Microsoft programmes Essay Example for Free

Microsoft programmes Essay During year ten I had two weeks of work experience from the 12th to 23rd of March 2007. Work experience wasnt just compulsory for pupils within my school, but a nationwide curricular activity. My head of year Miss Joseph organised the work experience with a company called Trident, who helped organise the placements and checked the placement for health and safety. For those not organising their own work experience, you had apply for jobs through tridents website. You had to select six difference jobs, and order them in preference and then Trident would try to organise the placement you placed first. However Trident were unable to succeed in getting everyone their first choice in placement, as many other schools within Waltham forest were doing work experience during the same period. I however arranged my own placement, at my mothers primary school. My mother, several members of staff and I and to fill out a couple of forms which were then sent to Trident, who would check the placement to see if it was safe for me to work there. I chose to work in a school as I enjoy working with others and helping children to learn. I have often considered becoming a teacher, so I felt that working in a school would help me decide whether that was the career path I should be going down. A couple of weeks before my work experience was due to start, I had an interview with the head teacher of the school. I had to ring up the school and organise this interview. The head teacher asked me a couple of questions about why I had chosen to work there, and what skills I was hoping to gain from the experience. She then showed me around the premises, and introduced me to the members of staff that I would be working with. During my work experience, my working hours were from 8.00 till 5. 00. I took the car to work and the journey would usually take half and hour. I would work until 3. 15, when the children went home, however I did not leave until 5. 00 as I had to help clear up and help with after school activities. On my first day I was informed of the tasks I would be doing that day and introduced to all the children. Most mornings I would clean the childrens cup and then fill them with water. I would then have to set up the first activity, which was always spelling. Other jobs I had to do included; photo copying, paired reading, taking groups of children for group learning and cleaning. I worked with one teacher and one teaching assistant, both of which would assist me with tasks I found difficult and were both very helpful. I felt I did have a positive effect on my colleagues as I would often be able to carry out tasks without too much assistance and therefore my less work for others. However in some activities I had to be assisted due to health and safety reasons, which could have made more work for the staff, than if I was not there. I offered to help out after school and would always be willing to try any task the teacher set me, even if I didnt know what to do. I therefore feel that I made a positive contribution and reduced the work load for my colleagues. During my work experience I had to carry out many different tasks, many of which I had never done before. I was able to cope with most of these new activities, however I did encounter some problems during my first week. For example whilst I was doing paired reading with an individual child, another child, with behaviour difficulties, kept disturbing me and trying to get my attention. I was unsure on what strategy I should use to prevent the children from preventing me from doing the paired reading so I went and spoke to the class teacher. She then told me that the best thing to do, would be to ignore the disruptive child, and they would soon return to their work. I used this strategy several times during my work experience and I then was able to continue with the work, undisturbed. Another problem I encountered was when one child told me that another child had hit them, when in the playground. I then went and spoke to the other child, however they said that it was actually the other child who had hit them. Both children denied hitting one another, so I asked both children if they were hurt in any way, but they both said no. I then spoke to both children, telling them that hitting was wrong, and if there were any more problems then I would have to take them to their class teacher. I then got the two children to make up and play a game together nicely. Afterwards I spoke to the class teacher about the incident and she said the way that I handled the situation was perfect, but next time I should take them both to her as some children do have behaviour issues. I felt that I learned from both incidents and am now able to cope with many more problematic situations that before my work experience. I often helped the teacher to carry out activities outside the classroom, which without my help, would have been a lot harder. I felt that my contribution in many of the activities made it easier for my colleagues and subsequently affected the outcome of the activity, as they all went very well. Over the time of my work experience I learned many new skills that I may not have learned, if I hadnt done the work experience. I really enjoyed my two weeks of work experience. It was a very hard, but rewarding job. Some tasks I did find a little bit boring, however overall the experience was fun and I learnt lots of new skills. For example I am now able to use many of the new Microsoft programmes for modern computers, which are used in many offices and other computer based jobs across the UK. I am also able to teach small groups of children, keeping the attention of every child and enabling them to learn. As I enjoyed my work experience so much I have decided that I would like to become a teacher when I am older, therefore all the skills that I have gained during my work experience will be used again in the future and could make a significant impact on the way I work etc.

The Top of the World is Not for Everyone :: Essays Papers

The Top of the World is Not for Everyone Once the exclusive domain of the elite mountaineers, the roof of the world now lures scores of amateurs. These climbers seek a challenge that begins as high drama but can end abruptly as tragedy (Breashears, 1997).† At 29,035 feet, Mount Everest is the â€Å"top of the world† and the ultimate challenge for Climbers. But recently with advances in technology and equipment, more people are attempting to conquer Everest, although many of them do not belong in such an unpredictable, dangerous place with such little experience. With more and more people venturing to the top of Everest, substantial pollution has been a result, which is an expensive and difficult problem to correct at such high altitudes. Everest, which was once considered a sacred home of the gods, is now a commercialized, life threatening challenge with accumulating contamination. Mount Everest is situated at the edge of the Tibetan Plateau, on the border of Nepal and the Tibet Autonomous Region of China. Traditionally, those living near Everest honored the mountain and thought of the Himalayas as scared homes of the gods. No local people climbed them until the early 1900’s. But as foreign expeditions brought tourist dollars and Western ideas, the local people began to serve as porters for foreign climbers (Encarta, 2000). Many expeditions were sent out to reach the summit of Everest, but most ended unsuccessfully with tragic deaths. In 1921 George Leigh Mallory led a British Expedition to the summit of Everest climbing the north side. On May 29, 1953, Edmund Hillary of New Zealand, and Tenzing Norway, a Sherpa of Nepal under the tenth Expedition Flag of the British and the leadership of John Hunt were the

Ikea Case

The market was primarily split between low-en and high-end retailers. Low-end retailers primarily focused on offering a wide array of merchandise including furniture on the basis of low prices. Aside from tight margins as part of a low-pricing strategy, there were also several â€Å"small-store retailers† targeting college students and other consumers with constricted budgets.Most of these stores were inconsistent with the environment ND displays portrayed, further contributing to poor inventory management practices and below-par customer service. On the other hand, high-end retailers carried either single brands or multiple brands as part of their product portfolio. Most high-end retailers employed expensive sales executives and focused more on offering value-added services including (but not limited to): measurement and product selection, customizable designs for complete makeovers, product delivery and installation, high number of SKU stemming from a base product, and even relocation of old furniture.Quality and service was the basis or these types of sellers, constantly reminding customers that their products would last a lifetime and that going through the installation hassle could easily be avoided. 2. When furniture titan KEA finally consolidated its business strategy in the US by the mid-ass, customers where typically defined as well-traveled, sophisticated yet practical in taste, likely risk-takers, technologically-savvy, and connoisseurs of fine food and wine. Customers at KEA look for a shopping experience that fulfills and exceeds their expectations by finding multiple types of furniture and other compliments (I. . Technician, decorations, etc) that are practical and can accommodate a â€Å"good-living† standard. Aside from fulfilling the need for new furniture, customers at KEA also valued complimentary services offered at the stores such as childcare facilities, on-site Scandinavian restaurants, and customer-service help desks for sh opping assistance. KEA open-ended states to its customers that they won t find a wide variety of same product SKI-I s in different colors or finishes, instead they have room only for what is considered necessary to furnish homes in unique, modern, and stylish ways. . KEA s competitive advantage features a well-defined supply chain strategy that allows for cost-saving opportunities when sourcing raw materials, streamlining packaging and shipping, negotiating In bulk with manufacturers, and promoting a self-service concept at store level. All these Initiatives translate Into lower prices for finished goods that customers prefer. The main disadvantages of KEA are centered on lower-quality furniture that doses ‘t last as long as other high-end more expensive products.Also, KEA furniture is not suitable for people who plan on moving or relocating as the pieces that make a perfect example of what W. Chain Kim and Rene ©e Unbroken coined a â€Å"Blue Ocean† company. The comp any's target market is considered to be niche but at the same time oriented at covering the masses and being high-volume, low-price retailers. The customer experience is unique and cannot be easily copied by other competitors. Sticking to Scandinavian-styled furniture helps distinguish KEA from traditional furniture stores while at the same time being distinctive and predictable.Blue Ocean companies such as KEA employ Continuous Improvement practices that allow for ewe styles and designs of furniture to be made available while on the lookout for cost reductions and price saving opportunities for consumers. 5. In order for KEA to continue and sustain its growth strategy and high success worldwide they have to place special emphasis to the following recommendations: a. Expand the customer base outside of established markets such as Europe and North America and target emerging economies that are also looking for inexpensive, practical and stylish ways of equipping their homes and offic es. . Offer complimentary assistance for assembling furniture at an additional cost in order to attract higher-end customers who do not want to partake in the tedious task but are willing to pay a premium for the service. Specialized carpenters and contractors should be carefully selected and trained according to company standards. This allows for furniture to last longer and survive relocation needs. C. Continue growing in POS (points of sale) in order to cover less-populated areas in current operating countries while increasing market share and widening the consumer's preference for the brand. Ikea Case The market was primarily split between low-en and high-end retailers. Low-end retailers primarily focused on offering a wide array of merchandise including furniture on the basis of low prices. Aside from tight margins as part of a low-pricing strategy, there were also several â€Å"small-store retailers† targeting college students and other consumers with constricted budgets.Most of these stores were inconsistent with the environment ND displays portrayed, further contributing to poor inventory management practices and below-par customer service. On the other hand, high-end retailers carried either single brands or multiple brands as part of their product portfolio. Most high-end retailers employed expensive sales executives and focused more on offering value-added services including (but not limited to): measurement and product selection, customizable designs for complete makeovers, product delivery and installation, high number of SKU stemming from a base product, and even relocation of old furniture.Quality and service was the basis or these types of sellers, constantly reminding customers that their products would last a lifetime and that going through the installation hassle could easily be avoided. 2. When furniture titan KEA finally consolidated its business strategy in the US by the mid-ass, customers where typically defined as well-traveled, sophisticated yet practical in taste, likely risk-takers, technologically-savvy, and connoisseurs of fine food and wine. Customers at KEA look for a shopping experience that fulfills and exceeds their expectations by finding multiple types of furniture and other compliments (I. . Technician, decorations, etc) that are practical and can accommodate a â€Å"good-living† standard. Aside from fulfilling the need for new furniture, customers at KEA also valued complimentary services offered at the stores such as childcare facilities, on-site Scandinavian restaurants, and customer-service help desks for sh opping assistance. KEA open-ended states to its customers that they won t find a wide variety of same product SKI-I s in different colors or finishes, instead they have room only for what is considered necessary to furnish homes in unique, modern, and stylish ways. . KEA s competitive advantage features a well-defined supply chain strategy that allows for cost-saving opportunities when sourcing raw materials, streamlining packaging and shipping, negotiating In bulk with manufacturers, and promoting a self-service concept at store level. All these Initiatives translate Into lower prices for finished goods that customers prefer. The main disadvantages of KEA are centered on lower-quality furniture that doses ‘t last as long as other high-end more expensive products.Also, KEA furniture is not suitable for people who plan on moving or relocating as the pieces that make a perfect example of what W. Chain Kim and Rene ©e Unbroken coined a â€Å"Blue Ocean† company. The comp any's target market is considered to be niche but at the same time oriented at covering the masses and being high-volume, low-price retailers. The customer experience is unique and cannot be easily copied by other competitors. Sticking to Scandinavian-styled furniture helps distinguish KEA from traditional furniture stores while at the same time being distinctive and predictable.Blue Ocean companies such as KEA employ Continuous Improvement practices that allow for ewe styles and designs of furniture to be made available while on the lookout for cost reductions and price saving opportunities for consumers. 5. In order for KEA to continue and sustain its growth strategy and high success worldwide they have to place special emphasis to the following recommendations: a. Expand the customer base outside of established markets such as Europe and North America and target emerging economies that are also looking for inexpensive, practical and stylish ways of equipping their homes and offic es. . Offer complimentary assistance for assembling furniture at an additional cost in order to attract higher-end customers who do not want to partake in the tedious task but are willing to pay a premium for the service. Specialized carpenters and contractors should be carefully selected and trained according to company standards. This allows for furniture to last longer and survive relocation needs. C. Continue growing in POS (points of sale) in order to cover less-populated areas in current operating countries while increasing market share and widening the consumer's preference for the brand.

Daily Mandarin Lesson Busy in Chinese

The word for â€Å"busy† in Mandarin Chinese is Ã¥ ¿â„¢ (mà ¡ng). Find out how Ã¥ ¿â„¢ is often used in  conversation. Pronunciation Ã¥ ¿â„¢ is pronounced in the 2nd tone, also written as mang2.   Greeting Exchange When greeting friends, it is common to ask they are busy to see if they have time to talk or hang out. In this case, you would ask  Ã¤ ½  Ã¥ ¿â„¢Ã¤ ¸ Ã¥ ¿â„¢ (nÇ  mà ¡ng bà ¹ mà ¡ng). When replying, you can say that you are Ã¥ ¤ ªÃ¥ ¿â„¢ (tà  i mà ¡ng), which means too busy. But if have more time on your hands, you  will likely say ä ¸ Ã¥ ¿â„¢ (bà ¹ mà ¡ng), which means not busy. Or, you could say è ¿ËœÃ¥ ¥ ½ (hà ¡i hÇŽo), which means so-so or still okay. This exchange could sound like:   ä ½  Ã¥ ¥ ½Ã¤ ½  Ã¥ ¿â„¢Ã¤ ¸ Ã¥ ¿â„¢NÇ  hÇŽo! NÇ  mà ¡ng bà ¹ mà ¡ng?Hello! Are you busy?ä »Å Ã¥ ¤ ©Ã¥ · ¥Ã¤ ½Å"Ã¥ ¾Ë†Ã¥â€º °Ã¥ ¤ ªÃ¥ ¿â„¢Ã¤ ºâ€ Ã£â‚¬â€šJÄ «n tiÄ n gÃ… ng zuà ² hÄ›n kà ¹n, wÇ’ tà  i mà ¡ng le.Work is really rough today, Im too busy.å“ ¦Ã©â€š £Ã¦Ë†â€˜Ã¤ » ¬Ã¦ËœÅ½Ã¥ ¤ ©Ã¨ § Ã¥  §.Ó nà   wÇ’men mà ­ngtiÄ n jià  n ba.Oh, then lets meet tomorrow. Or, Ã¥â€"‚! ä ½  Ã¥ ¿â„¢Ã¤ ¸ Ã¥ ¿â„¢?Wà ¨i! NÇ  mà ¡ng bà ¹ mà ¡ng?Hey! Are you busy?ä ¸ Ã¥ ¿â„¢,ä »Å Ã¥ ¤ ©Ã¦Ë†â€˜Ã¦Å"‰ç © º.Bà ¹ mà ¡ng jÄ «ntiÄ n wÇ’ yÇ’u kà ²ng.Not busy, Im free today.Ã¥ ¤ ªÃ¥ ¥ ½Ã¤ ºâ€ Ã¦Ë†â€˜Ã¤ » ¬Ã¨ § Ã©  ¢Ã¥  §.Tà  i hÇŽo le! WÇ’ men jià  n mià  n ba.Great! Lets meet up then. Sentence Examples   Here are more examples of how you can use Ã¥ ¿â„¢ in a sentence: ä »â€"們éÆ' ½Ã¥ ¾Ë†Ã¥ ¿â„¢ (traditional form)ä »â€"ä » ¬Ã©Æ' ½Ã¥ ¾Ë†Ã¥ ¿â„¢ (simplified form)TÄ men dÃ… u hÄ›n mà ¡ng.All of them are busy. 功è ¯ ¾Ã©â€š £Ã¤ ¹Ë†Ã¥ ¤Å¡Ã¦Ë†â€˜Ã§Å"Ÿçš„å ¤ ªÃ¥ ¿â„¢Ã¥â€¢Å !GÃ… ngkà ¨ nà  me duÃ… , wÇ’ zhÄ“n de tà  i mà ¡ng a!Theres so much homework, I really am too busy! ä »Å Ã¥ ¤ ©Ã¦Ë†â€˜Ã¥ ¾Ë†Ã¥ ¿â„¢JÄ «ntiÄ n wÇ’ hÄ›n mà ¡ng.I am very busy today.