U.S. Citizenship Test Questions

U.S. Citizenship Test Questions On Oct. 1, 2008, the U.S. Citizenship and Immigration Services (USCIS) supplanted the arrangement of inquiries some time ago utilized as a major aspect of the citizenship test with the inquiries recorded here. All candidates who petitioned for naturalization on or after October 1, 2008, are required to step through the new exam. In the citizenship test, the candidate for citizenship is solicited up to 10 from the 100 inquiries. The questioner peruses the inquiries in English and the candidate must answer in English. So as to go, in any event 6 of the 10 inquiries must be addressed accurately. New Test Questions and Answers A few inquiries have more than one right answer. In those cases, every single worthy answer are appeared. All answers are demonstrated precisely as worded by the U.S. Citizenship and Immigration Services. * If you are 65 years of age or more seasoned and have been a lawful changeless inhabitant of the United States for at least 20 years, you may concentrate only the inquiries that have been set apart with a reference mark. AMERICAN GOVERNMENT A. Standards of American Democracy 1. What is the incomparable rule that everyone must follow? A: The Constitution 2. What does the Constitution do? A: sets up the governmentA: characterizes the governmentA: secures essential privileges of Americans 3. The possibility of self-government is in the initial three expressions of the Constitution. What are these words? A: We the People 4. What is a revision? An: a change (to the Constitution)A: an expansion (to the Constitution) 5. What do we call the initial ten revisions to the Constitution? A: The Bill of Rights 6. What is one right or opportunity from the First Amendment?* A: speechA: religionA: assemblyA: pressA: appeal the legislature 7. What number of revisions does the Constitution have? A: twenty-seven (27) 8. What did the Declaration of Independenceâ do? A: reported our autonomy (from Great Britain)A: pronounced our freedom (from Great Britain)A: said that the United States is liberated from (Great Britain) 9. What are two rights in the Declaration of Independence? A: lifeA: libertyA: quest for satisfaction 10. What is opportunity of religion? A: You can rehearse any religion, or not practice a religion. 11. What is the monetary framework in the United States?* An: industrialist economyA: showcase economy 12. What is the standard of law? An: Everyone must follow the law.A: Leaders must comply with the law.A: Government must comply with the law.A: No one is exempt from the laws that apply to everyone else. B. Arrangement of Government 13. Name one branch or part of the government.* A: CongressA: legislativeA: PresidentA: executiveA: the courtsA: legal 14. What prevents one part of government from getting excessively amazing? A: checks and balancesA: detachment of forces 15. Who is accountable for the official branch? A: the President 16. Who makes government laws? A: CongressA: Senate and House (of Representatives)A: (U.S. or on the other hand national) assembly 17. What are the two pieces of the U.S. Congress?* A: the Senate and House (of Representatives) 18. What number of U.S. Legislators are there? A: one hundred (100) 19. We choose a U.S. Congressperson for how long? A: six (6) 20. Who is one of your states U.S. Congresspersons? An: Answers will differ. [For District of Columbia occupants and inhabitants of U.S. regions, the appropriate response is that D.C. (or then again the domain where the candidate lives) has no U.S. Senators.] * If you are 65 years of age or more established and have been a lawful lasting occupant of the United States for at least 20 years, you may concentrate only the inquiries that have been set apart with a reference bullet. 21. The House of Representatives has what number of casting a ballot individuals? A: 400 thirty-five (435) 22. We choose a U.S. Agent for how long? A: two (2) 23. Name your U.S. Agent. An: Answers will differ. [Residents of regions with nonvoting Delegates or inhabitant Commissioners may give the name of that Delegate or Commissioner. Likewise satisfactory is any explanation that the region has no (casting a ballot) Representatives in Congress.] 24. Who does a U.S. Representative speak to? An: all individuals of the state 25. For what reason do a few states have a bigger number of Representatives than different states? An: (on account of) the states populationA: (on the grounds that) they have more peopleA: (in light of the fact that) a few states have more individuals 26. We choose a President for how long? A: four (4) 27. In what month do we vote in favor of President?* A: November 28. What is the name of the President of the United States now?* A: Donald J. TrumpA: Donald TrumpA: Trump 29. What is the name of the Vice President of the United States now? A: Michael Richard PenceA: Mike PenceA: Pence 30. On the off chance that the President can not serve anymore, who becomes President? A: the Vice President 31. On the off chance that both the President and the Vice President can not serve anymore, who becomes President? A: the Speaker of the House 32. Who is the Commander in Chief of the military? A: the President 33. Who signs bills to become laws? A: the President 34. Who vetoes bills? A: the President 35. What does the Presidents Cabinet do? An: exhorts the President 36. What are two Cabinet-level positions? A: Secretary of AgricultureA: Secretary of CommerceA: Secretary of DefenseA: Secretary of EducationA: Secretary of EnergyA: Secretary of Health and Human ServicesA: Secretary of Homeland SecurityA: Secretary of Housing and Urban DevelopmentA: Secretary of InteriorA: Secretary of StateA: Secretary of TransportationA: Secretary of TreasuryA: Secretary of Veterans AffairsA: Secretary of LaborA: Attorney General 37. What does the legal branch do? A: surveys lawsA: clarifies lawsA: settle debates (disagreements)A: chooses if a law conflicts with the Constitution 38. What is the most elevated court in the United States? A: the Supreme Court 39. What number of judges are on the Supreme Court? A: nine (9) 40. Who is the Chief Justice of the United States? A: John Roberts (John G. Roberts, Jr.) * If you are 65 years of age or more established and have been a lawful lasting inhabitant of the United States for at least 20 years, you may concentrate only the inquiries that have been set apart with a reference bullet. 41. Under our Constitution, a few forces have a place with the government. What is one intensity of the central government? A: to print moneyA: to announce warA: to make an armyA: to make arrangements 42. Under our Constitution, a few forces have a place with the states. What is one intensity of the states? A: give tutoring and educationA: give security (police)A: give wellbeing (fire departments)A: give a drivers licenseA: endorse zoning and land use 43. Who is the Governor of your state? An: Answers will fluctuate. [Residents of the District of Columbia and U.S. domains without a Governor should state we dont have a Governor.] 44. What is the capital of your state?* An: Answers will differ. [District of Colu*mbia occupants should answer that D.C. isn't a state and doesn't have a capital. Occupants of U.S. domains should name the capital of the territory.] 45. What are the two significant ideological groups in the United States?* A: Democratic and Republican 46. What is the ideological group of the President now? A: Republican (Party) 47. What is the name of the Speaker of the House of Representatives now? A: Nancy (Pelosi) C: Rights and Responsibilities 48. There are four corrections to the Constitution about who can cast a ballot. Depict one of them. A: Citizens eighteen (18) and more established (can vote).A: You dont need to pay (a survey charge) to vote.A: Any resident can cast a ballot. (Ladies and men can vote.)A: A male resident of any race (can cast a ballot). 49. What is one duty that is just for United States citizens?* A: serve on a juryA: vote 50. What are two rights just for United States residents? An: apply for a government jobA: voteA: run for officeA: convey a U.S. identification 51. What are two privileges of everybody living in the United States? An: opportunity of expressionA: opportunity of speechA: opportunity of assemblyA: opportunity to appeal to the governmentA: opportunity of worshipA: the option to carry weapons 52. What do we demonstrate reliability to when we state the Pledge of Allegiance? A: the United StatesA: the banner 53. What is one guarantee you make when you become a United States resident? A: surrender steadfastness to other countriesA: guard the Constitution and laws of the United StatesA: comply with the laws of the United StatesA: serve in the U.S. military (if needed)A: serve (accomplish significant work for) the country (if needed)A: be faithful to the United States 54. How old do residents need to be to decide in favor of President?* An: eighteen (18) and more seasoned 55. What are two different ways that Americans can take an interest in their majority rules system? A: voteA: join a political partyA: help with a campaignA: join a urban groupA: join a network groupA: offer a chosen official your input on an issueA: call Senators and RepresentativesA: openly bolster or contradict an issue or policyA: run for officeA: keep in touch with a paper 56. When is the latest day you can send in government annual duty forms?* An: April 15 57. When should all men register for the Selective Service? An: at age eighteen (18)A: between eighteen (18) and twenty-six (26) AMERICAN HISTORY A: Colonial Period and Independence 58. What is one explanation pilgrims came

Duties and responsibilities of Event Management

Obligations and duties of Event Management Presentation Occasion director is an individual of vision, vitality, and duty in a place of obligation and authority. An occasion director assumes bunch proficient jobs. Occasion chiefs and their groups are regularly in the background running the occasion. Occasion directors may likewise be engaged with something other than the arranging and execution of the occasion, yet additionally brand building, promoting and correspondence procedure. The occasion administrator is specialists at the imaginative, specialized and strategic components that help an occasion succeed. This incorporates occasion structure, various media creation, scriptwriting, coordinations, planning, and exchange and, obviously, customer administration. It is a multi-dimensional calling. So now let us see a portion of his obligations and duties. An occasion chief is a, Project executive: Set and characterize objectives; plan and dole out errands, Personnel administrator: Choose, inspire, and assess staffs, Art executive: Design subject, enhancements and pieces of literature, Executive: assess long haul results and decide, Accountant: plan financial plans and equalization the books, Facilities specialists: find and utilize a site to its fullest potential, Public relations experts: target crowd and create exposure crusades. Sales rep: offer the occasion to the association, budgetary patrons, and people in general, Box office experts: ticket deals and enlistment process. Program director: create and plan programming. Cook: make nutritious menus and direct food planning. Commander: pick and execute food administration framework. Obligations AND RESPONSIBILITIES OF AN EVENT MANAGER They will likewise go to the occasion to guarantee everything goes to design. Occasion supervisors flexibly to a wide range of administrations identifying with the occasions business an interpretation of the duty of planning all the coordinations engaged with making the occasion work to the client㠢â‚ ¬Ã¢â€ž ¢s fulfillment. They are follows: Character An occasion supervisor ought to have the option to introduce a quiet, amicable, and polite way consistently. The five basic qualities of effective occasion directors can be recorded as: Meticulous Composed Loaded with vitality, both physical and passionate Sustaining Adaptable. Having a decent comical inclination is a key separated from the above characteristics. Inspiration The activity of occasion administrator requires difficult work and an assistance direction; it's anything but a decent situation for a greatness searcher. The individual who needs to sit at the head table, provide requests, and look significant has an inappropriate thought of an occasion manager㠢â‚ ¬Ã¢â€ž ¢s capacities. Wellbeing gatherings and reviews During the hazard appraisal meeting the occasion chief needs to inspire all conceivable wellbeing or security dangers related with the merchandise, administrations and faculty to be utilized to deliver the occasions. Explicitly ask all merchants and providers to distinguish potential physical risks and the protections important to forestall presentation to disease or wounds. Utilize this chances to convey a pledge to wellbeing in all parts of the occasion. During starter site assessments the occasion supervisor should search for any occasion component or part of the occasion site that may have the potential for injury, checking clean supplies and dispensable diapers/nappies, is now and then viewed as a type of unsafe material, might be produced by emergency treatment stations and should be discarded likewise. Especially for open air locales, bother control might be significant, maybe requiring getting and clearing out of pervaded regions, showering for creepy crawlies. The occasion administrator ought to decide whether vector borne infections are conceivable and work with general wellbeing specialists to control the vector. Sanitation and cleanliness Neatness and clean conditions are basic for some, reasons, including wellbeing and security from wounds or ailment, yet additionally for the solace and the government assistance of the occasion crowd, members, and faculty. Water is a basic segment of wellbeing and cleanliness. The quality and the amount of the water must be gotten to, especially for outside occasions and brief occasion locales, including the potential for water flexibly harm and the area and coordinations of getting crisis water supplies. Free and openly available drinking water must be given at all the occasions. Consumable water should likewise be accommodated purifying requirements and non consumable water might be required for dust reduction. Clean offices must be in adequate numbers to oblige the normal numbers and kinds of clients for the normal span of the occasions. They should be situated properly to serve the different occasion populaces. Word related security is additionally a thought. The providing food activities must prepare for such perils as consumes from cooking and serving supplies, cuts from blades or broken glasses, slips and outings on spilled fluids or electrical ropes, falls, fire and exhaust. Setting up an occasion record The occasion records primarily include: Course of events/plans Starting proposition Contacts Boards Correspondence Spending plan Site Advertising and advancement Special materials Enlistment Subject and program Varying media Upon the arrival of the occasion During the occasion, an administrator ought to welcome visitor, visit at tables during the dinner, talk about the meetings with class pioneers, and for the most part make sure that everybody has the most ideal time. Preferably, an administrator will have appointed alright to have the option to do only transverse the site, checking upon individuals and exercises and talking with visitors to discover how the occasion is seen. At open air destinations and enormous occasions, occasion supervisors once in a while convey walkie-talkies or wears beepers. Keeping the occasions on target The accompanying advances are taken by the occasion supervisors to keep the occasions on target: Select volunteers; structure boards Choose objectives and topics Research crowd Make occasion names and logo Pick assessment techniques Layout spending plan Contact potential backers Visit and select locales Chart destinations Make signs Plan exposure crusades Contact media Structure enrollment Tryout and select entertainers Calendar practices Draft menu Haggle with food providers Pick serving style Shop for provisions Get ready food The enormous day Tidy up and close Meet for assessments Send thankyous Compose and record reports Choosing an occasion The decision of a particular occasion will lay on three backings: Reason ( raising money, enrollment and so on) Crowd (need and attributes) Association (achievement lies in utilizing the most grounded assets) Exceptional occasions held by associations and clubs can focus on such components as: Food (prepare deals, potlucks, grant meals, preparing workshops) Amusement (ability appears, shows, theaters parties, gospel sings) Product Athletic undertakings Training Games Blends Picking a topic A topic ought to be created by the occasion chief for the occasion. Interests and professions, occasions, seasons, games, exercises, history, ensembles, ethnic culture, topography, hues, blossoms, gems, writing, and weddings would all be able to shape the bases of the uncommon occasions. The date itself may recommend a topic. The site of an occasion may add to subject thoughts. Names and logos ought to be chosen with incredible consideration. Utilize a vital name that plainly clarifies and recognizes the occasion. One of the manager㠢â‚ ¬Ã¢â€ž ¢s assignments is to keep up the air of the occasion. Smart lighting can help spotlight an entertainer or speaker, empower private discussion, or show fine art to advantage. Objective settings for uncommon occasions and Conferences Raise assets for a particular reason, individual, or spot Construct soul among long haul individuals ( recuperate a penetrate, take care of a political issue, dispatch another program) Encourage data appropriation/trade particularly for huge crowd Enroll new individuals (explicit or gathering of individuals) Commend, give grants, perceive volunteer endeavors Draw in exposure, contact new crowd, elevate open mindfulness End Occasion the board is the utilization of undertaking the board to the creation and improvement of celebrations, occasions and meetings. Occasion the executives includes contemplating the complexities of the brand, distinguishing the intended interest group, contriving the occasion idea, arranging the coordinations and organizing the specialized perspectives before really executing the modalities of the proposed occasion. Post-occasion investigation and guaranteeing an arrival on speculation have become critical drivers for the occasion business. For occasion the executives we ought to have legitimate correspondence aptitude and difficult work for it. What's more, we ought to be prepared for work in out the occasion, at exactly that point we can turn into an Event Manger.

How Is ADHD Tested and Diagnosed

How Is ADHD Tested and Diagnosed ADHD Diagnosis Print How Is ADHD Tested and Diagnosed? By Keath Low Keath Low, MA, is a therapist and clinical scientist with the Carolina Institute for Developmental Disabilities at the University of North Carolina. She specializes in treatment of ADD/ADHD. Learn about our editorial policy Keath Low Medically reviewed by Medically reviewed by Steven Gans, MD on June 16, 2019 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on July 29, 2019 ADHD Overview Symptoms Causes Diagnosis Treatment Living With In Children In This Article Table of Contents Expand Diagnostic Criteria At the Doctor Medical History The Assessment Process View All Attention-deficit hyperactivity disorder (ADHD) cant be diagnosed with a physical test, like a blood test or an X-ray. Instead, a health professional uses an evaluation process to diagnose  ADHD. During the evaluation, a professional gathers information about you or your child to determine if the criteria for ADHD are met. The criteria come from the Diagnostic and Statistical Manual of Mental Disorders (DSM), the official diagnostic guide used in the United States. Verywell / Brianna Gilmartin Diagnostic Criteria Regardless of the specific presentation of ADHDâ€"inattentive, hyperactive-impulsive, or combinedâ€"several conditions must be met in order to arrive at an official diagnosis: Several symptoms present before age 12Symptoms are present in multiple settings (home, school, work)Symptoms interfere with or reduce daily functioningSymptoms are not better explained by another mental health condition Inattentive Type For children up to 16 years old, six or more symptoms of inattention must be present, while people 17 and older must exhibit five or more symptoms. These symptoms must be present for at least six months to suggest a diagnosis of ADHD:?? Often makes careless mistakes or disregards detailsHas difficulty staying attuned to specific tasks or activitiesDoes not seem to listen when spoken toFails to finish tasks or follow through on instructionsDifficulty organizingAvoids or dislikes long-term tasksOften loses track of important items (wallets, school materials, etc)Easily distractedOften forgetful Hyperactive/Impulsive Type The same age- and time-based criteria as above are necessary for an ADHD diagnosis based on symptoms of hyperactivity-impulsivity:?? Regular fidgeting or squirmingIgnores instructions to remain seated or stay in one placeMoves about or feels restless in situations where such movement is inappropriateCannot participate in leisure activities quietlyExcessive talkingBlurts out answers before a question is finishedTrouble waiting for their turnOften interrupts or intrudes in conversation In the process of diagnosing someone with ADHD, a doctor will also indicate severity: Mild: You or your child exhibit minor impairment in functioning while having enough symptoms to meet the criteria for diagnosis.Moderate: Impairment is more significantSevere: Many more symptoms are present than would be minimally required for an ADHD diagnosis, along with significant impairment as a result of symptoms.?? The Importance of an Accurate Diagnosis You might be tempted to avoid getting an official diagnosis for yourself or your child. After all, whats the point if you dont plan to take medication? Or, perhaps youre concerned that being labeled with ADHD might hurt more than it helps. But, there are many advantages to getting an ADHD diagnosis. Getting diagnosed can be the key to getting helpâ€"even if you dont plan to use medication as part of your treatment. There is also an emotional benefit. The symptoms associated with ADHD can lead to feelings of guilt, shame, or embarrassment about underachieving. Or, it can lead to a lot of frustration over the amount of time it takes to complete tasks. A diagnosis may help reduce those emotions. Accommodations at school or in the  workplace  can be granted when you show written evidence of a diagnosis.?? Small changes, like moving your workspace to a quiet area or being granted more time on tests can make a big difference. Once youve been tested for ADHD, you can begin a course of treatment that will help make life more manageable. 18 Simple School Strategies for Students With ADHD Professionals Who Diagnose ADHD There are several different professionals who are qualified to diagnose ADHD. A psychiatrist, psychologist, psychotherapist, neurologist, and some physicians can diagnose ADHD. Before booking an appointment, ask specifically if the care provider has experience diagnosing ADHD. If youre interested in being assessed for ADHD, you might start by talking to your doctor. Your family doctor might not carry out the detailed evaluation but can give you a referral to a professional who can adequately assess you. Some pediatricians and general practitioners do diagnose ADHD. If your physician suspects you or your child has ADHD, you might ask for a referral to a specialist to conduct further assessment. ADHD cannot be diagnosed online. However, there are many ADHD quizzes and questionnaires available online that act as a helpful self-screening process. Taking a quiz can give you the confidence to reach out to a health professional for a formal diagnosis. What to Share With Your Treatment Provider If possible, bring copies of any appropriate records such as medical, psychological, school/employment records to the appointment. Be prepared to give a detailed social and family history. Many healthcare providers will send you a questionnaire to complete the appointment. Be sure to bring the completed forms with you to the appointment. They may also send the questionnaire to other people with your consent, such as your childs teacher or daycare provider. ADHD Discussion Guide Get our printable guide for your next doctors appointment to help you ask the right questions. Download PDF The Assessment Process Though it varies, a typical assessment for adult ADHD may last about three hours. Every practitioner conducts the assessment in their own way, but you can expect to have an in-person interview that covers topics such as development, health, family, and lifestyle history. The clinician may request to interview other people, like a partner or family member. In the case of children, the clinician may want to talk to a teacher, coach, or daycare provider. Questionnaires, rating scales, intellectual screenings, and measures of sustained attention and distractibility all may be part of the assessment.?? You may be asked to elaborate on things such as: How often do you quit a task before youre done?How often do you misplace things?How often do you forget appointments or other important matters?Do you have trouble sitting still?Do you struggle to relax?How often are you distracted by things around you? Your medical history is an important part of the evaluation. If you have not had a medical exam recently, one might be recommended to rule out medical causes for your symptoms. While psychological testing is not used as the sole basis for diagnosing ADHD, it may be recommended to support conclusions and provide a more comprehensive assessment.  You may also be screened for learning disabilities.?? A Word From Verywell An ADHD diagnosis can cause you to feel a flood of emotions. You might feel relieved to have an explanation for your symptoms. Or, you may feel overwhelmed by what to do next. Dont feel rushed to make decisions about treatment; allow yourself a little time to process the new information before moving on to the next steps. Once youre ready, you can meet with your doctor to determine what course of treatment is best for you, which may include therapy, medication, and/or lifestyle changes. How Is ADHD Treated?

Child Abuse Is A Social Problem - 977 Words

Children advance through a series of life changing events while growing up. Plenty of them are cheerful milestones that are celebrated for instance a birthday or an accomplishment, and then there are those children who are neglected and abused by another family member. When a child is abused or neglected, it not only affects them when they are children, but also affects them when they become functioning adults in society. A sociological social psychology perspective that can be applied to explain why child abuse happens which is the social structure and personality perspective. This perspective can also find a way to solve child abuse in the home. Child abuse is a social problem that has been happening for plenty of decades in our society and with the social structure and personality perspective, one is able to help explain why it happens and how the problem can be solved. The social structure and personality perspective represents the connections between the conditions of society an d the individual. In child abuse, this perspective fits in due to parent having a role as either a mother or father to protect the child from harm and raise them, but if that role fails and the child is abused or neglected by the parents, the child can suffer while growing up. Child abuse happens for multiple reasons that include the child’s parent might have unrealistic expectations that deals with what parenthood is all about and realize it is extremely difficult orShow MoreRelatedThe Social Problem Of Child Abuse Essay1409 Words   |  6 Pagesare a variety of social issues that shape and make the world the way it is today. These social problems can either affect the economy, humans, and neighborhood communities ranging from local or national. One social problem that has increased among humans today is child abuse. Child abuse is the physical mistreatment of a child by a parent or caregiver who is held responsible for a child at their time of care. It can be physical, sexual, or psychological. These forms of abuse can happen in manyRead MoreThe Social Problem Of Child Abuse2093 Words   |  9 PagesThe social problem that I researched was child abuse. The term child abuse is defined as Any recent act or failure to act on the part of a parent or caretaker which results in death, serious physical or emotional harm, sexual abuse or exploitation; or An act or failure to act which presents an imminent risk of serious harm†(Child Welfare Information Gateway, 2013). Every state is responsible for providing its own definition of child abuse and neglect within the minimum standards set by CAPTA.Read MoreChild Abuse Is A Social Problem Essay2160 Words   |  9 Pages Child abuse is a social problem that continuously produces a wave of concern. The State of New Jersey Department of Children and Families explains that â€Å"Abuse is the physical, sexual or emotional harm or risk of harm to another child under the age of 18 caused by a parent or other person who acts as a caregiver for the child† (2016). The harsh reality of child abuse and its consequences is recognized throughout this essay. The cost of child abuse can be understood through direct andRead MoreChild Abuse- Social Problems Essays870 Words   |  4 PagesSocial Problems Child Abuse Child abuse is the physical, sexual, emotional mistreatment, or neglect of children. In the United States, the Centers for Disease Control and Prevention, or also known as CDC defines child abuse as any act or series of acts by a parent or other caregiver that could result in harm to a child. Most child abuse occurs in a childs home, but it could also be found within organizations, schools, or communities that the child interacts with. There are four majorRead MoreAnalysis Of Barbara Nelson s Book Making An Issue Of Child Abuse Political Agenda Setting For Social Problems Essay1556 Words   |  7 PagesThe social problems that face our country continuously surround our government. Politicians, although they attempt to avoid these issues are constantly in the eye of the public. Social problems can be determined as, â€Å"†¦some condition, set of events, or group of persons constitutes a troublesome situation that needs to be changed or ameliorated †. In Barbara J. Nelson ’s book Making an Issue of Child Abuse Political Agenda Setting for Social Problems, the author broke down the history of child abuseRead MoreThe Problem Of Child Abuse1134 Words   |  5 Pagesfollowing paper is about Child Abuse. This paper will look into the description of the problem, the policies that has helped solved the problem, involvement in resolving the problem, and person recommendations on changing the approach of the problem. Description of the Problem/History Child abuse is a form of any sexual activity that a child doesn’t give consent to. Whether it may be sexually or physically if the child is not mentally ready it is still a form of abuse. Child abuse also can lead to differentRead MoreThe Sociological Imagination And The Social Issue Of Child Abuse1492 Words   |  6 Pageswas a concept argued by C. Wright Mills was and still is a valuable tool to help people look at, understand and interpret their everyday lives and social world around them (in which they live). The argued perspective will be discussed through the use of the Sociological Imagination with the Personal Problem of Depression and the Social Issue of Child Abuse with what can be done to solve both of these ‘Dilemmas of Youth’. 2. 1. Sociological Imagination The Sociological Imagination is a form of criticalRead More Sociology: Identifying Social Problems Essay1671 Words   |  7 PagesIdentifying Social Problems The definition of a social problem varies greatly depending on whether an objectivist approach or a constructionist approach is taken. This is because sociologists that adopt these unique perspectives will differ in how they view the nature of a social problem. The objectivist definition of a social problem is perhaps more common sense because it suggests that the essence of social problems lies in objective social conditions and that some conditions areRead MoreEssay about Understanding and Preventing Child Abuse and Neglect1340 Words   |  6 PagesDave Pelzer, A Child Called It   Ã‚  Ã‚  Ã‚  Ã‚  Child abuse, the physical and/or emotional abuse of a child by a parent, guardian, or other person, is a major problem in the United States. Child abuse, including sexual abuse, beating, and murder have increased and it is believed that many cases go unreported. Another for of child abuse is child neglect, which includes malnutrition, desertion, and inadequate care for a child.   Ã‚  Ã‚  Ã‚  Ã‚  Efforts have increased on the primary prevention of child abuse. This must beRead MoreChild Welfare Essay1260 Words   |  6 PagesEthics and Social Justice | HUM220 A02 Module 5, Assignment 1: Analyzing a Social Policy 6/2013 In the past, more importantly today, many social policies have been created by humans, and can therefore also be destroyed by them as well. Social policies were designed to resolve issues that are â€Å"considered important by a mass of voters, media, and political actors† (Argosy, 2013). Social policy are only the start of help for some, yet they aren’t always

Shakespeares Major Theme in King Lear - Free Essay Example

Sample details Pages: 5 Words: 1427 Downloads: 1 Date added: 2019/07/30 Category Literature Essay Level High school Tags: King Lear Essay William Shakespeare Essay Did you like this example? Compassion in Tragedy: Shakespeares Major Theme in King Lear Albert Schweitzer once said that The purpose of human life is to serve, and to show compassion and the will to help others. Compassion is feeling sympathy, being kind, and caring for others. In William Shakespeares play King Lear, an important theme is that its important to show kindness to others, even in difficult times. Don’t waste time! Our writers will create an original "Shakespeares Major Theme in King Lear" essay for you Create order Shakespeare demonstrates this theme through King Lears conversations with his daughters, especially the youngest, Cordelia, and his conversations with his friends. King Lear follows the story of an aging king and his daughters as he gives up his throne. The majority of the play focuses on Lears descent into madness at the cruel hands of his daughters Regan and Goneril, and concludes with their death and Lears reconciliation with his other daughter Cordelia. Along the way, Lears interactions with his friends and daughters show the audience the power of compassion. King Lears daughters are a primary example of Shakespeares demonstration of this theme. Very early in the play, after Lear has divvied his kingdom up between his daughters, his noble advisor Kent attempts to persuade Lear that hes judged his youngest daughter Cordelias love too harshly. Answer my life my judgement, thy youngest daughter does not love thee least, nor are those empty-hearted whose low sound reverbs no hollowness. (I, i, ll. 151-153). After the false, flattering words from his daughters Goneril and Regan, Lears inability to see that Cordelias love was too great to be put into words caused him to lose his daughter and his advisor Kent, who was exiled when his compassion caused Lear to become furious at him. Kent knows his attempt to show the king how to fix his relationship with honesty and compassion will cost him his title, his status and Lears trust, yet he does it anyway. Eventually, Lear tries to mend the rift hes caused with Cordelia. Be your tears wet? Yes, faith. I pray, weep not. If you have poison for me, I will drink it. I know you do not love me, for your sisters have, as I do remember, done me wrong. You have some cause; they have not, King Lear says in Act 4, Scene 7 in lines 69 to 73 as he apologizes to Cordelia when he realizes he was wrong and misjudged her. Cordelias response, No cause, no cause, (IV, vii, ll. 74) shows her continued love for her father, as is also demonstrated in Act 4, Scene 3, lines 25-30 Faith, once or twice she heaved the name of father pantingly forth as if it pressed her heart, cried sisters, sisters! Shame of ladies, sisters! Kent, father, sisters! What, i th storm, i th night? Let pity not be believed. There she shook the holy water from her heavenly eyes, and clamor moistened. Then away she started to deal with grief alone. Despite being banished by her father, she still loves him and grieves for him. Her love resonates throughout the story and she is the only character to stand by Lear after he has lost everything his crown, his mind, and his cruel, oldest daughters. Regan is one of those cruel older daughters, and very early on in the story she shows the audience her cold heart. Shut up your doors: he is attended by a desperate train, and what they may to incense him to, being apt to have his ear abused, wisdom bids fear. (II, iv, ll. 348-351). Her husband Cornwall responds with Shut up your doors, my lord. Tis a wild night. My Regan counsels well. Come out o th storm. (II, iv, ll. 351-353). Not only does Regan force her father out into a dangerous storm, she locks the door behind him as well. Cornwall, and especially Regan, show no kindness to Lear throughout the entire story, even though he is Regans father and their former king. The drastic consequences of this lack of kindness towards Lear eventually cause the deaths of both Regan and her husband, as Cornwall is murdered in a duel by Lears friend and Regan is poisoned by her jealous sister Goneril. They would never have started fighting unless Lear had driven a wedge between them with the di vision of the kingdom. Goneril, Regans older sister, also shows no compassion for Lear. Gloucester, a friend of Lears, tells Regan that I would not see thy cruel nails pluck out Lears poor old eyes, nor thy fierce sister in his anointed flesh stick boarish fangs. (III, vii, ll. 55-57). Regans nails are described as cruel, and Gonerils boarish fangs depict her as a savage animal who shows mercy and kindness to no one, not even her own father. Regan and Goneril were each given half the kingdom by their father, and ruled over it for a short period of time; however, at the end of the play, Goneril poisons Regan and kills herself. This commentary by Shakespeare shows the audience that while cruelty and anger may initially get you farther than compassion, kindness will be better for everyone in the end. In addition to his daughters, Lears friends are among the other characters who demonstrate Shakespeares theme of compassion throughout the story. In Act 3, Scene 4, Lear, whose mind is quickly deteriorating, asks Kent, Wilt break my heart? Kent, who remained undyingly faithful to the aging king, replied with I had rather break my own. (III, iv, ll. 4-5). The dedication, loyalty and empathy towards Lear that Kent demonstrates through the entire play show the audience the strength of Kents love towards the king, even after the king banishes him early in the story. The adoration that Kent has for King Lear reveals his strength of character and loyalty to the king, as not many people could continue to love and help someone after they have been mistreated by that someone the way Kent was. Just a bit later in Act 3, Scene 4 during lines 23 to 27, Lear shows his own compassion for one of the first times in the play. Prithee, go in thyself. Seek thine own ease. This tempest will not give me leave to ponder on things that would hurt me more. But Ill go in. (To Fool) In, boy. Go first. You houseless poverty- nay, get thee in. Ill pray, and then Ill sleep. His telling the Fool to go in ahead of him and make himself comfortable shows how he is putting his dear servant before himself, even in the depths of his madness. His treating a servant better than himself, a former king, shows how much empathy Lear has gained throughout the story. Several scenes earlier in the story, Lear realizes how uninformed he was when he says Poor naked wretches, wheresoer you are, that bide the pelting of this pitiless storm, how shall your houseless heads and unfed sides, your loopd and windowd raggedness, defend you from seasons such as these? O, I have taen too little care of this! Take physic, pomp; expose thyself to feel what wretches feel, that thou mayst shake the superflux to them, and show the heavens more just. (3.2.65-71). Hes feeling for the first time what its like to struggle and be poor, and he wishes, now that he knows what the poorest people go through, that he had done something more about it while he was king. It took losing his power and his mind to make Lear realize that he could have done something to help these people, which is Shakespeares way of telling his audience that they should always try to better others lives, even if they dont fully understand what others are going through until they experience it themselves. The theme of Its important to show kindness to others, even in difficult times is heavily implied throughout Shakespeares King Lear, demonstrating why caring about other people is valuable. His quiet, loving daughter Cordelias love is explained by Kent after Lear banishes her, and Lear later apologizes to Cordelia, mending their relationship after a period of argument. His other daughters, Regan and Goneril, end up dead after they show no kindness to their father. Even Lears own compassion was demonstrated through his sympathy for the Fool in his wild madness. Kent, also, showed great kindness to Lear despite Lears hatred of him. Throughout the story, Shakespeare demonstrates that we should always try to be kind even when bad things may be happening in your life. After all, according to Albert Schweitzer, the meaning of life is to show compassion to others. Works Cited: Shakespeare, William. King Lear. Trans. John Crowther. Spark Publishing, 2003.

Failures Failure and Entire Network Shutdown Free Essays

Companies and businesses communicate with one another internally and with customer externally each day using different methods of technology but at the basis of this is the network, which makes it all possible to interact with one another. Companies and businesses have two types of systems they can set up to carry this out. They can design and set up a centralized system or a distributed system. We will write a custom essay sample on Failures: Failure and Entire Network Shutdown or any similar topic only for you Order Now The important factor no matter what the system is they have to be prepared for failures, which may occur in either system and have procedures in place to identify and isolate these failures to prevent an entire network shutdown and implement a solution for their network. Failures can occur at any level of a network and the network admin must be prepared in the wake of these occurrences. There are varying types of centralized systems that businesses can implement. The types of failures that can occur in centralized systems are; network failures, omission failures and halting failures. These types of failures occur when a process crashes due to communication link failures that are detected during timeouts or in the process of sending messages. These failures typically only occur in the centralized system if it is connected via a general purpose or multi-user network setup. A distributed system simply is a group of â€Å"dummy† devices or computer that are connected to one network of distributed hardware which allows the devices to talk or communicate to one another and share other network assets and resources. This type of network is susceptible to four types of failures once they are set up. A fail stop occurs with some kind of notification to other components. A network file server telling its clients it is about to go down  is a fail-stop. Halting failures occur when a component just simply stops. The only way to detect this type of failure is by a timeout an example of which is when you computer freezes. The device stops responding to requests. A network failure also can occur when network links break at some part of the process of traffic flow. Finally mission failures occur when there is a fault in the sending and receiving of messages due to lack of buffering space. This can lead to a device such as a router becoming overloading due to discarding of messages without notification to either the sender/receiver. Once these failures have been detected utilizing network research methods the next step in the process is to repair or fix the occurrence. These fixes can range from quick to time consuming, as each failure requires a different set of troubleshooting techniques. The simplest failure to repair is the network line break. The network admin would need to try and reach another device from the broken PC or device by utilizing the ping command to verify if the request was fulfilled which receiving a successful reply back from the device does. If the device fails to respond the admin would check other steps such as changing the network cable, configuration of the IP address or the network interface card. We typically solve the halting failure daily on our personal computer or our work device when it freezes. We typically use the ESC function or the Task Manager in Windows or the â€Å"kill† function in Linux to end an unresponsive process or we restart the device. Although we can’t always predict when a network failure will occur we can be ready to repair it in a timey manner by having diagnostic steps readily available when a failure is detected to prevent network assets being down for long periods of time. How to cite Failures: Failure and Entire Network Shutdown, Papers

Hotel and Information Systems free essay sample

It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [emailprotected] org. 102 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 OUTRIGGER HOTELS AND RESORTS: A CASE STUDY Gabriele Piccoli School of Hotel Administration Cornell University [emailprotected] edu ABSTRACT This case describes the history, strategy, and current information systems infrastructure of a midsize, privately owned hospitality firm. The case is designed to provide the substantial background information needed to engage successfully in setting direction for IS resources and their use at Outrigger Hotels and Resorts headquartered in Hawaii. It enables students to analyze the firm’s strategy thoroughly and to assess its current use of information systems resources. With this assessment as a starting point, students can develop an appropriate IS vision, IS architecture, and a strategic IS plan for Outrigger Hotels and Resorts. The case was originally designed to use the process of setting direction for IS resources as described by Martin and colleagues [2005], but is flexible enough to adapt to the structure of other approaches to planning for information systems use. Keywords: IS planning, IS assessment, IS visioning, infrastructure, hospitality. Editor’s Note: A teaching note is available from the author to faculty so requiring it that are listed in the MISRC-ISWorld Faculty Directory. I am involved with every decision that senior management takes. They look to me for an IS slant to it – whether an IT solution can capitalize on opportunities or eliminate threats. They also expect my team to independently develop an IS strategy that will further the business. Joe Durocher, Senior Vice President CIO Every manager must have an IT strategy. You can’t delegate to technologists and only worry about your allocated cost or what training your employees need. You must understand how to be master of your own destiny and make IT work best for you. Too many managers still don’t get that. Rob Solomon, Senior Vice President Sales Marketing Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 103 I. INTRODUCTION Outrigger Hotels and Resorts, a mid-size lodging firm focused on leisure travel to the Hawaiian Islands and the South Pacific, uses Information Technology (IT) in numerous aspects of its operations and therefore must carefully engage in the information systems planning process. After analyzing Outrigger’s strategy and assessing the firm’s current use of information systems resources, we can develop an appropriate IS vision, IS architecture, and a strategic IS plan for Outrigger Hotels and Resorts. On Black Friday, September 13, 1929, Roy C. Kelley arrived in Hawaii with his wife Estelle. An architect by training, Mr. Kelley joined the firm of C. W. Dickey and was responsible for designing many of Honolulus landmark buildings, including the main building of the old Halekulani Hotel and the Waikiki Theater on Kalakaua Avenue. Nine years later Kelley set out on his own, building numerous homes, apartment buildings, and hotels on the island of Oahu. In 1963, Kelley took over the land occupied by the old Outrigger Canoe Club. Outrigger Hotels then became a reality with the mission of bringing the dream of a vacation in Paradise within the reach of the middle-class traveler. Included in the agreement were leases on three Waikiki lots that later became the Outrigger East, Outrigger West, and Coral Reef hotels. The Outrigger Waikiki Hotel was built on the site of the old canoe club, arguably the prime spot on Waikiki beach, in 1967. Throughout the next two decades, Outrigger Hotels Hawaii, as the company was named, continued its expansion in Waikiki. When in the 1970’s the zoning authority put a cap on new construction in Waikiki, Outrigger began to expand through acquisition rather than construction, ultimately becoming the largest chain in the State of Hawaii, with over 7,000 rooms and a total of 15 properties concentrated in Waikiki. Thanks to its clustered configuration, with all of its hotels located within one square mile, Outrigger was able to maintain a centralized management structure fitting Mr. Kelley’s ‘management by walking around’ style. In 1989, Outrigger Hotels Hawaii, now under the leadership of Roy Kelley’s son Dr. Richard Kelley, took over management of The Royal Waikoloan Hotel on the Big Island of Hawaii. When hurricane Iniki, heading for Waikiki in 1992, barely missed Honolulu and ravaged the island of Kauai, it provided further impetus for Outrigger’s geographical diversification strategy to and beyond neighboring islands. The firm, expanding into management agreements with third party owners, added properties on Maui and Kauai and ultimately grew to a total of 26 locations in the Hawaiian Islands. In 1996 the firm made its first international foray, opening the Outrigger Marshall Island Resort on Majuro Atoll in the Republic of the Marshall Islands. Through partnerships, joint ventures, acquisitions, and new developments the firm continued to grow internationally, adding properties in Guam, Fiji, Tahiti, Australia, and New Zealand. While growing geographically, in 1990 Outrigger Hotels Hawaii began to diversify its product portfolio by adding condominium resorts. Because of ts geographical and product diversification, in 1995 Outrigger Hotels Hawaii changed its name to Outrigger Hotels and Resorts, and in 1999 re-branded fifteen of its hotels in Waikiki to launch a new hotel brand called OHANA Hotels of Hawaii. We had an identity crisis because the market moved up, we upgraded the onbeach properties where we had higher demand and bought some nice properties in neighboring islands. But we had huge variation in the portfolio—if you stayed at a budget property vs. a beach front property, you’d be very confused as to what an Outrigger was. President and CEO, David Carey Outrigger Hotel and Resorts: A Case Study by G. Piccoli 104 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 Figure 1: Outrigger Properties in Waikiki Figure 2: Outrigger Properties in the Hawaiian Islands Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 105 Figure 3. Properties Managed by Outrigger Hotels and Resorts (International) The on-beach properties became upscale full-service hotels under the Outrigger brand. The condos, also typically on-beach upscale locations, maintained the Outrigger brand. Conversely, the OHANA brand was positioned to cater to the budget traveler looking for value on off-beach properties. Condominiums represented an increasingly important share of the total portfolio of properties, even though the firm stumbled upon the opportunity that condominiums offered. Condominiums appealed to independent travelers who would do much research and planning on their own. Condominiums were also complex, non-standard products that travel agents and wholesalers found hard to sell. Because condos were rarely built as business ventures, but rather were designed as primary or vacation homes for the tenants, they offered little office or staging space for management companies to operate in. They also lacked many of the typical hotel services and departments such as food and beverage, room service, laundry, and daily maid service. These difficulties notwithstanding, Outrigger found the condo business appealing because it provided a means for expansion through management contracts without the need to acquire expensive properties. By 2005, Outrigger was a sizable firm, with about 3,600 employees (of whom about 230 were at corporate headquarters), a portfolio of properties exceeding US $1. 4 billion, and approximate revenues of US $45 million [Hotel On-Line, 2003]. But at the heart of its strategic positioning a commitment remained to providing a ‘sense of place,’ an experience attuned to the culture and the characteristics of the destination, and to avoiding a cookie cutter approach. Our business is really about being a â€Å"window† to an experience, not the experience itself. We are the enabler through which people can engage in the leisure experience they desire. We don’t try to export Hawaii when we go elsewhere, but we do honor the same values in the places we operate hotels and resorts. David Carey Outrigger Hotel and Resorts: A Case Study by G. Piccoli 106 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 Outrigger’s senior management believed that its key competencies resided in providing hospitality to guests visiting their properties and marketing those properties successfully through leisure distribution channels. To complement these basic competencies, Outrigger’s management developed what it believed to be a superior capability to manage in a multicultural environment, including multicultural and multilingual employees and guests. Aided by a turnover rate in the single digits and an average of 25 years of employee tenure with the company, Outrigger managed to be a mostly non-union shop in the heavily unionized Hawaii labor market. We operate properties that have good locations, we have a strong travel distribution network, and our employees really provide hospitality from the heart. That creates a differentiated product making price less important. David Carey Outrigger was wedded to the success of its destination markets and to the well-being of airlines serving its destinations. If Hawaii does well, so do we. I spend a lot of time working with local tourism authorities to improve the appeal of the destinations we operate in. But airlines can be a bottleneck. We may not have available lift at times when we need it. If the airlines are full or they have decided in their yield model that they are going to only sell their top fares, there is nothing we can do. From purely the hotels’ perspective, the best thing for us is an airline price war to Hawaii. David Carey III. THE HOTELS AND RESORTS INDUSTRY As the 21st century dawned, the global lodging industry was estimated to exceed $295 billion in sales (about 11% of the world’s economic output) and employed more than 250 million workers [Encyclopedia of Global Industries, 2003]. The leisure travel segment accounted for about 45% of total volume [Horwath International, 2002]. THE HAWAIIAN HOTEL MARKET In the Hawaiian market, which was Outrigger’s traditional stronghold, 2004 data showed performance levels above the average of the global industry. Being quite isolated from any large population pool, Hawaii was a classic destination market with an exclusive fly-in customer base. The major feeders were U. S. westbound traffic and Japanese eastbound traffic. These markets were thought to yield very high return rates1—estimated by some to be around 50% westbound and over 65% eastbound. This trend made for a very location-savvy customer base. Peculiar to this market was also the trend of multi-island stays, with guests visiting more than one destination during the same trip. Table 1. Performance of Hawaii Hotel Market Occupancy Avg. Number of rooms Average Daily Rate2 Revenue* * Amounts per available room 72. 1% 706 $198. 41 $78,488 In the hotel business, return rate is used to refer to the percentage of visitors who come back again for more than one visit to the same location. 2 Average Daily Rate (ADR), is the average of all rates charged on a given date for all rooms sold that day. A yearly ADR can be computed by averaging ADRs for all days of the year. 1 Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 107 PRICING Because the Hawaii and Pacific Rim markets were exclusive destination markets, the use of packages – including air and accommodations – was pervasive. Historically, packages were assembled and sold by wholesalers and tour operators who purchased both air and hotel rooms in bulk and re-marketed them to the traveling public. With the widespread adoption of the Internet, a new type of package was emerging under the leadership of large online travel agencies: dynamic packages. A dynamic package was one that enabled the guest to choose air, hotel, car rental, and even activities, ticket them independently, and then price them out as a bundle. Dynamic packages were appealing to suppliers because the price of each item was not disclosed, making price comparison difficult and alleviating commoditization fears. They were appealing to prospective travelers because they increased choice and fostered flexibility. Finally, they appealed to online travel agents because they built upon their value proposition—customer choice—and could potentially improve their margins. COMPETITORS As a mature destination, Hawaii had been entered by many of the larger branded hospitality and resort companies. The largest hospitality firms, such as Marriott International, Hilton Hotels and Resorts, and Starwood, developed a significant presence with eight, five, and eleven properties respectively. But the largest operators in Hawaii were geographically- and leisure-focused players such as Outrigger, ASTON Hotels Resorts Hawaii (with twenty-eight properties), and Marc Resorts Hawaii (with eleven properties). IV. OUTRIGGER CUSTOMERS AND THE COMPETITION THE OUTRIGGER HOTELS AND RESORTS CUSTOMERS Outrigger’s original mission was to bring the opportunity for a vacation in Paradise within the reach of middle-class families. As the firm began to diversify its portfolio, the profile of its customers and the competition also changed. The typical guest staying with the premium brand – Outrigger – was often a multigenerational customer with a sense of loyalty to the brand (about 25% of guests were returning to Outrigger) and an annual income exceeding $75,000. Outrigger guests were almost exclusively leisure travelers. This customer base created seasonality, with winter and summer being the high seasons when properties like the Outrigger Waikiki on the Beach reached an ADR of $260 and an overall occupancy around 90%. Our customers are independent-minded and look for an experience that is more regional and attuned to the destination, but still within their comfort zone. They may stay with big brands in their road warrior capacity, but that’s not what they are looking for in a tropical destination. Rob Solomon Table 2. Outriggers Portfolio and Sample Competitors Location Properties Rooms Lowest Rate * Outrigger Hotels and Resorts Waikiki 2 1,383 $160 Starwood Hotels and Resorts Waikiki 4 4,132 $150 Marriott International Waikiki 1 1,297 $209 Hyatt Hotels and Resorts Waikiki 1 1,230 $210 Outrigger Hotels and Resorts Guam Fiji 2 895 $203 Starwood Hotels and Resorts Guam Fiji 3 995 $145 Hilton Hotels and Resorts Guam 1 587 $110 *Rates for comparable rooms as they appear on the company website, December 2004, for January 2005 stays Outrigger Hotel and Resorts: A Case Study by G. Piccoli 108 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 Competing for these customers, Outrigger went head-to-head with major brands that enjoyed name recognition amongst the traveling public, a flow of customers redeeming points, available capital, and availability of programs for employees such as discounted travel beyond Hawaii and the Pacific region. In response, Outrigger leveraged its assets: some of the premier locations in the markets in which it competed, strong name recognition, long-term relationships with the travel distribution network, a strategic focus on vacation destinations, a deep local knowledge and community ties, and good employee relations. THE OHANA HOTELS CUSTOMERS The typical OHANA guest was a value-minded and Hawaii-savvy leisure traveler with income below $100k a year. Typically, OHANA guests had visited Hawaii multiple times, stayed longer than average, and visited more often. Business travel was mainly military personnel and employees of corporations who operated on multiple islands. Groups accounted for less that 10% of OHANA’s overall traffic. We have about 50% return guests. Your first trip you want a beach front hotel, the atmosphere, the ambiance—you want the full Hawaii experience. When you come more often, you still want the experience, but you look for more value and instead of spending $250-$300 a night for a beachfront you can stay longer offbeach for $70-$80 a night. Chuck Shishido, OHANA Hotels VP of Operations With seasonality similar to that of the full service Outrigger Hotels, OHANA Hotels typically achieved an ADR around $66 and approximate occupancy levels of 75% over the year. A number of small regional chains (such as Marc Resorts and Castle Resorts) and many off-beach independent hotels existed in the Waikiki market. Pricing for off-beach properties was much harder to manage because of the commodity nature of the hotels not enjoying a premium location. OHANA was the largest operator in Waikiki and the largest Hawaii-owned operator. Table 3. OHANA’s Portfolio and Sample Competitors Location Properties Rooms Lowest Rate * OHANA Waikiki 13 4564 $76 Marc Resorts Waikiki 4 314 $74 Castle Resorts Waikiki 6 N/A $75 * Rates for comparable rooms as they appear on the company website, December 2004, for January stays CONDOMINIUMS CUSTOMERS Two types of customers typically stayed at the condominiums. On the low end of the $90,000 to $160,000 income bracket were families visiting during school breaks, looking to control expenses, and control their vacation experience. They valued the full kitchen – a standard in every unit – and the two bedrooms and two baths. This assessment was substantiated by the fact that condos had four times as many reservations coming direct from the Internet and tended to recover faster after a soft economy. On the upper end were ‘newlyweds’ and ‘nearly dead’ couples who liked the privacy and space afforded by a condo. Because of the need to convince individual owners to join the pool of Outrigger managed units, the firm competed with small local management companies and individual owners’ beliefs that they could do a better job alone. This idiosyncrasy of condominium operations amounted to dealing with two customers—the unit owners and the guests. The guests were unaware of the workings of condo operations and looked for the same level of service they would receive at a resort. On average, a condominium with mostly two bedroom units would achieve an ADR around $175, while properties with mostly studio and one bedroom units would go for around $140. Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 109 MARKETING AND DISTRIBUTION Outrigger operated a Central Reservation Office (CRO) in Denver, Colorado with anywhere from 40 to 70 reservationists (FTEs), mainly depending on the volume of business. A corporate marketing staff of 12 people, allocated about 6% of revenue, was responsible for managing the brand and for going to market. An additional 2% of revenue was used to fund reservation and other distribution costs. Reservations were centralized for all properties in Hawaii; beyond Hawaii reservations were only taken at each property. Outrigger’s executives believed that distribution was a cornerstone of the company’s success, with about 50% of the business coming from wholesalers. Consumer direct (via voice or the Web), travel agents, government and military, and corporate clients made up the rest. For international properties, the source of business percentage from wholesalers was close to 80% and almost all reservations were faxed to the property. V. OUTRIGGER’S ORGANIZATION Outrigger Hotels and Resorts was a management company wholly owned by a holding corporation called Outrigger Enterprises. Reflecting its real estate development roots, Outrigger Enterprises also owned a real estate ownership company called Outrigger Properties. Figure 4 shows the Outrigger organization. Figure 4. Organization Chart Outrigger Hotel and Resorts: A Case Study by G. Piccoli 110 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 Outrigger Properties wrote and managed real estate contracts with third party owners and supervised the owned assets (accounting for about a third of all properties in the Outrigger portfolio), as well as the development, acquisition, and sale of properties. Outrigger Hotels and Resorts, the operating arm of Outrigger Enterprises, was responsible for the writing of new management contracts, and for overseeing property renovations and operations of the managed hotels, resorts, and condos. Outrigger Properties generally negotiated a base rent and a 3 percentage of revenue with tenants; revenues from leased space were assigned to the hosting property’s own PL. Room revenue made up the bulk of each property’s revenue. Income from leased space ranged from as low as 5% in hotels with little retail space to as high as 20% in some of the most appealing locations. Other more marginal revenue was derived from parking, in-room entertainment, telecommunications, and kids’ clubs operations. Outrigger Hotels and Resorts historically maintained a highly centralized organizational structure. As the firm grew in size and geographical distribution a more distributed structure emerged, but, reflecting its roots, Outrigger Hotels and Resorts remained consolidated where possible. We have centralized services – accounting, IT, finance, engineering, purchasing, special projects – that support all the properties on Oahu, as well as indirectly the neighboring islands. There is also one executive housekeeper in charge of all properties. We run the OHANA Hotels like a 4,200 room distributed hotel. It is very efficient. Chuck Shishido As the firm expanded internationally it became more decentralized, with resorts in the Pacific Rim working much more like independent operations and organized like traditional resorts. Recognizing the significant advantages offered by its centralized structure, Outrigger was looking at the possibility of integrating its international resorts better. However, distance presented new challenges: We need a reservation solution for Australia, a real-time coordination with a central reservation service. They are operated as individual hotels; the central 800 number today is just switched to the correct hotel. A centralized system would offer tremendous value because we get drive-in business and substantial potential cross-property traffic. Executive VP and COO Perry Sorenseon, VI. OUTRIGGER IT INFRASTRUCTURE Joe Durocher, the CIO of Outrigger Enterprises, was hired by David Carey in 1986. Mr. Roy Kelly was a hands-on manager. He once told me he hated two things: computers and vice presidents. As the VP of IT, I had two strikes against me. Yet, in 1986 I was brought in to overhaul Outrigger’s IT infrastructure and we built Stellex—our integrated CRS/PMS. At the time all our properties were in Waikiki, within one square mile of each other. Joe Durocher In this type of agreement the landlord receives a fixed payment plus a percentage of the total sales made by the tenant business (e. g. , restaurant, shop). 4 The CRS, Central Reservation System, is the computer system used by a hotel chain to support call center operations and, generally, its web site. The CRS holds chain-wide inventory and allows reservationists to sell room inventory at all the hotels affiliated with the chain. The PMS, Property Management System, is the â€Å"brain† of hotel operations. It is the computer system that is used to manage the inventory of hotel rooms at an individual property. 3 Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 111 Figure 5. Timeline of Major Infrastructure Developments at Outrigger OUTRIGGER’S SOFTWARE Stellex, to which Durocher refers, was introduced in 1987 as a COBOL application that guaranteed complete redundancy and 24 x 365 uptime. These two properties are particularly important in the hotel business, which depends on being able to make reservations at any time during the day and wants to make sure that its computer system is always operational. For the technically minded, the application ran on a Tandem NonStop platform and a proprietary Enscribe database management system. 5 In 1992, Outrigger introduced its first major update to Stellex, Stellex 2. 0, which ran on a Sun Microsystems UNIX platform and provided revenue management functionality and reservation center support. Because of its unique need for substantial wholesale interaction, Outrigger engaged Opus, a software company specializing on revenue management systems,6 to build their revenue management module for Stellex 2. 0. Outrigger retained control of Opus’ source code7 and over the years made substantial enhancements, mainly to manage wholesale relationships. Outrigger implemented JD Edwards ERP as the cornerstone of its back-office operations in 1990, years before the ERP craze swept the business world. JD Edwards ran on an IBM AS 400—widely considered to be a mature and stable platform. The firm felt that its centralized IT infrastructure was a source of competitive advantage. Durocher discussed the trade-offs associated with centralized IT: Decentralizing IT would decrease our capabilities while increasing overall costs. But centralized IT creates friction at times. When a hotel is sold for example, the IT allocation may increase for other properties. 8 Joe Durocher Stellex provided the anchor to which all other operational systems connected, including telephone switches, call accounting, and in-room entertainment. All of the properties in the Hawaiian Islands had access to Outrigger’s centralized IT systems, served from the Honolulu-based data center, through the firm’s proprietary Wide Area Network. Stellex, for example, was accessed using an ASP model by all the properties in the Hawaiian Islands, the firm’s Denver-based Central Reservation Office, and the Portland, Oregon-based Web servers, thereby greatly simplifying the achievement of single image inventory, disaster recovery, and overall IT management. This configuration enabled the properties to operate with PCs (as few as 12 in a 5 Tandem Computer Systems was bought up by Compaq in 1997. Compaq, in turn was purchased by HP. Enscribe is still in business in December 2004. 6 Opus was subsequently bought by Micros-Fidelio, the dominant hospitality-focused software company. 7 ‘Source code’ refers to the original, human readable computer program. By owning it, Outrigger could change it as they saw fit. Note that Microsoft, for example, guards its source code jealously so that others can’t change Microsoft’s programs. 8 In many companies, such as Outrigger, IT costs are allocated to users, such as hotels, on an annual basis. IT cost is relatively fixed and not affected much by the number of units it supports. If a property is sold, the fixed cost allocated to all other properties must therefore go up. Outrigger Hotel and Resorts: A Case Study by G. Piccoli 112 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 Figure 6. Outriggers IT Infrastructure typical 500-room property) and networking equipment. The Point of Sales (POS) systems9 were not centralized, since Outrigger leased retail and restaurant space. This state of affairs generated some friction at times: The POS is the computer software used to support retail and restaurant operations. It enables operators to keep track of sales and accurately bill customers. Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 113 We offer to interface their POSs to Stellex and pay for interfaces to automate room charges. But many of those POS ar e old and can’t interface, they must be upgraded first. Restaurants have to write a manual charge voucher and walk it to the front desk for input. It’s not a popular or efficient way to do it. VP of Property Technology, Allen White Due to the need for local support, the high telecommunication costs to and from Hawaii, and the unacceptable reliability of international networks, Outrigger did not extend this centralized model to its operations in Australia and the Pacific. The properties in Australia and New Zealand, all condominiums, used a highly specialized PMS particularly well suited for their condominium properties and their unique tax code requirements. None of the properties in Hawaii has a server on property. In the outer regions we have standalone PMS’s and on-property reservations. We don’t even try to keep Stellex in sync, they just open and close. If a date is getting full, they issue a stop-sell. Reservations that are taken centrally are automatically emailed. Joe Durocher APPLICATION DEVELOPMENT Beyond maintaining and upgrading Stellex, Outrigger’s IT professionals engaged in minimal application development—mainly writing customized reports, and configuring and interfacing offthe-shelf applications. The use of outsourcing was limited to the Web site, developed and hosted by a third party in Portland, Oregon. Yet, in order to maintain the integration of direct channels, Stellex served as the booking engine behind Outrigger’s Web site. A key initiative for Outrigger was the development of electronic interfaces with wholesalers. These interfaces were customdeveloped by the firm’s IT group using XML. 10 With many wholesalers we have real-time electronic interfaces—they can check availability and we get their reservations instantaneously. Without the interface, if they create a reservation six or three months out, we don’t see it until reporting time, ten days out, when we receive a fax and manually input it. It is virtually impossible to revenue manage like that. Many big brands have great revenue management systems, but don’t have real-time wholesaler data. Moreover, we can write wholesale contracts brand-wide. Joe Durocher Outrigger felt that its electronic interfaces afforded it a competitive advantage and preferential treatment from interface-enabled wholesalers, a relationship that proved particularly important during slow periods or a soft economy. Electronic interfaces generated substantial efficiencies, including automatic billing and invoicing without human handling, lowering estimated costs for these functions to $0. 75 from an estimated $10 for manually handled ones. But not all wholesalers were able or interested in automating reservation processing. This lack of interest was particularly true for small operations or those for whom Hawaii and the Pacific represented a small percentage of business. The industry is a mess from a connectivity standpoint. We are fortunate that we have the in-house expertise and the recognition from senior management of how important this is. Even the big companies often don’t understand the conditions for success. The dirty little secret of the travel industry is that the fax machine still rules. Rob Solomon 10 XML stands for eXtensible Markup Language. It is a language used to create a protocol enabling computer applications of partnering firms to exchange information easily. Outrigger Hotel and Resorts: A Case Study by G. Piccoli 114 Communications of the Association for Information Systems (Volume 15, 2005) 102-118 I spend 30-40 hours a week working with wholesalers on interfaces. There are many legacy systems out there; the fax is state of the art. We have made great progress with the more advance wholesalers or those that upgraded recently. Alan White Outrigger found the Open Travel Alliance (OTA) XML standards, specifying common message format and common content, of great help. But being able to pick the right partner, and avoid costly failures, remained the major challenge. While Outrigger felt it had been successful to date, with an estimated 33% of total reservations received electronically through the various channels, it still handled more than half a million faxes a year—about eight hundred a day from its largest wholesaler alone before that wholesaler migrated to the electronic interface. The firm felt that it had been able to capitalize on the use of technology to increase distribution efficiencies in the face of ever rising labor costs. Conversion rates at the Central Reservation Office improved from 20% to 45%-50% with widespread consumer adoption of the Internet. The firm estimated that as much as 60% of callers had already researched the Outrigger website and made a purchase decision but, as Solomon put it, â€Å"had one more question. † In an effort to provide support right on the website, the firm introduced live chat functionalities and offered email confirmation for significant savings in labor and postage costs. DATA MANAGEMENT In 2001, Outrigger acquired business intelligence software, a data mart, and analytical tools from 11 E. piphany running on a Windows 2000 platform. The data mart held detailed data for three years, enabling analysis down to the individual guest folio. Data were consolidated afterwards, enabling only aggregate analyses. While E. piphany was a recent purchase, Outrigger had been disciplined in collecting data for some time. We had 10 years of high quality data from Stellex; we are very rigid about data capture standardization like room category, naming conventions, request codes, [and] what goes where. For example, postal and country codes are mandatory fields. Our employees’ long tenure helps, and peer pressure is a great asset— nobody wants to be the one that ruins the value of these reports for all. Alan White The data collected by Stellex, including source of business, stay information, and consumption, were extracted every night by load programs that scrubbed (i. e. , cleaned) them, and transferred them to the JD Edwards ERP system for accounting and to the E. piphany system for analysis. Feeding historical data and forward looking availability and reservation activity, Outrigger learned to harness the analytical power of E. piphany to do forecasts and generate business intelligence both at the source of business and at guest levels. We want the marketing data. It is stupid to have a treasure trove like that and not use it. We mine it. We send thank you letters to recurring guests, we can give you history on who visited, how they got here, what in-flight magazine we should hit. We sold a resort once and they figured they would have to hire 3 people to achieve manually what our reports gave them automatically. They even set their rates based on E. piphany forecasts. Alan White The IT group served as custodian of the data, but any user with security clearance had access to E. piphany data though a web interface; the data was used for marketing and operational analysis (e. g. , analysis of call patterns to evaluate the appeal of Voice over IP solutions). Incorporating the information into daily operations was more challenging. Definitions of technical terms such as Business Intelligence, Data Mart, Data Mining, and many others used throughout this case study can be found free of charge at http://www. whatis. com. 11 Outrigger Hotel and Resorts: A Case Study by G. Piccoli Communications of the Association for Information Systems (Volume 15, 2005)102-118 115 Outrigger found it hard to justify a frequent guest program—with an average repurchase cycle for returning guests of three years, a once a year purchase was considered very high in Hawaii resort operations. Speaking about recognition programs, Individual properties have their own customer database and a strong informal recognition system. We haven’t been able to justify the investment technologically to do it brand wide. It would be a natural extension of the recognition we give our return guests, but it must be cost-effective. Perry Sorenson If a guest did not tell us he is returning when making the reservation, our current system does not have a database with guest history. Many times we recognize our frequent return guests only at the door, or during check in at the front desk. We have special programs (e. g. , for honeymooners, wedding anniversaries), but we need to know their history to appropriately acknowledge these returning guests. VP of Operations for Outrigger’s Waikiki Beachfront Hotels Kimberly Agas, a 20 year veteran with the company, IT STAFFING AND ORGANIZATION Outrigger’s IT staff consisted of 26 full time employees. Of these, 4 data entry operators and 3 developers were housed in a separate limited liability company to help Outrigger take advantage of tax incentives offered by the state of Hawaii.