transport management :: essays research papers

Transport management is now far more sophisticated than it was a decade ago. Transport activities generate a wide range of economic benefits. Between 2% and 4% of total OECD employment, for example, is derived from transport services, and an estimated 4-9% of GDP in the OECD area is attributable to spending by the users of transport (including expenditure on infrastructure). More than 10% of total household expenditure now goes to purchase transport services (OECD Publications/ECMT). The balance of international payments is also strongly influenced by trade in transport equipment. Enormous changes have taken place in the transport sector in recent years. The most marked is its unprecedented growth. Both stock variables (fleet size, kilometres of road and rail infrastructure, and so on) and flow variables (number of trips taken, volume of goods transported, and the like) have expanded rapidly. The world's automobile fleet, for example, doubled between 1970 and 1990, to stand today at approximately 500 million vehicles. These numbers are expected to double over the next 20-40 years, although at a slower rate in OECD countries than in the past. Substantial structural, changes have also taken place. For one thing, there has been a major shift in where transport growth is occurring. In 1950, 75% of all automobiles were located in the United States. Since then, the number outside the United States has grown by about 8% per year (Mackenzie Walsh 1990) with even more remarkable increases in some locations. In Athens, for example, car ownership burgeoned from 35,000 in 1964 to 650,000 in 1984, and is expected to be about 900,000 by this year (Glaoutzi Damianidias 1990). Most future growth in global vehicle stocks is projected to occur in the developing world, as the industrialized countries become increasingly saturated with vehicles, as the developing countries undergo urbanization and industrialization processes of their own, and as people there begin to realize their longstanding aspirations for more mobility. There has also been a significant shift in the shares of different modes of transport. In the past twenty years, the v olume of road freight traffic has doubled, while rail and waterway volumes have remained stable. In view of the rapidity of these changes, it is not surprising that transport problems are generating considerable political debate in most countries. The traditional approach used to be to step up the supply of services; increasingly, calls are being heard for policies that curtail demand. Whichever approach is preferred, much of the discussion centres on the so-called 'social costs' of transport.

Dubai Essay

Harvard Business Review On Corporate Strategy – Page 4 – Google Books Result books. google. com/books? isbn=1578511429 C. K. Prahalad – 1999 – Business & Economics (See the exhibit â€Å"The Triangle of Corporate Strategy. †) The resources that provide the basis for corporate advantage range along a continuum—from the highly †¦ Creating Corporate Advantage – Harvard Business Review hbr. org/1998/05/creating-corporate-advantage/ar/1 Great corporate strategies come in the first instance from strength in each side of the triangle: high-quality rather than pedestrian resources, strong market †¦ Corporate Level Strategy: Theory and Applications – Page 2 – Google Books Result books. google. com/books? isbn=0203844521 Olivier Furrer – 2010 – Business & Economics This framework can be represented graphically as the corporate strategy triangle (see Figure 1. 1). In this framework, the three sides of the triangle—resources, †¦ Business Strategy Blog: Newell Company: Corporate Strategy deepakbusinessstrategy. blogspot. com/†¦ /newell-company-corporate-strateg†¦ Feb 20, 2011 – Use the Corporate Strategy Triangle to evaluate Newell’s corporate strategy. Do you think this corporate strategy is effective? Newell’s goal is to †¦ The Triangle of Corporate Strategy | Business & Entrepreneurship †¦ yourbusiness. azcentral. com/triangle-corporate-strategy-16752. html Making the sum of the parts greater than the whole is not necessarily a magician’s sleight of hand. The Triangle of Corporate Strategy is a management model †¦ [PDF]corporate strategy in turbulent environments – IESE Business School www. iese. edu/research/pdfs/DI-0623-E. pdf by AA Caldart – 2006 – Cited by 6 – Related articles The Corporate Strategy Triangle (Caldart and Ricart, 2004) is a dynamic †¦. The data collection process was framed by the Corporate Strategy Triangle. [PPT]Chapter Note 1 www. csun. edu/~dn58412/IS655/chapter1. ppt Define and explain the Information Systems Strategy Triangle. †¦ Dell’s mission is to be the most successful computer company in the world at delivering the best †¦ Searches related to corporate strategy triangle corporate advantage what constitutes a good corporate strategy and why develop corporate strategy key elements of corporate strategy corporate level strategies examples creating corporate advantage list three directional strategies

Analysis Of Billy Lynn s Long Halftime Walk - 1344 Words

Posttraumatic Stress Disorder in Billy Lynn’s Long Halftime Walk Augusto Gutierrez University of Houston Abnormal Psychology 4321 Description Billy Lynn is the main character in the movie Billy Lynn’s Long Halftime Walk a decorated combat veteran who is home on a victory tour. Throughout the last day of his tour we are seen the unfurling of events through his eyes and are allowed in his head. From going to the football stadium and having flashbacks to a market in Iraq every sudden movement is a signal for an impending attack by insurgent forces. Upon entering the stadium and a long stretch of halls feeding into the seats he immediately develops a form of tunnel vision, visually inspecting and assessing perceived threats.†¦show more content†¦Billy experiences intrusive thoughts, flashbacks and emotional distress after the event occurred which we see throughout the events of the film. Criterion C states that avoidance of trauma-related stimuli after the trauma which can be broken down into two forms internal and external. The internal in the trauma-related thoughts or feelings with the external being trauma-related reminders such as people, actions, locations, specific dates and so on. Billy exhibits these markers as his thoughts constantly drift from his present location to Iraq. Criterion D address the individual experiencing negative thoughts or feelings that commenced or intensified after the trauma had passed. Some of the ways this can manifest itself if in the individual’s inability to recall key features about the event, extremely negative beliefs about oneself, feeling of isolation, and loose of interest in previously enjoyed activates. Billy experiences this in the form of negative thoughts of the himself and difficulty experiencing positive affects. In terms of behaviors Criterion E describes behaviors that happened at the time of the trauma or worsen over time. This can include aggression or irritability, Irritability or aggression, risky or destructive behavior, hypervigilance, heightened startle reaction, difficulty concentrating, difficulty sleeping (1). While we don’t know how well or poorly he is