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Workplace strategy: The dynamic alignment of an organization's work patterns with the work environment to enable peak performance and reduce costs. Workplace stress: The harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker.
The ancient Greek understanding of physics was limited to the statics of simple machines (the balance of forces), and did not include dynamics or the concept of work. During the Renaissance the dynamics of the Mechanical Powers, as the simple machines were called, began to be studied from the standpoint of how far they could lift a load, in addition to the force they could apply, leading ...
Mail area: an open or semi-open support space where employees can pick up or deliver their mail. Pantry area: an open or enclosed support space where employees can get refreshments and where supplies for visitor hospitality are kept. Break area: a semi-open or enclosed support space where employees can take a break from their work.
Workspace refers to small premises provided, often by local authorities or economic development agencies, to help new businesses to establish themselves. These typically provide not only physical space and utilities but also administrative services and links to support and finance organizations, as well as peer support among the tenants.
Work design (also referred to as job design or task design) is an area of research and practice within industrial and organizational psychology, and is concerned with the "content and organization of one's work tasks, activities, relationships, and responsibilities" (p. 662). [1]
Work or labor (labour in British English) is the intentional activity people perform to support the needs and desires of themselves, other people, or organizations. [1] In the context of economics, work can be viewed as the human activity that contributes (along with other factors of production) towards the goods and services within an economy. [2]
The sum of the labour force and out of the labour force results in the noninstitutional civilian population, that is, the number of people who (1) work (i.e., the employed), (2) can work but don't, although they are looking for a job (i.e., the unemployed), or (3) can work but don't, and are not looking for a job (i.e., out of the labour force).
The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.