Using the Spanish Noun Vez

Vez (plural veces) is one of the most commonly used nouns of Spanish and can usually be precisely translated as occurrence, although in practice it is usually translated as time. Here are some examples of everyday usage: Mil veces te quiero, Alejandro. I love you a thousand times, Alejandro.Llegamos cuatro veces a la final. We made it four times to the final.Serà ¡ la à ºltima vez que me veas. It will be the last time you see me. Una vez is usually translated as once, although obviously it could also be translated literally as one time, and dos veces can be translated as twice or two times: Se toma una vez por dà ­a en un nivel de dosis decidido por el mà ©dico. It is taken once per day at a dosage level decided by the doctor. ¿Te has enamorado dos veces de la misma persona? Have you fallen in love with the same person twice?Sà ³lo se vive dos veces es la quinta entrega de la saga James Bond. You Only Live Twice is the fifth installment in the James Bond series. Veces can be used in making comparisons such as the following: Es una pila que dura hasta cuatro veces mà ¡s. Its a battery that lasts up to four times longer.La envidia es mil veces mà ¡s terrible que el hambre. Jealousy is a thousand times worse than hunger. Uses of Vez and Veces Vez and veces can be used in a variety of phrases. The following examples show some of the most common, although these arent the only translations possible: Alguna vez voy a ser libre. Sometime I am going to be free.El gato de Schrà ¶dinger sigue estando vivo y muerto a la vez pero en ramas diferentes del universo. Schrà ¶dingers cat was alive and dead at the same time but in different sections of the universe.A mi vez, no puedo comprender el tipo que dice que la casa es tarea de la mujer. For my part, I cant understand the type who says housework is a womans job. (Also used are phrases such as a tu vez, for your part, and a su vez, for his/her part.)Cada vez que te veo me gustas mà ¡s. Every time I see you I like you more.La actriz tolera cada vez menos la intrusià ³n en su vida. The actress is tolerating the intrusion in her life less and less.De vez en cuando es necesario perder la razà ³n. Once in a while it is necessary to be wrong.Estoy fantaseando en vez de estudiar. I am daydreaming instead of studying.A veces sueà ±o que està ¡s conmigo. Sometimes I dream that you are with me.Los baratos muchas veces salen caros. Cheap th ings often sell for a high price. ¿Por quà © el mar algunas veces se ve verde y otras veces azul? Why does the sea sometimes look green and other times blue?Habà ­a una vez una gata vivà ­a en una casita blanca. Once upon a time a cat lived in a little white house.Una vez mà ¡s Einstein tiene razà ³n. Once again, Einstein is right.La red otra vez fuera de là ­nea. The network went offline again.La felicidad se encuentra rara vez donde se busca. Happiness is rarely found where it is looked for.

Essay about Creative Writing The Rain Falls Harder In...

The Rain Falls Harder In August â€Å"Please don’t go Dad.† Ell said with tears forming at the corners of her eyes, â€Å"Please don’t†. â€Å"I’ll always be here honey, never stop trying† Ell’s father said with his last breath. The room fell silent, then the heart rate monitor let out a single droning beep. Ell’s father had gone still, and now with tears rolling down her cheeks, Ell hugged her father, â€Å"I’ll make sure of it Dad†. - 15 hours earlier - It was a biting cold, August day, where Ell Johnson, a fourteen year old student at Myers High School. It seemed like any other day, but this was special to her. Ell was never like the other kids. She would always look outside, watching the pitter patter of rain drops create puddles outside the classroom,†¦show more content†¦Ell was alarmed by the sharp tone in her voice, â€Å"Why wouldn’t she call me if it was so important† she said to herself. Ell took matters into her own hands and called her, preparing for whatever might come to her, and when the dial tone stopped ringing, she called out â€Å"Mom, what’s wrong?† She could hear sirens in the background and frantic breathing. â€Å"Mom?† she called out once more. â€Å"Ellen, get home as soon as possible†, her mother answered. At this point Ell became worried, â€Å"She never calls me Ellen†¦Ã¢â‚¬  she thought, â€Å"I’ll be there as soon as I can.† She ende d the call, and began running back to her house. Upon arrival she saw her mother in tears, â€Å"Mom!† She ran to her to see what all the commotion was about. She looked around and saw no more than her and a single cop car, â€Å"Mom, what happened?† â€Å"Come with us† a low voice spoke out. As Ell turned she saw a police officer ushering her and her mother to come with them in the police car. â€Å"What is going on!† Ell screamed in response. â€Å"We should go†, the officer repeated, showing Ell to the car once again, â€Å"We need to get to the hospital, there has been an accident involving your father.† As they arrived at the Chicago county hospital, Ell saw a stretcher with what looked like her father being wheeled inside. The trio stepped out of the police car, and ran inside after the paramedics pushing theShow MoreRelatedGoal Movie Review10720 Words   |  43 Pagesand Associate Producer Allen Hopkins. The film also stars Alessandro Nivola, Stephen Dillane, Anna Friel, Marcel Iures, Sean Pertwee, Lee Ross, Stephen Graham, Kevin Knapman, Cassandra Bell, Kieran O’Brien, Tony Plana and Miriam Colon. The talented creative team includes cinematographer Michael Barrett, editor Chris Dickens, production designer Laurence Dorman, costume designer Lindsay Pugh and composer Graeme Revell. About the Production The cinema has given audiences scores of beloved, inspiringRead MoreChapter II : Chapter Summaries12207 Words   |  49 Pagesstriking, scowling girl from the liquor store parking lot and entirely unsure of what I wanted to begin with. My eyes slid over her as I cupped a menu in my hand and struggled with the options, aware that her eyes bored into my forehead as I let my gaze fall downward. I felt so pressured by her presence that I didn’t bother to read any of the item descriptions and I answered her lamely, fidgeted in my summer suit, and slowly lost my mind right there in front of her. â€Å"Milkshake? Yeah †¦ vanilla. 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Article About the Lewis Model free essay sample

By Jacqueline McLean Jacqueline McLean FInstAM is Senior Lecturer in HRM (Human Resources Management) at Manchester Metropolitan University. She has worked with the IAM in many different roles since 1992 and is currently a Trustee. cultural awareness training. It aims to bridge the gap between diverse cultures (Dewald and Self, 2008), ensure that negative occurrences, such as culture shock, are reduced, and develop international managers and those who have interaction with other cultures to perform competently and effectively (Edwards and Rees, 2006). Research has shown that in Europe and the USA, between half and two-thirds of ? rms provide cross-cultural awareness training for their international managers (Bennett, Aston and Colquhoun, 2000). Contents of such courses include cross-cultural communication, international negotiation skills and working in cross-cultural teams. Gaining a deeper understanding of different cultures, such as those mentioned in Figure 1, can enables us to, for example: Identify similarities and differences between cultures. Cope with and adjust to differences in cultures, so that offence is not given. Identify and understand why people do what they do and behave the way they do. Work proactively with cultural differences, to produce mutually satisfying and unifying outcomes (Kumar and Chakravarthi, 2009:44; Lewis, 2007:69). Furthermore, having an appreciation of such cultures helps us to remove our cultural blinkers, overcome our sometimes negative assumptions and develop an understanding of, and an af? nity with, other cultures (polycentrism; Morrison, 2002). We are all different; globalisation and the creation of the global village have con? rmed that. The challenge for ? rms is to harness cultural differences and create and sustain competitive advantage. Culture, as we have seen, can open doors as well as close them, build bridges as well as destroy them and add value in unprecedented ways. Cross-cultural awareness is an opportunity for ? rms and associated stakeholders to adapt to life in the twenty-? rst century global village and integrate and communicate effectively with other cultures. In the words of Edward T. Hall and Mildred Reed Hall â€Å"The single greatest barrier to business success is the one created by culture†¦Ã¢â‚¬  Cross-Cultural Communication Communicating across Cultures Jacqueline McLean and Richard D. Lewis* comment on the ways in which globalisation is creating a multicultural corporate landscape. Globalisation is, without doubt, carving a new, multicultural corporate landscape. Its march across the globe shows no signs of abating and it has enabled societies, both near and far, to be drawn closer together in a culturally rich and diverse global village. Citizens of this village are working, communicating and interacting with each other and each others’ culture and conducting business together in ways they have never experienced before (Liu and Lee, 2008). This poses its own challenges for managers, who not only have to manage global and local business operations, but also an increasingly multicultural workforce, which possesses multiple perspectives of reality, varying levels of knowledge, education and experience and who are the product of societal norms, values and personal belief systems. If not properly managed, such cultural differences have, according to Hall (1995:21), the potential to â€Å"ruin a partnership that otherwise makes perfect sense† and lead to â€Å"management frustration, costly misunderstandings and even business failures† (Hoeklin, 1995:ix). This lends more credence not only to the effective management of multiple cultures, but also to awareness and understanding of culture, how it makes us who we are, what we are and why we behave the way we do. Importantly, within this management context, managers must also know how best to communicate with individuals, and global business partners, on a cross-cultural basis. The march of globalisation has turned conventional management on its head, making the management task a more dif? cult, challenging and complex one. Moreover, as many business decisions have become globalised, managers’ roles have become intertwined with issues of cultural adaptation and con? icts in communication, exacerbated by cultural diversity (Xie et al, 2008). Thus, a knowledge and understanding of how to manage crossculturally is of vital importance, to ensure that the management task is a more informed and effective one. Two key aspects of this are cross-cultural communication and cross-cultural awareness, as we shall explore later. Cross-cultural management has been de? ned by Adler (1991: 10-11) as the study of â€Å"people in organisations around the world†¦ it trains people to work in organisations with employee and client populations. It describes organisational behaviour across countries and cultures. She adds â€Å"†¦importantly, it seeks to understand and improve the interaction of co-workers, clients and†¦partners from different countries and cultures†¦ it expands domestic management to encompass international and multicultural spheres. † As Soderberg and Holden (2002) 30 manager summer 2010 point out, cross-cultural management is often referred to as the tactic for dealing with cultural differences w hich have, in the past, become synonymous with friction, con? ict and miscommunication. Experience is no defence either. Firms who operate internationally, and managers who are experienced or maybe even quali? ed in international business, are by no means immune from the scourge of misperception, misjudgement and mistakes in managing the intricacies of cultural relationships with stakeholders, customers and suppliers (ibid). If managers and their ? rms do not effectively promote organisation-wide empathy with, and sensitivity to, cross-cultural issues, it may potentially have a catastrophically-negative effect on people’s ability to communicate with each other and, ultimately, the ? m’s reputation and success, both at home and internationally (Harris and Moran, 1979). Cultural diversity is a phenomenon in its own right and is interwoven with a rich tapestry that, if explored and exploited, could yield ? rms incalculable and tangible bene? ts and generate a source of competitive advantage (Hoeklin, 1995) in this geoknowledge economy. Culture can be de? ned as a â€Å"†¦ system of ass umptions, values and norms transmitted by socialisation to the next generation†¦ it is seen as something members of the community have or belong to† (Soderberg and Holden, 2002:108). In essence, people from different cultural backgrounds share the same basic concepts, such as symbols, customs and traditions – but they view and interpret them from a multiplicity of different lenses and perspectives. This leads them to behave in particular ways, which others from different cultures may feel are peculiar, alien, or even contrary to the way they behave, according to their own belief systems, values and norms. This provides a further challenge to managers to develop a working knowledge of their own, as well as others’, asic cultural traits. Such a policy would minimise or prevent the occurrence of, for example, culture shock, particularly in situations where expatriates undertake international assignments in countries with which they are unfamiliar. We have to accept that globalisation is here to stay. So, in that respect, ? rms have an opportunity to capitalise upon the diverse knowledge, values and experience of a multicultural workforce (Dupriez, 2000 ) and view cultural diversity as a resource and opportunity, rather than as a threat (Schneider and Barsoux, 1997). One of the most important skills of a manager is the ability to communicate effectively with others. It is a reality that many of today’s managers engage with a multicultural workforce, work in or lead cross-cultural teams (either face-to-face or virtually) and engage in simple or complex negotiations with other international business leaders. Thus, a working knowledge of cross-cultural communication ensures that individuals can live and work in a multiethnic, multilingual and multi-disciplinary society (Kumar and Chakravarthi, 2009). As a concept, cross-cultural communication focuses on how people from diverse cultural backgrounds communicate with each other, both verbally and non-verbally, including nuances in language (Wells and Spinks, 1994). Developing a knowledge of how individuals communicate and interact across cultures is important, as culture underpins communication and in? uences who individuals talk to, what is discussed between them and the success or otherwise of the communication process. Importantly, our communicated behaviours are largely in? enced by the culture or country in which we have been brought up (Zhang and Zhou, 2008). The Lewis Cultural Types Model *Richard D. Lewis is one of the world’s leading experts on cross-cultural communication and is Chairman of Richard Lewis Communications, an international institute of cross-cultural communication and language training, with of? ces in more than twelve countries. He lectures and consults worldwide with clients that include The World Ba nk, Nokia, Rolls Royce and Unilever. He is author of many classic works in cross-cultural communication, including ‘The Cultural Imperative’. Adler, N. (1991). International Dimensions of Organisational Behaviour, PWS-Kent Publishing Company, Boston Bennett, R. , Aston, A. and Colquhoun, T. (2000). High impact training: Forging leaders in the global frontier, Human Resource Management, 39, 2 3, pp 173-84 Dewald, B. and Self, J. T. (2008). Cross-cultural training for expatriate hotel managers: An exploratory study, International Journal of Hospitality and Tourism Administration, Vol 9(4), pp 352-364 Dupriez, P. (2000). ‘Culture et management: un vieux couple, pour le mieux et pour le pire’, in P. Dupriez and S. Simons (eds) La resistance culturelle: fondements, applications et implications du management intercultural, De Boeck and Larcier, Brussels Edwards, T. and Rees, C. (2006). International Human Resource Management: Globalization, National Systems and Multinational Companies, Financial Times/ Prentice Hall Hall, W. (1995). Managing Cultures: Making Strategic Relationships Work, John Wiley and Sons, Chichester Harris, P. R. and Moran, R. T. (1996). Managing Cultural Differences: Leadership Strategies for a New World of Business, Gulf Publishing, Houston Hoeklin, L. 1995). Managing Cultural Differences: Strategies for Competitive Advantage, Addison Wesley, London Kumar, M. and Chakravarthi, K. (2009). Cross-cultural communication, The Icfai University Journal of Soft Skills, Vol III, No 2, pp 43-47 Lewis, R. D. (2007). The Cultural Imperative: Global Trends in the 21st Century, Nicholas Brealey Publishing, London Liu, C. H. and Lee, H. W. (2008). Cross-cultural communication, Review of B usiness Research, Vol 8, No 6, pp 138-142 Morrison, J. (2002). The International Business Environment, Palgrave, Hampshire Schneider, S. nd Barsoux, J. L. (1997). Managing Across Cultures, Prentice Hall, London Soderberg, A. M. and Holden, N. (2002). Rethinking cross-cultural management in a globalizing business world, Vol 2 (1), pp 103-121 Wells, B. , and N. Spinks. 1994. Organisational Communication: A Strategic Approach. Dame Publications, Houston, TX. Xie, A. , Rau, P. L. P, Tseng, Y. Su, H. and Zhao, C. (2008). Cross-cultural in? uence on communication effectiveness and user interface design, International Journal of Intercultural Relations, 33, pp 11-20 Zhang, T. and Zhou, H. (2008). The signi? ance of cross-cultural communication in international business negotiation, International Journal of Business and Management, Vol 3, No 2, pp 103-109 summer 2010 manager 31 A model that can be utilised within cross-cultural communication and cultural awareness training is the Lewis Cult ural Types Model. The model categorises cultures into three main headings: linear active, multi-active and reactive, as illustrated in Figure 1. References The Impact of Cultural Diversity Cross-Cultural Management Figure 1 A brief explanation of the three categories is as follows: Linear active cultures tend to be task-oriented, highly organised planners. They prefer direct and straightforward discussions, based on reliable data and prefer to adhere to logic, rather than emotions. Multi-active cultures are emotional, loquacious and impulsive, who attach great importance to family, people, feelings and relationships. They are multi-taskers and poor followers of agendas. Reactive cultures are listeners, who rarely initiate action or discussion, preferring ? rst to listen to, and establish, the other person’s position before reacting to it, formulating their own opinion. They are very people-oriented and respectoriented. Cross-Cultural Awareness Training The growth of globalisation, and the opportunities it has created for international ? rms, has led to a proliferation of cross- Copyright of Manager: British Journal of Administrative Management is the property of Institute of Administrative Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holders express written permission. However, users may print, download, or email articles for individual use.

Nokia Organizational Structure

Executive Summary An organization is defined as an integration of processes with a single purpose; to attain the expected goal of an organization, management needs to develop and effective working organizational structure. An effective organizational structure looks into qualitative and quantitative issues of the structure were it ensures that both human resources matters and physical combination of resources have been addressed accordingly.Advertising We will write a custom essay sample on Nokia Organizational Structure specifically for you for only $16.05 $11/page Learn More Nokia is an international phone company that is currently leading in the phone segment of the electronic market in the world; the company’s organizational structure has enabled it to command the success it has attained. As time goes, the structures of the company are becoming week calling for immediate actions to be taken to retain the glory of the company. The main areas th at need to be looked into include the strategic alliances division, innovation and invention section of the company, and the organizational culture adopted by the Company. Introduction The success of an organization depends on how well physical and human resources of the organization have been organized and managed. Organizational theory emphasizes that every organization has potential to become competitive in its industry if it organizes the assets, both physical and intangible, that it has. Leaders have the role of developing an organizational structure, which is the framework of operation in the organization, effectively developed structures ensures that resources are effectively managed, customers are satisfied, human resources are well managed, and all stakeholders are satisfied with the position of the organization. An organizational structure has a total quality approach where all areas of the organization are addressed; despite this totality approach, changes in business env ironments and industries have sometimes made companies to find their strategies ineffective and irresponsive of current business policies (Wheelen Hunger, 1998). Nokia is an international phone company, with its headquarters in Finland. The company currently enjoys a market share of about 37% and aims at increasing the market share to over 40% by the end of 2011; however, the company is facing a number of strategic issues, which has made its profits and sales reduce in the recent past and overtaken by Apple Inc. products.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This report is an analysis of organizational structure of Nokia Phone Company; the report will analyze the current structure of the company and current strategic issues facing the company. Nokia is divided into four main departments where every department, also called business group, is given some mandate to undertake, the d epartments are Mobile Phones; Multimedia; Enterprise Solutions and Networks; other than the departments, the company has two horizontal departments as Technology Platforms and Customer and Market Operations. Neither the business group nor the horizontal department work independent, however they are interdependent with each other, the following chart shows the companies organizational culture: Chart 1 Each manager or departmental head is responsible for his area and is expected to work for the good of the entire firm. As strategic tool, Nokia have realized the need to have an effectively managed human capital; a company requires both physical and human resources for its operations; human resources are the greatest asset that an organization can have; without it, no business transaction can take place. It ensures that the business is run in the right way, and thus determines the current as well as the future state of the business (Bateman Snell, 2011).Advertising We will writ e a custom essay sample on Nokia Organizational Structure specifically for you for only $16.05 $11/page Learn More Nokia has a human resources management department with the role of ensuring staff needs have been addressed effectively, the department has the role of ensuring that the company has the right number of human capital at the right time at an appropriate cost. It has the mandate of planning, deploying, employing, training, retaining, and dismissal of employees. When the department is undertaking this duty, it looks into quantitative and qualitative aspects. Qualitative means the right number of employees and qualitative means employees with right skills. Managing human resources has been an ignored area in traditional business management, however with modern strategic management; managers increasingly understand that the success of their organization is highly dependent with how well they manage their human resources. When managing human resources, managers ensure that they understand the needs of the human resources and their motivations, when they are well managed, they are sources of creativity, innovations and innovation. Strategic management gurus are of the opinion that organizations that have well managed human resources have an asset over their competitors that can be used for a long time as a source of competitiveness. Nokia hires from the domestic and international market to ensure that it has the right expertise and have a diverse workforce, with such a people resource the company is able to trade effectively in the local and international markets (Taylor, 2008). Organizational structure model The large number of staffs at Nokia and different management and supervisory levels offers Nokia a tall organizational structure. The diagram below is an illustration of a tall organizational structure similar to that of Nokia. Chart 2 Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The structure is only there to ensure that there is good management and processes within the organization are well managed and controlled. Despite the company being the largest phone company in the world, the company is facing a number of strategic issues that if not addressed with immediate effect, then the company is likely to lose its competitiveness and dominance in the market; the following are the strategic issues: Creating significantly short replacement cycle Phones are long-lasting equipments and making them as so is one of value and quality assurance of Nokia, however markets are getting saturated with phones thus holding a single phone for a long period of time. When this happens, then the growth of sales is hampered and the company cannot continue with its sales. In countries like Finland, Europe and some African countries, the company’s products are seen everywhere and the markets are slowly growing. Saturation of current markets The company has its main oper ating base at Asia, North America and Europe, however these markets are becoming saturated with phones and the markets seems not to be growing. Despite the slowed growth, the markets have a number of international players selling their products in the markets. The company’s sales are not promising in the country as well as the operating costs in these countries is on the upward rise (Kaushik Cooper, 2000). Reluctance in technological innovation In the recent past, the phone industry has experienced a massive development, other companies like Apple Inc. and Samsung have pioneered however, Nokia, and it have not pioneered the development. The reluctance in the innovation has resulted to Nokia–Apple patent dispute; it has also seen the company become a technology copier (McFarland, Bloodgood and Payan, 2008) Conclusion With the current success in the international markets, Nokia should be thinking of a brand extension approach: brand extension is a marketing tool used to market products using the strength of an existing brand. It involves developing of new products, mostly related to the product already in the market, it is a method of widening of the range of products (or services), by riding in the strength of an existing brand. It is a method of optimal brand strength by creating additional sales. It is also a form of increasing Brand Equity. Brand extension is strategic and should b e timely; when over done it ends to diluting of a brand. The company should be on the high note to have other electronic commodities that can drive the market; the new products that the company can develop include television sets, Radios, laptops, and music equipments. The new products are likely to b ea driving force for the company; Apple Inc. with the invention and invention of IPods and I-phones the company was able to control a niche market; a diversion from its main line of business that was desktops and computer software development. References Bateman, T. S., Snell, S. A. (2011). Management: Leading collaborating in a competitive world. New York: McGraw-Hill Irwin Ketchen Jr., G., Hult, T.M. (2006). Bridging organization theory and supply chain management: The case of best value supply chains. Journal of Operations Management, 25(2), 573-580. McFarland, R., Bloodgood, J. and Payan, J.(2008). Supply Chain Contagion. Journal of Marketing, 72(2), 63-79. Taylor, G.(2008). Lean Six Sigma Service Excellence: A Guide to Green Belt Certification and Bottom Line Improvement. New York: Ross Publishing. Wheelen, L., Hunger, J. (1998). Strategic Management and Business Policy: Entering 21st Century Global Society. Massachusetts: Addison Wesley This essay on Nokia Organizational Structure was written and submitted by user Landry Barton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.