The Roots Of Blues Music :: essays research papers

The Roots of Blues Music Blues is a very important type of music. Most music that you hear today has some form of blues in it. If it wasn't for the blues there wouldn't be any rock and roll, country, rap, pop, or jazz . Blues is also important for African American culture. African Americans were also the people who started the blues. The Blues started in the late 1800's in levee camps or plantations in places like Mississippi, Louisiana, and Texas were many African Americans lived. The blues of that time was called country blues. It was a mixture of African music, field hollers, work songs, religious music, and ragtime. The main influence of blues music was African music which has a strong and steady beat using drums or other instruments. Its beat and singing showed in the blues. Work songs and field hollers were an influence on blues. They were mostly made up as the musicians were singing. They were a mixture of story telling and talking with a definite call and response. Religious music was very important in forming blues music. Because most blacks went to Christian churches from an early age and were exposed to Christian hymns. Ragtime was an influence that came later and is a faster blues played with the piano and someone singing which was usually played in bars called barrel houses. The first country blues that was written and published was "Memphis Blues" by W.C. Handy in the early 1900's. The first recorded blues was " Crazy Blues" by Mamie Smith in 1915. Most country blues were played with an acoustic guitar and with someone singing. It also has a definite call and response between the voice and guitar. Guitars were used because they had a broad range of notes, they were portable, affordable, and they were permitted by slave owners at that time. The slave owners didn't permit drums because they thought the drums could be used to signal to each other. There were many beginning Blues musicians but only a few had their songs written, published, or recorded. The Roots Of Blues Music :: essays research papers The Roots of Blues Music Blues is a very important type of music. Most music that you hear today has some form of blues in it. If it wasn't for the blues there wouldn't be any rock and roll, country, rap, pop, or jazz . Blues is also important for African American culture. African Americans were also the people who started the blues. The Blues started in the late 1800's in levee camps or plantations in places like Mississippi, Louisiana, and Texas were many African Americans lived. The blues of that time was called country blues. It was a mixture of African music, field hollers, work songs, religious music, and ragtime. The main influence of blues music was African music which has a strong and steady beat using drums or other instruments. Its beat and singing showed in the blues. Work songs and field hollers were an influence on blues. They were mostly made up as the musicians were singing. They were a mixture of story telling and talking with a definite call and response. Religious music was very important in forming blues music. Because most blacks went to Christian churches from an early age and were exposed to Christian hymns. Ragtime was an influence that came later and is a faster blues played with the piano and someone singing which was usually played in bars called barrel houses. The first country blues that was written and published was "Memphis Blues" by W.C. Handy in the early 1900's. The first recorded blues was " Crazy Blues" by Mamie Smith in 1915. Most country blues were played with an acoustic guitar and with someone singing. It also has a definite call and response between the voice and guitar. Guitars were used because they had a broad range of notes, they were portable, affordable, and they were permitted by slave owners at that time. The slave owners didn't permit drums because they thought the drums could be used to signal to each other. There were many beginning Blues musicians but only a few had their songs written, published, or recorded.

Management Accounting Research

Management accounting research has thrived producing substantive findings relevant to industry, but its’ application in practice is questionable. The requirements for management accountants have changed over the years in terms of the roles, skills and knowledge base required. Thus, arguably, industries should look at greater continued participation into higher education. Management accounting research has gone beyond the traditional costing for large industries. Traditional management accounting roles have been reformed and/or faded away.Burns et al argued that the new reformed roles of management accountants necessitate new education and training. Considering the changes/emergence and popularity of new occupational management accounting roles including business analysts, strategic management accountants and management controllers, less prominence should be placed on traditional learning methods but more on ‘case studies, practical projects and group research assignments ’ (Scapens 1999). If such changes are to be implemented, large challenges lie ahead including cost constraints.Burns et al (2004) looked at management accounting research exploring the changes in terms of the expansion of topics, methods and problems making comparisons with the changes in management accounting practices. Burns et al (2004) also examined the skills and knowledge requirements by management accountants and how these aspects may also require a reform in education and management accounting curriculum. Burns and Yazdifar (2001) asked UK qualified management accountants to highlight the ten most perceived management accounting important tasks, tools and techniques of 1995-00 and 2000-05.They founded that both sets of results, management accountants placed emphasis on traditional management accounting roles such as performance evaluation, budget planning and management, management accounts interpretation and presentation, cost and financial control. It was founded th at management accountants perceived budgets as the most important task also highly ranking variance analysis in the late nineteenth century. Nevertheless, numerous new areas such as ABC, balanced scorecard were attributed as low significance.They also founded the expected importance of future tasks considerably changed with more emphasis being placed on newer tasks particularly in strategic planning and implementation, valued-added identification and implementation, new information system implementation, operational information interpretation. It was also founded that despite budgets and variance analysis being highly rated in the 21st century, more importance was placed on ABC, balanced scorecards. Thus, future years have more emphasis on ‘strategy-aligned analysis’ and less emphasis on ‘cost control and cutting’.Identifying the requirements of management accounting practitioners can enable researchers to place more emphasis on such requirements during inv estigations in order to maintain its currency with practitioners. Burns et al (2001) questioned the reasons for changes in management accounting modelling the tasks as well as roles of management accountants. Consequently, they asked UK qualified management accountants to highlight what they considered to be vitally important contributions to change in management accounting.They founded that information technological advances including accountancy software advances and organisational restructuring as well as the new styles of modern management to be a vital contribution in driving change in the tasks and roles of management accountants. However, Scapens et al (2003) founded that customer orientated initiatives and globalisation were the two fundamental drivers for change. Johnson and Kaplan (1987) argued the existence of a ‘relevance gap’ between management accounting research and practice.They based their argument on fact that companies had one information system and e xternal financial reporting statutory requirements would take preference over the information required by internal management accountants. Burns et al founded modern technological advances including database capabilities enabled the storage of vast amounts of information which can be analysed in various ways meeting the needs of a number of users. Thus, managers can easily access variances and performances.Modern technology has contributed to the change of management accounting roles. Fundamental advances in management operations and productions such as just-in-time have challenged previous methods such as Ford’s mass production. Manufacturing automation has resulted in increased the relation of fixed costs to variable (Bromwich and Bhimani, 1994). New forms of competitiveness such as customer service, differentiation and innovation of products, quality. Hence, more importance is placed on the monitoring of crucial non-financial variables.Scapens et al (1996) argued that mana gers not necessarily management accountants have the necessary technology, access of data and in numerous cases the necessary skills to be their own ‘pseudo’ accountants. Burns et al (2001) founded that globalisation, customer focus and new forms of competitiveness have affected the roles of management accountants. There has been increased global competition, market volatility and shorter product life cycles contributing to the reform of management accounting roles.There has also been an increased focus on overheads as they now contribute to a substantial proportion of business costs. Consequently, there is increased focus on investigating the value added by overhead processes. Nevertheless, the analysis of overheads is a weak section of traditional management accounting. Considering the emphasis placed on traditional methods, it is questionable whether modern management accounting research is gaining recognition by practitioners despite such research anticipating chang es in modern day.Burns et al (2001) argued to the contrary of Johnson and Kaplan stating that a relevance gap does not exist. They argued that management accounting research has highlighted issues concerning management accounting change. Practice frequently searches for a quick fix to problems failing to address fundamental issues. Practitioners and professional sponsors fail to appreciate modern important investigations and management accounting research often seeking solutions to problems using traditional methods.Arguably, the problem does not lie in management accounting research which has accommodated changes but the way in which it is taught and generally accepted. It’s a shame that new management accounting solutions are not thoroughly researched independently in the way new medicines are. Researchers have acknowledged the requirements of incorporating social science theories, other social and economic elements into accounting in order to expand practice effectively. T his was seen with the development of a ‘reward and control systems deriving from micro-economics, in particular agency theory, and social psychology’ (Merchant, 1998).However, professional textbooks do not mention such investigations and the way in which research communicated is questionable to the sustainability of the subject. It is argued that professional bodies place more emphasis on the examination and training of traditional management accounting methods. Thus, practitioners are denied access to vital knowledge relevant to their tasks. Arguably, if practitioners do not possess adequate grasp of knowledge based on modern research and theory, they are more likely to accept new methods with questionable validity only to find limitations following implementation.Burns et al founded a growth in international management accounting researchers in the last 30 years despite it being dominated by the West. Thus, management accounting research is now dealing with new issues such as culture and ethnicity (Harrison and McKinnon, 1999), diverse political system regulation and governance (Puxty et al 1987), dispersion of accounting knowledge internationally (Jones and Dugdale, 2002). Arguably, management accounting research is now broader and more flexible accommodating cultural variations. Management accounting research is now anticipating challenges encountered by practitioners.This includes areas such as ‘contingent system design, motivations and rewards, environmental scanning and strategy, and non financial aspects of control’ (Burns et al 2004, pg. 16). However, it is questionable the level of emphasis placed on new methods anticipating changes in the real world and still the majority of contributions come from traditional methods which have been thoroughly tried and tested. Thus, considering the changes occurring in management accounting research and practice, practitioners need to adopt a cumulative continuous learning approach to upd ate ones knowledge.Langfield-Smith (1997) founded that traditional methods in management accounting have become more automated as supposed to disappearing supporting the findings of Burns et al. They stated that increased and changed forms of competition, combined with technological advances, have resulted in flexibility and flatter organisations reforming the roles of management accountants. Despite Burns et al concluding that researchers are accommodating the changing roles and requirements of practitioners, their research findings can be criticised by the findings of Lawal (2002).Lawal (2002) founded that academics and practitioners have different opinions of the important topics ought to be taught. Lawal (2002) founded that academics highly valued budgets, organisational behaviours and IT in comparison to practitioners. Lawal (2002) also founded that academics placed less importance on skills required by practitioners such as time-management, negotiation and team-working. She al so founded little innovative and participative teaching methods for example videos, field studies and outside business speakers.Thus, Lawal (2002) argued a reform in teaching methods to incorporate case studies, real-life projects, group work and presentations and increased involvement by practitioners in teaching, in-depth research projects. This would arguably help management accounting research maintain its’ currency with practitioners. New managements accounting researches, proposals and methods are criticised by practitioners often highlighting various inadequacies and limitations. Thus, many new proposals are discarded questioning whether management accounting research is maintaining its currency with practitioners.When evaluating new systems, practitioners often fail to refer to academic research findings on the potential obstacles and/or effectiveness. It is questionable as to whether management accounting research has been successful considering its little practical impact. This is vastly to do with the training and education which has excluded modern researches. Arguably, there have been poor mechanisms and incentives for turning research findings into suitable techniques and policies as well as incorporating such findings into teaching programmes as the roles and skills of management accountant’s change.Observations have found that professional accounting courses including many bodies emphasise on facts and methods abandoning fundamental theory and new research. Consequently, practitioners are sceptical of research having unrealistic expectations attempting to find quick and easy explanations/solutions to difficult problems. Practitioners do not obtain sufficient research skills from professional training. Burns et al (2004) founded that academics and practicing management accountants have different career paths obstructing shared interaction as well as understanding.Academics progression is based on research accomplishments as suppose d to professional involvements. Thus, academics place less emphasis on practitioner focussed research considering the little benefit to them. The issues relating to management accounting research maintaining its currency with practitioners lie in the communication. A method needs to be adopted whereby the two are closely interrelated. The research by Burns et al (2004) has helped provide an insight into the changing roles and skills required of management accountants as well as the changes that have occurred in management accounting research.Such research by Burns et al is vital in understanding the reasons for changes in practitioner roles as well as requirements in order for management accounting research to maintain its currency with the practitioners. Arguably, research has kept up with times to accommodate changing requirements of management accountants. However, its application in practice is questionable and whether management accounting research is actually maintaining itâ⠂¬â„¢s currency with practitioners. Thus, methods should be adopted whereby research is accompanied with supporting evidence involving tried and tested methods.Suitable mechanisms and incentives for turning research findings into suitable techniques and policies should be developed and incorporated into teaching programmes. Management accountants are part of professional bodies that can incorporate new developments to the area in teaching. Professional bodies often release publications and this method should be used to communicate new management accounting research theories and findings that can be successful in practice. New management accounting research and theories are available on the internet but it is questionable whether such findings are actually used.Thus, practitioners should be encouraged to read upon new publications of management accounting research. Considering research is constantly developing with roles of management accountants changing, there should be increased p ublications by professional bodies for members in order for research to maintain its currency with practitioners. Management accounting research is crucial to the healthy development of management accounting and maintaining its’ currency with practitioners. Management Accounting Research Management accounting research has thrived producing substantive findings relevant to industry, but its’ application in practice is questionable. The requirements for management accountants have changed over the years in terms of the roles, skills and knowledge base required. Thus, arguably, industries should look at greater continued participation into higher education. Management accounting research has gone beyond the traditional costing for large industries. Traditional management accounting roles have been reformed and/or faded away.Burns et al argued that the new reformed roles of management accountants necessitate new education and training. Considering the changes/emergence and popularity of new occupational management accounting roles including business analysts, strategic management accountants and management controllers, less prominence should be placed on traditional learning methods but more on ‘case studies, practical projects and group research assignments ’ (Scapens 1999). If such changes are to be implemented, large challenges lie ahead including cost constraints.Burns et al (2004) looked at management accounting research exploring the changes in terms of the expansion of topics, methods and problems making comparisons with the changes in management accounting practices. Burns et al (2004) also examined the skills and knowledge requirements by management accountants and how these aspects may also require a reform in education and management accounting curriculum. Burns and Yazdifar (2001) asked UK qualified management accountants to highlight the ten most perceived management accounting important tasks, tools and techniques of 1995-00 and 2000-05.They founded that both sets of results, management accountants placed emphasis on traditional management accounting roles such as performance evaluation, budget planning and management, management accounts interpretation and presentation, cost and financial control. It was founded th at management accountants perceived budgets as the most important task also highly ranking variance analysis in the late nineteenth century. Nevertheless, numerous new areas such as ABC, balanced scorecard were attributed as low significance.They also founded the expected importance of future tasks considerably changed with more emphasis being placed on newer tasks particularly in strategic planning and implementation, valued-added identification and implementation, new information system implementation, operational information interpretation. It was also founded that despite budgets and variance analysis being highly rated in the 21st century, more importance was placed on ABC, balanced scorecards. Thus, future years have more emphasis on ‘strategy-aligned analysis’ and less emphasis on ‘cost control and cutting’.Identifying the requirements of management accounting practitioners can enable researchers to place more emphasis on such requirements during inv estigations in order to maintain its currency with practitioners. Burns et al (2001) questioned the reasons for changes in management accounting modelling the tasks as well as roles of management accountants. Consequently, they asked UK qualified management accountants to highlight what they considered to be vitally important contributions to change in management accounting.They founded that information technological advances including accountancy software advances and organisational restructuring as well as the new styles of modern management to be a vital contribution in driving change in the tasks and roles of management accountants. However, Scapens et al (2003) founded that customer orientated initiatives and globalisation were the two fundamental drivers for change. Johnson and Kaplan (1987) argued the existence of a ‘relevance gap’ between management accounting research and practice.They based their argument on fact that companies had one information system and e xternal financial reporting statutory requirements would take preference over the information required by internal management accountants. Burns et al founded modern technological advances including database capabilities enabled the storage of vast amounts of information which can be analysed in various ways meeting the needs of a number of users. Thus, managers can easily access variances and performances.Modern technology has contributed to the change of management accounting roles. Fundamental advances in management operations and productions such as just-in-time have challenged previous methods such as Ford’s mass production. Manufacturing automation has resulted in increased the relation of fixed costs to variable (Bromwich and Bhimani, 1994). New forms of competitiveness such as customer service, differentiation and innovation of products, quality. Hence, more importance is placed on the monitoring of crucial non-financial variables.Scapens et al (1996) argued that mana gers not necessarily management accountants have the necessary technology, access of data and in numerous cases the necessary skills to be their own ‘pseudo’ accountants. Burns et al (2001) founded that globalisation, customer focus and new forms of competitiveness have affected the roles of management accountants. There has been increased global competition, market volatility and shorter product life cycles contributing to the reform of management accounting roles.There has also been an increased focus on overheads as they now contribute to a substantial proportion of business costs. Consequently, there is increased focus on investigating the value added by overhead processes. Nevertheless, the analysis of overheads is a weak section of traditional management accounting. Considering the emphasis placed on traditional methods, it is questionable whether modern management accounting research is gaining recognition by practitioners despite such research anticipating chang es in modern day.Burns et al (2001) argued to the contrary of Johnson and Kaplan stating that a relevance gap does not exist. They argued that management accounting research has highlighted issues concerning management accounting change. Practice frequently searches for a quick fix to problems failing to address fundamental issues. Practitioners and professional sponsors fail to appreciate modern important investigations and management accounting research often seeking solutions to problems using traditional methods.Arguably, the problem does not lie in management accounting research which has accommodated changes but the way in which it is taught and generally accepted. It’s a shame that new management accounting solutions are not thoroughly researched independently in the way new medicines are. Researchers have acknowledged the requirements of incorporating social science theories, other social and economic elements into accounting in order to expand practice effectively. T his was seen with the development of a ‘reward and control systems deriving from micro-economics, in particular agency theory, and social psychology’ (Merchant, 1998).However, professional textbooks do not mention such investigations and the way in which research communicated is questionable to the sustainability of the subject. It is argued that professional bodies place more emphasis on the examination and training of traditional management accounting methods. Thus, practitioners are denied access to vital knowledge relevant to their tasks. Arguably, if practitioners do not possess adequate grasp of knowledge based on modern research and theory, they are more likely to accept new methods with questionable validity only to find limitations following implementation.Burns et al founded a growth in international management accounting researchers in the last 30 years despite it being dominated by the West. Thus, management accounting research is now dealing with new issues such as culture and ethnicity (Harrison and McKinnon, 1999), diverse political system regulation and governance (Puxty et al 1987), dispersion of accounting knowledge internationally (Jones and Dugdale, 2002). Arguably, management accounting research is now broader and more flexible accommodating cultural variations. Management accounting research is now anticipating challenges encountered by practitioners.This includes areas such as ‘contingent system design, motivations and rewards, environmental scanning and strategy, and non financial aspects of control’ (Burns et al 2004, pg. 16). However, it is questionable the level of emphasis placed on new methods anticipating changes in the real world and still the majority of contributions come from traditional methods which have been thoroughly tried and tested. Thus, considering the changes occurring in management accounting research and practice, practitioners need to adopt a cumulative continuous learning approach to upd ate ones knowledge.Langfield-Smith (1997) founded that traditional methods in management accounting have become more automated as supposed to disappearing supporting the findings of Burns et al. They stated that increased and changed forms of competition, combined with technological advances, have resulted in flexibility and flatter organisations reforming the roles of management accountants. Despite Burns et al concluding that researchers are accommodating the changing roles and requirements of practitioners, their research findings can be criticised by the findings of Lawal (2002).Lawal (2002) founded that academics and practitioners have different opinions of the important topics ought to be taught. Lawal (2002) founded that academics highly valued budgets, organisational behaviours and IT in comparison to practitioners. Lawal (2002) also founded that academics placed less importance on skills required by practitioners such as time-management, negotiation and team-working. She al so founded little innovative and participative teaching methods for example videos, field studies and outside business speakers.Thus, Lawal (2002) argued a reform in teaching methods to incorporate case studies, real-life projects, group work and presentations and increased involvement by practitioners in teaching, in-depth research projects. This would arguably help management accounting research maintain its’ currency with practitioners. New managements accounting researches, proposals and methods are criticised by practitioners often highlighting various inadequacies and limitations. Thus, many new proposals are discarded questioning whether management accounting research is maintaining its currency with practitioners.When evaluating new systems, practitioners often fail to refer to academic research findings on the potential obstacles and/or effectiveness. It is questionable as to whether management accounting research has been successful considering its little practical impact. This is vastly to do with the training and education which has excluded modern researches. Arguably, there have been poor mechanisms and incentives for turning research findings into suitable techniques and policies as well as incorporating such findings into teaching programmes as the roles and skills of management accountant’s change.Observations have found that professional accounting courses including many bodies emphasise on facts and methods abandoning fundamental theory and new research. Consequently, practitioners are sceptical of research having unrealistic expectations attempting to find quick and easy explanations/solutions to difficult problems. Practitioners do not obtain sufficient research skills from professional training. Burns et al (2004) founded that academics and practicing management accountants have different career paths obstructing shared interaction as well as understanding.Academics progression is based on research accomplishments as suppose d to professional involvements. Thus, academics place less emphasis on practitioner focussed research considering the little benefit to them. The issues relating to management accounting research maintaining its currency with practitioners lie in the communication. A method needs to be adopted whereby the two are closely interrelated. The research by Burns et al (2004) has helped provide an insight into the changing roles and skills required of management accountants as well as the changes that have occurred in management accounting research.Such research by Burns et al is vital in understanding the reasons for changes in practitioner roles as well as requirements in order for management accounting research to maintain its currency with the practitioners. Arguably, research has kept up with times to accommodate changing requirements of management accountants. However, its application in practice is questionable and whether management accounting research is actually maintaining itâ⠂¬â„¢s currency with practitioners. Thus, methods should be adopted whereby research is accompanied with supporting evidence involving tried and tested methods.Suitable mechanisms and incentives for turning research findings into suitable techniques and policies should be developed and incorporated into teaching programmes. Management accountants are part of professional bodies that can incorporate new developments to the area in teaching. Professional bodies often release publications and this method should be used to communicate new management accounting research theories and findings that can be successful in practice. New management accounting research and theories are available on the internet but it is questionable whether such findings are actually used.Thus, practitioners should be encouraged to read upon new publications of management accounting research. Considering research is constantly developing with roles of management accountants changing, there should be increased p ublications by professional bodies for members in order for research to maintain its currency with practitioners. Management accounting research is crucial to the healthy development of management accounting and maintaining its’ currency with practitioners.

A Study On An Advanced Nurse Is The Protection, Promotion,...

In recent years, there has been a nationwide increase in agreeance that all practicing nurses must obtain a bachelor’s degree in nursing. This idea comes from the perspective that baccalaureate prepared registered nurses are more equip to manage the demand of the hospital patient population that is being seen today. A bachelor’s degree in registered nursing is now being considered as the entry level degree for all practicing nurses and those new nurses who are now entering the field. According to the American Nurses Association, â€Å"Nursing is the protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities, and populations† (nursingworld.org). A baccalaureate prepared registered nurse is able to carry out these actions in addition to being educationally trained in a more advanced ro le of direct care nursing. An advanced practice nurse with years of experience, Dr.Joanne Duffy, DNSc, RN,CCRN, created a quality-nursing care model which has been adopted by many institutions and incorporated into the practices of all of their registered nurses. The quality-nurse care model is a map of processes for making more strategic client based choices in healthcare systems. It encompasses principles on caring values, attitudes, and behaviors, and establishes the relationship between the nurse and the patient asShow MoreRelatedNursing Is One Of The Oldest Professions In The World,924 Words   |  4 Pagesknown about the human body, diseases and medications. Years later, nursing is still one of the most popular and necessary professions in the world. 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How did people decide to make nursing their career choice? What are the reasons for people to start such a way of life? As it goes without saying, nursing can not be called a professionRead MoreNurse Interview Scholarly Paper Criteria1319 Words   |  6 PagesNurse Interview Scholarly Paper Criteria Nursing is a practice of merging art and science together (Wilson, 2005, p. 116). The American Nurses Association (2003) defines nursing as â€Å"the protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities, and populations† (p. 6). When working in such a field that is patient orientedRead MoreEthics and Communication Reflection Paper1274 Words   |  6 PagesIntroduction The role of a nurse is multifactorial. A nurse provides care, support and education to patients. 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Sources include all print media and anything found online (such as e-mails, blogs, podcasts, social media, imagesRead MoreThe Ethical Principles Of Nursing Essay1633 Words   |  7 Pages According to the American Nurses Association, the definition of nursing is, the protection, promotion, and optimization of health and abilities, prevention of illness and in jury, facilitation of healing, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, groups, communities, and populations. (as retrieved from ANA, 2016) Nursing is a comprehensive profession with one goal; to take care of patients. 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Applying A Mixed Methods For Choosing Text And Data...

Methodology 3. 1 Introduction In this chapter, I introduce and then give a detailed account of the research methodol-ogy adopted in the present study. The chapter has two sections, in the first of which I pro-vide a brief account of the main implications of applying a mixed-methods approach in re-search design and a brief description of the different ways of designing mixed-methods re-search in 3.2. In the second section, I discuss the use of corpus linguistics as a research method, that is, the quantitative part represented by the application of corpus linguistic tools and the choice of the reference corpus that is compatible with the Obama corpus. The pro-cedures for choosing text and data collection are provided in 3.6, in addition to providing some background and contextual description and information about the texts and the audi-ence they are addressed to. In 3.5, I discuss the qualitative aspect represented by narrative analysis supported by highlighting the analytical focus when dealing with qualitative d ata in 3.7. The chapter ends with a summary section that refers back to the first section to locate the methodology and analytical procedures within the mixed method various strategies. 3.2 Mixed Method Research The mixed methods paradigm has been defined as ‘the class of research where the re-searcher mixes or combines ‘qualitative and quantitative elements’ (Johnson and Onwug-buzie, 2004: 17). 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Should Body Worn Police Cameras Help The Police - 861 Words

A Plan to Collect Information Fortunately for me, I was able to compile an ample amount of research from my Anointed Bibliography, however, it lacked crucial data, more so, the thoughts of law enforcement officers in my local community. My plan of attack focuses on the views of both the police and the public about body-worn police cameras. I shall create surveys in which I intend on distributing throughout three random neighborhoods of various economic and social backgrounds which includes poor, middle class, and wealthy communities in and around the Phoenix area. I plan to survey at least twenty-five people from each neighborhood by on going door to door in the communities which will be determined at a later date. The surveys will consist of five closed ended yes or no questions that include; Question 1: At this time, are you happy with the police and policing they do in your community? Question 2: Do you think that body-worn police cameras help the police, the people in their commu nity or both? Question 3: Would you like to see police in your community implement a body-worn camera policy if they do not already have one in place? Question 4: Have you ever had any encounters with the police? Question 5: If you answered yes to Question4, Do you believe that had the officer been required to wear a body-worn camera, the encounter would have turned out differently for the better, worse or the same outcome? Additionally, I plan on selecting two different police departments toShow MoreRelatedLaw Enforcement Should Be Equipped With Body Worn Cameras1749 Words   |  7 PagesPolice brutality of minorities has brought us as a nation to discuss whether law enforcement should be equipped with body-worn cameras. 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Sky Team 2 Free Essays

Team, branded as SKYTEAM, is an  airline alliance  with its centralised management team, SkyTeam Central, based in the World Trade Center Schiphol Airport on the grounds of  Amsterdam Airport Schiphol  in  Haarlemmermeer,  Netherlands. [2][3]  SkyTeam was founded in 2000 by  Aeromexico,  Air France,  Delta Air Lines  and  Korean Air  Ã¢â‚¬â€œ the last of the three airline alliances to be formed – but has grown to become second largest airline alliance in the world (in passenger number terms and members), behind  Star Alliance  and ahead of  Oneworld.The alliance currently consists of thirteen carriers from four continents, with the slogan  Ã¢â‚¬Å"Caring more about you†. We will write a custom essay sample on Sky Team 2 or any similar topic only for you Order Now SkyTeam also operates a cargo alliance called  SkyTeam Cargo. As of October 2010, the alliance and its members have a total workforce of 316,445. [4] In 2004, the alliance had the biggest expansion when  Continental Airlines,  KLM  and  Northwest Airlines  joined simultaneously as full members. In 2010, the alliance celebrated its 10th  anniversary with the introduction of a  SkyTeam livery, the joining of and upgrading of status 4 airlines, followed by the announcements of  Aerolineas Argentinas,  China Eastern Airlines,  China Airlines  and  Garuda Indonesia  to become full members. As of October 2010, SkyTeam and its future members flies to 898 in 169 countries. It operates over 12,500 flights with a combined fleet of 3,400 aircraft (including associate carriers). Furthermore, the alliance has 420 lounges worldwide to serve its 385  million  annual passengers.Besides its passenger-carrying business, SkyTeam also runs a separate cargo alliance –  SkyTeam Cargo  Ã¢â‚¬â€œ which partners eight  carriers  who are all SkyTeam members. Contents  [hide] * 1  Membership history * 1. 1  Formations and early years * 1. 2  Biggest expansion * 1. 3  2005–2006 * 1. 4  2007 expansion * 1. 5  2008–2009: Departure of airlines and new initiatives * 1. 6  10th anniversary * 2  Member airlines * 2. 1  Full members and their member amp; non-member affiliates * 2.   Former members * 2. 3  Future members * 2. 3. 1  Possible future members * 3  SkyTeam Cargo * 4  Benefits and services * 4. 1  Members’ hubs * 4. 2  Co-locations * 4. 2. 1  Asia * 4. 2. 2  Europe * 4. 2. 3  North America * 4. 3  Premium status * 4. 3. 1  SkyTeam Elite * 4. 3. 2  SkyTeam Elite Plus * 5  SkyTeam special livery * 6  Footnotes * 7  External links| ————————————————- [edit]Membership history [edit]Formations and early yearsA  Delta Air Lines  Boeing 757-200(N717TW)  in the SkyTeam livery On 22 June 2000, representatives of the four founding carriers–Aeromexico,  Air France,  Delta Air Lines  and  Korean Air–held a meeting in New York to announce the founding of the third  airline alliance, named  SkyTeamâ„ ¢. [5]  Upon the formation, SkyTeam, would offer its customers a total of 6402 daily flights to 451 destinations, in 98 countries. In September 2000, the alliance established a cargo alliance,  SkyTeam Cargoâ„ ¢, as it focuses more on cargo operations.5]  The group’s inaugural members are Aeromexpress, Air France Cargo, Delta Air Logistics and Korean Air Cargo. The follo wing month, the newly-established airline alliance announced its intentions to grant  CSA Czech Airlines  membership. [5] The year 2001 saw the joining of  CSA Czech Airlines  on 25 March[5]  and  Alitalia  on 27 July. [6]  On 30 September, the alliance received KLM’s application for membership,[7]  following the airline’s plans to create a leading airline group with Air France. 7]  In 2003,  Delta’s subsidiary  Delta Express  was replaced by  Song. That same year, SkyTeam also launched an improved website, focused on providing passengers with more information, increased interactivity, and other resources. [8] [edit]Biggest expansion A  Czech Airlines  ATR 42  (OK-JFL). The airline was the first recruit following the alliance’s formation On 24 May 2004,  Aeroflot, the  flag carrier  and principal airline of Russia, signed a  Memorandum of Understanding  (MoU) with SkyTeam as it intends to become a full member.The event took place inKremlin, following the airline’s application earlier in the year for membership. [9][10]  SkyTeam says that Aeroflot has not met the consortium’s standards, but the airline’s large hub netw orks makes it ideal for the alliance. [11] On 28 August,  China Southern Airlines, the largest carrier in the  People’s Republic of China, signed a preliminary agreement in  Guangzhou, in its bid to become a full member. 12]  In the presence of a number of Chinese and airline officials, Yan Zhiqing, Chairman of China Southern, said, â€Å"This agreement-signing event is an important step forward into the future for China Southern Airlines to adapt itself to the need of further reforms and opening to the international community, as it will strengthen the airline’s international cooperation and global competitiveness. † On 13 September,  Continental Airlines,  KLM  and  Northwest Airlines  joined the alliance. [13][14]  Their simultaneous entry was the largest expansion event in airline alliance history.As a result of the three new members, SkyTeam passed  Oneworld  to become the second largest alliance, serving more than 341  million  customers with 14,320 daily flights to 658 destinations in 130 countries. [13] [edit]2005–2006 Even though member CSA Czech Airlines pledged to help  Malev Hungarian Airlines  become an associate member of the alliance (as opposed to a full member, an associate has no voting rights), Malev Hungarian Airlines opted to join the  Oneworld  alliance, signing a Memorandum Of Understanding late in May.A few days later SkyTeam announced four new associate members due to join by 2006, each one being â€Å"sponsored† by an existing member:  Madrid-based  Air Europa  (sponsored by  Air France),  Panama-based  Copa Airlines  (sponsored and partly owned by  Continental Airlines),  Kenya Airways(sponsored and partly owned by  KLM) and  Romania’s  TAROM  (sponsored by  Alitalia). Every associate adopted a  frequent flyer program  of a full member:  Copa Airlines  already used  Continental’s  OnePass  while  Kenya Airways  and  Air Europaused  Air France-KLM’s  Flying Blue.An Alitalia (the one which succeeds Alitalia-Linee Aeree Italiane) Boeing 767-300ER, registered as EI-DBP, is seen here in SkyTeam  livery. (2010) Aeroflot  joined on 14 April 2006 following a 24-month joining process since May 2004, the first Russian airline to be associated with an airline alliance. [15][16]  Aeroflot has increased its operational standards, passing  International Air Transport Association’s (IATA)  Operational Safety Audit  (IOSA). Delta’s subsidiary  Song  continued to operate as  Delta Air Lines.In June, it was announced thatPortugalia  would become the alliance’s next associate member candidate, however, in November, rival airline (and Star Alliance member)  TAP Portugal, purchased 99. 81 % of the airline, bringing an end to its candidacy. [17] [edit]2007 expansion On 4 September 2007,  Air Europa,  Copa Airlines,  Kenya Airways  became members of SkyTeam’s Associate program, which was launched to serve airlines in strategic regions who are intending to become affiliated with the alliance. 18][19]  China Southern Airlines  joined SkyTeam on 15 November to become the 11th full member and the first carrier from  Mainland China  to join SkyTeam. [20]Aeromexico’s subsidiary  Aerolitoral  became  Aeromexico Connect. [edit]2008–2009: Departure of airlines and new initiatives An  Air France  Boeing 777-300ER(F-GZNE)  in the special SkyTeam livery, which was unveiled in 2009 Continental Airlines  and  Copa Airlines  announced their intentions to move to the  Star Alliance  after Continental’s final flight with SkyTeam on 24 October 2009. Alitalia-Linee Aeree Italiane  re-launched operations as the new  Alitalia.In 2009, the alliance announced initiatives to wards a centralised management system, based in  Amsterdam. [21]  The consortium also named a new managing director and a timeline outlining the opening of its co-located facilities at  London Heathrow Airport. A new special livery was also unveiled. [21]  On 24 October,  Continental Airlines  and  Copa Airlines  simultaneously left SkyTeam,[22]  after which Continental Airlines would join  Star Alliance  on 27 October. [23]  At the time, it was rumoured that the switch is Continental’s initial move in its plan of a United-Continental merge. [24] [edit]10th anniversaryTo start off 2010,  Northwest Airlines  and  Delta Air Lines’s operating certificates were officially combined on 1 January, while on 9 March,  China Southern Airlines  announced its plans to join  SkyTeam Cargo. [25]  With membership expected to be granted in November, the airline will be the first Chinese carrier to join a global air cargo alliance. On 16 April,  China Eastern Airlines  announced its intentions to join the alliance, with the official joining ceremony expected to take place mid-2011. [26]  The announcement came after the airline’s merge with  Shang hai Airlines, a member of SkyTeam’s rival Star Alliance. On 10 June,  Vietnam Airlines  became a full member following a joining ceremony held in  Hanoi. [27]  The airline, therefore, became the first SkyTeam carrier from Southeast Asia, where  Star Alliance  has a strong presence through  Singapore Airlines. With an extra 20 unique destinations added to SkyTeam’s route map, Vietnam Airlines helps strengthen the alliance’s foothold in the region. [27] On 22 June, the  CEOs  and  Chairmen  of the 13 member airlines gathered in New York to celebrate the alliance’s 10th  anniversary.During its first decade of operation, the world’s second largest airline alliance more than tripled its membership, doubled it flights and nearly doubled the alliance’s destinations. [28]  On the same day, SkyTeam announced that it had renewed its membership program, thereby upgrading  Air Europa  and  Kenya Airways  membership status from associate members to full members,[29][30]  and making TAROM a future full member of the alliance. During the ceremony, the Board outlined its plans to recruit members from  Latin America,  South America  and  India. [28]  Three days later, TAROM officially became a member of SkyTeam. 31]  As part of the celebration, SkyTeam offered reductions of round-the-world fares[32]  and other promotions. Following the 10thanniversary, SkyTeam intends to enhance customers’ travel experience and deepen co-operation among its members to supplement the expansion into regions that are yet to have SkyTeam members. [33] â€Å"| In South America, India and Africa, it is clear there will be a significant battle for positioning to lure good carriers in your alliance. | †| —Leo van Wijk, Chairman during a 10th anniversary event of SkyTeam[34]| During the year, Delta Air Lines offered  US$1. 2 billion to  Japan Airlines  after the  Asian  airline filed for  bankruptcy  due to US$26 billion debt,[35]  at the same time lobbying  Oneworld’s largest member in Asia to switch to SkyTeam. [36]  Delta, along with  American Airlines, wanted Japan Airlines to be in their respective alliances to benefit from the U. S. –Japan  Open Skies agreement. Eventually, Japan Airlines opted to remain at Oneworld, citing that the transfer to SkyTeam would confuse its passengers, and may not gain anti-trust immunity from U. S. regulators. [37] China Airlines will join SkyTeam as a full member in 2011.On 14 September, in space of 5 months, SkyTeam received its second application for full membership. China Airlines, the flag carrier and largest carrier of  Republic of China, announced that it has formally started the joining process. [38]  Upon joining, the airline’s route network will supplement those of  China Southern Airlines  and  China Eastern Airlines, allowing cooperation among the three airlines, as well as strengthening SkyTeam’s presence not only in both the  People’s Republic of China  and the Republic of China, but throughout the Asia-Pacific region.The following month, October,  Aerolineas Argentinas  would sign an agreement to officially start the process of becoming the first  South American  SkyTeam member. The airline is set to join in 2012. [39][40][41] On 1 November,  Shanghai Airlines  switched from  Star Alliance  to SkyTeam under its parent company, future SkyTeam member, China Eastern Airlines. [42]  This bolstered SkyTeam’s presence in the People’s Republic of China and surrounding areas, making the SkyTeam the number 1 alliance in the region. 43]  Garuda Indonesia, the flag carrier of Indonesia, formally started its joining process on 23 November, and is scheduled to be integrated by 2012. [44]  Upon joining, the airline will become the second Southeast Asian airline to join SkyTeam, therefore challenging  Star Alliance’s dominance in the region through  Thai Airways International  and  Singapore Airlines. ————————————————- [edit]Member airlines [edit]Full members and their member amp; non-member affiliates Member airline| Country| Joined| Member affiliates| Non-member affiliates| Aeroflot|   Russia| 2006|   Donavia Nordavia|   Rossiya|Aeromexico[A]|   Mexico| 2000|   Aeromexico Connect Aeromexico Travel| —| Air Europa|   Spain| 2007| —| —| Air France[A][B]|   France| 2000|   Brit Air CityJet Regional|   transavia. com France  (60%)| Alitalia|   Italy| 2008|   Alitalia Express Air One CityLiner|   Air One Smart Carrier| China Southern Airlines|   China| 2007| —|   Chongqing Airlines à ‚  Xiamen Airlines| Czech Airlines|   Czech Republic| 2001| —| —| Delta Air Lines[A]|   United States| 2000|   Delta Connection   Delta Shuttle|   Delta AirElite| Kenya Airways|   Kenya| 2007| —| —| KLM[B]|   Netherlands| 2004|   KLM Cityhopper|   Martinair   transavia. com transavia. com France  (40%) transavia. om Denmark  (until April 2011)| Korean Air[A]|   South Korea| 2000| —|   Jin Air| TAROM|   Romania| 2010| —| —| Vietnam Airlines|   Vietnam| 2010| —|   Cambodia Angkor Air   Vietnam Air Service Company (VASCO)| A  Founding member[45] B  Air France and KLM Royal Dutch Airlines are part of the airline holding company  Air France-KLM[46] [edit]Former members Former member airline| Country| Joined| Exited| Member affiliates| Alitalia-Linee Aeree Italiane[A]|   Italy| 2001| 2008|   Alitalia Express   Volare Airlines| Continental Airlines[B]|   United States| 2004| 2009| Cont inental Connection  operated by:   Ã‚  Cape Air   Ã‚  Colgan Air   Ã‚  CommutAir   Ã‚  Gulfstream International Airlines Continental Express  operated by:   Ã‚  Chautauqua Airlines   Ã‚  ExpressJet Airlines Continental Micronesia| Northwest Airlines[C]|   United States| 2004| 2009|   Northwest Airlink| A  Alitalia  re-launched operations in  2008 B  Left the alliance to join  Star Alliance  with  United Airlines C  Northwest Airlines’ operating certificate was combined with Delta Air Lines’. Northwest Airlines ceased operating as a separate carrier and all of its flights now operate under the Delta Air Lines name Former member affiliate| Country| Joined| Exited| Member affiliate of| Aerolitoral[A]|   Mexico| 2000| 2007|   Aeromexico|Delta Express[B]|   United States| 2000| 2003|   Delta Air Lines| Song Airlines[C]|   United States| 2003| 2006|   Delta Air Lines| VLM Airlines[D]|   Belgium| 2000| 2009|   Air France| Aà ‚  A founding affiliate member and relaunched as  Aeromexico Connect. B  A founding affiliate member. Replaced by Song Airlines. C  Song’s operations became part of  Delta’s fleet. D  A founding affiliate member and merged with  CityJet. Former associate member| Country| Joined| Exited| Member affiliates| Copa Airlines[A]|   Panama| 2007| 2009| AeroRepublica| A  Left the alliance on October 24, 2009 and will join  Star Alliance  in mid-2012. edit]Future members China Eastern Airlines  will become a full member in mid-2011. Aerolineas Argentinas  will join SkyTeam as a full member in early 2012. Garuda Indonesia  is set to join SkyTeam in 2012 Future member airline| Country| Joining| Member affiliates| Non-member affiliates| Aerolineas Argentinas[47]|   Argentina| 2012|   Austral Lineas Aereas| —| China Airlines[38]|   Taiwan| Mid-2011|   Mandarin Airlines| —| China Eastern Airlines[48]|   China| Mid-2011|   Shanghai Airlines| —| Garuda Indonesia[44][49][50]|   Indonesia| Early-2012| —|   Citilink| [edit]Possible future membersAirline| Country| Member affiliates| Non-member affiliates| Aer Lingus[51]|   Ireland|   Aer Lingus Regional| —| Air Algerie[52]|   Algeria| —| —| Gulf Air[53]|   Bahrain| —| —| Jet Airways[54][55]|   India| —|   Jet Konnect JetLite| Malaysia Airlines[56]|   Malaysia|   MASwings|   Firefly| Middle East Airlines|   Lebanon| —| —| Saudi Arabian Airlines[57]|   Saudi Arabia| —| —| ————â€⠀Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- [edit]SkyTeam Cargo Main article:  SkyTeam Cargo SkyTeam Cargo is is a cargo division of SkyTeam. SkyTeam Cargo is the bigger f the world’s two cargo alliances, ahead of its rival  WOW Alliance. The cargo alliance partners eight members from the passenger alliance –  Aeromexpress,  Air France Cargo,  Alitalia Cargo,  China Southern Cargo,  CSA Cargo,  Delta Air Logistics,  KLM Cargo  and  Korean Air Cargo. ————————————————- [edit]Benefits and services [edit]Members’ hubs Rome  Da Vinci Airport  Terminal 1 Amsterdam Airport Schiphol Beijing Capital International Airport Terminal 2 Mexico City International Airport Terminal 2 Warsaw Frederic Chopin Airport Terminal 1 Member Airline| Country| Hub Airport(s)|Aeroflot|   Russia| Sheremetye vo International Airport  (Moscow)| Aerolineas Argentinas  (future member)|   Argentina Argentina| Aeroparque Jorge Newbery  (Buenos Aires) Ministro Pistarini International Airport  (Buenos Aires)| Aeromexico|   Mexico| Mexico City International Airport| Air Europa|   Spain| Madrid Barajas Airport| Air France|   France| Paris-Charles de Gaulle Airport| Alitalia|   Italy| Leonardo da Vinci-Fiumicino Airport  (Rome)| China Airlines  (future member)|   Taiwan| Taiwan Taoyuan International Airport  (Taipei)| China Eastern Airlines  (future member)|   China China| Shanghai Hongqiao International AirportShanghai Pudong International Airport| China Southern Airlines|   China China| Beijing Capital International Airport Guangzhou Baiyun International Airport| Czech Airlines|   Czech Republic| Prague – Ruzyne Airport| Delta Air Lines|   Netherlands USA USA USA USA USA USA France USA Japan| Amsterdam Airport Schiphol Hartsfield–Jackson Atlanta International Airport Cincinnati/Northern Kentucky International Airport Detroit Metropolitan Wayne County Airport Memphis International Airport Minneapolis-Saint Paul International Airport John F. Kennedy International Airport  (New York) Paris-Charles de Gaulle AirportSalt Lake City International Airport Narita International Airport  (Tokyo)| Garuda Indonesia  (future member)|   Indonesia Indonesia| Ngurah Rai International Airport  (Denpasar) Soekarno–Hatta International Airport  (Jakarta)| Kenya Airways|   Kenya| Jomo Kenyatta International Airport  (Nairobi)| KLM|   Netherlands| Amsterdam Airport Schiphol| Korean Air|   South Korea South Korea| Gimpo International Airport  (Seoul) Incheon International Airport  (Seoul)| TAROM|   Romania| Henri Coanda International Airport  (Bucharest)| Vietnam Airlines|   Vietnam Vietnam Vietnam| Noi Bai International Airport  (Hanoi)Long Thanh International Airport  (Ho Chi Minh City, future airport) T an Son Nhat International Airport  (Ho Chi Minh City)| [edit]Co-locations [edit]Asia Airport| Terminal| Beijing Capital International Airport| Terminal 2| Narita International Airport  (Tokyo)| Terminal 1 North Wing, except  China Southern Airlines and  Vietnam Airlines  (Terminal 2)| Incheon International Airport  (Seoul)| Concourse A except,  Korean Air  (East Side of Main Terminal)| [edit]Europe Airport| Terminal| Henri Coanda International Airport  (Bucharest)| Terminal 1|   Frankfurt Airport| Terminal 2| London Heathrow Airport| Terminal 4|Madrid Barajas Airport| Terminal 1 (International) Terminal 2 (European and domestic), except  Czech Airlines  and  TAROM(Terminal 4)|   Sheremetyevo International Airport  (Moscow)| Terminals D and E, except  Vietnam Airlines  (Domodedovo International Airport)|   Charles de Gaulle Airport  (Paris)| Terminals 2E and 2F2 (International) Terminals 2D and 2F1 (European) 2C, 2D, 2E, 2F and 2G (Air France)| L eonardo da Vinci-Fiumicino Airport  (Rome)| Terminal 1|   Warsaw Frederic Chopin Airport| Terminal 1, except  Aeroflot,  Tarom, and  Alitalia  (Terminal 2)| [edit]North America Chicago O’Hare International Airport Terminal 5Airport| Terminal| Hartsfield-Jackson Atlanta International Airport| Concourses T, A, B, and D (Domestic) Concourse E (International)|   O’Hare International Airport  (Chicago)| Terminal 5, except Delta (Terminal 2)|   Cincinnati/Northern Kentucky International Airport| Terminal 3|   Dallas-Fort Worth International Airport| Terminal D (KLM amp; Korean Air) Terminal E (Delta)| Detroit Metropolitan Wayne County Airport| McNamara Terminal|   Mexico City International Airport| Terminal 2, except  Air France  and  KLM  (Terminal 1)|   Minneapolis-Saint Paul International Airport| Terminal 1 (future o-location)|   General Mariano Escobedo International Airport(Monterrey)| Terminal B|   John F. Kennedy International Airp ort  (New York)| Terminals 1 and 4 (International) Terminals 2 and 3 (Domestic)| San Francisco International Airport| Terminal A (International) Terminals 1 B and C (Domestic)| Los Angeles International Airport| Terminals 2, 6, and TBIT (International) Terminal 5 (Domestic)| Seattle–Tacoma International Airport| South Satellite Terminal|   Toronto Pearson International Airport| Terminal 3, except  Alitalia  (Terminal 1)| [edit]Premium statusSkyTeam has two premium levels—Elite  and  Elite Plus—based on a customer’s tier status in a member carrier’s  frequent-flyer program. Each of the member and associate airlines recognises the elite statuses, with a few exceptions. The statuses have no specific requirements of their own; membership is based solely on the frequent-flyer programs of individual member airlines. Airline and Frequent Flyer Programme| SkyTeam Elite Status| SkyTeam Elite Plus Status| Aeroflot| Aeroflot Bonus[58]| Silver| Gold| Aeromexico| Club Premier[59]| Gold| Platinum| Air EuropaAir France Kenya Airways KLM TAROM| Flying Blue[60]| Silver Gold*| Gold**Platinum| Alitalia| MilleMiglia[61]| Silver Ulisse| Freccia Alata Freccia Alata Plus| China Southern Airlines| Sky Pearl Club[62]| Silver| Gold Platinum| Czech Airlines| OK Plus[63]| Silver| Gold Platinum| Delta Air Lines| SkyMiles[64]| Silver Medallion Gold Medallion| Platinum Medallion Diamond Medallion| Korean Air| SKYPASS[65]| Morning Calm| Premium Million Miler| Vietnam Airlines| Golden Lotus Plus[66]| TitaniumSilver| Platinum| *Gold: US / Mexico residents **Gold: non-US / Mexico residents edit]SkyTeam  Elite SkyTeam Elite status is awarded to customers who have reached the pre mium level of a member carrier’s frequent flyer program. Benefits of SkyTeam Elite membership: * Priority reservations waitlisting * Priority airport standby * Priority boarding * Priority check-in * Preferred seating [edit]SkyTeam  Elite Plus SkyTeam Elite Plus status is awarded to customers who have reached the higher premium level of a member carrier’s frequent flyer program. Benefits of SkyTeam Elite Plus membership: * Priority reservations waitlisting Priority airport standby * Priority boarding * Priority airport check-in * Preferred seating * Priority baggage handling * Additional checked luggage allowance * Airport lounge access * Guaranteed reservations on sold-out flights * Express airport security (in some hub airports) ————————————————- [edit]SkyTeam special livery SkyTeam launched in 2009 a special livery celebrating its 10-year anniversary. Th e livery consisted of an all-metallic silver  fuselage  and a dark blue  empennage  with SkyTeam’s logo on it.On the fuselage however, the alliance emblem is painted on both sides. As of November 2010, 13 aircraft wear the SkyTeam livery. OK-JFL, an  ATR 42  of  Czech Airlines  in special livery. (2009) Aircraft in SkyTeam livery[67]| Airline| Country| Aircraft| Registration| Completed| Aeroflot|   Russia| Airbus A330-300| VQ-BCQ| October 2009| Aerolineas Argentinas|   Argentina| TBA| Pending| Future| Aeromexico Aeromexico Connect*|   Mexico| Boeing 767-200ER Embraer ERJ-145| XA-JBC XA-CLI| May 2009 November 2010| Air Europa|   Spain| Boeing 737-800| Pending| Future|Air France|   France| Boeing 777-300ER| F-GZNE| June 2009| Alitalia|   Italy| Boeing 767-300ER| EI-DBP| May 2009| China Airlines|   Republic of China| TBA| Pending| Future| China Eastern Airlines|   People’s Republic of China| TBA| Pending| Future| China Southern Airlines|   People’s Republic of China| Boeing 777-200ER| B-2056| June 2009| Czech Airlines|   Czech Republic| ATR 42-500| OK-JFL| May 2009| Delta Air Lines|   USA| Boeing 767-400ER Boeing 757-200| N844MH N717TW| April 2009 September 2009| Garuda Indone sia|   Indonesia| TBA| Pending| Future| Kenya Airways|   Kenya| Boeing 737-800| Pending| Future| KLM|   Netherlands| Boeing 777-300ERBoeing 737-900| PH-BVD PH-BXO| August 2009 June 2010| Korean Air|   South Korea| Boeing 777-200ER| HL7733| October 2009| TAROM|   Romania| Boeing 737-800| Pending| Future| Vietnam Airlines|   Vietnam| Airbus A330-200| VN-A371| June 2010| * Aeromexico’s subsidiary now has a SkyTeam livery, making Aeromexico the only member of the alliance with a SkyTeam livery for its affiliate. ————————————————- [edit]Footnotes References 1. ^  Our SkyTeam Carriers 2. ^  Ã¢â‚¬Å"SkyTeam Marks Major Milestones Toward A Centralized Organization†. SkyTeam. com. 25 July 2009. 3.   Ã¢â‚¬Å"Welcome to WTC. † World Trade Center Schiphol. Retrieved on 10 February 2010. 4. ^  Ã¢â‚¬Å"SkyTeam Facts ;amp; Figures†. SkyTeam. Retrieved 6 October 2010. 5. ^  a  b  c  d  Ã¢â‚¬Å"A History Of SkyTeam†. breakingtravelnews. com. 27/7/01. Retrieved 30 September 2010. 6. ^  Ã¢â‚¬Å"Delta, Alitalia partnership secure†. Atlanta Business Chronicle. 25/8/01. Retrieved 30 September 2010. 7. ^  a  b  SkyTeam (20/9/01). â€Å"SkyTeam Welcomes KLM Application for Membership†. Press release. Retrieved 30 September 2010. 8. ^  SkyTeam (11/6/03). â€Å"SkyTeam Launches Enhanced Web Site to Improve the Passenger Experience†. Press release.Retrieved 1 October 2010. 9. ^  SkyTeam (24/5/04). â€Å"SkyTeam Signs MOU With Aeroflot; Agreement preliminary step in new member joining process†. Press release. Retrieved 1 October 2010. 10. ^  Ã¢â‚¬Å"Aeroflot plans to join SkyTeam alliance†. Atlanta Business Chronicles. 24/5/04. Retrieved 2 October 2010. 11. ^  Ã¢â‚¬Å"Aeroflot eyes Sky Team membership†. BBC News. 29/1/04. Retrieved 1 October 2010. 12. ^  SkyTeam (28/8/04). â€Å"SkyTeam Signs Agreement With China Southern Airlines; Agreement preliminary step in new member joining process†. Press release. Retrieved 1 October 2010. 13. ^  a  b  SkyTeam (13/9/04). Continental, KLM And Northwest Join The SkyTeam Alliance; Solidifies Position as a Leading Global Alliance†. Press release. Retrieved 30 September 2010. 14. ^  Ã¢â‚¬Å"NWA, KLM amp; Continental join Skyteam Alliance†. mb. com. ph. 20/9/04. Retrieved 30 September 2010. 15. ^  SkyTeam (14/4/06). [http://www. skyteam. com/news/headlines/20060414. html  Ã¢â‚¬Å"Aeroflot Joins the SkyTeam Alliance Tenth Member Strengthens Position as a Leading Global Alliance and Extends Route Network Into High Growth Markets†]. Press release. Retrieved 2 October 2010. 16. ^  Ã¢â‚¬Å"Aeroflot sheds Soviet image to join ‘SkyTeam'†. Forbes. 14/4/06/.Retrieved 4 October 2010. 17. ^  SkyTeam Focused on Alliance Development as Portugalia Airlines Becomes Associate Airline Candidate; China Southern Makes Progress Toward Membership Governing Board provides recruitment, network and services updates  fromwww. skyteam. com  2 June 2006 18. ^  SkyTeam (4/9/07). [http://www. skyteam. com/news/headlines/20070903. html  Ã¢â‚¬Å"SkyTeam Strengthens Global Network with Addition of Three Associate Airlines Air Europa, Copa Airlines and Kenya Airways Officially Join SkyTeam Associate Program†]. Press release. Retrieved 2 October 2010. 19. ^  Ã¢â‚¬Å"Kenya Airways And Two Others Join Sky Team†.AllAfrica. com. 6/9/07. 20. ^  SkyTeam. com (15 November 2007). â€Å"SkyTeam Welcomes China Southern Airlines as First Chinese Carrier†. Press release. 21. ^  a  b  SkyTeam (1/4/09). â€Å"SkyTeam names Managing Director, Introduces Aircraft Livery†. Press release. Retrieved 1 October 2010. 22. ^  Hensel, Bill (29/1/09). â€Å"Continental to leave SkyTeam alliance in October†. Chron. com. Retrieved 1 October 2010. 23. ^  Continental Airlines To Leave SkyTeam For Star Alliance  (Official Press Release: June 19, 2008) 24. ^  Ã¢â‚¬Å"Continental plans United tie-up; will leave SkyTeam for Star Alliance†. Timesonline. co. uk. 20/6/08.Retrieved 17 November 2010. 25. ^  SkyTeam (9/3/10). â€Å"China Southern Airlines to Join Skyteam Cargo in 2010†. Press release. Retrieved 1 October 2010. 26. ^  SkyTeam (16/4/10). â€Å"China Eastern to join SkyTeam†. Press release. Retrieved 1 October 2010. 27. ^  a  b  SkyTeam (10/6/10). â€Å"Vietnam Airlines Joins SkyTeam†. Press release. Retrieved 1 October 2010. 28. ^  a  b  SkyTeam (22/6/10). â€Å"SKYTEAM CELEBRATES TENTH ANNIVERSARY†. Press release. Retrieved 1 October 2010. 29. ^  Ã¢â‚¬Å"SkyTeam triples membership in first decade, upgrades three airlines, signs pilot JV†. Centre for Asia Pacific Aviation. 23/6/10. Retrieved 23 June 2010. 0. ^  Cameron, Doug (22/6/10). â€Å"SkyTeam Makes Kenya Airways, Air Europa Full Alliance Members†. Retrieved 23 June 2010. [dead link] 31. ^  SkyTeam. com 32. ^  SkyTeam (8/7/10). â€Å"SkyTeam Offers Lower Fares with Round the World Promotion†. Press release. Retrieved 23 October 2010. 33. ^  Skyteam. â€Å"SKYTEAM NEWSFLASH AUGUST 2010†. Press release. Retrieved 23 October 2010. 34. ^  Ã¢â‚¬Å"SkyTeam looking for new partners in Latin America, Asia and Africa†. eTurboNews. 23/6/10. Retrieved 23 June 2010. 35. ^  Ã¢â‚¬Å"Delta says SkyTeam could invest more in JAL – WSJ†. Thomson Reuters  (Forbes. com). 20/11/09. Retrieved 1 October 2010. 6. ^  Ã¢â‚¬Å"Japan Airlines Opts To Remain In Oneworld Alliance†. AviationNews. 16/2/10. Retrieved 1 October 2010. 37. ^  Ã¢â‚¬Å"JAL to stay with American Airlines: Reports†. The Economic Times. 8/2/10. Retrieved 1 October 2010. 38. ^  a  b  SkyTeam (14/9/10). â€Å"China Airlines Joins SkyTeam†. Press release. Retrieved 1 October 2010. 39. ^  SkyTeam (19/10/10). â€Å"SkyTeam to Welcome Aerolineas Argentinas as Future Member†. Press release. Retrieved 20 October 2010. 40. ^  Aaron, Karp (20/10/10). â€Å"Aerolineas Argentinas to become first SkyTeam member in South America†. ATW Air Transport World. Retrieved 20 October 2010. 41.   Ã¢â‚¬Å"Aerolineas Argentinas joins SkyTeam†. eTravel Blackboard. /21/10/10. Retrieved 21 October 2010. 42. ^  Ã¢â‚¬Å"Shanghai Airlines to join SkyTeam alliance†. TradingMarkets. com. 2/11/10. Retrieved 6 November 2010. 43. ^  Skyteam (1/11/10). â€Å"Shanghai Airlines To Become Part of SkyTeam†. Press release. Retrieved 6 November 2010. 44. ^  a  b  SkyTeam (23/11/10). â€Å"Garuda Indonesia Joins SkyTeam†. Press release. Retrieved 24 November 2010. 45. ^  Ã¢â‚¬Å"SkyTeam Milestones†Ã‚  (PDF). SkyTeam. Retrieved 8 January 2010. 46. ^  Ã¢â‚¬Å"Our SkyTeam Carriers†. SkyTeam. Retrieved 8 January 2010. 47. ^  Mutzabaugh, Ben (19/10/10). â€Å"SkyTeam to add Aerolineas Argentinas†. USA Today. Retrieved 19 October 2010. 48. ^  China Eastern to join SkyTeam, SkyTeam press release, 16 April 2010 49. ^  Govindasamy, Siva (19/11/10). â€Å"Garuda to ink SkyTeam agreement next week†. Flight Global. 50. ^  Rangga D. Fadillah (19/11/10). â€Å"Garuda Indonesia to join SkyTeam†. Jakarta, Indonesia: The Jakarta Post. Retrieved 20 November 2010. 51. ^  Ã¢â‚¬Å"[1]† â€Å"Aer Lingus Back in the Game,† from Aviation Week,† 15 September 2010 52. ^  Le Figaro– Air Algerie to join SkyTeam 53. ^  Ã¢â‚¬Å"BA-IBERIA ‘EYEING GULF AIR TAKEOVER'†. Gulf-daily-news. com. 7/9/10. Retrieved 30 October 2010. 54. ^  Mathews, Neelam (27/10/10). Jet Airways Mulls Joining SkyTeam†. Avationweek. com. Retrieved 29 October 2010. 55. ^  Dunn, Graham (5/11/10). â€Å"SkyTeam members could top 20 by 2012: chairman†. Flight Global. Retrieved 6 November 2010. 56. ^  Possible new members  from  atwonline. com, 3 April 2009 57. ^  Saudia to join global alliance  fromwww. arabnews. com  4 November 2010 58. ^  Ã¢â‚¬Å"About Aeroflot Bonus†. Aeroflot. 59. ^  Ã¢â‚¬Å"Club Premier†. Aeromexico. 60. ^  Ã¢â‚¬Å"Flying Blue at a glance†. Air France. 61. ^  Ã¢â‚¬Å"Millemiglia†. Alitalia. 62. ^  Ã¢â‚¬Å"About Sky Pearl Club†. China Southern Airlines. 63. ^  Ã¢â‚¬Å"OK Plus†. Czech Airlines. 64. ^  Ã¢â‚¬Å"About SkyMiles†. Delta Air Lines. 5. ^  Ã¢â‚¬Å"SKYPASS†. Korean Air. 66. ^  Vietnam Airlines – Membership Tiers 67. ^  Ã¢â‚¬Å"SKYTEAM Livery fact Sheet†. SkyTeam. Bibliography * â€Å"A History Of SkyTeam†. breakingtravelnews. com. 27/7/01. Retrieved 30 September 2010. ————————————————- [edit]External links | Wikimedia Commons has media related to:  SkyTeam| | Wikiquote  has a collection of quotations related to:  Skyteam| | Netherlands portal| | Aviation portal| * Official SkyTeam website * SkyTeam Cargo [show]v  Ã¢â‚¬ ¢Ã‚  d  Ã¢â‚¬ ¢Ã‚  eCommercial air travel| | An  airline alliance  is an agreement between two or more  airlines  to cooperate on a substantial level.The three largest passenger alliances are the  Star Alliance,  SkyTeam  and  Oneworld. Alliances also form between  cargo airlines, such as that ofWOW Alliance,  SkyTeam Cargo  and  ANA/UPS Alliance. Alliances provide a network of connectivity and convenience for international passengers and international packages. Alliances also provide convenient marketing branding to facilitate travelers making inter-airline  codeshare  connections wi thin countries. This branding goes as far as to even include unified  aircraft liveries  among member airlines. Contents  [hide] * 1  Rationale * 2  Issues * 3  History * 4  Alliances * 4.   Notes * 5  References| ————————————————- [edit]Rationale Benefits can consist of: * An extended and optimised network: this is often realised through  code sharing  agreements. Many alliances started as only a code sharing network. * Cost reduction from sharing of: * Sales offices * Maintenance facilities * Operational facilities, e. g. catering or computer systems. * Operational staff, e. g. ground handling personnel, at check-in and boarding desks. * Investments and purchases, e. g. in order to negotiate extra volume discounts. * Traveler benefits can include: Lower prices due to lowered operational costs for a given route. * More departure times to choose from on a given route. * More destinations within easy reach. * Shorter travel times as a result of optimised transfers. * A wider range of  airport lounges  shared with alliance members * Faster mileage rewards by earning miles for a single account on several different carriers. * Round-the-world tickets, enabling travelers to fly over the world for a relatively low price. Airline alliances may also create disadvantages for the traveler, such as: * Higher prices when all competition is erased on a certain route. Less frequent flights: for instance, if two airlines separately fly three and two times a day respectively on a shared route, their alliance might fly less than 5(3+2) times a day on the same route. This might be especially true between hub cities for each airline. e. g. , flights between Detroit (a Delta Air Lines  fortress hub) and Amsterdam (a KLM fortress hub). ————————————————- [edit]Issues The ability of an airline to join an alliance is often restricted by laws and regulations or subject to approval by authorities. Antitrust  laws play a large role.Landing rights may not be owned by the airlines themselves but by the nation in which their head office resides. If an airline loses its national identity by merging to a large extent with a foreign company, existing agreements may be declared void by a country which objects to the merger. In 2010 Swiss lost overflight rights after being bought by Lufthansa  [1]. ————————————————- [edit]History The first airline alliance started in the 1930s, when  Pan American-Grace Airways  and parent company  Pan American World Airways  agreed to exchange routes to  Latin America.The first large alliance started in 1989, when Northwest and KLM Royal Dutch Airlines agreed to code sharing on a large scale. A huge step was taken in 1992 when The Netherlands signed the first  open skies  agreement with the United States, in spite of objections from the  European Union  authorities. This gave both countries unrestricted landing rights on each others’ soil. Normally landing rights are granted for a fixed number of flights per week to a fixed destination. Each adjustment takes negotiating, often between governments rather than between the companies involved. How to cite Sky Team 2, Papers

Psychology of the Successful Entrepreneur - MyAssignmenthelp.com

Question: Discuss about the Psychology of the Successful Entrepreneur. Answer: Introduction Motivation in true sense the desire of a person to do things. There is a big difference between lazing in the house all day and waking up early to pound the pavement. Motivation is very crucial and important in order to set the set and attain the goals. Studies and research shows that a person can influence his or her own levels of self-control and motivation. Thus, it is necessary for a person to realize what he wants, then grind through the pain period and start to be what he or she wants to be (Drnyei Ushioda, 2013). This study is based on a motivational video and its overriding themes. Then subsequent discussions were placed based on the possible resolutions and a reflection on a personal perseverance. Main themes of the video The video is a motivational. However, it emphasizes on the how to be successful in life through doing things that a person loves to do. The video also focused on the how millionaires and billionaires think and how they became so rich and successful. What manta they followed and how they achieved their current position. Possible resolutions The video stars with a catch phrase where focus goes energy flows and then goes the line we are the results of our thoughts and actions. The video contains more of such motivating lines. Although, it is important to note that if a person wants to be successful, a plan is required to be framed first followed by an appropriate execution. The execution of the plan varies from person to person. The combination of both the hard work and smart work, helps a person to achieve the impossible. According to a study, it is found that 85% of the millionaires are self-made (Mukherjee, 2016). This signifies that successful people work for their own upliftment to reach a successful position in life. The intentions of a person both influence and affect his life and wellbeing. Thus, any person can achieve anything in life, if that person just decides to be. One of the finest example is Tyler Perry, who was homeless after he spent all his money for 6 years. But now the same person Tyler Perry is a Hol lywood success (Morris, 2018). This comes to another important resolution that whatever happens in life and no matter the number of the failures. A person must not lose hope and must not stop believing in himself and his goals. There is no need to look for ways that can give quick success, because such shortcuts do not exist. If a person wants to start a business, then he can sketch a product or service and build a business based on that plan (Zaridis Mousiolis, 2014). My story of perseverance- Failures come and sometimes devastate and destabilize the path of life. It defuses the hope and makes a person feel helpless. However, such phases are actually testing times, from such tests important lessons are learnt. I too faced situations similar to the above-mentioned lines. I once had a lower back injury which crippled my life. Due to the injury, I was unable to either walk or sit in a proper posture and it affected my school days and my sports life. However, the injury was unable to stop me from becoming an athlete. After recovering from the back injury, I focused on a plan. While moving through all the hardships, only one thing kept me going, it was my perseverance to achieve the goal of becoming a famous athlete. I knew that success is not a commodity that can be bought in just a day. I worked hard for my own build up and my strong belief of achieving my goal kept me going. Conclusion Therefore, from the above study it can be concluded that motivation is the most vital thing in our life. We need to motivate ourselves to achieve our goals in life. We might face hardships and hurdles during our venture, but our motivated and focused mind along with the love towards our work can help us to achieve any impossible task. Reference Drnyei, Z., Ushioda, E. (2013). Teaching and researching: Motivation. Routledge. Morris, S. (2018). Tyler Perry | Stars Who Were Once Homeless | TIME.com. TIME.com. Retrieved 11 January 2018, from https://newsfeed.time.com/2013/07/11/stars-who-were-once-homeless/slide/tyler-perry/ Mukherjee, K. (2016). The Psychology of the Successful Entrepreneur. International Journal of Advanced Engineering and Management, 1(1), 25-32. Zaridis, A. D., Mousiolis, D. T. (2014). Entrepreneurship and SME's organizational structure. Elements of a successful business. Procedia-Social and Behavioral Sciences, 148, 463-467.