rings can be diagonalized and then put into a canonical form. A best possible upper bound of 4^r can be given for the number of distinct isomorphism classes of associative interchange rings based on a finite abelian group A which is a direct sum of r cyclic groups of prime power order. If A is direct sum of r copies of the same cyclic group of prime power order, we show that there are exactly (r+1)(r+2)(r+3)/6 distinct isomorphism classes of associative interchange rings based on A. Several examples are given and further comments are made about the general theory of interchange rings.
The meaning of talent  [cached]
Raquel Lorenzo
Intangible Capital , 2006,
Abstract: The knowledge society gives a remarkable role to human potentialities into organizations. For this reason has emerged talent management. But it is necessary to know its meaning to put on practice programs. In this paper, the author analyzes different points of views about this topic.
Talent predictors  [cached]
Raquel Lorenzo
Intangible Capital , 2005,
Abstract: The knowledge of talent predictors is the initial point for building diagnosis and encouragement procedures in this field. The meaning of word predictor is to anticipate the future, to divine. Early prediction of high performance is complex problem no resolute by the science yet. There are many discrepancies about what measure and how to do. The article analyze the art state in this problematic because the excellence is determined by the interaction between internal and environmental factors.
The random interchange process on the hypercube  [PDF]
Roman Kotecky,Piotr Mi?o?,Daniel Ueltschi
Mathematics , 2015,
Abstract: We prove the occurrence of a phase transition accompanied by cycles of diverging lengths in the random interchange process on the hypercube.
Secure Interchange Routing  [PDF]
Mark Hartong, Rajni Goel, Duminda Wijesekera
Journal of Transportation Technologies (JTTs) , 2011, DOI: 10.4236/jtts.2011.12004
Abstract: Locations that connect tracks from different rail-road companies—referred to as interchange points—ex- change crew, locomotives, and their associated consists. Because trains have a single degree of freedom in movement, that is, they can only operate along the tracks, any delay occurring at an interchange point causes cascading delays in connecting tracks. In addition, authentication and authorization that is expected to take place at interchanges in PTC controlled train movement may add extra delays due to mutual authentication between two security domains. In this paper we propose a model that can address safety and security con- cerns and their interrelationships that govern train movement through an interchange point. We show how a profile of safe operations can be computed for operating an interchange point.
Talent Management in HR  [cached]
Preeti Khatri,Shikha Gupta,Kapil Gulati,Santosh Chauhan
Journal of Management and Strategy , 2010, DOI: 10.5430/jms.v1n1p39
Abstract: Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who in good times may have been too difficult or expensive to attract but who are now available thanks to workforce reductions in other companies. It is easy enough to say that companies that can rally their people will have a better chance to thrive during and after the economic downturn. But effective talent management is not simply a matter of exhortation or charisma. Close, comprehensive and scientific analysis of the capabilities needed to achieve high performance is vital. Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees’ talents and skills drive their business success. These companies develop plans and processes to track and manage their employee talent, including, attracting and recruiting qualified candidates with competitive backgrounds, managing and defining competitive salaries, training and development opportunities, performance management processes retention programs, promotion and transitioning. The objective of this paper is to retain the employees by managing their talent in organization.
Talent Management - Case Study on Determining the Collective Pool of Talent
Mirabela-Constanta MATEI,Annamaria RAKOCZI,Maria-Madela ABRUDAN
Risk in Contemporary Economy , 2012,
Abstract: Our paper focuses on the importance of attracting and retaining talent in a company. Attracting talent refers not only to the selection of talented employees from outside the company, but also to their identification among existing employees by determining and developing the collective pool of talent. The aim of our paper is to get a better view on how companies understand, attract and retain talent. To achieve this aim, we first reviewed the literature in the field of interest and then conducted a case study on determining the collective pool of talent within a medium size company from Bihor County. Results are discussed.
Talent Management: Effect on Organization Performances  [cached]
James Kehinde
Journal of Management Research , 2012, DOI: 10.5296/jmr.v4i2.937
Abstract: Talent management is a new concept but difficult phenomenon to measure. The impact of talent management on organizational performance is a problem especially where only strategic staffs is treated as talents of the firm. The purpose of the study is to examine the effect of talent management on organizational performance. The questionnaire was used as the survey method of collecting primary data for the study. Correlation coefficient, t- student distribution and the descriptive analyses were the methods used to analyze the data gathered. The analyses revealed that talent management has positive impact on the organizational overall performance. It also revealed that talent management scheme has impact on the performance of the multinational and the national firm but the small and medium scale firms have not been gaining from this new technique within the Nigerian business environment. The study therefore recommends that talent management scheme should be used for all categories of staff within the firm that have special talent and that firms should separate between their talent management scheme and the total human recourses management style of the firm.
Brain Drain, Talent Mobility and Academic Networking
Cheng Ming Yu, Tan Hoi Pew, Fok Kuk Fai
Journal of Management and Research , 2014,
Abstract: Talent is the key to economic development and the network built among talents is the resource crucial for national competitiveness.Talent is highly mobile and a more talented individual tends to show higher tendency to move on and respond to better economic opportunities. Therefore, managing talent is a challenging job. This paper examines the evolution of brain drain to talent mobility and also analyses talent networking for a special group of talent, that is, academics. The purpose of this paper is to explore the nature and patterns of academic networking, and the challenges in forming and maintaining this network.
Interchange Reconnection Alfven Wave Generation  [PDF]
B. J. Lynch,J. K. Edmondson,Y. Li
Physics , 2014, DOI: 10.1007/s11207-014-0506-x
Abstract: Given recent observational results of interchange reconnection processes in the solar corona and the theoretical development of the S-Web model for the slow solar wind, we extend the analysis of the 3D MHD simulation of interchange reconnection by Edmondson et al. (Astrophys. J. 707, 1427, 2009). Specifically, we analyze the consequences of the dynamic streamer-belt jump that corresponds to flux opening by interchange reconnection. Information about the magnetic field restructuring by interchange reconnection is carried throughout the system by Alfven waves propagating away from the reconnection region, distributing the shear and twist imparted by the driving flows, including shedding the injected stress-energy and accumulated magnetic helicity along newly open fieldlines. We quantify the properties of the reconnection-generated wave activity in the simulation. There is a localized high-frequency component associated with the current sheet/reconnection site and an extended low-frequency component associated with the large-scale torsional Alfven wave generated from the interchange reconnection field restructuring. The characteristic wavelengths of the torsional Alfven wave reflect the spatial size of the energized bipolar flux region. Lastly, we discuss avenues of future research by modeling these interchange reconnection-driven waves and investigating their observational signatures.
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