netrashetty
Netra Shetty
The Fox Film Corporation was formed in 1915 by the theater "chain" pioneer William Fox, who formed Fox Film Corporation by merging two companies he had established in 1913: Greater New York Film Rental, a distribution firm, which was part of the Independents; and Fox (or Box, depending on the source) Office Attractions Company, a production company. This merging of a distribution company and a production company was an early example of vertical integration. Only a year before, the latter company had distributed Winsor McCay's groundbreaking cartoon Gertie the Dinosaur.
Always more of an entrepreneur than a showman, Fox concentrated on acquiring and building theaters; pictures were secondary. The company's first film studios were set up in Fort Lee, New Jersey, but in 1917, William Fox sent Sol M. Wurtzel to Hollywood to oversee the studio's West Coast production facilities where a more hospitable and cost-effective climate existed for film making. Fox had purchased the Edendale studio of the failing Selig Polyscope Company, which had been making movies in Los Angeles since 1909 and was the first motion picture studio in the city.
With the introduction of sound technologies, Fox moved to acquire the rights to a sound-on-film process. In the years 1925–26, Fox purchased the rights to the work of Freeman Harrison Owens, the U.S. rights to the Tri-Ergon system invented by three German inventors, and the work of Theodore Case. This resulted in the Movietone sound system later known as "Fox Movietone". Later that year, the company began offering films with a music-and-effects track, and the following year Fox began the weekly Fox Movietone News feature, which ran until 1963. The growing company needed space, and in 1926 Fox acquired 300 acres (1.2 km2) in the open country west of Beverly Hills and built "Movietone City", the best-equipped studio of its time.
When rival Marcus Loew died in 1927, Fox offered to buy the Loew family's holdings. Loew's Inc. controlled more than 200 theaters as well as the MGM studio (whose films are currently distributed internationally by Fox). When the family agreed to the sale, the merger of Fox and Loew's Inc. was announced in 1929. But MGM studio-boss Louis B. Mayer, not included in the deal, fought back. Using political connections, Mayer called on the Justice Department's anti-trust unit to block the merger. Fortunately for Mayer, Fox was badly injured in a car crash in the summer of 1929, and by the time he recovered he had lost most of his fortune in the fall 1929 stock market crash, putting an end to the Loew's merger.
Over-extended and close to bankruptcy, Fox was stripped of his empire and ended up in jail. Fox Film, with more than 500 theatres, was placed in receivership. A bank-mandated reorganization propped the company up for a time, but it was clear a merger was the only way Fox Film could survive. Under the new president Sidney Kent, the new owners began negotiating with the upstart but powerful independent Twentieth Century Pictures in the early spring of 1935.
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and off-the-job
techniques. Individual circumstances and the who, what and why of your training program
determine which method to use
NATURE OF INCENTIVE:
(a).Incentive for acquiring higher/additional professional qualifications.
I. SCOPE
This incentive shall be payable to executives who acquire higher/additional professional
Qualifications in their respective disciplines.
II ELIGIBILITY
1. The incentive of two increments shall be given to the executives who attain First
Class or 60% level (where such grades are awarded) in professional qualifications
Higher than the qualifications prescribed at the induction level after joining the
Corporation provided that these qualifications are in line with the discipline in
which the executive is working. However, the condition of securing First Class or
60% level is not applicable in case of CA/ICWA w.e.f. 6.10.1998 and also in such
Cases where the executives had acquired the qualification of CA/ICWA prior to
6.10.1998 but after joining . However in such cases the increments shall be
admissible only w.e.f. 6.10.1998.
2. Executives who had started their studies for acquiring higher/additional
Professional qualification prior to joining , but acquired the said qualification
after joining the Corporation are also eligible for benefit under the scheme.
3. ENTITLEMENT:
I. Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
Always more of an entrepreneur than a showman, Fox concentrated on acquiring and building theaters; pictures were secondary. The company's first film studios were set up in Fort Lee, New Jersey, but in 1917, William Fox sent Sol M. Wurtzel to Hollywood to oversee the studio's West Coast production facilities where a more hospitable and cost-effective climate existed for film making. Fox had purchased the Edendale studio of the failing Selig Polyscope Company, which had been making movies in Los Angeles since 1909 and was the first motion picture studio in the city.
With the introduction of sound technologies, Fox moved to acquire the rights to a sound-on-film process. In the years 1925–26, Fox purchased the rights to the work of Freeman Harrison Owens, the U.S. rights to the Tri-Ergon system invented by three German inventors, and the work of Theodore Case. This resulted in the Movietone sound system later known as "Fox Movietone". Later that year, the company began offering films with a music-and-effects track, and the following year Fox began the weekly Fox Movietone News feature, which ran until 1963. The growing company needed space, and in 1926 Fox acquired 300 acres (1.2 km2) in the open country west of Beverly Hills and built "Movietone City", the best-equipped studio of its time.
When rival Marcus Loew died in 1927, Fox offered to buy the Loew family's holdings. Loew's Inc. controlled more than 200 theaters as well as the MGM studio (whose films are currently distributed internationally by Fox). When the family agreed to the sale, the merger of Fox and Loew's Inc. was announced in 1929. But MGM studio-boss Louis B. Mayer, not included in the deal, fought back. Using political connections, Mayer called on the Justice Department's anti-trust unit to block the merger. Fortunately for Mayer, Fox was badly injured in a car crash in the summer of 1929, and by the time he recovered he had lost most of his fortune in the fall 1929 stock market crash, putting an end to the Loew's merger.
Over-extended and close to bankruptcy, Fox was stripped of his empire and ended up in jail. Fox Film, with more than 500 theatres, was placed in receivership. A bank-mandated reorganization propped the company up for a time, but it was clear a merger was the only way Fox Film could survive. Under the new president Sidney Kent, the new owners began negotiating with the upstart but powerful independent Twentieth Century Pictures in the early spring of 1935.
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and off-the-job
techniques. Individual circumstances and the who, what and why of your training program
determine which method to use
NATURE OF INCENTIVE:
(a).Incentive for acquiring higher/additional professional qualifications.
I. SCOPE
This incentive shall be payable to executives who acquire higher/additional professional
Qualifications in their respective disciplines.
II ELIGIBILITY
1. The incentive of two increments shall be given to the executives who attain First
Class or 60% level (where such grades are awarded) in professional qualifications
Higher than the qualifications prescribed at the induction level after joining the
Corporation provided that these qualifications are in line with the discipline in
which the executive is working. However, the condition of securing First Class or
60% level is not applicable in case of CA/ICWA w.e.f. 6.10.1998 and also in such
Cases where the executives had acquired the qualification of CA/ICWA prior to
6.10.1998 but after joining . However in such cases the increments shall be
admissible only w.e.f. 6.10.1998.
2. Executives who had started their studies for acquiring higher/additional
Professional qualification prior to joining , but acquired the said qualification
after joining the Corporation are also eligible for benefit under the scheme.
3. ENTITLEMENT:
I. Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
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