Pay structure reflects four general architectural principles. The first is the minimum and maximum levels of pay within the organization, and to whom those levels go. The second is the general relationship between the levels of pay. In this, the organization must understand the different types of employees that it has, and what the relationship is between those types. The third factor is whether the pay structure should lead the market, meet the market or lag the market. This can be broken down by pay class as well, so that some positions lag the market while others lead the market, depending on the importance of the position to the company. The fourth architectural component of pay structure, which is the division of the total compensation dollar between base pay, merit pay and pay-for-performance programs (Henderson, 2006). A pay policy line is best described as a trend line that reflects the "middle pay value of jobs that have been evaluated" (Ibid, p.266). The trend line will reflect the above-mentioned factors of whether the structure leads or lags the industry, and the relationship between the different pay grades. The pay policy line need not have the same slope throughout, but could curve....
An example of this would be a company like Wal-Mart, where the lower levels of the organization are filled with tens of thousands of workers with a relatively flat pay structure. At higher levels, Wal-Mart employs some of the best talents in the field of logistics and supply chain management, and these talents are paid according to their talents, so the slope of the pay policy scale steepens at this point. This reflects that an organization might have more than one pay structure (i.e. For technical and non-technical staff). Alternately, if there is a smoother transition from lower level workers with some technical skills to workers with more advanced technical skills, there might be a curvilinear pay scale (a good example of this is a sports team, where players do the same job but those with higher skills see their salaries escalate at a faster rate than lower-skilled players).
Houses permitted the people to move from a nomadic existence to a settled and more organized way of life. The majority of the houses were square with other rooms built on. The palaces of the early Sumerian culture were the political, economic and religious focal points of the city; large-scale, lavishly decorated, and consisted of rooms used to house craftsmen and such. Archaeological finds have also revealed them to
Thomas Aquinas led the move away from the Platonic and Augustinian and toward Aristotelianism and "developed a philosophy of mind by writing that the mind was at birth a tabula rasa ('blank slate') that was given the ability to think and recognize forms or ideas through a divine spark" (Haskins viii). By 1200 there were reasonably accurate Latin translations of the main works of Aristotle, Euclid, Ptolemy, Archimedes, and
Charles Van Doren has concluded that the Copernican Revolution is actually the Galilean Revolution because of the scale of change introduced by Galileo's work. The technological innovation of the Renaissance era started with the invention of the printing press (the Renaissance). Even though the printing press, a mechanical device for printing multiple copies of a text on sheets of paper, was first invented in China, it was reinvented in the
William of Occam formulated the principle of Occam's Razor, which held that the simplest theory that matched all the known facts was the correct one. At the University of Paris, Jean Buridan questioned the physics of Aristotle and presaged the modern scientific ideas of Isaac Newton and Galileo concerning gravity, inertia and momentum when he wrote: ...after leaving the arm of the thrower, the projectile would be moved by an impetus
Market Orientation of Medical Diagnostic Units Dissertation for Master of Health Administration i. Introduction ii. Objectives iii. Description iv Administrative Internship v. Scope and Approach vi. Growth vii. Methodology viii. Hypothesis ix. Survey Questionnaire x. Research Design xi. Observation and Data Presentation xii. Test provided xiii. Analysis of findings Marketability of Patient Satisfaction Importance of Employee Satisfaction xiv. Conclusions and Recommendations xv. Bibliography xvi. Notes xvii. Appendices Market Orientation of Medical Diagnostic Units
architects in the 21st century is the issue of sustainability. Not only is there no consensus opinion on how to approach the issue of sustainability in academic circles but there is also no formula of integrating sustainability into architectural curriculum (Wright, 2003). This deficiency underscores an even more stressing problem, however: as Edwards and Hyett (2010) note, "the techniques and technologies of green design are now generally understood --
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