Saturday, November 30, 2019

The Unique Challenges of Careers in Cities outside the Home Country

The process of seeking for a job position is often challenging. However, if the person seeks for the job abroad, there are more challenges and unexpected problems. It is also important to pay attention to the fact that the human resource strategies and recruitment process can differ significantly in various countries. Nevertheless, the orientation to the globalisation and its principles results in broadening the international job market.Advertising We will write a custom essay sample on The Unique Challenges of Careers in Cities outside the Home Country specifically for you for only $16.05 $11/page Learn More Moreover, the work in the international company abroad can be discussed as the developed tendency of the present day. The international job market depends on the constant changes in demands for the definite specialists and certain positions. Today, many foreign employees work in the Asian region and at the territories of the North America when the p ercentage of the job migration in Europe is rather low, and this fact is caused by the unstable economy within the region. There are many challenges for the persons who seek for the work abroad which are connected with the legal issues, HR strategies, and cultural barriers. Nowadays, the international job market is based on the demands of the IT specialists. This tendency remains unchanged during the recent years because of the constantly developed industry (Rossheim). Nevertheless, the marketing industry also develops significantly and the demands for the workforce can change in relation to the region. From this point, the employees should pay attention to the popularity of this or that specialisation in different regions. Many persons begin their career abroad because their company steps into the international arena and opens new offices. The cultural barriers, language issues, and differences in the approaches to the work process become the main challenges for the international e mployees (Wild and Wild 58). However, it is easier to work in the company’s department abroad than to start a new career in the foreign country. To avoid a lot of difficulties connected with the legal issues (medical insurance, taxes), special work permits, and cultural barriers, many specialists are inclined to search for project jobs for the definite time period. Nevertheless, in spite of the time working abroad, recruiters pay much attention to the competence of applicants, to their education and degrees, and to the work practice. The work in cities outside the home country is the challenge for the employee’s competence (Wild and Wild 90-92). Moreover, HR professionals who work in the international companies develop special strategies for managing the workforce diversity, but the pressure experienced by the employees in the foreign country can be significant.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Having analysed the contemporary trends in recruiting employees internationally, it is possible to accentuate the role of the Asian region and North America in developing the globalisation tendencies (Wild and Wild 89). The work of people from all over the world in the US or Japanese international companies becomes the common situation. On the contrary, the European countries develop the active job connections predominately within the European Union because of the consequences of the global economic crisis. To conclude, it is possible to state that the main challenges which are experienced by employees working abroad is the necessity to adapt to the new and unfamiliar culture, to approve the professional competence, and to resolve definite legal issues. The major problems experienced by HR managers are the necessity to manage the diverse workforce effectively with references to the cultural peculiarities and strategic goals of the company. Works Cit ed Rossheim, John. 2013 Marketing Jobs Outlook. 2012. Web. Wild, John, and Kenneth Wild. International Business. USA: Pearson-Prentice Hall, 2012. Print. This essay on The Unique Challenges of Careers in Cities outside the Home Country was written and submitted by user Alessandro Carrillo to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Tuesday, November 26, 2019

Draculas first victim Essay Example

Draculas first victim Essay Example Draculas first victim Paper Draculas first victim Paper Essay Topic: Dracula This man was engaged to Lucy before she died and then ironically tries to kill her when she has become a vampire. He is good friends with Dr. Seward and Quincey Morris and the son of Lord Godalming who dies on the same day as Lucy, giving him that title.  Quincey Morris  He is an American originally from Texas who dies in the attempt to kill Dracula. His friends include Arthur Holmwood and Dr. Seward. In the past Quincey proposed to Lucy but was refused. This characters presence is like the human race in that our technology cannot defeat the evil that surrounds us as vampires. He thinks a gun can destroy Dracula but it cannot. This gives the reader a sense of helplessness in that nothing can be done if vampires are real. Renfield  This man lives in Dr. Sewards insane asylum and is in his fifties. He is driven mad by Dracula who promised him eternal life as one of his disciples. Renfield catches and eats small living creatures in his cell such as spiders, flies and birds. He yearns to serve Dracula and calls him master but eventually the vampire kills him. His presence in the novel shows vampires from a different angle and makes people wonder whether being one would be so bad. The Plot  At the start of the novel a young man by the name of Jonathan Harker travels from London to visit the castle of Count Dracula. Harker (an English layer) travels across into Eastern Europe in order to settle a deal with the Count about him buying an estate in England. The castle of Dracula is situated in Transylvania where there are many ancient folklores. On his journey he finally stops at Blistritz where there is much superstition and the local people are afraid of evil. The land and language is foreign and mysterious to Jonathan and a woman gives him a small crucifix to keep him safe. At this point Harker is unnerved by what he has seen and wonders why the locals are so afraid. On the way to the castle along the Carpathian Mountains Harker is on a coach and gets another chance to admire the landscape but gets some strong hints of the doom that surrounds the castle. After some time the coach stops and another one comes along to collect Jonathan Harker on his way to the castle. At this point the weather is very poor and stormy as this dark coach hurries away with Harker. He has an encounter with wolves on the journey that also makes Harker scared. The castle is huge but ruined and as Harker leaves the coach he makes his way to a large door where he goes in. Finally Count Dracula appears and welcomes him in making Harker feel at home. They both discuss the situation with the estate as Harker has some food but Dracula tells him that he has already eaten. As they talk Harker notices Draculas pointed ears, pale skin, and sharp teeth, which give Harker a sense of unease. Harker soon realizes that Dracula is a supernatural and evil being and sees him crawl down the walls of the battlements like a lizard. Harker becomes a prisoner in the castle and comes across three female vampires by whom he is held as the Count travels to England by boat. Harker ends his diary by planning to climb down the castle battlements to escape. Back in England, Harkers fiancà ¯Ã‚ ¿Ã‚ ½e, Mina Murray meets with her friend Lucy Westenra who has been proposed to by three men by the names Dr. John Seward, Arthur Holmwood and an American named Quincey Morris. Lucy then is engaged to Arthur Holmwood. A ship is then found which contains fifty boxes of soil from Count Draculas castle. This strange vessel was found with no crew but a dead captain. A large wolf like creature was then seen getting ashore but then disappeared. Lucy begins to sleepwalk and one night Nina finds her in the cemetery with a dark creature bending over her close friend. As she sees this Nina notices that this creature has red eyes that are menacing. Later on Lucy becomes very ill but no one knows what is wrong with her. Dr. Seward tries to find out what is wrong but finds nothing except two small marks around the neck of the woman. He is unable to diagnose the cause. Mina goes to join Jonathan Harker who has ended up in Buda-Pest suffering from brain fever. Dr. Seward contacts Professor Van Helsing about Lucy and he covers her chambers with garlic (a charm against vampires) that works for some time. Seward and Van Helsing wrongfully take down their guard and Dracula uses an escaped wolf to break into the Westenra house which gives Lucys mother a heart attack. The garlic gets scattered so enabling Dracula to feed. Lucy eventually dies at the same time as her fiancà ¯Ã‚ ¿Ã‚ ½s father Lord Godalming. After Lucys death Van Helsing leads Arthur, Seward and Quincey to Lucys tomb where they kill her by plunging a stake into her heart and cutting off her head then stuffing it with garlic. Their next target is to eliminate Dracula who is more powerful. Jonathan and Mina get married and then return to England where they join forces with the others in a plot to kill the Count. They aim to find the fifty boxes of earth that the Count uses for sanctuary in the daylight.  Mina goes to stay at the asylum where they say she will be safe. However, Renfield, who is in the asylum, lets the vampire in who then feeds on the young woman. As she slowly turns into a vampire Van Helsings group destroy most of the boxes with axes and try to cleanse them with holy water. However, Dracula flees back to Transylvania to his castle. The others pursue the Count but he continuously outsmarts them. They finally catch up with Dracula just as he is reaching the castle and give chase along the mountain roads, battling against the gypsies. Van Helsing brings Mina along to the castle where they try to cleanse Castle Dracula with communion wafers and some holy water in the daylight when vampires powers are not so strong. Jonathan and Quincey, who is mortally wounded and later dies, stab two silver knives into Count Dracula just as the sun is setting. This destroys him forever. How Dracula Was Written And What Influenced It  Dracula the book is written in epistolary form which means the story is recounted through diary entries, letters and from the occasional newspaper. This form gives the novel a larger sense of realism and creates a sense of suspense. The novel is structured so that it builds to the death of Lucy Westenra, at which point Draculas powers are at his peak. This is when all of the efforts of Van Helsing have been in vain. At that moment all of the main characters unite and their power grows until Dracula has to flee. The story begins in Transylvania but the main body of the book is concentrated in England. At the end Dracula flees back to his native land where he is appropriately killed. This Gothic work has a strong Christian element in that the only weapons against a vampire are a crucifix, holy water and communion wafers. These are strongly Christian symbols which most people would have connected to in England at the time this book was first released in 1897. The book emphasizes the role of Christianity in the struggle to destroy the vampires evil.  This book has a gothic genre in that it shows the wickedness of the aristocracy and the innocence of female characters, these were classic themes of Gothic fiction. Mina is depicted as being good against the evil of Dracula and through her suffering she becomes a martyr in the battle with the undead. The action also takes place in typical Gothic locations such as: a mysterious Transylvanian castle, a strange and haunted seaside town and a ruined English estate.  I personally really enjoyed reading this novel and think that the way the book is put together in epistolary form works well as you can relate to the characters even more.

Friday, November 22, 2019

Case study garuda indonesia

Mr. Mohammad Soeparno, President Director of Garuda Indonesia Airways III. Major Policy Statement Garuda Indonesia Airways, the largest airline in the Southern Hemisphere, is a provider of air transportation and a guarantor of quality service that supports the success of the development of transportation and tourism, aiming to be one of the world’s top airlines in the year 2000. IV. Current Operational Plans Management 1. The management made an assessment of the company’s strengths and weaknesses relative to the environmental opportunities and threats. In order to respond to the increasing uncertainty in the environment in which Garuda operates, the management found it necessary to adopt a â€Å"strategic thinking† in making plans to reach the following goals: 1. To be one of the world’s top 10; 2. to give excellent service; to be more professional in commercial air transportation; and 4. To increase finance condition by reaching 5% profit before tax. 2. Panca Program – five point programs in order to reach their objectives. Panca Program contained the following elements: 1. To increase fleet utilization; 2. To improve employees’ welfare; 3. To improve service; 4. To implement the national civil aviation policy as decreed by the Minister of Communication; and 5. To boost tourism. 3. In 1985, Garuda introduced service to the U. S. under an interchange agreement with Continental Airlines of the U. S but Garuda’s interchange agreement with Continental also came to an end in 1986. This gave rise to the involvement of two or more airlines in the same flight serving a particular route. The airlines involved share of the revenues, the costs, or the profit generated by the joint service. 4. Garuda’s â€Å"strife doctrine† which means consistent in reaching â€Å"national objectives. † 5. Garuda Indonesia was classified as a PT (PERSERO) issued by the government of Indonesia, Garuda assumed a dual role as â€Å"agent of development† and as a â€Å"profit-seeking† enterprise. Marketing 1. To promote Garuda’s â€Å"Executive Class,† Garuda ran full-page color advertisements in overseas business newspapers and magazine featuring photography of different but equally satisfied-looking business passengers (all Caucasians), complete with their identification and testimonials. 2. Garuda’s advertising looked much more aggressive than ever before. Garuda also ran a series of advertisements capitalizing the new livery. The introduction of the new convenience in purchasing Garuda tickets using American Express cards in November 1986 was also widely advertised. When a passenger subsequently wished to pay with an American Express card, however, the girl at Garuda sales counter at Soekarno-Hatta airport in Jakarta succeeded to discourage the use of the credit card. Another series of advertisement appeared to promote international cargo service, apparently to show the company’s support to the government’s campaign to boost Indonesia’s non-oil exports. 3. The logo of Garuda Indonesia Airways was changed. The new logo used â€Å"Garuda Indonesia† instead of â€Å"Garuda Indonesia Airways† and the whole livery from red-and-white dominated colors to different shades of blue. Garuda, the bird carrying the God Vishnu in the Hindu mythology, was made to look more like the exotic bird of paradise in the new logo. The passengers were pleasantly surprised by the cleaner appearance of the aircraft’s exterior interior which came about from the re-painting and from changing the upholstery. 4. Garuda’s souvenirs for first class and business class were better designed and there was already and expanded wine list on Garuda’s international flights. 5. To help promote tourism, Garuda introduced â€Å"Visit Indonesia Air Pass† under 3 different packages. The 5-city package cost 300 US Dollars, the 10-city package cost 400 US Dollars, and 35-city package cost 500 US Dollars. Eligibility was restricted to foreign nationals and the purchase must be made outside of Asia with the exception of Japan. Holiday packages inclusive of accommodation, transfers, tours, or meals were also available. 6. Garuda has sales channels distributed to big and potential cities. Finance 1. Mr. Wiweko Supono’s (former President Director of Garuda before Mr. Lumenta) management reported a net loss of 46 million US Dollars for the year ended December 1983, and when replaced by Mr. Lumenta, it’s management inherited foreign debts amounting close to 1.3 billion US Dollars at 12% interest per annum and in the words of then Commercial Director of that time, Mr. Soeparno, â€Å"a weak system in every aspect. † 2. The construction cost of the training center for Garuda’s Human Resource Development reported by the company was 31 billion rupiah. Twelve months later, Garuda signed a purchase contract for a DC-19 simulator costing 11. 5 million US Dollars finance d through an EXIM Bank soft loan. Operations 1. Garuda’s business class was given a new emphasis to attract more passengers paying the full fare. It has been promoted as â€Å"Executive Class† and it has become the premiere class on flights aboard the Airbus A-300 and the DC-9. Garuda has even relocated the business-class section on its Boeing-747 flights from the small upper deck to the more spacious main deck in front normally reserved for first-class passengers. The first-class section has since occupied the upper deck. 2. There was a resumption of serving snacks and soft drinks on Garuda’s short domestic flights to give the passengers a bit of refreshment and because of this, instead of 30 more passengers, Garuda managed to attract about 200, luring them from its domestic competitors. 3. To further improve Garuda’s service to its passengers flying from overseas on the big Boeing 747 bound for Bali, Garuda introduced in-flight immigration inspection on its Tokyo-Jakarta-Bali flights. The priority was given to Bali-bound flights because the terminal building at the airport in Denpasar, Bali was too small to give shelter to the hundreds of arriving passengers queuing for immigration clearance. 4. For Garuda’s improvement of their fleet deployment, Garuda added new routes and increased frequently on the existing ones. In 1985, Garuda introduced service to the U. S.under an interchange agreement with Continental Airlines of the U. S. A Garuda DC-10 was used for the operation and Garuda’s crew flew the plane between Jakarta and Guam via Bali and Biak in Irian Jaya. Then, in Guam Continental’s crew took over the plane for the continuation of the journey to Los Angeles via Honolulu. Aircraft deployment was further increased by leasing another o f Garuda’s DC-19 to Continental. Garuda’s interchange agreement with Continental came to an end in 1986 and instead, Garuda began serving Guam from Jakarta via Bali and Manado once a week flying a DC-10. Joint operations with other airlines were subsequently introduced to include Singapore-Bali with Singapore Airlines (twice weekly), Kuala Lumpur-Bali with Malaysian Airlines (twice weekly), Hong Kong-Bali with Cathay Pacific (twice weekly), and Manila-Jakarta with Philippines Airlines (twice weekly). 5. Garuda added a new service from Jakarta to Frankfurt, giving the airline 8 flights a week from Jakarta. Two years later the number increased to 10. In addition, Garuda introduced once a week service from Bali to Amsterdam as a joint operation with K. L. M.and from Bali to Frankfurt, giving the airline a total of 12 Boeing-747 flights a week from Indonesia to Europe by the end of 1987. Although the past management under Mr. Lumenta hardly added new destinations in the Middle East, Asia and Australia, they did add capacity to the existing routes by either increasing frequency or using a larger aircraft, or a combination thereof. Garuda did not add capacity significantly in its domestic operation linking 35 cities. Mr. Soeparno explained that such policy decision was intentional in view of the limited growth opportunities in the domestic market since the crash of oil boom. Human Resources 1. The salaries of Garuda’s flight personnel were increased by 60% to 70%, the purpose of this decision was to give moral support to the troops. The staffs were changed, with high spirit. Morale was improved and with it so as service. 2. Garuda has brought on their flights Indonesian immigration officers and Japanese stewardess in addition to their regular cabin crew on their introduction of in-flight immigration inspection on its Tokyo-Jakarta-Bali flights. 3. Human resource development received new emphasis. A state-of-the-art training center on 64 hectares of land near the international airport of Jakarta was opened in November 1986. Among the facilities available were a B-747 simulator, and 2 mock-up cabins. Garuda had on its payroll 600 pilots, 1,500 cabin attendants, and 700 maintenance mechanics. V. Statement of the Problem How will Mr Mohammad Soeparno implement a better system improvement and enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face and during his term and beyond? VI. Statement of Objectives Short term 1. To give excellent air transportation service and increase fleet utilization. 2. To continue its international flights as long as it does not interfere with the efforts to increase domestic schedules. 3. To increase finance condition by reaching 5% profit before tax. Long term 1. To make Garuda Indonesian Airways be one of the world’s top 10 airlines. 2. To be able to recover all the net losses and debts inherited from the past administrations. 3. To be more competitive internationally. VII. SWOT Analysis Strengths 1. Garuda Indonesia monopolizes the use of jets. 2. Garuda has many kinds of aircrafts to be used according demand, landing trip condition, distance and flight operation. 3. Garuda has an Indonesian graphic situation which needs air transportation. 4. It has product line: First Executive or Business, Economy Classes; so that customers are given alternatives to choose their class flights. 5. It has product diversifications: caterings, hotels. These products support the main product, that is, the airline service. 6. It has sales channels distributed to big and potential cities. 7. Indonesia’s â€Å"National Resources† which support business/non-business activities in Indonesia. 8. Strife doctrine which means consistent in reaching â€Å"National Objectives. † Weaknesses 1. Systems in all aspects: sales preparation, flight, supervisory. 2. The quality of pre-flight, in-flight and post-flight services which are still low. 3. The biggest international segment is low yield. 4. Spare parts and other aircraft equipment are still imported; this needs longer time. 5. The company’s organization is still unsteady. This situation makes organizational behaviour incompetent in supporting the company. Opportunities 1. Political will of the government in tourism. 2. The still-abundant-available seat capacity. 3. Government Regulation on Tariff. 4. The strengthening currency of the countries from where tourists come to Indonesia. 5. The better condition of the world’s economy. 6. The progress in business climate in Indonesia. Threats 1. Protectionism from certain countries, especially in traffic rights. 2. The development of other means of transportation, especially for near-distance transportation. 3. The uncertain economic situation. 4. Technology development in aircraft manufacture. As the result of this development, the old aircrafts are no longer economical enough to be marketed. 5. The bureaucracy which still caused problems in managing company professionalism. VIII. Alternative Courses of Action 1. Mr Mohammad Soeparno could continue the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia Airways. 2. Mr Mohammad Soeparno could make his own set of policies based on his abilities and what he thinks is the better way, with the help of his own management team. 3. Mr. Mohammad Soeparno could IX. Analysis of Alternatives 1. Mr Mohammad Soeparno could enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face during his term and beyond by continuing the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia. Airways. Advantage: Under Mr. Lumenta’s management, Mr. Soeparno was thereof very pleased to see the company making a profit for the first time in more than a decade, to the tune of a modest rupiah 300 million. This result confirmed Mr. Soeparno’s confidence in the effectiveness of the policies adopted by Mr. Lumenta upon the latter’s appointment as President Director of Garuda in 1984. Mr. Soeparno as the President Director of Garuda could continue all of these and at the same time set all of his new policies that could go into the current policies. It would be safe if Mr. Lumenta use all the current policies that made Garuda successful. It doesn’t mean that if the leader has changed, the policies will also follow especially if the policies of the last leadership were good enough or the best way the company had to be successful. He may just continue some, change some and add some. Disadvantage: The disadvantage of this alternative is that all the board of directors, shareholders. Stockholders, employees and everyone under his management may think that Mr. Soeparno cannot manage the airlines in his own way because he would just be doing what Mr. Lumenta have done in his administration. They may lose confidence in him and might pressure Mr. Lumenta to do new set of policies, which may be not good enough for the company. 2. Mr Mohammad Soeparno could make his own set of policies based on his abilities and what he thinks is the better way, with the help of his own management team. Advantage: Mr. Soeparno who is a part of Garuda for a long time already knows the company well. He can see what to do and what not to do so he will be able to set new and better policies for the company. In fact, he was the Commercial Vice President before he was inaugurated as the new President Director. He will not be trusted to be the new President Director if he doesn’t have the ability to make it a better one. Disadvantage: It could be very risky to set new policies again after all of those net losses in the past and it may extinguish the success Garuda is currently experiencing. Setting new policies may involve different kinds of spending Garuda’s money depending on what policy Mr. Soeparno is going to implement. And spending may lead again to net losses especially if this change of policy will not be effective. It is always safe to spend less that spend more if you are still not sure of the outcome a certain action may give. 3. Advantage: Disadvantage: X. Decision Statement Mr Mohammad Soeparno could enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face during his term and beyond by continuing the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia. This alternative was chosen because Mr. Soeparno being a memberof Mr. Lumenta’s management team for a long time, had the opportunity to involve himself with the management in its efforts to develop and implement new strategies to turn around the airline, which posted a net loss of 7 million US Dollars into profitability. He was thereof very pleased to see the company making a profit for the first time in more than a decade, to the tune of a modest rupiah 300 million. This result confirmed Mr. Soeparno’s confidence in the effectiveness of the policies adopted by Mr. Lumenta upon the latter’s appointment as President Director of Garuda in 1984. Mr. Soeparno as the President Director of Garuda could continue all of these and at the same time set all of his new strategies that could go into the current policies. It could be very risky to set new policies again after all of those successes but of course; Mr. Soeparno can always adjust and change all of these when the situation tells it to do so. Alternatives 2 and 3 were not chosen because XI. Implementation Program Short range 1. Review the policies under Mr. Lumenta’s term and determine which of these would still be fitting and useful under the administration of the new President Director Mr. Soeparno. The policies under Mr. Lumenta’s management may serve as a guide in the present administration to continuously ensure the success of Garuda. 2. Mr. Lumenta should form a reliable and trustworthy management team that will help him execute and monitor the implementation of all the policies in the most effective way. 3. Status quo – Mr. Soeparno could simply do nothing with the existing policies and just let the existing policies be as it is since it has helped a lot in the success of Garuda. Long range 1. If there are policies that should be replaced because it is not fitting and useful in the present time, this is the time that Mr. Soeparno could set his new policies that would be suitable for the current situation. 2. 3. XII. Proposed Operational Plans Management 1. The Panca Program of the past administration was satisfied and it would be better of Mr. Soeparno could make another program that could guide him and Garuda to aim for the best after its recovery. It could be called as, â€Å"A Better Panca Program† or he could change its name. This program may include goals more advanced than the previous Panca Program, example: â€Å"to give a high quality service† or may continue some of its goals like to increase fleet utilization and to help boost tourism. 2. It can also be helpful if they will have more partnerships with different bodies of companies for them to have a lot of associates that may help them in their fleet utilization, publicity, better technology and etc. , it can be like what they have done with having an agreement with Continental Airlines of the U. S. Marketing 1. Garuda was said to have a lack in visibility and it would be better if they will add their publicity through promoting Garuda by having more advertisements, not just in print but it can be in television and radio. They would just have to allot a budget for this and they can do it now especially that they are already recovering. 2. Garuda could add some more promos because most of the tourists and travellers of today are already looking after this. There can be holiday promos, like for Christmas, summer, Valentines and many others. Finance 1. Garuda can have loans with a certain bank, or it is better if they will have a partnership with this bank to help them fund their different activities regarding their system improvement and fleet utilization. But Garuda should always be careful about this because they already have losses and debts in the past year. They can hire better people that would handle their finance department and Mr. Soeparno as well should be very vigilant and watchful in this case so Garuda can be safe and be out of all the losses and debts it may procure if any unfavourable situation happens. Operations 1. Garuda should also concentrate on having a technology enhancement. It is important that they resolve their computerized reservation system because this system is very helpful for passengers because they would not have to go to Garuda personally and they can just do it into their homes and offices. It will be a big help especially now that travellers are always looking after comfort and having transactions at a very low cost. 2. Garuda should also have their aircrafts be at their best condition, always. So they should really allocate money for its maintenance and if possible have their own maintenance for their wide-bodied aircrafts to lessen the cost it procures when it has to be done overseas. Their aircrafts are really important so they should give number 1 priority to this. Human Resources 1. One of Garuda’s goals to improve their employee’s welfare, and as now it is just safe to still continue giving the salary that they are currently having because the past administration just increased it 60% to 70%. Garuda should just concentrate in their human resource development by having continuous trainings for all their employees especially the pilots. XIII. Other Problems and Recommendations Other Problems Recommendations 1. The need for a more thorough maintenance due to the lack of cleanliness habits on the part of the most Indonesian passengers and crews. 1. Garuda should hire a better maintenance service provider that will make sure that Garuda will have better cleanliness habits. 2. Garuda’s competitors were modernizing their fleets at faster rates. 2. Garuda should be able to 3. Failure of Garuda’s computerized reservation system due to frequent electrical power stoppages and poor ground telecommunication lines within Indonesia. 3. Garuda should try to seek help from an expert on this technology and as well from the government regarding the poor ground telecommunication lines. Garuda should also 5. Garuda’s inability to put its hard-fought traffic rights to full utilization. 5. Garuda should stop fighting for its right to have a 6. Overseas maintenance of wide-bodied aircraft poses a high cost at 40 to 50%. 6. XIV. Management Lessons Learned 1. There should be a strong management team that handles the company because this is a 2.

Wednesday, November 20, 2019

Asset and Guest Security Essay Example | Topics and Well Written Essays - 750 words

Asset and Guest Security - Essay Example Since pieces of art have been collected from the world class artists, painters and museums, the protection and safety of these things requires comprehensive security schemes, so that the confidence and trust of the artists and guests in the gallery could be sustained. Alarm System: The main objective behind an art gallery is the displaying of worthwhile art pieces for the visitors and guests, so that the lovers of art could appreciate and evaluate the talented and exquisite work accomplished by the artists, painters and sculptors in an eloquent mode. Incorporation and inclusion of security alarm system is highly advisable for the protection of these precious assets of art. The alarm system should be adjusted in such a way that it could cover the entire edifice of art gallery from roof to the main entrance and from doors and windows to the all the four walls of the building. There should be no other entrance other than the main gate, monitoring of which should be double-checked by the security staff. The security staff must note the identity and entry time of every guest, so that in case of any doubt or loss, the visitors could be traced out easily. The security guards should be provided with metal detectors so that no person loaded with the weapo n could have entry in the gallery. The guards should be loaded with the latest weapons in order to face any untoward situation. Special Security on the Roof of Gallery: It has aptly been stated that in art exhibitions, the thieves use the roof of the building as the easiest way through which they can slip with the object of art quite easily. â€Å"The experience shows that fifty percent of all thefts take place on the upper floors of a building, or even from the roof. Security measures should not be limited to motion detection inside the building; if permitted by the surrounding environment, it is ideal to have a security system that

Tuesday, November 19, 2019

Global History Essay Example | Topics and Well Written Essays - 1250 words

Global History - Essay Example Commercial expansion meant not only that the land was the only source of living but more people could buy the land to have a status of nobility in the society. It brought a revolution both in political and military meanings. The new wealthy group people had the resources now to get armors and arms and the regiment of 'hoplites' Hoplites completely depended on their powers to act as a disciplined force. It culminated among them the need for unity. They started discussing their problems in public sittings. Such collective agreement was the beginning of polis- the city state. New wealth meant new men so the aristocracy became the victim of the wealthy class. The new men replaced aristocracy, they set a government which less gave honor to traditional values. The tyrants, who replaced the aristocracy, brought peace after the skirmishes, arising because of the pressure on lands. They introduced a system of magistrates and believed in providing justice to the aggrieved. All these internal and of course external influence were the major factors which led to the concept of city state in Greek civilization. Anderson. Perry. Passages from Antiquity to Feudalism. London, Verso, 1974 Roberts. J.M. The History of the World. New York. Viking Penguin Inc. 1983. (2) The other factors were also responsible for the emerging of the city states in Greek The geography of Greek also played an important role in the formation of the city states. The territory of a city state was one of the narrow valleys and it had menial resources to provide for sustenance. The soil of Attica was not very fertile and Athens would have to depend on imported grain Dialect intensified the sense of...Slavery was the part of Greek civilization. Aristotle was of the view that slaves are born slaves because nature did not give them the right of freedom. Slavery was a prevailing fact and it contributed a great deal in the nascent years of Greek city life. Athens was able to produce pottery, wine and olive oil because of slavery. J.M. Roberts points out that slavery was all pervasive and remained a common feature in the Christian world for so long.

Saturday, November 16, 2019

Coca-Cola Nepal Essay Example for Free

Coca-Cola Nepal Essay The Marketing, Sales Distribution strategy for Bottlers Nepal Limited is entitled â€Å"Refresh the Marketplace† and includes: A robust Consumer Response System to address any consumer/customer concerns, ideas, suggestions – either on product and its quality or on stock supply – maintenance of equipment etc†¦ All consumer concerns are dealt with in a fair, timely and friendly manner, so as to satisfy them and resolve their concerns. Marketing and advertising communications are focused on POS (point-of-sale), Radio, TV, hoardings, truck backs, etc†¦ Emphasis is also placed on Consumer Price to enforce Price Compliance. Marketing and advertising communications are customized to suit to local sentiments – social, religious, ethnic. Innovative packages and pack sizes are offered to give better value to consumers and ease of storage to retailers. Prices and packs are introduced in a format that is affordable to all segments of society. General Information Population: 27,5 million (28. 9 million as of July 2007 estimate) GDP per capita (purchasing power parity): US$ 1,5 million (estimated and not exact) Location: Kathmandu and Bharatpur Employees: 469 Number of MDCs: 32 Job creation multiplier effect:  ± 10,000 Local operating name: Bottlers Nepal Ltd 2 Bottling Plants Sales Manager- Bottler Nepal Mr. Madhav Kafle is the Deputy Sales Manger of the bottlers Nepal. He has been with the bottlers Nepal since 1998 he joined bottlers Nepal as a sales officer and then he was promoted to the Sales Executive and later promoted to Area Sales Manager. Qualification: Masters in Arts. Number of years with Bottlers Nepal: 10 years Territory: Katmandu (which is the largest territory and the highest sales generating territory) Key Responsibility: Forecasting sales plan / preparing sales budget Sales forecasting is done looking at the past trends. He normally takes in account the sales volume of past 3 years, activity in the market and then set the target. He considers the average growth in the sales volume and then tentatively adds 5% to 10% to the previous year’s growth and fixes the target for the year. He also consults the existing sales force for their valuable inputs in order to make the forecasting more accurate and feasible. The territory sales forecast is done according to the capacity of the territory and the sales force capability i. . some territories grow fast where as some grow slow, these factors are kept in mind while forecasting the sales target for the particular territory. The sales forecast for a particular territory is also based on the individual sales officer. He also decides on the amount of the promotional support need in order to meet the target sales. He does this by looking back to the amount of post sales support and then plans for the pr omotion. While doing this he also keeps in mind the impact on future product sales. Weekly reporting to the country manager His report to the country manager consist of the overall weekly achievement in terms sales volume of his territory and any other major issues if any which need to be addressed to the higher level management. His report is a consolidated report sent by the Area sales manager and it contains the report on the previous week’s achievement and his new plan for the coming week and the month. The plans consist of volume of production for the coming month and sales on the basis of the production. This plan is also forwarded to all the departments’ viz. arketing and production so that the departments can plan accordingly. Communication with the other departments He interacts with the production manager on regular basis to decide on the volume of production. He also works together with the Marketing Manager in order to come up with promotion for pushing sales and to develop marketing strategies for future sales target. Area sales survey for a particular area is done by the market ing department. Suggestion is taken from the marketing department before formulation of the sales plan for a particular territory. Hiring and selection of Sales force: Sales manager is responsible for hiring salespeople with the appropriate skills and backgrounds to implement the sales strategy. Good sources must be found for new hires, and those who are weak in these areas are carefully screened out. The normally advertise through newspaper. The other sources of candidates are references of current employees. The Applications and the CVs received are first collected by the Human Resource Department and then full scrutinized it. The short listed candidates are then invited for a written test. The further short listed candidates are invited for an interview with the sales Manager and the Human Resource Manager. The selected candidates are called for the training. Training Sales Force: In addition to hiring qualified people, salespeople’s competencies are usually developed through training before they are sent into the field. He identifies the training needs of the individual sales person and then informs about it to the Human Resource department. The Human Resource department in turn coordinates with the trainer. They are given 1 to 1 and half months training depending upon the sales person. Sales managers are responsible for making sure that training is completed, and they often conduct some of the classes. Most initial training programs are designed to familiarize salespeople with the company’s products, services, and operating procedures, with some time devoted to development of selling skills. Because sales training is expensive, the sales manager is responsible for selecting the most cost-effective methods, location, and materials. Training is normally imparted by the trainer form Bangkok. Motivate, Develop and inspires the sales force: Builds and maintains relationships that motivate, guide, and/or reinforce the performance of others toward goal accomplishments. Weekly sales meets are done and those who are the achiever of the highest sales in the territory are appreciated and acknowledge in the meeting. The have a program of the monthly achiever wherein the highest achievers name is put up on the board. If the performance is consistent for couple of months they are given bigger territories. Promotions are performance based. Core Competencies of the Sales Manager Communicate the principles and values of The Company through personal contact with consumers and dignitaries from around the valley in order to further enhance the consumers connection to the brands. Delegate work assignments and tasks to sales representative, providing sufficient direction so desired business outcomes can be achieved. Drives Innovative Sales Improvements: Develops new insights into ideas that result in organizational improvements; promotes a work environment that fosters the development of the sales force and increase the overall sales volume.

Thursday, November 14, 2019

The Importance of a Sound Mind and Body in Homers Odyssey Essay

The Importance of a Sound Mind and Body in Homer's Odyssey      Ã‚  Ã‚   If one were to only have a very fit and strong body, lacking mental ability, to the Greeks it would not suffice. If a man were merely smart and intelligent, without much physical capability, the Greeks would feel that he is not complete. They believed an individual must have have both, a well developed mind and a fit body, not only one or the other, to be ideal. This is the Greek concept of a sound mind and body. In Homer's Odyssey, Odysseus and Telemachos, had to have and/or achieve a sound mind and body, to be the successful and outstanding characters of the epic. The ones who lacked these quality suffered and paid for it in the end.      Ã‚  Ã‚  Ã‚  Ã‚   In Books one and two, Telemachos acts immaturely and lacks mental prowess. For this reason he makes his life difficult. Yet, Later on he matures and gains a sound mind. Telemachos certainly has a sound body. Menelaos says of how "...it amazes me quite, how this young man(Telemachos) looks exactly like Odysseus, strong and mighty"{page 47}. Yet, he is criticized by others, for the reason that he does not have a sound mind. In an attempt to stand his ground, in front of the council he breaks down into tears. Antinoos says "Telemachos you are a boaster, and you don't know how to keep your temper!"{page 24}. Telemachos made an attempt to express his valid point of view, and does so, but fails to convince the council. He breaks down in tears, showing how immature he really is. He does not have a sound mind. The council basked in this weakness and was even more critical of him at that point. Later on, he is told of how "(Tele... ...the other-hand, the ones that lacked either a sound mind or body, failed. Odysseus and Telemachos were able to find each other and win back their home, while the suitors and even Achilles were robbed of their lives. It is a fact that a sound mind and body were an essential ideal in the ancient Greek society and The Odyssey.       Works Cited and Consulted Crane, Gregory , Calypso: Backgrounds and Conventions of the Odyssey,   Frankfurt, Athenaeum 1988 Heubeck, Alfred, J.B. Hainsworth, et al. A commentary on Homer's Odyssey. 3 Vols. Oxford PA4167 .H4813 1988 Homer (Translated by Robert Fagles. Preface by Bernard Knox). The Odyssey. New York: Viking Penguin, div. of Penguin Books, Ltd. 1996. Rengakos, Antonios. Homertext und die Hellenistichen Dichter. Hermes. Einzelschriften, Heft 64. Stuttgart, F. Steiner, 1993.    The Importance of a Sound Mind and Body in Homer's Odyssey Essay The Importance of a Sound Mind and Body in Homer's Odyssey      Ã‚  Ã‚   If one were to only have a very fit and strong body, lacking mental ability, to the Greeks it would not suffice. If a man were merely smart and intelligent, without much physical capability, the Greeks would feel that he is not complete. They believed an individual must have have both, a well developed mind and a fit body, not only one or the other, to be ideal. This is the Greek concept of a sound mind and body. In Homer's Odyssey, Odysseus and Telemachos, had to have and/or achieve a sound mind and body, to be the successful and outstanding characters of the epic. The ones who lacked these quality suffered and paid for it in the end.      Ã‚  Ã‚  Ã‚  Ã‚   In Books one and two, Telemachos acts immaturely and lacks mental prowess. For this reason he makes his life difficult. Yet, Later on he matures and gains a sound mind. Telemachos certainly has a sound body. Menelaos says of how "...it amazes me quite, how this young man(Telemachos) looks exactly like Odysseus, strong and mighty"{page 47}. Yet, he is criticized by others, for the reason that he does not have a sound mind. In an attempt to stand his ground, in front of the council he breaks down into tears. Antinoos says "Telemachos you are a boaster, and you don't know how to keep your temper!"{page 24}. Telemachos made an attempt to express his valid point of view, and does so, but fails to convince the council. He breaks down in tears, showing how immature he really is. He does not have a sound mind. The council basked in this weakness and was even more critical of him at that point. Later on, he is told of how "(Tele... ...the other-hand, the ones that lacked either a sound mind or body, failed. Odysseus and Telemachos were able to find each other and win back their home, while the suitors and even Achilles were robbed of their lives. It is a fact that a sound mind and body were an essential ideal in the ancient Greek society and The Odyssey.       Works Cited and Consulted Crane, Gregory , Calypso: Backgrounds and Conventions of the Odyssey,   Frankfurt, Athenaeum 1988 Heubeck, Alfred, J.B. Hainsworth, et al. A commentary on Homer's Odyssey. 3 Vols. Oxford PA4167 .H4813 1988 Homer (Translated by Robert Fagles. Preface by Bernard Knox). The Odyssey. New York: Viking Penguin, div. of Penguin Books, Ltd. 1996. Rengakos, Antonios. Homertext und die Hellenistichen Dichter. Hermes. Einzelschriften, Heft 64. Stuttgart, F. Steiner, 1993.   

Monday, November 11, 2019

Clever Manka and The Story of an Hour: A Demonstration of Differences in Health, Personalities, and Relationships

Manka and Louise Both short stories are a patriarchal society that restricted the roles of women, especially in their marriage. The setting in Kate Chopin’s â€Å"The Story of an Hour† takes place in a small city in the early 1900s. This story has actual characters with names, such as Louise Mallard. The main character is Louise Mallard, she is a women looking to get freedom from her husband, and she gets that chance when he dies in a railroad accident. The setting in â€Å"Clever Manka† takes place in a rural farming community is Czechoslovakia.This story has stereotypical characters, such as the Burgomaster, the farmer, and the shepherd. The main character in is Manka; she is a woman that is a very quick thinker. She shows the burgomaster how clever she is by knowing all the answers to his riddles. In â€Å"Clever Manka† and Kate Chopin’s â€Å"The Story of an Hour†, both demonstrate differences in health, personalities, and relationships. One difference between Manka and Louise is their health. Manka is a young woman who is in good health. She has no health problems, but on the other hand Louise does.In the beginning of â€Å"The Story of an Hour†, it’s stated that â€Å"Louise had heart trouble† (Chopin 666). Knowing that Louise had heart trouble, her sister carefully told her about her husband’s death, to try to refrain from Louise having a heart attack. Another difference between Manka and Louise is their personalities. Manka is an independent woman. She has a very intelligent and confident personality. To show how clever she really was, the Burgomaster gave a riddle to her father (the shepherd) to give to Manka.It was â€Å"tell her to come see me, but she must come neither by day nor by night, neither riding nor walking, neither dressed nor undressed† (Manka, 18). Her father told her what the burgomaster said. She showed how smart she was by going to his house at dawn (Neither by day nor by night), wearing fish net (neither dressed not undressed), with one leg over a goat and one foot on the ground (neither riding nor walking). The Burgomaster was so surprised by her cleverness that he had to marry her. He then told her â€Å"you are not to use that cleverness of yours at my expense. I won’t have you interfering in any of my cases.In fact, if ever you give advice to anyone who comes to my for judgment, I’ll turn you out of my house at once and send you home to your father† (Manka, 19). Even the burgomaster was intimidated by Manka’s intelligence. Even though Louise did not seem as intelligent as Manka, she still had a thinking personality. After Louise’s Sister Josephine told her about her husband’s death, she went up to her room (where most of the story took place) and she began to think. She then realized she was free from her husband, and she was now happy that she was not under his ruling anymore.She said â₠¬Å"There would be no one to live for during those coming years; she would live for herself† (Chopin 667). Another difference between Manka and Louise is their relationships with their husbands. They are both married this is one similarity that they share. Manka and the Burgomaster seem to get along well, except when she got into one of his cases. He told her if she interfered with any of his business he would send her back to her father’s house and he was going to do just that. He told Manka she could take one thing with her.She asked if she could stay till after supper, he agreed. She ended up getting him drunk and taking him to his father’s house. He woke up and asked her â€Å"what does this mean? † She replied â€Å"You know you told me I might take with me the one thing I liked best in your house, so of course I took you† (Manka, 20). He then told her that she was to clever for him, and then they went back home. After that their relationship go t stronger, and if a case was too difficult for him they went to her for advice. On the other hand Louise and her husband didn’t have such a good relationship.In the story, not much is said about Mr. Mallard and her relationship. Going off how she reacted when her sister told her he had died in a railroad accident, their relationship was sketchy. She loved him—sometimes, but often she didn’t. In the story, she said â€Å"Free! Body and soul free† (Chopin, 668). Her sister came up to her room to see if she was okay. Bringing Louise downstairs, they saw at the base of the stairwell, Mr. Mallard as he came through the door. As soon as she saw him Louise died. When the doctors came they said she had died of heart disease– of joy that ills. In both short stories, â€Å"Clever Manka† and â€Å"The Story of an Hour†, we read about two very different women, and compared and contrasted their health, personalities, and relationships with their husband’s. Although they did had some things in common, one was they both lived in a dominant male society. Chopin, Kate. â€Å"Story of an Hour. † Successful College Writing. Ed. Kathleen McWhorter. 4th ed. Boston: Bedford/ St. Martin’s, 2009. 665-668 â€Å"Clever Manka. † Introduction to Literature. Eds. Alice S. Landy And William Rodney Allen. 6th ed. Boston: Houghton Mifflin,

Saturday, November 9, 2019

Houston †How to Talk to a Hunter Essay

Through her How to Talk to a Hunter short story, author Pam Houston uses the second-person point of view to describe a rather controversial relationship between a certain liberal woman and a conservative man. The author thus explores the dynamics of gender relations through this unconventional and subtle approach. By employing this unusual point of view, the author seeks to involve all her readers in the story’s happenings. Further it is notable that Houston dwells on a rather sensitive topic of gender relations. Usually conservative societies seek to unjustly subordinate women to male power. The author thus deems it fit to make use of the second-person point of view to inform readers of, not what the story’s characters are experiencing, but rather, to explore the readers’ thoughts and feelings. This approach accommodates a great variety of readers into the story’s plot by entertaining persistent ambiguity that leaves the interpretation of the narrative’s theme open to audience speculation. To illustrate, by describing the reaction that the hunter will have towards the lady in the second-person, the author avoids being unnecessarily antagonistic in the story’s development (Houston 12). Instead, Houston allows readers to, firstly, examine their sentiments towards the story’s happenings and secondly, to identify with the some of the story’s happenings. In effect, the author leads the reader in developing the story’s plot as opposed to unilaterally telling the story by herself. In addition, this second-person point of view enables the author to avoid taking sides with regard to the gender debate. Rather, Houston incorporates both gender in analyzing and critiquing the existing gender relations. This technique thus makes the literary work acceptable to a wide variety of people from both the female and male gender. Houston capitalizes on the ability to arouse readers’ feelings as she seeks both female and male acceptance, and identification with, her How to Talk to a Hunter story.

Thursday, November 7, 2019

French Sayings and Proverbs

French Sayings and Proverbs A proverb is a phrase or a saying that states a general truth based on common sense, often used to make a suggestion or to offer a piece of advice. In English, proverbs make their way into conversation masked as conventional wisdom when people say that two wrongs dont make a right, or that great great minds think alike. Every language has its own idioms, proverbs, riddles, and sayings. In French, much like in English, proverbs are used liberally in conversations. Here is a list of some French proverbs to help you brush up on your language skills. The French proverbs below are written  in bold  and followed by their English equivalents. The literal English translations of the proverbs are in quotation marks below. cÅ“ur vaillant rien dimpossible.  - Nothing is impossible for a willing heart.(To a valient heart nothing impossible.) limpossible nul nest tenu. - No one is bound to do the impossible. (To the impossible no one is bound) quelque chose malheur est bon. - Every cloud has a silver lining. (Unhappiness is good for something.)Aprà ¨s la pluie le beau temps. - Every cloud has a silver lining. (After the rain, the nice weather.)Larbre cache souvent la forà ªt. - Cant see the forest for the trees. (The tree often hides the forest.)Aussità ´t dit, aussità ´t fait. - No sooner said than done. (Immediately said, immediately done.)Autres temps, autres mÅ“urs. - Times change. (Other times, other customs.)Aux grands maux les grands remà ¨des. - Desperate times call for desperate measures. (To the great evils great remedies.)Avec des si (et des mais), on mettrait Paris en bouteille. - If ifs and ands were pots and pans thered be no work for tinkers hands. (With ifs (and buts ), one would put Paris in a bottle.) Battre le fer pendant quil est chaud. - To strike while the iron is hot. (To hit the iron while its hot.)Bien mal acquis ne profite jamais. - Ill gotten ill spent. (Goods poorly gotten never profit.)Bonne renommà ©e vaut mieux que ceinture dorà ©e. - A good name is better than riches. (Well named is more is worth more than golden belt.)Bon sang ne saurait mentir. - Whats bred in the bone will come out in the flesh. (Good blood doesnt know how to lie.)Ce sont les tonneaux vides qui font le plus de bruit. - Empty vessels make the most noise. (Its the empty barrels that make the most noise.)Chacun voit midi sa porte. - To each his own. (Everyone sees noon at his door.)Un clou chasse lautre. - Life goes on. (One nail chases the other.)En avril, ne te dà ©couvre pas dun fil. - Warm weather in April isnt to be trusted. (In April, dont remove a thread (of your clothing).)En tout pays, il y a une lieue de mauvais chemin. - There will be bumps in the smoothest roads. (In every co untry there is a league of bad road.) Entre larbre et là ©corce il ne faut pas mettre le doigt. - Caught between a rock and a hard place. (Between the tree and the bark one shouldnt put a finger.)Heureux au jeu, malheureux en amour. - Lucky at cards, unlucky in love. (Happy in the game, unhappy in love.)Une hirondelle ne fait pas le printemps. - One swallow doesnt make a summer. (One swallow doesnt make spring.)Il faut casser le noyau pour avoir lamande. - No pain no gain. (You need to break the shell to have the almond.)Il faut quune porte soit ouverte ou fermà ©e. - There can be no middle course. (A door must be open or closed.)Il faut rà ©flà ©chir avant dagir. - Look before you leap. (You have to think before acting.)Il ne faut jamais dire  «Ã‚  Fontaine, je ne boirai pas de ton eau  !  Ã‚ » - Never say never. (You should never say, Fountain, I will never drink your water!)Il ne faut jamais jeter le manche aprà ¨s la cognà ©e. - Never say die. (One should never throw the handle after the felling a xe.)Il ne faut rien laisser au hasard. - Leave nothing to chance. (Nothing should be left to chance.) Il ny a pas de fumà ©e sans feu. - Where theres smoke, theres fire. (Theres no smoke without fire.)Il ny a que les montagnes qui ne se rencontrent jamais. - There are none so distant that fate cannot bring together. (There are only mountains that never meet.)Il vaut mieux à ªtre marteau quenclume. - Its better to be a hammer than a nail. (Its better to be a hammer than an anvil.)Impossible nest pas franà §ais. - There is no such word as cant. (Impossible isnt French.)Les jours se suivent et ne se ressemblent pas. - Theres no telling what tomorrow will bring. (The days follow each other and dont look alike.)Un malheur ne vient jamais seul. - When it rains, it pours! (Misfortune never comes alone.)Le mieux est lennemi de bien. - Let well enough alone. (Best is goods enemy.)Mieux vaut plier que rompre. - Adapt and survive. (Better to bend than to break.)Mieux vaut prà ©venir que guà ©rir. - Prevention is better than cure. (Better to prevent than to cure.) Mieux vaut tard que jamais. - Better late than never. (Late is worth more than never.)Les murs ont des oreilles. - Walls have ears.Noà «l au balcon, Pà ¢ques au tison. - A warm Christmas means a cold Easter. (Christmas on the balcony, Easter at the embers.)On ne fait pas domelette sans casser des Å“ufs. - You cant make an omelette without breaking eggs.On ne peut pas avoir le beurre et largent du beurre. - You cant have your cake and eat it too. (You cant have the butter and the money from [selling] the butter.)Paris ne sest pas fait en un jour. - Rome wasnt built in a day. (Paris wasnt made in a day.)Les petits ruisseaux font les grandes rivià ¨res. - Tall oaks from little acorns grow. (The little streams make the big rivers.)Quand le vin est tirà ©, il faut le boire. - Once the first step is taken theres no going back. (When the wine is drawn, one must drink it.)La raison du plus fort est toujours la meilleure. - Might makes right. (The strongest reason is always th e best.) Rien ne sert de courir, il faut partir point. - Slow and steady wins the race. (Theres no point in running, you have to leave on time.)Si jeunesse savait, si vieillesse pouvait. - Youth is wasted on the young.(If youth knew, if old age could.)Un sou est un sou. - Every penny counts. (A cent is a cent.)Tant va la cruche leau qu la fin elle se casse. - Enough is enough. (So often the pitcher goes to the water that in the end it breaks.)Tel est pris qui croyait prendre. - Its the biter bit. (He is taken who thought he could take.)Tel qui rit vendredi dimanche pleurera. - Laugh on Friday, cry on Sunday. (He who laughs on Friday will cry on Sunday.)Le temps, cest de largent. - Time is money. (Time, thats money.)Tourner sept fois sa langue dans sa bouche. - to think long and hard before speaking. (To turn ones tongue in ones mouth seven times.)Tous les goà »ts sont dans la nature. - It takes all kinds (to make a world). (All tastes are in nature.)Tout ce qui brille nest pas or. - All that glitters isnt gold. Tout est bien qui finit bien. - Alls well that ends well.Toute peine mà ©rite salaire. - The laborer is worthy of his hire. (All trouble taken deserves pay.)Un tiens vaut mieux que deux tu lauras. - A bird in the hand is worth two in the bush. (One that you hold is better than two that you will have.)Vouloir, cest pouvoir. - Where theres a will, theres a way. (To want, that is to be able.) French Sayings About Types of People   bon  entendeur, salut. - A word to the wise is enough. (To a good listener, safety.) mauvais ouvrier point de bons outils. - A bad workman blames his tools. (To a bad worker no good tools.) lÅ“uvre on reconnaà ®t lartisan. - You can tell an artist by his handiwork. (By his work one recognizes the workman.) pà ¨re avare fils prodigue. - The misers son is a spendthrift. (To a stingy father prodigal son.) tout seigneur tout  honneur. - Honor to whom honor is due.Aide-toi, le ciel taidera. - Heaven helps those who help themselves. (Help yourself, heaven will help you.)Au royaume des aveugles les borgnes sont rois. - In the kingdom of the blind the one-eyed man is king.Autant de tà ªtes,  autant  davis. - Too many cooks spoil the broth. (So many heads, so many opinions.)Aux innocents  les  mains  pleines. - Beginners luck. (Full hands for the innocents.)Bien  faire  et  laisser  dire. - Do your work well and never mind the critics. (Do well and le t (them) speak.)Cest au pied du mur quon voit le maà §on. - The tree is known by its fruit. (Its at the foot of the wall that you see the mason.) Cest en forgeant quon devient forgeron. - Practice makes perfect. (Its by forging that one becomes a blacksmith.)Charbonnier  est  maà ®tre chez  lui. - A mans home is his castle. (A coalman is master at home.)Comme  on connaà ®t  ses  saints, on  les  honore. - To know a friend is to respect him. (As one knows his saints, one honors them.)Comme  on  fait  son lit, on  se  couche. - Youve made your bed, now you must lie on it.Les conseilleurs ne sont pas les payeurs. - Givers of advice dont pay the price. (Dispensers of advice are not the payers.)Les cordonniers sont toujours les plus mal chaussà ©s. - The shoemakers son always goes barefoot. (Shoemakers are always the worst shod.)Deux patrons font  chavirer  la  barque. - Too many cooks spoil the broth. (Two bosses capsize the boat.)Lerreur  est  humaine. - To err is human. (The error is human.)Lexactitude est la politesse des  rois. - Punctuality is the politeness of kings.Lhabit  ne  fait  pas le  moine. - Clothes dont make the person. (The habit doesnt make the monk.) Il ne faut pas juger les gens sur la mine. - Dont judge a book by its cover. (One shouldnt judge people on their appearance.)Il ne sert rien de dà ©shabiller Pierre pour habiller Paul. - Robbing Peter to pay Paul. (It serves no purpose to undress Peter to dress Paul.)Il nest si mà ©chant pot qui ne trouve son couvercle. - Every Jack has his Jill. (Theres no jar so mean that it cant find its lid.)Il vaut mieux aller au moulin quau mà ©decin. - An apple a day keeps the doctor away. (Its better to go to the mill than to the doctor.)Nà ©cessità ©Ã‚  fait  loi. - Beggars cant be choosers. (Necessity makes law.)Nul  nest  prophà ¨te en son pays. - No man is a prophet in his own country.Loccasion  fait  le  larron. - Opportunity makes a thief.On ne peut pas à ªtre la fois au four et au moulin. - You cant be in two places at once. (One cant be at the oven and the mill at the same time.)On  ne  prà ªte  quaux  riches. - Only the rich get richer. (One onl y lends to the rich.)Quand le diable devient vieux, il se fait ermite. - New converts are the most pious. (When the devil gets old, he turns into a hermit.) Quand on  veut, on  peut. - Where theres a will, theres a way. (When one wants, one can.)Qui  aime  bien  chà ¢tie  bien. - Spare the rod and spoil the child. (He who loves well punishes well.)Qui  casse  les  verres  les  paie. - You pay for your mistakes. (He who breaks the glasses pays for them.)Qui craint le danger ne doit pas aller en mer. - If you cant stand the heat, get out of the kitchen. (He who fears dangers shouldnt go to sea.)Qui  donne  aux  pauvres  prà ªte Dieu. - Charity will be rewarded in heaven. (He who gives to the poor loans to God.)Qui dort dà ®ne. - He who sleeps forgets his hunger. (He who sleeps eats.)Qui  maime  me  suive. - Come all ye faithful. (He who loves me, follow me.)Qui nentend quune cloche nentend quun son. - Hear the other side and believe little. (He who hears only one bell hears only one sound.)Qui  ne  dit mot consent. - Silence implies consent. (He who says nothing consents.)Qui  ne  ri sque  rien  na  rien. - Nothing ventured, nothing gained. (He who risks nothing has nothing.) Qui  paie  ses  dettes  senrichit. - The rich man is the one who pays his debts. (He who pays his debts gets richer.)Qui  peut  le plus  peut  le  moins. - He who can do more can do less.Qui  sexcuse,  saccuse. - A guilty conscience needs no accuser. (He who excuses himself accuses himself.)Qui se marie la hà ¢te se repent loisir. - Marry in haste, repent later. (He who marries in haste repents in leisure.)Qui  se  sent  morveux,  quil  se  mouche. - If the shoe fits, wear it. (He who feels stuffy should blow his nose.)Qui sà ¨me le vent rà ©colte la tempà ªte. - As you sow, so shall you reap. (He who sows the wind reaps the storm.)Qui  sy  frotte  sy  pique. - Watch out - you might get burned. (He who rubs against it gets stung.)Qui  terre  a,  guerre  a. - He who has land has quarrels. (Who has land, has war.)Qui  trop  embrasse  mal  Ãƒ ©treint. - He who grasps at too much loses everything. (He who hugs too m uch holds badly.)Qui  va   la chasse  perd  sa  place. - He who leaves his place loses it. / Step out of line and youll lose your place. (He who goes hunting loses his place.) Qui  va  lentement  va  sà »rement. - Slowly but surely. (He who goes slowly goes surely.)Qui  veut  la fin  veut  les  moyens. - The end justifies the means. (He who wants the end wants the means.)Qui veut voyager loin mà ©nage sa monture. - He who takes it slow and steady travels a long way. (He who wants to travel far spares his mount.)Qui  vivra  verra. - What will be will be/Time will tell/God only knows. (He who lives will see.)Rira  bien  qui  rira  le dernier. - Whoever laughs last laughs best. (Will laugh well he who laughs last.)Tel pà ¨re, tel fils. - Like father like son.Tout soldat a dans son sac son batà ´n de marà ©chal. - The sky is the limit. (Every soldier has his marshalls baton in his bag.)Tout  vient   point   qui  sait  attendre. - All things come to those who wait. (All comes on time to the one who knows how to wait.)La và ©rità © sort de la bouche des enfants. - Out of the mouths of babes. (The truth come s out of the mouths of children.) French Sayings With Animal Analogies   bon  chat  bon  rat. - Tit for tat. (To good cat good rat.)Bon  chien  chasse de race. - Like breeds like. (Good dog hunts [thanks to] its ancestry.)La  caque  sent  toujours  le  hareng. - Whats bred in the bone will come out in the flesh. (The herring barrel always smells like herring.)Ce nest pas un vieux singe quon apprend faire la grimace. - Theres no substitute for experience. (Its not an old monkey that one teaches to make faces.)Ce nest pas la vache qui crie le plus fort qui fait le plus de lait. - Talkers are not doers.(Its not the cow that moos the loudest who gives the most milk.)Cest la poule qui chante qui a fait lÅ“uf. - The guilty dog barks the loudest. (Its the chicken that sings who laid the egg.)Chat à ©chaudà ©Ã‚  craint  leau  froide. - Once bitten, twice shy. (Scalded cat fears cold water.)Le chat  parti,  les  souris  dansent. - When the cats away, the mice will play. (The cat gone, the mice dance.)Chien  quià ‚  aboie  ne  mord  pas. - A barking dog does not bite. Un  chien  regarde  bien  un  Ãƒ ©và ªque. - A cat may look at a king. (A dog looks well at a bishop.)Un chien vivant vaut mieux quun lion mort. - A bird in the hand is worth two in the bush. (A live dog is worth more than a dead lion.)Les chiens aboient, la caravane passe. - To each his own. (The dogs bark, the caravan goes by.)Les  chiens  ne  font pas des chats. - The apple doesnt fall far from the tree. (Dogs dont make cats.)Donne au chien los pour quil ne convoite pas ta viande. - Give some and keep the rest. (Give the dog the bone so that he doesnt go after your meat.)Faire  dune  pierre  deux  coups. - To kill two birds with one stone. (To strike twice with one stone.)Faute de  grives, on mange des merles. - Beggars cant be choosers. (Lack of thrushes, one eats blackbirds.)Les  gros  poissons  mangent  les  petits. - Big fish eat little fish.Il faut savoir donner un Å“uf pour avoir un bÅ“uf. - Give a little to get a lot. (You have to know how to give an egg to get an ox.) Il ne faut jamais courir deux lià ¨vres la fois. - Dont try to do two things at once. (One should never run after two hares at the same time.)Il ne faut jamais mettre la charrue avant les bÅ“ufs. - Dont put the cart before the horse. (One should never put the plow before the oxen.)Il ne faut pas vendre la peau de lours avant de lavoir tuà ©. - Dont count your chickens before theyre hatched. (You shouldnt sell the bearskin before killing the bear.)Il vaut mieux sadresser Dieu qu ses saints. - Its better to talk to the organ-grinder than the monkey. (Its better to address God than his saints.)Il y a plus dun à ¢ne la foire qui sappelle Martin. - Dont jump to conclusions. (Theres more than one donkey named Martin at the fair.)Le loup  retourne  toujours  au  bois. - One always goes back to ones roots. (The wolf always goes back to the woods.)Ne rà ©veillez pas le chat  qui  dort. - Let sleeping dogs lie. (Dont wake the sleeping cat.)La  nuit,  tous  le s  chats  sont  gris. - All cats are grey in the dark. (At night, all the cats are grey.) On ne marie pas les poules avec les renards. - Different strokes for different folks. (One does not wed hens with foxes.)Petit petit,  loiseau  fait  son nid. - Every little bit helps. (Little by little, the bird builds its nest.)Quand le chat nest pas l, les souris dansent. - When the cats away, the mice will play. (When the cat isnt there, the mice dance.)Quand on parle du loup (on en voit la queue). - Speak of the devil (and he appears). (When you talk about the wolf (you see its tail).)Qui a  bu  boira. - A leopard cant change his spots. (He who has drunk will drink.)Qui  maime  aime  mon  chien. - Love me love my dog. (He who loves me loves my dog.)Qui naà ®t  poule  aime  Ã‚  caqueter. - A leopard cant change his spots. (He who was born a hen likes to cackle.)Qui se couche avec les chiens se là ¨ve avec des puces. - If you lie down with dogs you get up with fleas.Qui  se  fait  brebis  le loup le mange. - Nice guys finish last. (He wh o makes himself a ewe the wolf eats.) Qui  se  ressemble  sassemble. - Birds of a feather flock together. (Those who resemble assemble.)Qui vole un Å“uf vole un bÅ“uf. - Give an inch and hell take a mile. (He who steals an egg will steal an ox.)Souris qui na quun trou est bientà ´t prise. - Better safe than sorry. (A mouse that has only one hole is soon caught.)

Monday, November 4, 2019

Human resource management Assignment Example | Topics and Well Written Essays - 750 words

Human resource management - Assignment Example Management functions can affect the performance of a business and the main intention of HRM is to raise awareness among employees like how poor management can influence the overall performance ultimately. Employee engagement is one of the highly pursued trends in the business world presently and more and more organizations today are seen making their living by assessing employee management in order to show it to their clients later on. It is defined as â€Å"as a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation† (CIPD, 2011). Though, increased employee engagement is a useful measure by which more clients could be gathered, there are also doubts that employees, at large, would call this another HR thing which may be fake and not so beneficial in long-term context. Actually, employee management is not a fake issue but a whole new knowled ge domain by which HR executives can help raise an organization to a higher place in the market. Employee engagement is judged by the level of five kinds of roles existing within an organization. Describing these five roles holds huge importance before critically evaluating the role played by HR executives in achieving employee engagement. Employees may just remain self-involved and do only what is required of them, while there may also be employees who go out of their way to help the organization even if their jobs do not require them to do so. Some employees may also be engaged to the point that they play an entrepreneur role by presenting one after another new creative idea and help their fellow members for moving towards common goals. Now, HR executives can play a role in achieving employee engagement by removing barriers to work and consequently, transforming the organizations into places where every employee will come to work and act in a more engaged manner. Employees are in a highly engaged state when they are found doing the non-job roles and HR executives can bring the employees near this state by compelling the managers to converse more often with their employees because it is the managers ultimately who can make engagement happen (Welbourne, 2003). The idea of a high performing CSR (corporate social responsibility) organization can never be fulfilled without raising the level of employee engagement. Now, HR executives have a key role to play to strengthen employee commitment and engagement. Employee engagement is majorly raised by the HR executives by unlocking human potential and by inducing the managers to motivate their employees so that they may feel more motivated to present their innovative ides for the betterment of the organization (Strandberg, 2009). If HR executives fail in talking the managers into motivating their employees by blending with them, credibility of an organization is seriously damaged because employees are not engaged at an y level (Mees & Bonham, cited in Strandberg, 2009). HR executives have the full benefit of playing an instrumental role in helping the organizations raise their respective levels of employee engagement. Actually, employee engagement does not involve HRM alone, rather it involves everyone

Saturday, November 2, 2019

Medical oncologists job satisfaction in light of Medicare Dissertation

Medical oncologists job satisfaction in light of Medicare reimbursement cuts, new legislation such as the Sunshine Act and burno - Dissertation Example The levels of job satisfaction have a strong influence in the efficient performance of job related functions. In the case of the physicians and nursing professionals the lower the levels of job satisfaction, the less efficiency in the delivery o patient care, and lower the patient satisfaction in the care received (Burke, 2004). It is for this reason that more than four decades earlier a key factor in health care delivery was the emphasis in attempts to increase the job satisfaction levels among physicians and nursing professionals, with a lot of concentration on financial rewards and improved working conditions. Evidence from studies subsequently has shown that these efforts have not produced the desired results. Over the past decade physician job level satisfaction has declined significantly, and is gauged by the lack of willingness to repeat their studies in medicine, were the option available to them (Burke, 2004). A key dimension that has emerged in the delivery of healthcare cu rrently is the requirement for lowering the costs in the delivery of care, but at the same time maintaining higher levels of quality in the delivery care. In addition there are changes that have occurred in the market place involving increase in competition and legislative financial pressures that are consistent with the requirement for lowering costs and increasing quality in the delivery of healthcare. ... tant exposure to the suffering of their patients, loss of patients, and the grief of the survivors, and are expected to provide relief in all these circumstances. In other words the normal practice of medical oncologists is stressful (Cherny & Catane, 2004). In addition to work pressures, medical oncologists face added financial stress coming from legislative action that will cause cut in Medicare re-imbursement from 2012 onwards (Walsh, 2011). 2. Aim of the Study The aim of the study is to evaluate job satisfaction among medical oncologists in the face of the increased challenges that they face in their practice of health care. 3. Objectives of the Study This study has three objectives, which are: 1. Evaluate the impact of Medicare reimbursement cuts on job satisfaction among medical oncologists. 2. Evaluate the impact of the Sunshine Act on job satisfaction among medical oncologists. 3. Analyse the impact of burnout due to work and family conflict on job satisfaction among medical oncologists. 4. Significance of the Study The elderly population in the United States of America (USA) is growing, which will place increased demands on providing care for their health needs. The incidence of cancer is known to rise with age. In addition, derived from the benefits advances in medical science there is and increase in the survivorship of cancer patients. Hence there will be increasing demand for medical oncologists to meet the health care needs of the general population, as well as the growing elderly segment. In a recent study conducted by the American Society of Clinical Oncology there is already a shortage of medical oncologists that will only worsen over the next decade. The study forecasts that in 2020 12,547 oncologists will be added to the strength of practicing