پارسی، ترجمه و ویرایش
نکاتی دربارۀ نگارش فارسی، تایپِ درست و ترجمه (اکبر خرّمی)پارسی، ترجمه و ویرایش
نکاتی دربارۀ نگارش فارسی، تایپِ درست و ترجمه (اکبر خرّمی)ترجمۀ پیشرفتۀ ۲ – متن شمارۀ ۴
ترجمۀ پیشرفتۀ ۲ – متن شمارۀ ۴
یکشنبه، ۹ آبان ۹۵
دانلود ۵ دسته فونت فارسی منطبق با استاندارد یونیکد
تفاوت کاراکترهای فارسی با عربی
آموزش مصوّر تصحیح کیبورد فارسینرمافزار رایگان چینش دلخواه کلیدهای کیبورد
مقایسۀ شکل «ـۀ» فارسی در چند فونت
مشکلات ما ایرانیــان در استفاده از فونت
انواع خط فاصله (Em dash, En dash, Hyphen)
How does one motivate an employee? For decades, organizational behaviourists and industrial psychologists have struggled to answer this question. To most nonacademics, money immediately comes to mind as one possible response. Challenging job tasks, attractive physical work places, and collegial operating environments would also probably find places on most personal lists. On paper, answers such as these appear fairly obvious. Unfortunately, the Internet economy and the inherent opportunities for dramatic personal wealth creation have placed in question the effectiveness of many traditional managerial solutions. Never before has the function of attracting, motivating, and retaining talented individuals taken on such prominence.
Luckily, academics continue to tackle this issue through diverse lenses. One important school of thought contends that a reasonable response may be tied to an understanding of the nature of the firm itself and its boundaries. Theorists working in this paradigm suggest that a sound understanding and prudent use of property rights by managers and directors hold the key to the resolution of this and other important organizational challenges.
The idea of a property right is not new. Indeed, economists have been working with this concept for almost eighty years. A classical definition suggests that a property right is the liberty or permit to enjoy benefits of wealth while assuming the costs which those benefits entail.
