تحقیق درموردمتن انگلیسی مقررات شغلی

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Rules Currently in Effect

Chapter 21. Student Services Subchapter T. Matching Fund Employment Program for Professional Nursing Students

Please note that The Texas Higher Education Coordinating Board makes every effort to ensure that the information published on this Internet site is secure and accurate; however, due to the limitations of Internet security, the rules published here are for information only, and do not represent legal documentation.

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§21.620 Authority and Purpose

(a) Authority. Authority for this subchapter is provided in the Texas Education Code, Chapter 61, Subchapter L, Financial Aid for Professional Nursing Students and Vocational Nursing Students and Loan Repayment Program for Certain Nurses. These rules establish procedures to administer the subchapter as prescribed in the Texas Education Code, §§61.651 - 61.658.

(b) The purpose of the Matching Fund Employment Program for Professional Nursing Students is to promote the health care and health educational needs of the citizens of Texas.

Source Note: The provisions of this §21.620 adopted to be effective July 3, 1990, 15 TexReg 3575; amended to be effective November 28, 2004, 29 TexReg 10773

§21.621 Definitions

The following words and terms, when used in this subchapter, shall have the following meanings, unless the context clearly indicates otherwise:

(1) Advisory Committee--The Advisory Committee to advise the Board concerning assistance provided to professional nursing students.

(2) Board--The Texas Higher Education Coordinating Board.

(3) Commissioner--The commissioner of higher education, the chief executive officer of the Board.

(4) Cosigner--A person signing a promissory note, other than the loan recipient, who is over 21 years of age and who is gainfully employed full time or otherwise demonstrates financial responsibility. Such a person may be a relative, except a spouse, and may not be a student. He or she may be a representative of the eligible employer. A cosigner is jointly and severally responsible for all promissory notes issued throughout the program and signed by the maker and him or herself.

(5) Employment Program Award--A lump-sum monetary award provided students on a term-by-term basis through the employment program, in exchange for which the student is obligated to work for an employer for one year after completion of his or her professional nursing studies. If the terms of the exchange are violated, and the grievance subcommittee determines it to be appropriate, the award may be treated as a loan, with repayment required of the student and with interest accruing from the date of the award disbursement.

(6) Employment Program--The Professional Nursing Student Matching Fund Employment Program.

(7) Financial Need--The cost of education at an institution of higher education less the expected family contribution and any gift aid for which the student is eligible. The cost of education and family contribution are to be determined in accordance with Board guidelines. The cost of education includes tuition, fees, educational materials and living expenses.

(8) Fund--The Professional Nurses Matching Fund Employment Program Fund administered by the Board.

(9) Grievance Subcommittee--A subcommittee appointed by the Board to review documentation and hear grievances raised through channels outlined in this subchapter and to assess penalties as determined appropriate.

(10) Half-time Student--A person formally admitted to the institution who is enrolled or expected to be enrolled for a half-time course load as determined by the educational program in which the student is enrolled.

(11) Minority--A student whose ethnic or racial group is Black, Hispanic, American Indian or Alaskan Native, or Asian or Pacific Islander.

(12) Nursing Shortage Area--A geographic or practice area within the State of Texas that has an acute shortage of professional nurses.

(13) Professional Nursing Student--A student enrolled in an accredited institution of higher education in Texas in a course of study leading to an initial or an advanced degree in professional nursing.

(14) Program Officer--The Professional Nursing Student Matching Fund Employment Program Officer designated by an eligible institution to represent the program on that campus.

(15) Resident--A resident of the State of Texas as determined by the Board. Nonresident students eligible to pay resident tuition rates are excluded from this program.

(16) Rural Area--A nonmetropolitan county as defined by the United States Census Bureau in its most recent census.

تحقیق درموردمتن انگلیسی اندازه گیری کارآفرینی

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Measuring Entrepreneurship

. These measurement attempts can range from simple checklists through to complex and detailed computer programmes. This need for a definition and measure of entrepreneurship is because, however defined, the entrepreneur is the key to the successful launch of any business.

He or she is the person who perceives the market opportunity and then has the motivation, drive and ability to mobilise resources to meet it. The major characteristics of entrepreneurs that have been listed by many commentators include the following.

Self confident and multi-skilled. The person who can 'make the prod-uct, market it and count the money, but above all they have the confidence that lets them move comfortably through unchartered waters'.

Confident in the face of difficulties and discouraging circumstances.

Innovative skills. Not an 'inventor' in the traditional sense but one who is able to carve out a new niche in the market place, often invisible to others.

Results-orientated. To make be successful requires the drive that only comes from setting goals and targets and getting pleasure from achieving them.

A risk-taker. To succeed means taking measured risks. Often the successful entrepreneur exhibits an incremental approach to risk taking, at each stage exposing him/herself to only a limited, measured amount of personal risk and moving from one stage to another as each decision is proved.

Total commitment. Hard work, energy and single-mindedness are essential elements in the entrepreneurial profile.

However, two warnings need to be attached to this partial list of entrepreneurial qualities.

Firstly, selecting individuals for enterprise development training by such a set of attitudes and skills in no way guarantees business success.

Secondly, the entrepreneurial characteristics required to launch a business successfully are often not those required for growth and even more frequently not those required to manage it once it grows to any size. The role of the entrepreneur needs to change with the business as it develops and grows, but all too often he or she is not able to make the transition.

Visionaries and Managers

In new and emerging businesses, the person who starts the business is often an entrepreneur; a visionary.

The visionary who starts a business with a fresh idea -- to make something better or less expensively, to make it in a new way or to satisfy a unique need -- is often not primarily interested in making money. The visionary wants to do something that no one else has done because they can, because it is interesting and exciting, and because it may be meeting a need. Once the business begins to have some success, then the nature of the processes needed change.

At this stage, the infant business experiences its first set of challenges:

How does the visionary entrepreneur transfer the skills and the inspiration that made the little enterprise a success into something larger?

How does the business deal with cash flow constraints?

How does it obtain the legitimacy necessary to enable it to borrow?

Often, the visionary is not interested in these issues. Visionaries are notoriously poor at supervising staff, negotiating with investors, or training successors. The business now needs a professional management focus, which calls on a different set of skills, to manage and sustain growth, that are distinct from the skills necessary to start an enterprise and promote a vision.

Applying management skills allows the adolescent enterprise continues to do well, but the business culture begins to change. The emphasis of management is structure, policies, procedures and the bottom line, that is profitability. Then the business reaches the next challenge: the maturing enterprise now requires a management structure or governance to create checks and balances and to ensure that the management focus does not become too powerful and overwhelm the entrepreneurship necessary to create rapid growth and access new markets.

Businesses in emerging industries go through these three stages characterised by vision, management, and governance. Upon developing into an institutionalised company with appropriate governance structures, the business encounters a new set of challenges that are common to all industries:

How does the business preserve its vision?

How does it balance growth, risk, and profitability?

How does it establish a governance system that holds management accountable without undermining its independence and flexibility?

Conclusion

This business development cycle described above is common amongst successful businesses. The cycle itself raises the issue of what to focus on when attempting to select a business idea to take part in a programme such as the TKMPK. The real danger for those involved in selection activities is that of selecting entrepreneurial qualities over managerial skills. This may thereby condemn the business to uneven growth, poor management and ultimate failure, as the enterprise does not respond adequately to new market and trading conditions. A further danger is attempting to select people over ideas.

The focus of any predicative element in the selection process, therefore, needs to be on a balance of both entrepreneurial and managerial qualities. And the major determinant in selecting a participant for business management training must remain the business idea itself.

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تحقیق درموردمتن انگلیسی شرکت ایران خودرو

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Iran Khodro

Contents

]

1 Current passenger car range

2 References

3 See also

4 External links

Iran Khodro

Iran Khodro (or Iran Khodro Industrial Group) is a major Iranian industrial manufacturer; khodro means "automobile" in Persian. The company manufactures cars for the domestic and export markets. Founded in 1962 by two brothers, Ahmad and Mahmoud Khayami, Iran Khodro was originally called "Iran National" before the 1979 Islamic Revolution.

Iran Khodro produces Iran's first national car, the Samand, which is based on the Peugeot 405 platform. The firm has a long-term relationship with PSA Peugeot Citroën, and assembles a number of Peugeot models under licence from the French firm. It also makes trucks and buses under license from Mercedes-Benz.

For more than 3 decades, Iran Khodro produced the Paykan, (a version, developed over its life, of the Rootes Group's Hillman Hunter). This car became an iconic figure in Iran and single-handedly pulled the Iranian automobile industry from the edges of bankruptcy in early 1990s.[citation needed] Paykan's production was discontinued in 2005, almost thirty years after the end of Hillman Hunter production in Britain. A pick-up version is still in production.

Original company logo

Iran Khodro is the largest automotive producer in the Middle East, Central Asia and North Africa regions, with an annual production of around 1,000,000 various vehicles including cars, buses, trucks and pick-ups. This figure also places it as the 20th biggest automotive producer globally. [1]

In a joint-venture with Daimler AG, Iran Khodro is soon to start production of sophisticated 900-class Mercedes-Benz engines; one of its directors stressing that the company will export Iran-made engines to Germany. [1] [2]

[edit] Current passenger car range

SAMAND Sarir

Samand; the "Iranian national car". Codenamed X7 during development, and based on the 405 platform.

Samand Sarir; a longer bodied Samand with enhanced equipment.

Samand Soren

Peugeot 206; a saloon version of the 206, the 206 SD has also been recently co-developed with Peugeot.

Peugeot 405; available in saloon trims GLi and GLX and estate trim GLX.

Peugeot Pars; initially called the Peugeot Persia. Changes include a redesigned front and modernised rear.

Peugeot RD; chassis and drivetrain are similar to the older Paykan but the outer body shell and appearance resemble a 405.

Peugeot ROA

[edit] References

^ Article in Iran Daily

^ Article from Iran Mania