Tuesday, January 28, 2020

Cancun Highlights Essay Example for Free

Cancun Highlights Essay Beaches Naturally, the beaches are the biggest draw in Cancun with their soft, white sand and brilliant turquoise-blue water. Cancuns Hotel Zone is really just one long beach separated from the mainland by a system of lagoons. The dazzling white sand of Cancuns beaches is light in weight and cool underfoot even in the blazing sun. Thats because it is composed not of silica but rather of microscopic plankton fossils called disco-aster. Cenotes It is estimated that there are more than 6000, although only 2400 are registered. All the fresh water rivers are underground. Being porous, caverns and caves formed where the fresh water collects the cenotes or water sinkholes. The water that gathers in these subterranean cenotes is a crystal clear turquoise color with a very pleasant temperature of 78 ° F (25.5 º C). The stalactites and stalagmites that form inside the cenotes are true natural works of art. In many, holes in the ceiling allow the sunlight to filter into the cenotes, giving the scene a magical feeling. The cenotes of Yucatà ¡n are a natural treasure that should be seen by all, keeping in mind that they should be protected so that man does not destroy in a few days what nature took millions of years to create. Adventure Parks Xplor is a unique underground world, with 7 amazing circuits that invite you to rediscover your emotions and senses within nature. Dare to ride our 13 zip lines among the Caribbean’s lively nature and enjoy refreshing water landings and amazing suspension bridges; take a trip through the jungle on unstoppable amphibious vehicles, explore an underground paradise where you can swim surrounded by amazing stalactites and stalagmites, discover a matchless raft route across stunning subterranean caverns while paddling with your own hands, and to complete your feat, a nutritious and light buffet, that will recharge your energy. Hidden worlds Hidden Worlds is the Yucatan Peninsulas best known location for exploring the fascinating world of cenotes. Its system of underground caverns and waterways lay hidden within dense tropical foliage over many centuries. Experience the Jungle! This is not a Disneyland tour, it is truly in the Mayan Jungle. Tours take off at Hidden Worlds Every hour. You will Skycycle, Jungle Zipline, Rappel into a cenote, Splash down Zipline, Ride the Avatar (a roller coaster Zipline) and Snorkel through the most famous underground cave system in the world. Nature Parks Xcaret It was opened in December 1990 as eco-archeological parkwhere visitors from all over the world can enjoy the splendor of Mexico’s biodiversity and cultural heritage. Due to its great success the park has been preserved with an environmental management system. Xcaret park * Under ground Rivers * Beach, Lagoon and pools * Tropic Jungle Trail * Main plaza * House of whispers * Rotating Scenic Tower Attractions * Butterfly Pavilion Butterfly Pavillion * Regional Wildlife * Breeding Farm * Coral Reeff Aquarium * Living Museum of Ochirds and Mushroom Farm. Most Important Accommodations Resorts and hotels The world class all-inclusive resorts in Cancun, Playa del Carmen, Cozumel and the Riviera Maya offer a variety of activities, entertainment, and cuisine, all for one price. No hidden costs. You pay for your all-inclusive accommodations, airfare, and transfers, and you dont have to worry about carrying your wallet around with you everywhere you go, and you dont have to budget once you get there. Its economical, and makes for a worry free vacation. Even taxes and tips are included in the rates. Cancun Tower A unique architectural concept where each condominium has absolute privacy and large facades, having a spectacular and incomparable view of Cancun city, the hotel zone, the spectacular golf course and the beautiful Caribbean Sea. One of Cancun Towersapos; most exclusive characteristics is that all the 3 bedroom units have direct elevator service to each condominium, one of few developments that offers the privacy you need. Restaurants and Night-Clubs Mexican Food. La Parrilla Is the most traditional restaurant in Cancun, recognized for its fine Mexican food. Since 1975, La Parrilla has rescued the dishes and traditional recipes, which combines with art, tequila and mariachi music, bringing the guest a unique Mexican experience. This Mexican Restaurant is a typical family restaurant, full of color and folklore. Party atmosphere and decor with arches, fountains and balconies are reminiscent of the old Mexican haciendas. The casual ambient, friendly and cheerful harmony with the very Mexican mariachi. 35 years of exquisite taste, tradition and Mexican music. Non-Mexican Food. Chocolate City Chocolate City is a family restaurant with a capacity of 210; it operates as a FAMILY RESTAURANT FUN BAR and offers its customers delicious delights, as well as exciting entertainment. Upon entering, guests can enjoy a spectacular chocolate fountain that holds up to 1000 kilograms of liquid chocolate that falls from one plate to another. Night-Clubs Coco Bongo With it ´s 1,800 people capacity is located in the heart of the bustling hotel zone, the mutli-level seating and nightly Rock and Roll and Salsa bands make coco bongo the most exciting and unique club. Combine all this with Coco Bongo’s extraordinary musical mix. Get ready for flying acrobats, bar top conga lines, movie clips projected on to high tech video screens, live bands; and more shows that you can imagine. History and Culture Coba The archaeological site of Coba has increasingly become more visited by national and international tourism. One of the main attraction to visitors of Coba is the Ancient Pyramid which unlike Chichen Itzas Kukulkan Pyramid, is still open for the public to climb its 120 steps up to the top of the site. Additional to this, Coba has several Tour operators with excursions available to this site from almost any point within the closest and top Touristic destinations of Cancun and its Riviera Maya. Tulum Tulum is a beautiful village on the south end of the Rivera Maya that enjoys a deep rooted history in the important culture of the ancient Mayan people. In recent years,Tulum has flourished in trades that stem directly from the skills utilized by the ancestors of the area. To appreciate the history and making of Tulum, one must understand the history of the Mayan people. Chichen-Itza it is one of the more impressive pyramids in the world With the popularity of Cancun and vicinity for both tourists, and cruise ships, well, there are only so many places to go, and Chichen Itza is on the top of the list. This place is known for the vast history of the Maya, their advanced mathematical knowledge, their incredible understanding of the solar system.

Monday, January 20, 2020

My Big Sister :: College Admissions Essays

My Big Sister She was so concentrated on her task that at first she did not hear the quiet voice behind her. In one hand she held an enormous clear plastic bag, and with the other she was picking scarves off a display rack and haphazardly stuffing them into the bag. She worked quickly because after an hour in the town hall, she was ready to head home. An hour of speeches read in a passionate monotone had left her feeling a strange apathy. She usually enjoyed the annual Homeless Vigil, and had worked very hard to collect the hats and scarves she now treated with such indifference. Standing alone on the now empty stage and gazing out into the rows of decaying wooden chairs, she tried to imagine the people her work would help, but found she didn't really care. All she could think about was getting out of that old building and going somewhere with central heating. With a sudden clarity, she realized that she didn't want to be a part of this farce anymore. What did it mean if a few middle class families got together once a year to be preached at by a bunch of tired social service workers? They listened patiently for an hour, then donated a few bucks to assuage their consciences. They drove home in their foreign cars to their nice two story houses and ate a hot meal, confident that they had paid their dues to humanity. If they could be so easily satisfied, so could she. "Excuse me, ma'am?" Finally the voice got her attention, and she turned around. The small voice belonged to an equally small boy shifting nervously from foot to foot. "What is it, Hon?" she managed a tired smile. "I heard your speech tonight, about all those kids who don't have anywhere to live. You said that you were collecting clothes and stuff to keep them warm." "That's right. This time of year it is especially hard for them.

Sunday, January 12, 2020

Human resource is the most important asset for an organisation Essay

We know that manpower is playing a very important role in the entire organization as well as in economic. Why is the manpower very affecting toward every organization? Human resource can be defined as labor as well as all the employees within the entire organization regardless of rank. Human resource is a resource provided by labor. Peoples whoever working in a company consider employee including of higher management such as general manager and operation manager. For every organization needed labor in order to maintain the productivity of every sector. Meanwhile, organization must require professional to manage the labor, we call that human resource management. Human resource management is to maintain and manage in the labor sector of an organization. Human resource department is a group of professional that doing labor management such as recruitment, labor welfare, academic and research of staff training, management of performance appraisal of staff, benefits and compensation and em ployee relationship. When comes to human resource, it is also discuss about productivity in every sector of an organization. Nowadays, we understand that technology is growing rapidly in past decade, it brings huge impact for every sector including of human resource. It could be in positive and negative. We understand from Jared Lewis (n.d), some of the areas in human resource had significantly impacted by technology such as recruiting, training and data storage. Recruitment traditionally relies on publication on multimedia such as newspaper and poster. Since the technology was growing in past decade, we are realize that job vacancy are lesser appear in newspaper or street poster but Internet. Now people are more easy to seek opportunity in one platform which is Job website. I believe everyone has been through some training. Read more:  What are Human Resources? We could realize that most of the training was conducted with technology. In human resource, HR professional could be more efficient to reach every single employee by using technology such as training and access of personal particular of employees. On the other hand, some of the industries have more negative impact in human resource. Example in production industry, we know that machines provide efficiency and productivity; in the same time human resource are affected. Contrary, some of the industry required more human resource such as retail and food & beverage industry. For my point of view, technology critically impacted human resource sector. However, in certain way that human resource still irreplaceable. In economic, people study different impacts toward the economic growth; one of the critical factor could affect economic is unemployment. As we know Singapore is a country with no natural resources. Report from UNESCO Singapore in 2008, Singapore treated human capital is the most valuable asset for the country. Within an organizations. Human resource is also one of the most important assets. How could human capital affect the entire organizations? As we know people manage the entire system of an organization. In every sector of an organization needed human capital in order to process. Therefore, we realize high turn over rate of a company is not a good sign. Labor keep changing within a company lower the productivity; labor low confident and low morale brings huge impact in productivity. Some of the companies realize this valuable asset has high potential growth opportunity toward the company. We could see most of the company really taking care of their labor, which they will implement, benefits or provide allowance for their workers such as attendance allowance, best worker of the month rewards. Some of the small enterprise may also provide company trip as well. As we know that all above benefits and allowance had given to the workers is to maintain high morale and encourage workers; this is of the common strategy used in human resource management. Beside reward, there are some strategy was implemented to sustain low turn over rate such as sending employee to training and skill development courses to improve in quality of work force. Not necessary only HR department uses human resource management. In every single department in a company needed human resource management, which handled by the head of department. In order to ensure the operation well progress, superior have to be manageable and interactive to the subordinates. Compare to past decade, we realize that most of the industry were computerized and it brought huge impact toward labor force. However, human resource is still very important in every sector. Human resource is flexible, high potential of growth and manageable. As we know, in every  sector needed people to operate and ensure the operation flow going smooth including machine and computer operation. Changes in human source could affect every single corner in an organization. Nowadays, companies are more concern the issue of human resource; companies are trying as best as they can to sustain low turn over rate and improve quality of labor in order to bring the company towards growth. In every field, human resource is one of the keys to success and we realize human resource is the most valuable and important asset to the organization.

Saturday, January 4, 2020

The Psychological Essay Example Pdf - Free Essay Example

Sample details Pages: 10 Words: 2935 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Introduction The psychological contract (TPC) was first coined by Argyris (1960), who observed an unwritten agreement existed between employer and employee, summarising that staff performed to a higher level if they received fair wages and had a degree of autonomy in the manner in which they worked. TPC consists of expectations, beliefs and implied obligations; none of which are written in the tangible contract between the employer and employee (Schein, 1985). Rousseau (1995, P.9) developed this idea and defined TPC as individual beliefs, shaped by the organisation, regarding the terms of an exchange agreement between the individual and their organisation. Don’t waste time! Our writers will create an original "The Psychological Essay Example Pdf" essay for you Create order This essay will proceed to discuss the importance for organisations of managing the psychological contract (TPC) and the implications of a breach. The essay will move on to critically analyse the difficulties organisations face in managing TPC, with particular reference to those resultant of the shift from the traditional to the contemporary employment relationship. This essay concludes with a brief summary of the importance of managing TPC and the key challenges which arise when attempting to do so. The importance of managing the psychological contract Fulfilment of TPC from employers has been proven to result in reciprocation from employees, leading to positive organisational attitudes, affective commitment (Tekleab Taylor, 2000) and reduced turnover intention (Montes Zweig, 2009), which lowers an organisations recruitment and training costs, therefore it increases its efficiency (Wilton, 2013). A balanced PC is linked with organisational citizenship behaviour (Decktop, Mangel and Cirka, 1999) and high employee engagement meaning the employee has a high level of commitment to the organisation and its values, and exhibits willingness to help their colleagues (CIPD, 2009). Due to TPC consisting of unarticulated beliefs, expectations and perceived obligations breaches are not uncommon (Wilton, 2013) as neither party can ever fully know what the other expects of them (Cullinane and Dundon, 2006). Social Exchange theory undergirds TPC postulating that employees and employers engage in exchanges with each reciprocating the contr ibution of the other (Blau, 1964). In line with the theory of reciprocity (Gouldner, 1960), when employers do not fulfil their implied or understood obligations a breach of TPC can occur, resulting in the employee reciprocating by withholding their effort from work (Bal, Chiaburu, Jansen, 2010), negative organisational attitudes (Piccoli and De Witte, 2015), reduced performance (Restubog, Bordia, Bordia, 2011) and workplace deviance (Bordia, Restubog, Tang, 2008). Many organisations attempt to manage TPC in order to mitigate these potentially harmful effects. A breach of TPC can occur for reasons such as implementation of large scale organisational change often without employee consultation (Gerber et al, 2012). Resistance to change can be extremely problematic for organisations, and the adjustment period to such change can cause vast decreases in efficiency leading to loss of competitive advantage (Dawson and Andriopoulos, 2014). Heuvel, Schalk and Assen (2015) found organisa tions which communicated their full intentions of change with employees implemented large scale organisational change with lower levels of resistance, due to perceived fulfilment of TPC. This suggests balancing TPC can reduce the resistance to change many employees experience and help to mitigate the potential for loss of competitive advantage. A study by Atkinson (2007) discovered the expectations within TPC widely vary between individuals and organisations, Restubog et al, (2015) found that an aggressive and competitive culture within an organisation exacerbated any breach of TPC and increased the likelihood of employees actively seeking revenge. This suggests that organisations requiring their employees to behave in a highly competitive manner are at greater risk of negative effects from TPC breach and should take necessary measures to minimise the likelihood of this occurrence (Bankins, 2015), as the effects on the organisation will likely be more damaging than if the employe e were to simply withhold their effort or decide to leave the firm. Rousseau (1995) implied that within TPC the employer was the independent variable and the employee the dependant variable, believing the employment relationship to be dependant on the actions of the employer and their ability to recognise and meet the expectations of the employee, however this proved contentious. Theorists such as Guest and Conway (2002) advance that TPC is subject to both parties meeting the others expectations rather than just the employer meeting the employees, and concluded that the state of TPC is dependent on mutual trust, fairness and delivery of the deal. The following section will discuss the ways in which organisations can attempt to manage TPC and the difficulties that arise in doing so, with particular reference to the contemporary employment relationship. The challenges of managing the psychological contract The dynamics of the labour market have constantly changed and evolved over time (Wilton, 2013), in particular the rise in organisational demand for flexibility has resulted in a paradigm shift from an exchange of job security in return for organisational loyalty to one in which experience is offered to the individual in exchange for temporary service to improve their future employability (Adamson, Dochetry and Viney 1998). Resultantly the contemporary employment relationship can be seen as much more individualised, with Rousseau (2004) terming this as a shift from a relational to a transactional employment relationship. The new PC consists of employee assurances to work hard and be flexible and employers obligation to provide adequate pay, opportunities for skill development and interesting work (CIPD, 2009). A prevalent issue in managing TPC is known as multiple agency (Hui, Lee and Wang, 2015). This refers to employees receiving different messages from the different managers t hey come into contact with within the organisation. It is therefore imperative for an organisation to ensure that they manage to maintain congruency in their messages throughout their organisation (Lapalme, Simard and Tremblay, 2011). Wilton (2013) suggests that an organisation must utilise a mechanism through which clear communication can be ensured between employer and employee in order to explain managerial decisions and give a platform for employees to voice their opinions. This is in line with Guest and Conways (2002) findings that employee voice in relation to managerial decisions positively influenced TPC. Internal social media is an increasingly popular method for firms to improve internal communications within their organisation and promote the brand internally in order to positively influence TPC (Mazzei, 2010). Ironically the implementation of internal social media is exactly the type of large scale organisational change which, without the correct communications could enc ounter significant resistance to change (Dawson and Andriopoulos, 2014) and result in a PC breach. Critics of social media note that it is impossible to regulate (Jones, 2015), as such employees could use this platform to exact revenge for a perceived breach of TPC in a more public and far reaching way than before, so organisations should exact caution when implementing this as a strategy for managing TPC. Organisational policies which are adopted in the favour of the workforce will likely positively effect TPC and result in improved workforce efficiency. This systematic adaption of a corporations policies to improve their attractiveness as an employer is known as employer branding (Taylor, 2005), however while this can positively affect TPC, organisations perusing this strategy must be aware that those with stronger employer branding must work harder to maintain TPC due to raised employee expectations (Bains, 2015). Bowen (2015) cites generational differences in comfortability util ising social media platforms, and so using internal social media to give employees a voice could potentially alienate some of the workforce, which if not addressed, could result in a breach of TPC. In order to mitigate this risk, training could be provided on the platform, which will likely have a positive impact on TPC as it is in line with the new psychological contract which emphasises the employer providing training and new skills for employees (CIPD, 2009). A challenge for organisations attempting to manage TPC within this contemporary relationship is the generational diversity of the workforce. (Lyons,and Kuron, 2014). Lub et al (2015) found that different generations held very different expectations of their employers obligation and their own personal contribution to that organisation, suggesting that a multi-generational cohort solution offers the most effective way to maintain a positive psychological contract with the workforce. In countries with an aging workforce like the United Kingdom the generational diversity is likely to be extremely high (Hertel and Zacher, 2015), making it costly and time consuming for management to implement policies to balance the psychological contract for all. This could therefore constitute an area for further research, in order to realise the most efficient way to collectively manage the expectations of such a diverse workforce. It is not only generation diversity which has increased within the modern employment relationship, there has also been rapid growth of a cultural diversity within the global workforce due to the phenomena of globalisation resulting in what is known as the global workforce (Ryan and Wessel, 2015). Some commentators argue that many of the theoretical frameworks within HRM are underpinned by western cultural values, and that perspective which much of the HRM discourse is written from does not hold a universally applicable view of employment attitudes to authority or risk (Yi et al, 2015). W estwood, Sparrow and Leung (2001) found the dynamics of TPC of junior and senior management from Hong Kong proved, from a western perspective, to be extremely one sided. It seemed the underlying sense of duty and respect which is deep-seated in Chinese culture is reflected in the attitude of the employee, who believes they are more obligated to their employer than their employer is to them. This is in direct contradiction of the western findings of Rousseau (2004) who stated that the employer was the dependant variable and the employee the independent, highlighting the cultural disparity in how TPC is viewed. Not only is the holistic view of TPC likely to be different depending on the cultural context, there are likely to be international differences in the extent to which employees respond to a breach of TPC (Lucas, Lupton and Mathison, 2006), not only making it harder for managers to balance the psychological contract within the confines of foreign cultures, but also making it mor e difficult for management to predict what retaliation, if any, is likely to occur. A huge challenge facing managers can occur when they are of a different cultural profile to the employees they are managing, due to the commonality of difference in both motivation and interpretation of the parties (Thomas, Au and Ravlin, 2003). As a result it is recommended that organisations with cross cultural management practices give time to understanding the complexities of TPC within their workforce, and work hard to ensure that it can remain balanced. Conclusion The importance of an organisation managing the psychological contract within a western cultural context is well documented within HRM discourse, allowing organisations to reap the rewards of improved employee relations (Tekleab Taylor, 2000), and mitigate the risks associated with PC breach (Piccoli and De Witte, 2015). If an organisation does not manage TPC negative work behaviours such as withholding effort or employee deviance could become typical for the organisations workforce (Bankins, 2015) causing loss of competitive advantage. The main challenges with managing TPC in the contemporary employment relationship stem from the widening generational and cultural diversity experienced in many workforces due to the global aging population and globalisation. HRM discourse is primarily based on western cultural assumptions, many of which do not hold true in other cultural contexts (Wilton, 2013). This presents challenges for managers working outside of their own culture or wor king within a multicultural society. Due to the unwritten and unspoken nature of TPC any organisation would be advised to adequately research the expectations of employees in any foreign context in which they plan to engage, in order to avoid discrepancy. It can be argued that HRM practices developed within the western culture offer ineffective ways to manage labour in divergent cultural settings, constituting a possible area for further research. The growing generational diversity of the global workforce presents difficulty for organisations seeking to implement policies to manage TPC (Cogin, 2012), due to differing generational expectations. Thus to effectively manage such a diverse workforce time must be taken to individualise TPC (Lub et al, 2015). Managing TPC in the individualised manner required of a culturally and generationally diverse global workforce has the potential to be both financially and time intensive. Organisations should therefore analyse the potential imp lications of non-effective management of TPC before adopting this policy. Consideration should be given to the individual organisational culture, as in organisations with a more competitive and aggressive culture the implications for not managing TPC can be extremely serious, with heightened likelihood of employee revenge (Restubog et al, 2015). Such an organisation would therefore be ill advised to not pursue a policy of PC management. References Adamson, S., Dochetry, N., and Viney, C., (1998). The meanings of career revisited. British Journal of Management. 9 (1), 251-259. Atkinson, C., (2007). Trust and the psychological contract. Employee Relations. 29 (3), 227-246. Argyris, C., (1960). Understanding Organizational Behaviour. Homewood, IL: Dorsey Press. 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Easing the pain: Determinants and effects of psychological contract violations. Paper presented at the Academy of Management meeting, Toronto, Canada. Thomas, D., Au, K., and Ravlin, E., (2003). Cultural variation and the psychological contract. Journal of organisational behaviour. 24 (1), 451-471. Westwood, R., Sparrow, P., and Leung, A., (2001). Challenges to the psychological contract in Hong Kong. The International Journal of Human Resource Management. 12 (4), 621-651. Wilton, N., (2013) An Introduction to Human Resource Management. 2nd. London: SAGE. ISBN Yi, X., Ribbens, B., Fu, L., and Cheng, W., (2015). Variation in career and workplace attitudes by generation, gender, and culture differences in career perceptions in the United States and China. Employee Relations, 37 (1), 66-82.