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STUDENT DIGITAL NEWSLETTER ALAGAPPA INSTITUTIONS |
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William H. Clewell, MD
Effective brand consistent behavior requires a genuine (or deep) acting consistent with inner actual feelings (Sirianni et al medicine effects purchase 20mg paroxetine with mastercard. The holistic model of behavioral branding (Mazzei treatment centers for depression generic 20 mg paroxetine overnight delivery, Ravazzani medications 2 times a day paroxetine 10mg without prescription, 2015) acknowledges the complex medications containing sulfa generic paroxetine 10 mg overnight delivery, coconstructive and flexible nature of the process and calls for adopting research and managerial approaches that do not deny or oversimplify this complexity medications elderly should not take generic paroxetine 20mg overnight delivery. It further underlines the need to engage employees as brand ambassadors not by means of in-role behavioral prescriptions and control techniques treatment yellow jacket sting paroxetine 10 mg on line, but more indirectly and genuinely through the management and enhancement of distal and proximal variables (Parker et al. In particular, it would be relevant to adopt non-normative practice (Vallaster, de Chernatony, 2006) that facilitates co-construction processes (Wallpach, Woodside, 2009), and to compare the efficacy and peculiarities of this approach with a normative approach based on in-role prescriptions and control techniques. Then, a further study tried to understand the kind of communication strategies sustaining the brand consistent behavior of employees adopted by companies. The study was based on interviews with 32 Italian and American companies carried out in 2011 (Mazzei, 2014). The study collected management perceptions about the relevance of employee communication actions for company competitive performance and if their companies had implemented any internal communication strategy to this end. Data was gathered by in-depth interviews with internal communication managers and specialists. Two focus groups with Italian internal communication managers and specialists were used to support the interpretation of findings. The researchers grouped the contents of interviews according to the significance for the research questions (relevance), the number of occurrences (prevalence), and the originality. Findings depict a wide range of relevant employee communication behaviors: act as brand ambassadors and advocates; be company allies and to support the business of the company, coherently with the commercial role of employees that interact with clients; share expertise and information with colleagues; communicate openly with leaders to convey ideas and suggestions to improve products and services. These strategies design and manage communication instruments and style assuring information adequacy and proper directions (White et al. In other cases communication strategies are oriented to affect employee communication behaviors as an indirect result of their attitudes and future behavior intentions: build trust between managers and employees, build accountability for corporate values, state mutuality, adopt multiple and integrated practices. These are enablement-oriented communication strategies: they aim to create communication conditions and integrate communication to other managerial practice to enable the employee communication role (Mazzei, 2014). The enabling role of internal communication means to develop competencies, instead of giving advices (Zerfass and Franke, 2013), facilitate employees in their communication roles implementing metacommunication, being communication developers, supporting communication training, and linking evaluation and reward systems to communication (Heide and Simonsson 2011). To better understand the implications of such consideration, the researchers developed a case study on a retail company (Mazzei, Quaratino, 2014). The company is a cooperative firm and in 2013 has about 7,700 employees and 300 stores. It experienced rapid growth, and consequently hired a relevant number of Millennials, employees who had previously worked for other companies, part-timers, and casual workers. As a result, corporate culture, cohesion around corporate values, and motivation of co-workers, were at risk and the management felt out of touch with the workforce, compared with before. The questionnaire addressed the following areas: company identity and values, participation, employee internal voice and brand ambassador behavior, responsibility, relationships among generations, commitment, motivation, the quality of relationships, managerial style, and perceived external communication. The sample of 2,300 employees was randomly selected and stratified by gender, age, seniority, education, employment contract and organizational unit, assuring statistical consistency. The questionnaire was delivered on line over a four-week period and the researchers collected the data directly to ensure the anonymity of the respondents. The interpretation of the results was supported by findings from the interviews, open comments at the end of the questionnaire, and the literature. Employees were asked about their brand ambassador behaviors when not in the workplace. Employees act as brand ambassadors in a limited way and at times are even disloyal. Also, the interviews indicate a critical attitude of people toward the company during their interactions with stakeholders. In other cases, people do not feel loyal to the organization: "Some workers own the loyalty card of competitors", or workers just forget the relevance of their role: "Here people do not fully perceive the risk of criticizing the company outside". Employees in this company were not strong advocates, and did not volunteer to communicate organizational strengths, but were highly adversarial, and dispersed negative information to external constituencies. This amplifies organizational problems and reduces opportunities and increases threats to the organization (Kim and Rhee, 2011). The percentage is apparently high, but taking into account the cooperative nature of the company that is owned by its customers and workers and its history, one would expect greater awareness of the economic loss. The interviews also underlined the lack of support of workers: "Here many people do not understand how important it is to support the company by buying and promoting its products". In relation to both the survey and the interviews, the level of commitment would appear to be a matter of concern. On the one hand, workers believe that it fully reflects the values of the company (61%). At the same time, they feel that, "It does not reach all our potential customers" (50. Overall, employees seem to lack confidence in the quality of external communication by the company and this perception probably affects their lack of motivation and willingness to become "brand ambassadors" (Schimdt et al. The level of individual motivation of employees was explored by asking people about their personal condition inside the organization. On the one hand, they feel "ready to address problems and look for solutions" (59%), which is probably a driver for "voice" behaviors. Both interviews and free comments from the questionnaire help to explain this widespread feeling: "There is a significant amount of knowledge and competence among employees that is not rewarded or recognized"; "Many people try to contribute with ideas and proposals but often they are not listened to by the management". The feelings of demotivation help to explain the limited efforts of employees to behave as "brand ambassadors", as pointed out by literature on employee satisfaction (Kim and Rhee, 2011; Ki and Hon, 2012). This inside-out process should be considered in its wholeness, looking at each and all steps as intertwined elements mutually interdependent. In particular, human resource management, managerial and internal communication, and communication climate are interrelated leverages that need to be integrated in an effort of creating a favorable context for genuine, discretionary and extrarole employee brand consistent behavior. Managerial practices aimed to sustain employees to be strategic communicators of brand values cannot be based on prescription but they require be negotiating and sharing with organizational members. A qualitative study based on interviews to 32 internal communication managers of Italian and American leading companies indicates that managers are aware about the relevance of employee brand builder role. Furthermore, the study revealed that the most spread internal communication strategies aimed to sustain such employee brand builder role are enablement-focused. Managers declared that the effort is mostly devoted to earn loyal behavior of employees rather than prescribe desirable employee behavior. As a consequence, internal communication has an enablement role instead of a being a means for conveying communication rules. A case study on a retail company confirmed the relevance of a critical organizational context, with a weak employee commitment, dissatisfactory perceived external communication, and low level of individual motivation, on employee attitudes to be brand ambassadors. The holistic model of behavioral branding contributes to the theoretical development of the understanding of the antecedents, mediating variables, and consequences of employee brand consistent behavior. From the theoretical point of view it has been clarified the wholeness of the process, the presence of multiple stages chain of effects with mutual relationships that strengthen the process. Future research is required to develop and test measures of organizational context, employee emotional and cognitive states, employee attitudes, employee behavioral intensions, employee brand building behavior and related brand outcomes. Above all, we need further studies to find proper constructs and measures for the current organizational contexts with an increasing diverse workforce including women, non-western cultures workers, job-hoppers, part-timers, contractors, contingency workers and so forth. Companies should engage employees as brand ambassadors not by means of in-role behavioral prescriptions and control techniques but through the creation of an organizational context leading to genuine, voluntary, extra-role brand consistent behavior. In order to do this, we suggest, first, the integration of marketing, human resource management and communication, through job rotation plans, joint training programs, inter-functional working groups. Second, we recommend enablement-oriented practices, consisting of investment for the creation of a communication and organizational context that promote genuine brand consistent behavior. Third, we suggest non-normative practice that facilitate the processes of co-construction of implicit and shared values about brand consistent behavior: this means working on the development of the organizational cultures, establishing rituals, symbols, stories and heroes describing and embodying the expected (brand ambassadors) behaviors. The three studies about strategies to sustain employee brand building behavior discussed in this paper underline the crucial role of employees as brand builders and the need of enablement strategies to enhance their genuine, authentic and non-prescribed extra-role effort to benefit their company and ultimately themselves. In this scenario, destinations are called to compete at global level by creating an integrated offer able to satisfy the needs and willingness of tourists. Specifically, the creation of regional integrated tourist systems as forms of aggregation and integration between a large differentiated community of actors, directly and indirectly involved into tourism value chain, arises as the main challenge. Based in the above premises, this study aims to deepen how this process of collaborative and synergic growth of a region with a tourist vocation can be managed by promoting the creation of an integrated tourist system. At this purpose, this work will present the results of a web survey aimed to demonstrate empirically the degree of integration between the different actors of the Apulia tourist system, as regional destination of growing popularity, as well as to derive implications for theory and practice. The results of context analysis evidence the fragmentation of the regional tourism systems, and the low level of cooperation that represents an obstacle to the creation of an integrated tourist offer. Finally, a contextualized model for the development of regional tourism network in Apulia, based on the current situation, will be presented. In this context, tourism operators are called to offer an "all-inclusive" package solution able to incorporate that large number of products/services that compose the tourist experience (Buhalis et al, 2008). Additionally, those technologies have produced a growing competition among geographical destinations in terms of opening of new markets (Silvestrelli and Agazzani, 2002) and the progressive disintermediation of traditional distribution channels, accompanied by the spread of a multi-channel offering. The current economic environment allows to comprehend how the competitive challenge of destinations can be afforded through the glance of the local territorial systems (Pilotti et. In tourism, in fact, the competition takes place not only or not so much between individual player or locations, but increasingly among ecosystems (Del Vecchio et al. Defined as multiactors and knowledgeintensive environments supporting the process of entrepreneurial growth of a regions (Romano, et al. The importance of territorial systems in the debate on competition of tourist destinations is clear in the literature; some authors have focused on the drivers of competitiveness of tourist destinations, seen as structural and environmental factors (Govers and Go, 1999), or factors related to the share capital (Senn, 2002) or relational and innovative capacity (Buhalis, 2000). Others have identified these drivers of competitiveness in regional policy (Poon, 1993) and in the policies of individual operators (Rispoli and Tamma, 1995; Valdani and Guenzi, 1998). Approaches "resources-based" (Dwyer and Kimm, 2003) and "neo-structuralists" (Crouch and Ritchie, 1999; 2003) lead back the competitiveness of a tourist destination not only to structural endowment but also to the skills and synergies that it is able to activate. Furthermore, the literature has focused on the competitiveness of a destination that is the ability to create value for the question of experiential tourism, allowing the tourists themselves to cocreate their own experiences (Caroli, 2009). Network systems may help tourism firms to enter in new markets, exploit externalities and gain efficiencies in internal and external activities. All these highlights the opportunity of an integrated approach for the management of destinations, understood as a bottom-up process allowing to identify collaboratively among the various stakeholders the objectives of development, maintenance and sustainability of the destination (Pilotti et. It follows that the competitiveness of a tourist destination and its ability to attract resources useful at its development depend on the degree of integration between individual territorial components, companies and public institutions. This systemic perspective moves from the hypothesis that firms of a region cooperate and compete in alliance with all the other regional actors to compose the whole regional tourist offer, as systemic solution at the needs of customers (Pencarelli and Forlani, 2002). However, as argued in previous researches it is compulsory, before enterprising actions for creation of tourism network systems, to undertake a context assessment in order to establish the level of collaboration among firms, the intensity and density of interactions, the social climate, the technological infrastructure and coordination modalities (Ndou and Petti, 2005). Based on this assessment it is then possible to design and plan the best pathway for tourism managers and executives to start creating tourism networks at local or regional level (Ndou and Petti 2005). Framed in the above premises, this paper aims to provide a contextualized model for the development of a regional tourism network in Apulia, a destination of growing and recognized popularity located in the South of Italy. Therefore, the paper is composed of fourth sections, in the first part we present the theoretical background; the second describes the methodology adopted; in the third empirical findings that assess the level and degree of collaboration and integration among the Apulian regional community of actors are presented. The conclusions discuss the main results achieved as well as provide implications and directions for researchers and practitioners for developing a regional tourism system able to compete at international level. According to Page and Connell (2009) tourism is one of the most representative dimension of the globalization and there are a lot of contributions in literature that analyze its geographical, ecological, agricultural, urban, managerial, sociological and technological dimensions (Del Vecchio et. Like other services, tourism services are intangible, nonstorable, customer-specific nature, overlapping of production and consumption, and sensitivity to relationship and reputation (Ndou, 2011). As a service-intense industry, tourism has gone for many decades hand in hand with technology and embraced the potential inherent in its latest developments (Buhalis and Law, 2008). Technology is an integral part of tourism and it has transformed the way travel is planned (Buhalis, 2003), business is conducted (Buhalis and Licata, 2002), and the way tourism services and experiences are created and consumed (Stamboulis and Skayannis, 2003). A study of the Business Tourism Online (Franchini and Del Forno, 2012) demonstrated that almost 7% of the traffic toward the touristic websites is generated by the social travel platforms (Trivago. Through these web sites, tourists could know and compare their intentions of trips and journeys, learn from the others tourists, acquire suggestions, feedbacks and recommendation, and share their personal experience after the trip. This highlights the growing importance of the digital tourism as well as the areas of opportunities and threats emerging for the business actors operating in the sector. A new element of discussion in the current literature refers to the experiential dimension of tourism: during their journeys, tourists are interested in visiting, seeing and living differently from their routines. Those new elements, more and more relevant in terms of experience, add a comprehensive living adventure to the tourists resulting from the visit in a certain area (Pine and Gilmore, 1999) that is composed by a set of services and products with a growing relevance of knowledge (Del Vecchio et. The tourism experience is designed, intentionally produced, organized, foreseen, calculated, priced and charged for them (Pine and Gilmore, 1998) and it is undergoing constant change characterized by the growing importance of consumer involvement, co-creation and the implementation of technology. Consequently, the tourism destinations should have the ability to create, integrate and deliver tourism experiences, including value added goods and services for tourists (Hong, 2008), implementing new ideas to satisfy and anticipate customer needs (Crotts et al. In this perspective, a destination should not be considered as a traditional product, but more as a bundle of tangible (attractions, goods, etc. In an experience-based exchange, the tourist enters into a multifaceted interaction with the regional actors and the setting of a narrative staged by the local community. All the elements recalled impact on the competitive dynamics of tourist destinations that are called to compete by promoting the adoption of a systematic approach. The importance of regional tourism cooperation is commonly agreed and inter-firm networking permits both the flexible integration of tourism system and the growth of the predisposition to innovation at the destination level (Denicolai et al. As for the structural sectorial dimensions and dynamics, tourism continues to be populated by small and medium-sized enterprises (Morrison, 1998; Page et al. These dimensions represent a barrier for the competitiveness in the global market due to inadequate human and financial resource, marketing and information technology, and economic scale (Irvine and Anderson, 2004; Jarvis, 2006). A practical strategy to overcome disadvantages related to resource and capabilities is represented by cooperation among tourism firms (Merrifield, 2007; Lu and Beamish, 2001). Therefore, it could be argued that the competitiveness of tourism sector is highly dependent on the competitiveness of other enterprises and more in general on the competitive ability of socio-economic territorial systems where firms are embedded (Ndou, 2011).
In a nutshell symptoms vitamin b12 deficiency cheap paroxetine 20mg, I believe that developers (and others whose work influences our built environment) have an obligation to the people that will live symptoms hiatal hernia cheap paroxetine 20mg overnight delivery, work in medicine 74 buy 10mg paroxetine with visa, and experience their projects mueller sports medicine discount paroxetine 20mg overnight delivery. We expect a toy manufacturer to make toys that are safe and not toxic for our children medicine 524 10 mg paroxetine overnight delivery, so why would we not expect the same from those who influence the places where we live medicine prescription buy 20 mg paroxetine with mastercard. A living wall filters the air in the lobby of the Arbor House in South Bronx, New York. Clearly communicate the repercussions of violating the policy (for example, fines or eviction). The development also maintains a 100 percent no-smoking policy, designed to improve the air quality in and around the development, and an integrated pest management program eliminates the need to use chemicals to keep pests away. Minimize occupant exposure to molds9,10 by using mold-resistant materials in bathrooms and other water-sensitive locations. A ductless heating and cooling system reduces mold, mildew, and dust accumulation, as do concrete floors that do not harbor dust or other allergens and are easy to clean. A strictly enforced nonsmoking policy-the first of its kind in the region-protects residents from secondhand smoke. Incorporate walk-off mats at building entrances to reduce the amount of dust, dirt, and moisture tracked indoors. Install mechanical ventilation systems in buildings with low-leakage building envelopes. Native Californian plants preserve water, limit landscaping needs of the campus and creating a natural outdoor setting. Outdoor spaces complete with picnic tables provide options for social interaction and outdoor meetings throughout the workday. Indoors, bowed truss ceilings, open spaces, and abundant operable windows provide ample access to light and fresh air. Noise pollution is recognized as a public health concern with direct links to stress-related illnesses, high blood pressure, hearing loss, and sleep problems. Research suggests that children do better in school when classrooms have natural light, that natural views shorten hospital stays, and that offices devoid of nature can contribute to employee absenteeism. Developers can incorporate innate preferences for natural environments by creating a variety of outdoor spaces, such as gardens, paths, and parks, which act as extensions of a building. Developers and designers can bring nature indoors by installing green walls, planting trees in large atriums, and strategically placing windows to provide landscape views. Incorporating fountains and other water installations can also convey a sense of nature within a project. Many studies cite the calming effects of spending time in nature,43 and health can be harmed by a lack of exposure to nature. Green walls offer many of the same benefits as green roofs, including aesthetic enhancement, improved air quality, and noise reduction. Plant trees,49 which support air quality, provide shade, and increase outdoor comfort. Provide views of nature48 through strategic placement of windows, indoor plants, or pictures of nature. The project, developed by Delta Development Group and designed by William McDonough + Partners, features specially selected plants that are used to filter internal air through green walls that store carbon dioxide and produce fresh oxygen. Dust is minimized through a ductless floor system and through moss that acts as a natural filter. Natural light is abundant throughout the office space, minimizing the need for much artificial light. Each office space contains a window that can be opened for fresh air, and buildings are horseshoe shaped with large atriums that allow natural light from two sides. Natural views are provided through 22 acres of open space, which includes a central park that is visible from surrounding streets. The places that surround us can either contribute to the health and well-being of people and the planet or detract from it. At my development firm, the Cornerstone Group, we are excited about the opportunity to create places of community change-places where art and artists, nature and open space, and opportunities for healthy living, lifelong learning and social connections are intentionally designed into our development projects. We are committed to engaging the communities in which we work as we consider new options for building strong communities. We believe that now is the time to forge a new path and to raise the bar for future projects. We have incorporated the Ten Principles for Building Healthy Places into the planning and design of all of our new projects. The design of the building also provides employees with an environment that fosters collaboration, creativity, and flexibility. Office designer Kelly Robinson, who led the project with Berlin-based architecture firm Kinzo, based the design on principles of health, wellness, and meaningful interaction. Open workspaces and various common areas allow employees and visitors to collaborate in a variety of settings. Abundant windows and interior glass walls maximize natural light within the space. The office also provides quieter spaces for employees to relax, including a cozy "tech free" zone with beanbag chairs and a soundproofed nap room. Design on-site spaces to accommodate classes and programs that promote healthy activities, such as fitness, cooking, nutrition, and gardening. Hold larger events, such as movie nights, music festivals, art fairs, and holiday events, to bring out large numbers of people to projects and places. Interactive public spaces offer various venues for community activities, including twilight movie nights, local performances, and civic events. Outdoor play areas, including an oversized jungle gym with modern interactive games, encourage visitors to be active. Visitors to Rouse Hill are also welcome to bring their dogs and can utilize the "dog parking" areas that provide water bowls for furry friends while their owners shop or eat. Rather than restricting dogs by breed or weight limit, establish a system to evaluate pets. Make the rules clear by including a pet policy in the lease that outlines the requirements and expectations for pet owners. Use air filters and purifiers, and avoid carpeting and fabric-upholstered furniture. With the exception of in use, projects can be certified at both the design stage and the final (postconstruction) stage. Once the total number of points is determined, the project is given a rating from one to five stars (pass, good, very good, excellent, or outstanding). The Blue Zones Communities certification process is a true community effort: it requires various community stakeholder groups to pledge to meet specific goals. Certification applies to entire cities or towns, and Blue Zones Communities are nationally recognized as great places to live, work, and play. Individual organizations-worksites, restaurants, grocery stores, and schools-can also achieve Blue Zones designations upon completing specific actions. To become a Blue Zones Community, a city or town must achieve the following: · At least 20 percent of citizens sign the Blue Zones Personal Pledge and complete one action. The certification process for a community requires a coordinated effort between local policy makers, residents, employers, restaurants, schools, and grocery stores to meet the goals. The Blue Zones framework is helping cities and towns actively advance and promote health and well-being. Currently, several communities in California, Hawaii, Iowa, Minnesota, and Texas have achieved or are working toward becoming Blue Zones certified. Enterprise defines affordable housing as projects targeted to prospective renters at or below 60 percent of area median income or prospective buyers at or below 80 percent of area median income. Projects eligible for certification have at least 80 percent of units designated affordable and at least 80 percent of the space designated for residential use. First, an online application is completed for eligible projects during the design phase. Once a project is selected and upon completion of its construction, the project team submits additional documents. Enterprise Green Communities does a final review to determine whether the development has met the criteria before awarding certification. Based on construction type (new, moderate rehabilitation, or substantial rehabilitation), a set of mandatory and optional measures from the Enterprise Green Communities Criteria Checklist are required for certification. Measures fall within the following eight categories: · Integrative Design; · Location and Neighborhood Fabric; · Site Improvements; · Water Conservation; · Energy Efficiency; · Materials Beneficial to the Environment; · Healthy Living Environment; and · Operations and Maintenance. Environmental Protection Agency, provides specifications to protect indoor air quality in new homes. This program, which is free to participate in, builds on the existing Energy Star certification, given to homes that meet specific criteria for energy efficiency. A project can achieve four levels of certification: certified, silver, gold, and platinum. Certain credits are designed to improve indoor air quality and ventilation, promote access to transit and services, and promote walkability, among other strategies that have direct links to health. The Living Building Challenge and the Living Community Challenge both comprise seven performance categories, referred to as petals: place, water, energy, health and wellness, materials, equity, and beauty. These petals are further divided into 20 subcategories-referred to as imperatives-that are cultivated from best practices from the fields of architecture, engineering, planning, landscape design, and policy. Cost of certification varies widely, depending on the size of the project and the type of certification selected. The Living Building Challenge has seven typologies: renovation, infrastructure and landscape (such as roads, bridges, plazas, sports facilities, or trails), buildings (new or existing), and community (consisting of multiple buildings in a continuous campus, neighborhood, or district). Petal Community certified projects meet the requirements for at least three petals (at least one must be the water, energy, or materials petal; certain imperatives are mandatory). Net-zero-energy-certified buildings must meet the requirements for the energy petal. A One Planet Community is a development that is designed to be energy efficient and promote attractive, affordable, healthy, and environmentally-friendly living. The program focuses not only on buildings but also on services and infrastructure. The communities follow the ten One Planet Principles that guide the One Planet Living Initiative. Developers can apply the One Planet Principles to their projects and receive endorsement as a One Planet Community by participating in a three-step process: · Development of a One Planet Action Plan based on the One Planet Principles; · A commitment to deliver on the Action Plan; and · A commitment to undergo an annual review of progress. A BioRegional adviser, called a Sustainability Integrator, is assigned to each community to assist with implementation of the action plan. Participants in the program also have access to a panel of experts to provide guidance and advice on plan development and implementation. Private developers and public entities with development responsibilities are the target applicants for this program. Although the program is suitable for any new or redevelopment project, the ideal project applicant will be mixed use with a large residential component, be at a scale viable for shared infrastructure (such as water, energy, and transport), have existing or planned connections to public transit, and demonstrate a sensitive use of land. Ten Principles: Zero carbon, Zero waste, Sustainable transport, Sustainable materials, Local and sustainable food, Sustainable water, Land use and wildlife, Culture and heritage, Equity and local economy, and Health and happiness. Because certification is at the city level, government agencies are the primary applicants though partnerships are encouraged. The rating system helps local governments assess their sustainability efforts in seven goal areas: built environment; climate and energy; economy and jobs; education, arts, and community; equity and empowerment; health and safety; and natural systems. Upon application submission, local governments have the flexibility to select the objectives that are most relevant to their communities. Certification lasts for three years: after that period, the community is expected to measure its progress and then apply to be recertified. Botanical Garden, and the Lady Bird Johnson Wildflower Center at the University of Texas at Austin. The central goals of the certification system are to · Create regenerative systems and foster resiliency; · Ensure future resource supply and mitigate climate change; · Transform the market through design, development and maintenance practices; and · Enhance human well-being and strengthen community. These categories are divided into 48 different credits, which offer 200 total potential points to a given project. Eighteen characteristics are required for a site to be considered for certification, with 30 characteristics offering points to a given project. For instance, a site is required to "conserve habitats for threatened and endangered species," but a project earns three to six points for "redeveloping degraded sites. Environmental Correlates of Physical Activity and Walking in Adults and Children: A Review of Reviews. Bicycle Parking Solutions: A Resource for Improving Secure Bicycle Parking in New York City. Unlocking Office Stairwells: A Resource for Property Owners, Building Managers, and Tenants. A Series of Systematic Reviews on the Relationship between Dietary Patterns and Health Outcomes. Brownfields and Urban Agriculture: Interim Guidelines for Safe Gardening Practices. The Economics of Biophilia: Why Designing with Nature in Mind Makes Financial Sense. Whitney Austin Gray Health Research and Innovation Director Cannon Design Washington, D. Tony Green Managing Partner Pinehills Plymouth, Massachusetts Sara Hammerschmidt Senior Research Associate Urban Land Institute Washington, D. Sandra Kulli President Kulli Marketing Malibu, California Rachel MacCleery Senior Vice President for Content Urban Land Institute Washington, D. John Clymer Executive Director National Forum for Heart Disease & Stroke Prevention Washington, D. Anna Ricklin Manager, Community Health and Planning Research Center the American Planning Association Washington, D. Developers, owners, property managers, designers, investors, and others involved in real estate decision making can use the strategies and tactics described in this report in their projects to create places that contribute to healthier people and communities and to enhance and preserve value by meeting growing desires for health-promoting places. Definisi Keputihan Keputihan adalah semua pengeluaran cairan alat genitalia yang bukan darah.
Thirdly medicine used during the civil war effective paroxetine 10 mg, we add to the literature by looking at thriving during transition periods treatment of scabies cheap 20mg paroxetine mastercard. Transitions from employment to unemployment and vice versa have been common practice symptoms 3 days before period buy paroxetine 10mg mastercard. Older workers are in a disadvantaged position symptoms neck pain generic paroxetine 20 mg amex, with lower chances to find work once unemployed medications for bipolar buy generic paroxetine 10mg line. While the consequences of unemployment have been studied medications jokes order paroxetine 10mg with visa, the positive psychological consequences of finding new employment have received only limited attention from researchers. The quantitative study used only previously validated scales and was analyzed by the use of multiple regression, while the qualitative study used semi-structured in-depth interviews that were analyzed using the principles underlying hermeneutics. The older workers were interviewed three times during their transition: once during unemployment, once a week after they had found work and a last time when they were two months in employment. In line with our expectations, the results show positive relationships between thriving on the one hand and extraversion and consciousness on the other hand, while a negative relation between thriving and neuroticism was found. Moreover, in accordance with our hypothesis, the findings suggest a positive relationship between thriving and self-perceived employability. Employability is an important concept, since employees are increasingly responsible for their own careers and for maintaining their job security. In the qualitative study we found that when individuals found work, their feelings of vitality increased drastically and immediately while feelings of learning did not emerge yet from the data when measured after 1 week in employment. Feelings of learning and development took some more time appear, but were present during the third measurement two months after they had started their jobs. These findings imply that thriving does indeed changes when the environment changes, extending previous research that investigated fluctuations within one working-day. In addition, the interviewees stressed the importance of two contextual features: a climate of trust and respect. The study demonstrated the importance of having the freedom to take decisions about their work influences their feelings of thriving. These findings imply that giving workers some degree of autonomy when it comes to decision on how to execute their tasks will lead more vitality and more learning, which is in turn beneficial for organizations. However, Chinese investments are strongly concentrated in a few European countries. This raises the question, which location factors are of importance for Chinese companies when taking their location decision in Europe. To analyze the research question, the paper is focusing on Austria as well as other small economies that are member states of the European Union. Methods are analysis of statistical data and expert interviews with Chinese companies with investments abroad, and interviews with other relevant experts. The analysis will on the one hand contribute to the understanding of how location decisions for foreign direct investments are conducted by Chinese companies. It has become the biggest hypermarket in retail industry in Indonesia with more than 80 stores. The vision of Hypermart business is to be the market leader in Hypermarket category in Indonesia. In order to achieve the desired vision, Hypermart needs persevere, discipline, and creative employees to give the highest quality of service to its customers. Job engagement has become an issue in a company where frontliners become critical players who play crucial role in delivering the service to customers. Employees from supervisors, department managers, and division managers in Hypermart stores are frontliners who always make direct contact with customers. It makes them feel attached to Hypermart and always try to maintain the company reputation wherever they are. This culture thus make employee has a strong organizational identification, especially those who are on supervisory and managerial level in Hypermart. This study aims to examine the impact of trust in supervisor, perceived external prestige and job satisfaction on job engagement which mediated by organizational identification, employeecustomer identification and customer orientation. This study found that perceived external prestige and job satisfaction have positive impact on job engagement which mediated by organizational identification and employee-customer identification. This job engagement is affected by the level of organizational identification and customer orientation. Furthermore, Employee customer identification can motivate the employees to build a close relationship with their customers. Thus, Hypermart management also should create programs to build closer relationship to the customers. When the employee customer identification is high, Hypermart employees will show higher level of job engagement. Hypermart management should also pay attention to build the employees in terms of job resource by giving more variety, autonomy, feedback to the job description of each employee. Hypermart management can also help their employees to increase their self-efficacy so employees will have more confidence in completing their work and will become more engage. It is also important to pay more attention to the leadership style of each leader in Hypermart. Management could create mentoring and coaching program to build closer relationship between leaders and employees. Thus, although employee could be placed in any Hypermart stores, they will still have a high level of identification toward Hypermart. Management should pay more attention to these young employees because they are typically more energetic. Management should implant the importance of having job engagement to these employees so they are more engage in completing their works to make them more vigorous, dedicated, and show full absorption. This engagement will help Hypermart in reaching their goals, creating higher employee commitment, reducing the intention to quit, and increasing the level of organizational citizenship behavior. However, considerable amount of invested money has been lost within this sector since not all risk components have properly been incorporated in the valuation processes. While asset pricing research has extensively studied the relationship between risk and return on public traded companies, surprisingly little attention has been given to the class of non-traded assets to which renewable energy projects belong. Even if, in terms of size, growth and volume of acquisitions, the private equity market is at least as important, relatively little is known about its risk and return characteristics, and unsystematic risks, risk perception of different cultures and sector specific characteristics are not adequately considered. Against this background, there is an imperative need to find an improved approach for risk-return-evaluations for optimally valuating renewable energy projects. Based on mainstream literature, an initial comprehensive risk-return evaluation model has been developed to enable a structured multi-level, multi-criteria risk-return-relationship analysis of individual renewable energy investments. The initial conceptualization is derived from the capital asset pricing model (Sharpe, 1964), the analytical hierarchy process (Saaty, 1980) and systematic risk assessments (Hastak and Shaked, 2000). In order to test this theoretical framework, data collection using a mixed methods approach will be conducted applying semi-structured interviews, focus groups and questionnaires from Swiss and German investors, investing intensively in this sector. The research is expected to make a valuable contribution to the asset pricing research for nontraded assets, based on the example of renewable energy investments. The development of a conceptual model to estimate project specific return rates, as proposed by Finance Theory (Bierman, 1993, Graham and Harvey, 2001, Brounen et al. Finally, the research will contribute to practice by offering valuable insights in the perception of Swiss and German investors in renewable energy. Since this paper presents work-inprogress research and the data collection phase has just started with interviewing financial experts of key investors within the researched population. Therefore, some initial results of the interview phase will be presented at the conference. There is growing interest among scholars and manufacturers in linking advance services to products. Recent research has called for a better clarification of how product centric firm create and better integrate services in their offerings. This study suggests that offshore outsourcing ties, learning and strategic orientation are vital in enhancing diversified offerings. This study contributes to service led competitive strategies debate and assist exporters and outsourcees in exploring the consequences of diversified offering. Therefore, the implementation of Lean warehousing has systemic flaws relating to the lack of understanding and integrating the corporate philosophy, transformational leadership, and change management but also in missing modules in warehouse management software. The literature showed that the general problems of lean warehousing implementations are based on the still existing ignorance and ability to implement the philosophy, which, in the first instance, means to change the mindset and to establish a new corporate strategy and culture of engaged employees. Latest since then, this approach was and is still from great interests for companies who are looking for strategies to cope within a global competition in global distribution systems. Bradley reports that the warehouse productivity in a distribution center of Menlo Worldwide has improved by 32% within 10 months after they implemented Lean Warehousing successfully. Phogat (2013) states that a lean warehousing transformation is amazingly effective and perform like a production line delivering predictable and reproducible results with significantly less labour. But not as a holistic approach with a sustainable Lean Warehousing culture and an established continuous improvement process. These findings from the literature clearly imply that the transfer from lean management into warehouses is still not standardized and afflicted with mistrust, prejudices and lack of knowledge about the real lean philosophy (Kuther and Schaaf, 2013; Dombrowski et al. This is supported by Liker (2011) pointing out that Lean Management is a holistic approach which penetrates the whole organization and its culture and also by Womack and Jones (2003) as they are writing about ". The Lean Warehousing theory is still in its fledgling phase and, up to now, there is no generalizable approach and it needs further scientific examination. Especially the transformation process to a lean warehousing culture and the engagement of employees is not sufficiently investigated. This concept aims at a permanent, systematic, analytic, sustainable, and measurable improvement of processes in the warehouse environment. This happens with the contribution of all employees and with the goal of gaining awareness of perfection in each corporate action. Finally, after continuously redesigning the model, a qualitative case study approach is chosen to conduct in-depth interviews with warehouse managers and consultants for Lean, Management. The results from the quantitative and the qualitative research stages will be analyzed to design the final model. The results are very useful as a basis in this research however it is not considering the specific conditions and demands or cultural aspects in the area of warehousing. The identified success factors and constraints need to be approved for application in the field of warehousing. Employees must be integrated with the top management to master the transformation into a lean company. Therefore, this study will analyze existing leadership models in order to check them for compatibility with the lean methods to reach better success rates for lean warehousing implementations, which will finally result in new lean warehousing culture theory. We examined which types of commitment contribute to voluntary turnover intention, to determine what types of commitment such firms should encourage to prevent voluntary turnover. However, organizations should find it profitable to invest in the development of the normative commitment of these employees since that type of commitment significantly reduces voluntary turnover intention. On the other hand, a positive correlation was observed between continuance commitment and voluntary turnover intention. We explain these findings in light of the literature and other explanations, such as Israeli labor market structure Characteristics. The Kibbutz and Collective Model Research Institute, University of Haifa [in Hebrew]. According to the traditional economic approach of rational choice, investors diversify their assets, spreading the risk over a range of financial assets with different volatility. However, household investors often act irrationally, and their portfolios are often under diversified. Differences in risk tolerance, economic, cultural and social capital between immigrant and native-born investors may explain their choices of financial assets allocation. Over 500 c d individual investors in Israel were surveyed using the combined convenient and nowball ampling s s process. The method of clustering analysis was used in order to classify respondents by their financial behavior mode. The found clusters were consistent with three types of investors well-known in literature: aggressive, conservative, and moderate. The study found differences in financial behavior between immigrant and native-born investors. Immigrants were less likely to invest in stocks, relatively risky assets, and were more likely to hold bank deposits than native-born investors. However, over time immigrants assimilate in their financial decisions, as their assets allocation became more similar to that of native-born investors. It contributes to research of financial behavior as well as migration research by explaining the factors that affect preferences or inancial assets f f allocation among immigrants, risk tolerance of immigrants, and the role of this tolerance in financial asset ownership decisions. It is interesting to note that despite such a research outcome, not much research has been done to explore the reasons behind such shortcomings in expectations among expatriate employees and their employers. These crucial factors include but are not limited to Organisational (Guest & Conway, 2002), Individual (Montes & Irving, 2008), Societal (Zhao & Chen, 2008) and Dualistic (Tekleab & Taylor, 2003). The paper also puts forward a conceptual framework that explains the degree and dynamics to which these factors shape up the much under explored concept of perceptions of mutual reciprocal obligations between an expatriate employee and an employer(Pate & Scullion,2009). The conceptual framework incorporates Organisational factors such as communications involving recruitment and job(Guest and Conway,2002), Individual factors such as gender and traits in personality(Montes & Irving,2008;Tallman & Bruning,2008), Societal factors such as Collectivism and Individualism(Zhao & Chen,2008) and the primary factor of dualistic nature such as employee-employer relationship during job tenure(Tekleab & Taylor,2003). These factors are put to test at the point of organisational entry of the expatriate as well as during the tenure of the assignment. In this regard a clear picture on the formulation and development of perceptions of mutual reciprocal obligations can be achieved as a fruitful line of inquiry for future research. Antecedents and consequences of organization-employee agreement on contract obligations and violations", Journal of Organizational Behavior, 24: 585-608. Business literature recognises that internationalisation has a positive impact on firm performance and has been long established as an important characteristic of firms experiencing high growth (Bianchi and Ostale, 2006; Javalgi and Todd, 2011; Hessels and Parker, 2013; Lu and Beamish 2001; Mudambi and Zahra 2007; Pangarkar, 2008; Zhou et al.
But in the end the customer has the final say treatment 1st degree av block purchase paroxetine 20mg visa, and some time spent preparing for the purchase can yield enormous savings later medicine vial caps safe 10mg paroxetine, and also ensure that the right equipment is obtained treatment plan template cheap paroxetine 20 mg visa. Some guidance has already been given in this regard medications vascular dementia paroxetine 10mg line, but it needs to be stressed once more that setting and maintaining an objective is the main requirement of any procurement programme medications not to take during pregnancy buy paroxetine 20 mg low price. Something may be offered with far less capability than is needed medications like zovirax and valtrex buy paroxetine 20mg line, but at a rock-bottom price. The temptation to buy it needs to be resisted, in the same way that the temptation should be resisted to purchase something with more capability than is affordable, and which may perhaps also be too sophisticated to operate easily. Supplier nations may make threats and promises in an attempt to get you to change your mind. If either of two alternatives will do, then try to manoeuvre the two governments into a bidding contest to see who will give you the best deal. Is it preferential financing, free training, local manufacturing, offset and counter trade, or political favours? A nation that decides what it wants and sticks to that decision can achieve a remarkable amount. Whereas much of the defence sector, as with government as a whole, developed for the practical reason that the private sector was unable or unwilling to perform the tasks required, the later idea of contracting services out was based essentially on ideological principles. It was argued that the private sector was inherently more efficient than the public sector and that cost savings would inevitably result by outsourcing certain tasks. The actual argument was complex and theoretical, and need not detain us here, but it was certainly not an argument based on experience since there was no experience to base it on. A generation later, the kindest judgement that can be made is that the evidence is inconclusive, not least because we do not know what would have happened if the outsourcing course had not be followed. It is easiest to see the policy of outsourcing as a reflection of a political mood, which is now waning, rather than a serious exercise in increasing efficiency. Nonetheless, those states that are considering going in this direction, or are wondering whether the steps they have already taken were wise, it is worth keeping the following caveats in mind: Supplier capture. In general, governments run services cheaply and efficiently in comparison to the private sector. They are subjected to constant and severe cost and staffing pressures and generally pay their employees less than the private sector. It is therefore unlikely that a private company, with its lush headquarters, its well-paid executives and its need to make the highest possible profits for its shareholders, can absorb all those costs at the same time as providing a cheaper service of the same standard. The first is to 149 Budgets, plans and programmes take the contract at cost or below and then to ratchet up the price when the contract is renewed. The second is to take over the existing infrastructure, including the personnel, and to reduce the standard of service, wages and working conditions. Neither of these strategies is particularly beneficial to the customer, but as the client has become dependent on the supplier by this time, it is easier to continue with a service that may be substandard or expensive, rather than admitting to a mistake and starting the whole process over. For example, if you hand over all your computer systems to an outside organisation, then either you get rid of your own computer experts, which means you do not have much idea what your supplier is doing or if he is doing it properly, or you keep them on and make no savings. For example, the outsourcing of the catering function should be safe enough most of the time, until you find yourself in a crisis and your department moves onto a 24-hour working cycle. To return to the computers example, a number of Western defence sectors have handed over the support and administrative functions of their operations to private companies, which in most cases own the infrastructure and employ their own staff. If such companies go bankrupt, or lose interest because the contract ceases to be profitable, those organisations that have outsourced their capabilities to this firm will be unable to conduct operations. A nation has a gendarmerie force of 10 000 deployed in company-strength units throughout the country. The sums of money involved are minimal and the opportunities for corruption almost non-existent. A decision is taken to contract out the whole catering service to one organisation. But with large sums of money changing hands and the attendant possibility of corruption, an anti-corruption office will also be required to police the office administering the contract. Three new organisations are therefore involved in doing something that was previously done informally with no organisation at all. The idea here is that companies should concentrate on areas where they have a competitive advantage and contract out other services to companies with a competitive advantage in those fields. There is logic in this process as far as the private sector is concerned, although on the whole it seems not to have worked very well and many companies are starting to bring functions back in-house again. The second philosophy is the Mission Critical approach, which simply asks whether it would matter if a function is not carried out. If it does matter, then the function should be kept under the control of the organisation concerned. Most government functions fall into this category and therefore most functions should be retained in government, as recent experience has tended to demonstrate. This is not necessarily true and in any event the definition of what is honest and what is not varies considerably from society to society. But it is certainly the case that in societies that are themselves deeply corrupt, public sector procurement, including that of the defence sector, will most likely also be affected. The knee-jerk response to such a problem is to demand more transparency and parliamentary oversight. In practice, as with other formal control initiatives, this is largely a waste of time. Of course, any democracy, or any well-run state, must have procedures for auditing contracts and defending expenditures to parliament. But such procedures are not the reason for good financial management, but a symptom of it. If we consider the construction of the modern British state in the 19th century, we find that the move from wholesale corruption to good management, which took several generations to complete, came about because of a fundamental culture change, not an increase in oversight procedures. Corruption is most often rife in poorly paid and managed organisations, or among those who feel they have been neglected or undervalued. Corruption in 151 Budgets, plans and programmes government is justified as a kind of revenge against political elites who are feathering their own nests and do not care about the ordinary people. Thus, a general with 40 years of faithful military service, looking forward only to retirement on a miserly pension, may well not only be tempted to try to sell his expertise and contacts for hard cash, but may feel justified in doing so. The recent ideological tendency to denigrate the state and its servants, and to exalt the methods of private sector with its inbuilt corruption, has not helped either. Politicians are notoriously easy to bribe, especially in the many political systems around the world where the political class makes no distinction between their political and business interests. Moreover, individuals who decide to exploit their knowledge or their position for gain obey the same psychological rules as others who speculate in the hope of becoming wealthy. That is to say, they become greedy and dazzled by opportunities, and take little heed of the possibility of discovery and failure. The answer, if there is one, is to create a culture that frowns on dishonesty and in which institutional pressures are strongly against corruption. This does not come about rapidly and requires the kind of well-paid, highly motivated and professional government service that most countries have been busy dismantling in recent years. In a democracy and in any society based on the principle of popular sovereignty, this is no longer acceptable. Military forces have to be, in some sense at least, representative of the society that recruits, pays and deploys them. This chapter is concerned with what the relationship between the military and society should be. Whilst a military career should be open to all, regardless of origin, the armed forces can only recruit those who actually present themselves. Few pacifists, and few of those who for one reason or another feel estranged from the general political culture of the country, will wish to join the military. These are also minority social, ethnic and religious groups that may for a variety of reasons feel that the military is not for them. On the other hand, there are military families and regions that have traditionally produced soldiers or sailors. Certain groups represented in society habitual criminals, the mentally ill, those 153 the military and society with extreme views and prejudices will tend to be frowned on by any competent organisation, the military amongst them. The military generally looks for individuals with a rather special combination of attributes. Some of these have been mentioned already, and here I wish to look at some attributes that are the most difficult to find. In everyday life, it requires stress factors such as fear, hatred or intoxication to produce high levels of violence. Yet the military, even if it manages to socialise recruits into the acceptance of violence, still has to find those with a basic tolerance for seeing, and if necessary using, violence in the first instance. Whilst hand-to-hand fighting is not as common as it was, a soldier still has to be willing, if necessary, to run across a field and stick a bayonet in a fellow human being. And whilst most civil violence is directed against individuals who are known to the culprit, the soldier, sailor or airman knows that in war the killing of total strangers, with whom one has no personal quarrel, is a requirement. It is, in fact, a far greater problem for the military to get soldiers to fight than it is to contain their aggressive instincts. Everyone who has been on a battlefield has reported that it is a place of terror and chaos, a place from which any normal individual would want to run as quickly as possible. Yet the military will not function unless individuals can be trained, not merely to stay on the battlefield, but to operate in quite complex and difficult ways under the extreme circumstances of battle, to leave the relative safety of a trench or a building and move, on command, into an environment of greater danger. The particular contribution of the military is that of controlled violence, which is about as far removed from the sporadic and ad hoc violence of civil society as one can imagine. The military may be ordered, for example, to take casualties without retaliating, to stand for hours under a hail of rocks and bottles without shooting, or to co-operate militarily with a group they have previously been trying to kill. It is true that the training and socialising systems of the military are designed to mould recruits into approved patterns of behaviour. But it is also true that certain characteristics are sought in soldiers, and more so in officers, that are not necessarily better or worse than those in society in general, but are certainly different. It is for this reason that it is not practicable to expect to find a crosssection of society in an infantry platoon. Nor, for that matter, can one expect to find a cross-section of ethnic or religious groups. Whilst some societies have, for good reasons, tried to use quotas or other systems to ensure that all ranks are at 154 David Chuter least broadly representative of the societies they serve, it is accepted that the end result can only be an approximation. However, this does not remove the need for a society to ensure that its military welcomes all those who wish to join, whatever their origins, and to treat them equally thereafter. In other words, there is a distinction to be drawn between the inherent differences that will always exist between the average soldier and the average member of society, about which only little can be done, and the organisation and behaviour of military forces, including their arrangements for recruiting and promoting their personnel. On average, for example, the military of most countries tends to be more socially conservative than the society it represents. It would be absurd to argue, for example, that if racial prejudice is common in society, the military should be required to be racially intolerant as well. Yet there is no logical reason why in that type of society the military should be encouraged to be racially tolerant instead. That tolerance is more acceptable than intolerance is widely thought to be true, especially among educated people, but it remains a subjective judgement. Indeed, the argument that the military should reflect the values of its society is a dangerous double-edged sword, since, if the values of a society are themselves suspect, the military, as a microcosm of society, is not likely to be much different. Whatever complaints can be laid against the German military in the Second World War, failure to reflect the values of their society is one of the few that cannot. The same has been the case more recently in the republics of the former Yugoslavia which fought between 1991 and 1995. In each case it is clear that, whilst those who did the killing may have been more willing than their compatriots to perform the deed, they carried out the atrocities with at least the tacit approval of the majority of their own communities. Indeed, evidence suggests that in most wars, populations will generally support even the harshest 155 the military and society measures adopted by their governments, and sometimes demand more. Th is is particularly true in conflicts remote from the European and American norm of a limited-liability organisational struggle. The worst atrocities have been committed when an entire nation or community has felt itself in deadly peril from an outside force, and considers itself obliged to fight with every means at its disposal, whether these are ethical or not. What we are dealing with here, therefore, is the suggestion that militaries should not reflect the actual values of their societies, but rather the values that these societies ought to hold. Most people who talk about norms and values are really saying that they would like the military to adopt the same values they themselves would like society as a whole to adopt. The problem is that there is no way, apart from subjective judgement, in which some values can be pronounced to be better or worse than others. The military is after all an instrument of the state and it should do what the state wants it to do. This not only includes carrying out the orders of the legitimate government, but also not acting, even privately, in a way that would undermine that which the government is trying to achieve. Even more, the military should not act, individually or collectively, in a way that affronts the values of the society it serves. The most obvious case is that, whether or not the military likes the political system it serves, it should refrain from criticising it, not just openly, of course, but also privately to conscripts and others they could influence. A military that is unconvinced of the virtues of democracy, for example, will be a problem, but will not be a direct threat as long as it keeps its views to itself and does not try to impose them on others. When I have made this argument to various audiences in the past, it has sometimes been criticised as being the argument of a comfortable middle-class white male from a developed democracy. Surely, it has been argued, one needs to go further and implant the norms and values of society in the soldiers themselves, so that they will, if necessary, disobey orders that transgress these values? It is true that, where the military acts in the role of the school of the nation, these issues can be important. In the case of countries with military service, civic 156 David Chuter education should arguably form part of the curriculum. By this they not only mean that they will defend their nation and its interests, but that they also will defend a series of values that are very clearly defined, such as secularism, popular sovereignty, social solidarity, and so on. Of course, these are very specific values, forged from a long and bitter domestic struggle against reactionary forces, and do not necessarily travel well internationally. But to return to the fundamental problem: there is no objective way of deciding which values are supposed to be taught, and whatever values are chosen will in any event change over time.
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