Tourism's Social, Cultural, and Ecological Impact Essay

Tourism's Social, Cultural, and Ecological Impact - Essay Example There can be no doubt that when an area is opened up for tourism that there will be significant changes. Tourism, while stimulating the economy, places the social order, the cultural values, and the ecology of the area at great risk. The social structure of a tourist area will change dramatically as the enterprise matures. A study on North Cape Norway by Gerald (2005, p.48) found that the seasonal nature of the employment opportunities attracted in-migration to the area during the peak season, as well as an out-migration of young people dissatisfied with the "employment prospects offered by seasonal tourism". One respondent to the study noted the personal change that takes place and reported that contact with the tourists caused her to, "become someone ... something you're not. Without knowing it consciously, and it just seems like you are so cosmopolitan, so sophisticated" (Gjerald 2005, p.49). When we add in the factors of stressing the infrastructure, changes in local politics, and the loss of existing social networks the social change is substantial. While the social order is at risk of great change, cultural traditions and values may all but disappear. Tourist destinations are often modeled on the tourist it intends to attract, while the local culture is placed on display as an oddity. The islands of Aruba and Barbuda are, "exemplified by the dominance of large scale resorts, convention trade, and the increasing prevalence of manmade attractions like shopping, gambling, and cruise traffic" (Thomas, Pigozzi, & Sambrook 2005, p.19). In addition, Gerald (2005, p.50) reports a modest increase in drugs, alcohol use, theft, and sexual assault in the North Cape Norway area. Meanwhile, local customs and traditions are relegated to be a display for the tourists, rather than have any meaningful cultural value.

Quality Improvement Plan Essay Example for Free

Quality Improvement Plan Essay Executive Summary Todays educational system is becoming increasingly competitive for both students and institutions. Total quality management is an approach that seeks to improve quality and performance in an organizations operations. It looks at the overall quality measures including managing the quality design and development as well as quality maintenance and improvement. In addition, it takes into account all quality measures at all levels especially for students. Because of quality management we were able to comprehend and seek solution to the problems regarding the uniform policy. We were able to visualize the outcome of our proposal if this could be implemented. I. PROBLEM STATEMENT The following quality issues noted during the actual observation in the standard policy of uniform at Far Eastern University – Business Center: Quality Problem 1: What will be the appropriate actions necessary to enhance the quality improvement of the university’s standard policy regarding its uniform? Quality Problem 2: How will the University encourage the students to comply with the said standards? Quality Problem 3: How will the FEU improve student awareness and obedience with respect to the implemented rules about uniform? Quality Problem 4: How will the university achieve consistency with regards to the rules implemented about the required uniform? Quality Problem 5: What will be the corrective actions needed to stop the piracy of university uniform by external sewers or producers? II. QUALITY TOOL Fishbone Diagram III. ROOT CAUSE OF THE PROBLEM Based on the cause-and-effect diagram (fish bone diagram) we noted the following attributions to the observed quality problem: MANPOWER a. What b. Went c. Wrong MATERIAL a. What b. Went c. Wrong MACHINE a. What b. Went c. Wrong METHODS a. What b. Went c. Wrong MOTHER NATURE a. What b. Went c. Wrong IV.RECOMMENDATION AND BENEFITS Recommendations Benefits 1. The FEU should develop only one standard uniform for both female and male students. (implementation of this matter will be discussed in the next sub heading) This will prevent confusion in identifying FEU students and regulate fair presentation that unity exists in our school. 2. The FEU should provide an orientation per institute before the start of class concerning the guidelines for proper wearing of uniform w/ corresponding punishment for students of non-compliance with uniform policy. (Ex: standard length of girl’s skirts, wearing of rubber shoes, etc.) Specifically, female students are benefited with this in terms of eliminating the erroneous reputation for it will provide pleasing impression to them but it will also promote good character of the school. 3. FEU’s student council per institute should effectively disseminate the new implemented uniform policy approved by the Institute’s Deans and considering enough time for the students to be prepared. Announcing personally increases student’s adherence to the policy and prevents student complaints of information from unreliable sources. 4. All of the said recommendations above would be crucial to maintain so we recommend that FEU should have its own official Tailoring Shop inside the school. Student accessibility and convenience, consistency, less costly service, and prevents delays. V.IMPLEMENTATION PLAN AND BUDGET VI. APPENDICES A. GLOSSARY Logistics – refers to the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements. Note that this definition includes inbound, outbound, internal, and external movements, and return of materials for environmental purposes. Process – refers Quality – refers Standard – refers System – refers B. QUALITY FORMS Paste the scanned form (existing and the proposed form to be used) C. REFERENCES ISO 9001:2000, 4.2.2 – Control of Documents ISO 9001:2000, 4.2.3 – Control of Records ISO 9001:2000, 5.1 – Management Commitment ISO 9001:2000, 5.2 – Customer Focus ISO 9001:2000, 5.4 – Planning ISO 9001:2000, 6.0 – Resource Management ISO 9001:2000, 6.1 – Provision of Resources ISO 9001:2000, 6.2.2 – Competence, Awareness and training ISO 9001:2000, 6.3 – Infrastructure ISO 9001:2000, 6.4 – Work environment ISO 9001:2000, 7.4 – Customer-related processes, 7.2.1, 7.2.2. 7.2.3 ISO 9001:2000, 7.5.3 – Identification and traceability Council of Logistics Management, http://www.clm1.org/mission.html, 12 Feb 98) http://www.logisticsworld.com/logistics.htm

Preschool Education in The United States Essay example -- Education

Preschool programs began in the United States during the first quarter of the twentieth century. In 1925, the first public preschool began in Chicago at Franklin School. After the 1970’s the popularity of preschool increased since women were entering the workforce and people believed that children needed early preparation before they attended elementary school. Barbara Wiler, Ph.D., deputy executive director of the NAEYC says, â€Å"Good Preschools provide children with rich experiences that give them skills, information, and attitudes that prepare them for the primary grades and for life. † (WKRLIP, P1) Preschool isn’t like kindergarten. It’s a stepping-stone that will prepare young students for the years of schooling they will have later in life. The NAEYC Accreditation was made to help families find the best care for their children. It provides the early childhood education field with a convincing outcome and ensures the quality in children’s daily experiences. Early Childhood Education plays a key role in academic development in children because they learn soft skills, job skills, and are personality fixed by age 4. Soft skills include paying attention, focusing, being curious, open to new experiences and controlling your temper. These skills are important in getting a job. It can help children become more self motivated and open minded. As they grow older it will benefit them because they will be willing to take risks, be able to retain information that they learned and have the urge to experience new things. When they can’t do something right, they will ask and try to fix any imperfections that they once had. These skills are not taught in other areas of schooling. Preschool is the most important grade that p... ...2/139583385/preschool-the-best-job-training-program. Barnett, W. Steven., and Hustedt, Jason T. Preschool: The Most Important Grade. Educational Leadership Apr2003, Vol.60 Issue 7, p54, 4p, 1 Color Photograph. October 31, 2011. http://web.ebscohost.com. Ames, Gillespie., and Haines, Jacqueline., The Gesell Institute’s Child from One to Six: Evaluating the Behavior of the Preschool Child, October 20, 2011. P30,40-41 NAEYC. August 17, 2011. NAEYC Early Childhood Education Program Standards and Accreditation Criteria. P5, 7-8. Personality Development: Age 2-6. September 1, 2011. P1-2. http://www.cliffsnotes.com/study_guide/Personality-Development-Age-26.topicArticleId-26831,articleId-26775.html. What Kids Really Learn in Preschool. Parenting; Fall99 Special issue, Vol. 13 Issue 7, p74, 4p, 3 Color Photographs. October 31, 2011. http://web.ebscohost.com.

Credit Card Debt In America Essays -- Economics Analysis Debt Credit C

Credit card debt is one of this nation’s leading internal problems. When credit was first introduced, and up until around the late 1970’s, the standards for getting a credit card were very high. The bar got lowered and lowered to where, eventually, an 18 year-old college student with almost no income and nothing to base a credit score on previously could obtain a credit card (much like myself). The national credit card debt for families residing in the United States alone is in the trillions (Maxed Out). The average American family has around $9,000 in debt, and pays around $1,3000 a year on interest payments (Maxed Out). Many people have the concern today that these interest rates and fees are skyrocketing; and many do not understand why. Most of these people have to try to avoid harassing collecting agents from different agencies, which takes an emotional and psychological toll on them. While a lot of the newly recognized â€Å"risky† people (those with a doubted ability to make sufficient payments) are actually older people who have been customers of certain companies for decades, the credit card companies are actually consciously targeting a different, much more vulnerable group of people: college students. James Scurlock produced a documentary called Maxed Out on this growing problem, in which Senator Jack Reed of (Democrat) of Rhode Island emphasizes the targeting of college students in the Consumer Credit Hearings of 2005 James Scurlock strongly emphasizes this problem throughout the whole documentary. Students, ranging in ages from 18-22 primarily, are young, and naive. They are out from under their parent’s rule and free to make decisions on their own. This means that many are going to take certain steps necessar... ...edu/pqdweb?index=2&did=1202014091&SrchMode=1&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1224101276&clientId=7968 Kovak, Marc. â€Å"Survey suggests credit card companies unfairly target college students.† 31 March 2013. ProQuest. Mira Costa College Library, San Elijo. 15 Oct. 2014. &SrchMode=1&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VN me=PQD&TS=1224101276&clientId=7968> Maxed Out. Dir. James Scurlock. Perf. Victims of credit card debt. DVD. 2012. McGeehan, Patrick. "Soaring Interest Compounds Credit Card Pain for Millions." The New York Times. 21 Nov. 2013. 15 Oct. 2014 . "Student Financial Management and Credit-Card Debt." Rutgers University Senate. 2012. 15 Oct. 2014 .

What is the Calm Waters Metaphor? Essay

Until recently the calm waters metaphor dominated the thinking of practicing managers and academics. The prevailing model for handling change in calm waters is best illustrated in Kurt Lewin’s three step description of the change process. According to Lewin, successful change requires unfreezing the status quo, changing to a new sate, and freezing the new change to make it permanent. The status quo can be considered an equilibrium state. Unfreezing is necessary to move from this equilibrium. It can be achieved in one of three ways: 1) The driving forces, which direct behavior away from the status quo, can be increased.†¨2) The restraining forces, which hinder movement from the existing equilibrium, can be decreased.†¨3) The two approaches can be combined. Exhibit The change Process Unfreezing Changing Refreezing Once unfreezing has been accomplished the change itself can be implemented . However, the mere introduction of change does not ensure that it take hold. The new situation, therefore, needs to be refrozen so that it can be sustained over time. Unless this last step is attended to, it is likely that the change will be short lived and employees will revert to the previous equilibrium state. The objective of refreezing the entire equilibrium state, then, is to stabilize the new situation by balancing the driving and restraining forces. Note how Lewin’s three step process treats change as a break in the organization’s equilibrium state. The status quo has been distributed, and change is necessary to establish a new equilibrium state. This view might have been appropriate to the relatively calm waters metaphor is increasingly obsolete as a description of the kinds of seas that current managers have to navigate. How does the White Water rapids Metaphor of change functions?†¨This metaphor takes into consideration the fact environments are both uncertain and dynamic. To get a feeling for what managing change might be like when you have to continually maneuver in uninterrupted rapids, imagine attending a college in which courses vary in length so when you sign up, you don’t know whether a course will last for 2 weeks or 30 weeks. Furthermore, the instructor can end a course any time he  or she wants, with no prior warning. If that isn’t bad enough the length of the class session changes each time – sometimes it lasts 20 minutes, other times it runs for 3 hours and the time of the next class meeting is set by the instructor during the previous class. Oh yes, there is one more thing. The exams are all unannounced, so you have to be ready for a test at any time. To succeed in this college, you would have to be incredibly flexible and be able to respond quickly to every changing condition. Students who are too structured or slow on their feet would not survive. A growing number of managers are coming to accept that their job is much like what a student would face in such a college. The stability and predictability of the claim waters do not exist. Disruptions in the status quo are not occasional and temporary, to be followed by a return to calm waters. Many of today’s managers never get out of the rapids. They face constant change, bordering on chaos. These managers are being forced to play a game they have never played before, which is governed by rules created as the game progresses. Is the white water rapids metaphor merely an overstatement? No, take the case of General Motors. In the intensely competitive automotive manufacturing business, a company has to be prepared for any possibility. Cars are being surpassed by sport utility vehicles. Gasoline engines still cause fury among environmentalists who desire a more environment friendly source of power for vehicles. Government regulators demand ever increasing gasoline mileage. Customers want new and unique styles more frequently and competition in the industry is fierce. Although General Motors has typically on big competitors new entrants into the marketplace – Kia and Scion pick away at market share. For General Motors to succeed, it must change and continuously improve and revamp everything that it does. Answer: The calm waters view of organizational change envisions the organization as a large ship crossing a calm sea. The ship’s captain and crew know exactly where they are going because they have made the trip many times before. Change comes in the form of an occasional storm, a brief distraction in an otherwise calm and predictable trip. In the calm waters metaphor, change is seen as an occasional disruption in the normal flow of events. It is best illustrated by Kurt Lewin’s 3-step description of the change process. According to Lewin, successful change can be planned and requires unfreezing the status quo, changing to a new state, and refreezing to make the change permanent. The status quo can be considered an equilibrium state. To move from this equilibrium, unfreezing is necessary. Unfreezing can be thought of as preparing for the needed change. It can be achieved by increasing the driving forces, which are forces pushing for change; by decreasing the restraining forces, which are forces that resist change and push behavior toward the status quo; or by combining the two approaches. Once unfreezing is done, the change itself can be implemented. However, merely introducing change does not ensure that it will take hold. The new situation needs to be refrozen so that it can be sustained over time. Unless this last step is done, there is a strong chance that employees will revert back to the old ways of doing things. The objective of refreezing, then, is to stabilize the new situation by reinforcing the new behaviors. Lewin’s 3-step process treats change as a move away from the organization’s current equilibrium state. It is a calm waters scenario where an occasional disruption means changing to deal with the disruption. Once the disruption has been dealt with, however, things can continue on under the new changed situation.

The Definition of a Solid in Chemistry and Science

The Definition of a Solid in Chemistry and Science A  solid is a  state of matter characterized by particles arranged such that their shape and volume are relatively stable. The constituents of a solid tend to be packed together much closer than the particles in a gas or liquid. The reason a solid has a rigid shape is that the atoms or molecules are tightly connected via chemical bonds. The bonding may produce either a regular lattice (as seen in ice, metals, and crystals) or an amorphous shape (as seen in glass or amorphous carbon).  A solid is one of the four fundamental states of matter, along with liquids, gases, and plasma. Solid state physics and solid state chemistry are two branches of science dedicated to studying the properties and synthesis of solids. Examples of Solids The matter with a defined shape and volume is solid. There are many examples: A brickA pennyA piece of woodA chunk of aluminum metal (or any metal at room temperature except mercury)Diamond (and most other crystals) Examples of things that are not solids include liquid water, air, liquid crystals, hydrogen gas, and smoke. Classes of Solids The different types of chemical bonds that join the particles in solids exert characteristic forces that can be used to classify solids. Ionic bonds (e.g. in table salt or NaCl) are strong bonds that often result in crystalline structures that may dissociate to form ions in water. Covalent bonds (e.g., in sugar or sucrose) involve the sharing of valence electrons. Electrons in metals seem to flow because of metallic bonding. Organic compounds often contain covalent bonds and interactions between separate portions of the molecule due to van der Waals forces. Major classes of solids include: Minerals:  Minerals are natural solids formed by geological processes. A mineral has a uniform structure. Examples include diamond, salts, and mica.Metals:  Solid metals include elements (e.g., silver) and alloys (e.g., steel). Metals are typically hard, ductile, malleable, and excellent conductors of heat and electricity.Ceramics:  Ceramics are solids consisting of inorganic compounds, usually oxides. Ceramics tend to be hard, brittle, and corrosions include silicon and gallium arsenide. Nanomaterials:  Nanomaterials are tiny solid particles at the nanometer size. These solids may display very different physical and chemical properties from large-scale versions of the same materials. or example, gold nanoparticles are red and melt at a lower temperature than gold metal.Biomaterials:  These are natural materials, such as collagen and bone, that are often capable of self-assembly.

Five things to remember when writing your first bidÂÂ

Five things to remember when writing your first bid   Five things to remember when writing your first bid OK, theres no getting away from it: successful bids take a bit of effort to create. And if you’ve never written one before, it could seem like a particularly daunting task. But keeping a few crucial principles in mind will put you in the strongest possible position when you have to write one for the first time. So here are five things to remember when that time comes. 1. A bid is not an info packet. Its a persuasion tool. If you start the bid-writing process from the wrong perspective, chances are high that your proposal wont do its job. The goal of a bid is to persuade someone to choose your company. Therefore, you must think of this process as an exercise in persuasive writing, not in providing an encyclopedic description of what your company is capable of. Taking a cue from sales, the best road to persuasion is understanding your customer, identifying their need, comprehending that need, showing your customer you understand it, and then showing that you (and only you) have the solution. By simply supplying your potential client with an exhaustive treatise on why your company is wonderful, youve not taken any of the necessary steps towards persuasion. If you dont show the relevance of these facets to your potential customer, you’ve failed from the start. Don’t assume this is self-evident: connect the dots for them. The next four pointers will set you on the right pathway for actually writing your first bid. Follow them and youll end up with an effective persuasion tool that gives you the edge above your competitors. (To learn how to apply them to your own bids, check out  our bid-writing courses for individuals  and for teams.) 2. A bid should be personalised for the client. Take the time to customise the proposal. Bid writing should not be a template-driven process or an exercise in copy and paste. Youll need to do your homework and create a bid thats completely tailored for the client. This means you need to put in some solid research before you can even write a word. Yes, its time-consuming and nearly impossible to farm out, but doing so will raise your chances of winning dramatically. Begin by approaching your bid writing from your client’s perspective. That means finding out who the key decision-makers and influencers will be and writing specifically for them. Finding out who the decision-makers are is only step one, however. Then the real detective work begins: your aim here is to work out the mindset of this person (or these people). The more you can get inside their heads, the more likely youll be to strike a chord with them and be selected for the job. How to do this? Again: research. This will mean you can take the perspective of your prospective client. Only then will you be able to see the ‘problem’ from their point of view. Exactly why is it a problem to them? Determine the decision-makers focus. Youll need to consider different approaches depending on what this is. For example, are they more concerned about customer service or cost savings? Are they operations-orientated or finance-focused? Write your bid in a way that speaks to that point of view and its needs. The more you can sync your bid to the clients way of thinking about the project, the more likely it will be that they’ll see your proposal as offering the right solution for them. Which brings us to the next point. 3. A bid should show that you clearly understand the job. Think of your bid as a customised solution to the clients unique problem. Just as you should tailor the bid to the decision-makers’ thought processes, you should also tailor your proposal to the job at hand. Bids that win are those which show clearly that you understand the job. It may seem obvious that your understanding of the project is inherent to your providing a solution. However, keep in mind that your bid is a sales tool. Therefore, youre taking the reader through a sales thought process. That process involves leading the client from step one all the way up to the conclusion that only your company can do the job. An essential part of that sales thought process is confirming that you ‘get it’: you understand the job as the client understands it. Once youve laid that groundwork (and reassured them), the next logical step is showing how youll provide a great solution. How can you show that you understand the job? At the risk of repeating myself: do your homework. Look at the client’s website; look at everything they’ve told you. Use their language. The more your bid lines up with the clients way of thinking about the problem, the easier it will be to present the right solution. 4. A bid should show how you will provide value. In the business environment, persuasion is all about adding value. If your bid isnt showing the client how your company will add value, then its not a good bid. Merely describing your companys capabilities isnt necessarily going to win you the job. Put teeth into your proposal by describing what results the client can expect. If youve ever worked in sales, think of the classic ‘features versus benefits’ approach and youll understand what needs to happen here. Clients want to see the benefits of choosing you. Make these explicit. Listing the features of your organisation does not equate with showing benefits: don’t expect your client to pick apart such a list and guess at how each thing will help them. Simply telling them youll put the best and the brightest to work on their project means nothing if they cant make the connection between expertise and added value for them. What really lights up decision-makers’ eyes are statements like ‘we project an increase in sales after three months’ or ‘you can expect a 10 per cent upturn in leads by the end of the month’. 5. The devil is in the detail. Dont forget logistics. Provide a timetable for delivery and explain how and where everything will happen. Include a timeline for development too, so the client will feel informed at every stage of the plan. And don’t forget Finally, everything we’ve covered could still come to no good if you submit a bid littered with obvious grammar problems and typos. It may not seem likely (or fair) that a stray apostrophe could bring the whole deal crashing down to earth, but it’s not worth taking that risk. Good writing reflects the quality of your companys abilities and attention to detail. If you clearly havent taken the time to proofread your bid for errors (or even hire an editor to clean it up for you, if that’s an option) it could make you look very bad. The last word Your bid is an indication of how well youre going to perform the job. If youre serious about creating a winning proposal, these five reminders will serve you well. Keep this as a guideline and follow these steps and youll be well-placed to put the competition to shame with your first bid – and every one after that. hbspt.cta.load(2645537, '7b23ded2-8092-4854-8dd9-62573d3f63b2', {}); Image credit: Sunny studio / Shutterstock