Oliy ta’lim, fan va innovatsiyalar vazirligi aprelni “Muhandislik oyligi” deb e’lon qiladi!
“Muhandislik oyligi” doirasida texnika yo‘nalishidagi oliygohlarda turli tanlovlar va musobaqalar o‘tkaziladi.
Shuningdek, 15-16-aprel kunlari Toshkent shahrida “Kelajak muhandislari” xalqaro festivali o‘tkaziladi.
“Kelajak muhandislari” xalqaro festivali doirasida iqtidorli yoshlar o‘rtasida turli musobaqalar o‘tkaziladi: ✅“Drone racing” ✅Havo jangi ✅Raketa modellashtirish ✅Robototexnika musobaqasi ✅3D modellashtirish musobaqasi ✅Muhandislik ishlanmalari ko‘rgazmasi ✅Aviamodellar ko‘rgazmasi ✅“Art Engineering” namoyishlari ✅“Sanoat muammolari uchun yechimlar” hakatoni
Oliy ta’lim, fan va innovatsiyalar vazirligi aprelni “Muhandislik oyligi” deb e’lon qiladi!
“Muhandislik oyligi” doirasida texnika yo‘nalishidagi oliygohlarda turli tanlovlar va musobaqalar o‘tkaziladi.
Shuningdek, 15-16-aprel kunlari Toshkent shahrida “Kelajak muhandislari” xalqaro festivali o‘tkaziladi.
“Kelajak muhandislari” xalqaro festivali doirasida iqtidorli yoshlar o‘rtasida turli musobaqalar o‘tkaziladi: ✅“Drone racing” ✅Havo jangi ✅Raketa modellashtirish ✅Robototexnika musobaqasi ✅3D modellashtirish musobaqasi ✅Muhandislik ishlanmalari ko‘rgazmasi ✅Aviamodellar ko‘rgazmasi ✅“Art Engineering” namoyishlari ✅“Sanoat muammolari uchun yechimlar” hakatoni
Tata Power whose core business is to generate, transmit and distribute electricity has made no money to investors in the last one decade. That is a big blunder considering it is one of the largest power generation companies in the country. One of the reasons is the company's huge debt levels which stood at ₹43,559 crore at the end of March 2021 compared to the company’s market capitalisation of ₹44,447 crore.
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
