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Nabeya Bi-tech Kaisha
, also known as NBK, is a machine component parts manufacturer located in Seki, Gifu, Japan. The company's roots date to 1560, when it began as a metal foundry casting pots, tea kettles and temple bells. History NBK’s history dates to 1560, when Taro-Uemon-i Okamoto founded the company. In 1749, the Okamotos received from the Imperial Court a license as a caster. They presented the Kyoto Imperial Palace with a lantern and were given the trade name “Nabeya”, that means "Pan(Pot) shop or artisan". The Okamotos produced many temple bells in Japan. The main branch of the Okamotos runs Nabeya Co., Ltd. while other branches use “Nabeya” as part of the name of the company which they run. "Bi-tech" stands for "Newest and Traditional 2-technologies", and "Kaisha" means "Company or Corporation". The company in its current form was incorporated by Tomokichi Okamoto in 1940. Head office and factory NBK's head office and main factory, NBK Seki Plant, are located in Seki city, Gif ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Seki, Gifu
is a city located in Gifu, Japan. , the city had an estimated population of 89,020 and a population density of 190 persons per km2 in 35,366 households. The total area of the city was . Geography Seki is located in central Gifu Prefecture at the northern tip of the Nōbi Plain, approximately 40 kilometers north of Nagoya. Due to various municipal mergers, the city has a "U" shape, almost enclosing the city of Mino. Also as a result of the merger, the population center of population in Japan now is located in Sekiuchi (former Mutsumi-cho area). Mount Takinami is the highest point in the city, with an elevation of . The Nagara River and Itadori River flow through the city. Climate The city has a climate characterized by hot and humid summers, and mild winters (Köppen climate classification ''Cfa''). The average annual temperature in Seki is 15.2 °C. The average annual rainfall is 2090 mm with September as the wettest month. The temperatures are highest on average in ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management By Objectives
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book ''The Practice of Management''.Drucker, P., ''The Practice of Management'', Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007 Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. In this system of management, individual goals are synchronized with the goals of the organization. An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Pay For Performance (human Resources)
Performance-related pay or pay for performance, not to be confused with performance-related pay rise, is a salary or wages paid system based on positioning the individual, or team, on their pay band according to how well they perform. Car salesmen or production line workers, for example, may be paid in this way, or through commission. Many employers use this standards-based system for evaluating employees and for setting salaries. Standards-based methods have been in ''de facto'' use for centuries among commission-based sales staff: they receive a higher salary for selling more, and low performers do not earn enough to make keeping the job worthwhile even if they manage to keep the job. In effect, the salary would be re-evaluated up, or down, periodically (usually annually) based on the performance of the individual or team. The reward is the salary: with an expectation to be high on the pay band for high performance and low on the band for low performance. In comparison, the per ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
