景觀設計就是種樹、種花草?
就算要種一棵樹,也是非常困難的選擇!
選樹種沒有適不適合,只有更適合!
但選錯物種?殺了生態,也殺了那顆樹。
幾天前,一個樹林教室的案子,就為了主要林相(樹林的主要樹種)討論。
我:我選山毛櫸 beech, 因為其樹型及四季變化豐富,並能給與小孩相對乾淨的樹下遊樂空間。
Manager: 不! 我覺得橡木 oak 比較適合,那裡土質及土壤水量變化大,也與北邊oak樹相作為連結。況且要豐富生態環境為主要目的,oak 能養育的昆蟲及地衣種類更多!
當manager 給我看了一張表格,頓時覺得我矮了一截。
在英國 關於「樹」也有國家標準。BS 5837:2012 Trees in relation to design, demolition and construction.
要種哪些樹種、幾棵樹?都是有非常強大的理由跟知識背景支撐! 不僅僅只是我喜歡那個樹種而種在那裡,景觀人想到的是樹種下去20、50、100年後,是否還能給予人、動物、環境、生態的價值。
#種樹 #植物 #景觀 #樹林 #生態 #landscapepainting #tree #treespecialist #ecologicaldesign #treeoflife
同時也有2部Youtube影片,追蹤數超過22萬的網紅S.T Sơn Thạch Official,也在其Youtube影片中提到,Thật Xa Thật Gần | S.T Sơn Thạch | Official MV 4K #ThatXaThatGan #STSonThach #TXTG S.T Sơn Thạch Youtube Channel ➤ Subscribe kênh tại đây: https://b...
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relation manager 在 IELTS Fighter - Chiến binh IELTS Facebook 的最佳解答
- Luyện Reading, tìm từ vựng hay
MOTIVATIONAL FACTORS AND THE HOSPITALITY INDUSTRY
A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?
Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector - that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.
Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).
Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services ofhotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.
It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.
Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory discusses the need for a 'balance' of these two types of needs.
The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.
Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).
Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.
Các từ vựng nổi bật:
critical (adj): then chốt
superior (adj): tốt hơn
accomplish (adj): trọn vẹn
retain (v): giữ lại
by contrast: ngược lại
extend (v): kéo dài
emphasize (v): nhấn mạnh
investment (n): đầu tư
competitive (adj): cạnh tranh
recognition (n): sự công nhận
substance (n): cốt lõi
foster (v): thúc đẩy
constructive (adj): có tính xây dựng
managerial (adj): thuộc quản lý
potential (n): tiềm năng
turnover (n): nghỉ việc
compensation (n): lương
morale (n): tinh thần
obstacle (n): chướng ngại
succinctly (adv): súc tích
retention (n): sự duy trì
predisposition (n): khuynh hướng thiên về
separate (adj): riêng biệt
sophisticated (adj): phức tạp
dichotomy (n): sự lưỡng phân
extrinsic (adj): từ bên ngoài
intrinsic (adj): từ bên trong
align (v): sắp hàng
delicate (adj): tinh tế
simultaneously (adv): đồng thời
adequate (adj): đầy đủ
break (n): giờ giải lao
Các bạn cùng tham khảo nhé!
relation manager 在 潘小濤 Facebook 的最佳貼文
好離譜!!香港納稅人養你哋架!
【警方主導定翼機監視行動 圖謀設局將十二港人送中】
[A conspiracy to turn Hongkongers to China with clear evidence: families demanding for immediate release of the 12 Hongkongers]
繼早前傳媒揭發一架隸屬香港保安局飛行服務隊的定翼機(B-LVB)於8月23日凌晨至早上出動於西貢一帶盤旋,並密謀將12港人送中後,我們收到另一消息,進一步披露警方空中監視快艇,設局將12人送中的詳情。
消息人士指,這是一個警方行動,而行動時間為凌晨約4時10分至早上約8時45分。由於飛行服務隊定翼機隊員已在8月22日晚上約10時下班,事發時並無當值隊員,故定翼機Challenger 605的飛行任務,很大機會是當日凌晨時份接獲警方緊急召喚後進行,而該定翼機亦裝有紅外線鏡頭,可在黑夜進行監視。
一般而言,需要協助警方的支援行動例如反走私和阻截非法入境者,飛行服務隊都會使用直升機執行任務。當日凌晨亦有直升機隊員當值,但與警方溝通後,最終卻派出定翼機,並得到當值經理及飛行行動經理同意接受任務。
消息披露的飛行紀錄顯示,當日的飛行程序(Flying Programme)清楚紀錄定翼機行動為「P-OPS」(Police Operations,即警方行動),亦即12港人乘坐快艇時,警方早已掌握其行蹤,並主動策劃空中監視行動,絕非「無角色」。
有關消息引伸出另一關鍵問題:飛行服務隊事前是否知悉飛行任務是送中行動?一般而言,行動前需要準備好航行路線、目標、評估行動風險等部署,因此負責的隊員可能在事前已知悉行動將會飛往香港水域邊界及中國領海界線。假如飛行任務並非拯救行動,批准定翼機跨越邊境執行任務的行動指令由誰人發出?
我們取得當日參與行動的機組人員名單,但自從傳媒披露飛行服務隊有份參與港府設局將12港人送中後,政府電話簿(Government Directory)已經將政府飛行服務隊整個行動組(Operations Unit)職員的聯絡資料全部刪除,卻仍然備存部門其他組別的聯絡,可見港府有計劃地隱瞞事情。
當日有份參與該定翼機飛行任務的政府飛行服務隊人員,名單如下:
當值經理(Duty Operations Manager):高級機司馬鈞豪機長(Senior Pilot Capt. Keith Kwan Ho Ma) ;
飛行行動經理(Flight Operations Manager):高級機司黃詠妍機長(Senior Capt. Emily Wing Yin Wong);
機司:高級機師丁沛東機長(Senior Pilot Capt. Tom P. T. Tang);
副機司:二級機司張家輝先生(Pilot II Mr. Cas K. F. Cheung)
空勤主任:三級空勤主任陳堅衡先生(ACMO III Mr. Jeffrey Kin Hang Chan)。
有鑑事態嚴重,政府飛行服務隊及警方應從速向公眾交代:
一、公開8月23日定翼機行動任務性質;
二、公開8月23日定翼機偵察紀錄、文件、圖像和雷達資料;
三、交代警方有否派員登上定翼機在空中監視;
四、交代「設局送中」的來龍去脈;
五、立即釋放十二人。
2020年10月8日
[A conspiracy to turn Hongkongers to China with clear evidence: families demanding for immediate release of the 12 Hongkongers]
Following the revelation that a Hong Kong Security Bureau Flying Service (“GFS”) fixed-wing aircraft (B-LVB) circled the Sai Kung area in the early hours of August 23rd and plotted to send 12 Hongkongers to China, we have received another revelation in relation to the Government’s air surveillance on the speedboat and the conspiracy to send 12 Hongkongers to China.
Sources revealed that the flight mission was a police operation from 4:10 am to around 8:45am on August 23. As the crew of the GFS fixed-wing aircraft had already been off duty at around 10pm on 22 August 2020, no crew member was on duty at the time of the incident. It was hence highly likely that the mission was received at early hours of that morning upon emergency call from the Police.
In general, helicopters are used by GFS for operations that require Police support, such as anti-smuggling and illegal immigrant interdiction operations. In the early hours of that morning, a helicopter crew was on duty, but after communication with the Police, a fixed-wing aircraft was dispatched instead and the Duty Manager and Flight Operations Manager had agreed to accept the mission. According to the flight records disclosed by the Government, the flying programme on that day clearly recorded the fixed-wing operation as "Police Operations" (P-OPS), which means that when the 12 Hongkongers were on the speedboat, the police had already tracked their whereabouts and took the initiative to plan aerial surveillance operations.
Another key question arises from this information: Did GFS crew know beforehand that the flight mission was planned for sending Hongkongers to China? Generally, it is necessary to prepare the route, target, risk assessment, etc. before the mission, thus the team member in charge may have known that the mission will be flying to the Hong Kong waters and Chinese territorial waters boundary. If the flight mission is not a rescue mission, who gave operational approval for the fixed-wing aircraft to carry out the mission across the boundary?
However, since the media revealed that GFS was involved in the sending of 12 Hongkongers to China by the Hong Kong Government, the Government Directory has deleted the contact details of the entire Operations Unit of GFS from its telephone directory, but the contact details of other sections of the department remain available. It is no doubt that the Government has planned to conceal the incident.
The list of GFS personnel involved in the fixed-wing mission on that day is as follows: Duty Operations Manager: Senior Pilot Capt. Keith Kwan Ho Ma; Flight Operations Manager. Manager:Senior Capt. Emily Wing Yin Wong; Senior Pilot Capt. Tom P.T. Tang; Assistant Pilot:Mr. K.F. Chang (Pilot II); Senior Pilot Capt. (Mr. Cas K. F. Cheung) and Air Crewman Officer: Mr. Jeffrey Kin Hang Chan (ACMO III Mr. Jeffrey Kin Hang Chan).
In view of the seriousness of the incident, GFS and the Police should expeditiously explain to the public:
Disclose the nature of the fixed-wing aircraft operation on 23 August;
Release the reconnaissance record, documents, images and radar data of the fixed-wing aircraft on 23 August;
Explain whether the police have deployed fixed-wing aircraft for aerial surveillance;
Give a full account of the Conspiracy to send the 12 Hongkongers to China; and to
Release of the 12 Hongkongers immediately.
Oct. 8, 2020
relation manager 在 S.T Sơn Thạch Official Youtube 的最讚貼文
Thật Xa Thật Gần | S.T Sơn Thạch | Official MV 4K
#ThatXaThatGan #STSonThach #TXTG
S.T Sơn Thạch Youtube Channel
➤ Subscribe kênh tại đây: https://bit.ly/STSonThachofficial
Verse ? ? :
Có bao giờ ngoài trời đang mưa mà em lại quên mang dù
Có bao giờ việc nặng em mang mong chờ ai đó giúp em
Có bao giờ một mình cô đơn, nỗi buồn tìm đến mỗi đêm em về
Chỉ mong một người ở cạnh bên, nghe em thở than
Prechorus :
Anh sẽ là Radio, phát những tiếng ca cho ngày em hết buồn chán
Anh sẽ là may mắn, xoá hết khó khăn để nụ cười em tươi tắn
Em có muốn một ngày mà trời đang mưa
Một chàng trai đến ghé ô che đầu
Để khi đêm về, em đã có ai để nói cười
Chorus :
Cứ ngỡ thật xa nhưng rất gần (đừng lo nhé, vì anh ở kế bên em ) x4
Có bao giờ buồn phiền vây kín làm em chẳng thể cho mình
Những con đường mình từng mong ước.
Tất cả rồi sẽ tốt thôi
Có bao giờ một ngày anh đến, em lại tìm cách để cho duyên tình
Khiến con tim mình một lần nữa mang bao thở than ?
-------------------------------
Music Production
Music Producer: Nimbia
Composer: Andiez
MV Production
Director: Kien Ung
Creative & Scriptwriter: Minh Kien
Executive Producer: Ann Bui
Producer: Nguyen Minh Phuong
Artist Manager: Phat Le
Starring: Phuong Giang
Director of Photography: Nguyen Duc Hai
Set Design: Van Rau Team
Camera-Op: Chu Chim
1st AD: Le Nguyen Giang Thi
2nd AD: Le Can Truong
Focus Puller: Nghiem Duy Hai
Producer Assistant: Tran Khac Minh
Graphic Designer: Nguyen Quang Minh
Post Production: Revolter
Photographer: Ngoc Troai
Media relation: Chubi
Makeup Artist: Lam Nguyen
Hair Stylist: Chi Tam
Stylist: Lyskeli Team
Stylist Asistant: Harleen
Designer: Phúc Khùng
Camera Equipment & Lighting: Hanoilens - Cinelight
BTS team:
Huyền Chang
Jennie Khánh
Hoàng Đỗ
Tước Võ
Official youtube channel partner:
Yeah1 Network
Costume (phục trang):
Trendiano
Shadowiii
23September
tnbhsg
Haberman
uniQ
--------------------------
▶ More informationS.T Sơn Thạch:
• https://www.facebook.com/tilung.st.5
• https://www.facebook.com/ST.365daband/
• https://www.instagram.com/s.t.sonthach/
• http://yeah1.net/ST_SonThach
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relation manager 在 Trịnh Thăng Bình Official Youtube 的最佳解答
- LYRIC -
Không sao đâu, vì yêu anh hiểu được mà
Chỉ cần đó là những phút giây thật thà nhất em từng đã, mọi chuyện còn lại không sao cả.
Không sao đâu, và đây là lời nói dối lần đầu,
vì biết em đang muốn xóa đi thật mau
những gì mình đã có mà chẳng cần anh ở nơi đó.
Nhiều lần dặn lòng phải hứa là sẽ chẳng bận tâm nữa, giờ lại đau thắt đến như vậy. Uh uh uh…
Ngủ dậy còn người để nhớ, còn có thứ để chờ là hạnh phúc rồi, chỉ cần thế thôi!
Cuộc sống vốn đã khó khăn muôn phần, gặp người mình yêu khó hơn trăm lần.
Khi yêu tất cả mọi sự còn lại anh không cần.
Con tim ấy chẳng ngại ngần để được đớn đau một lần.
Mình cầm tay đi muôn nơi, còn tuyệt hơn có cả thế giới.
Cảm giác ấy đã qua vô chừng, và em tặng anh nỗi đau chưa từng. Ai kia bỏ em ở lại cùng giọt lệ không ngừng.
Không sao đã có anh đây mình cùng bước qua chuyện này.
Một ngày người có thay đổi, ta sẽ nói với nhau…
Rap :
Để được nhìn người anh đành lùi một bước.
Tự dặn lòng mình anh sẽ không như lần trước.
Phải trả hết bao muộn phiền, bao lần tiền, bao lần tiền để anh có thể nắm tay bước đi cùng người.
Không sao đâu em anh đã nhận ra được từ lâu.
Không sao đâu em chắc có lẽ đôi ta chưa đậm sâu.
Bao lần thất tình, bao lần dối mình
**CREDITS **
Music composer : Trịnh Thăng Bình
Music Producer : Trịnh Thăng Bình
Music Arranger : Jaejin - Trịnh Thăng Bình
Pianist : Vũ Đặng Quốc Việt
Guitarnist : Anh Khoa - Trịnh Vũ
Bass : Thanh Tân
Recording : Vũ Long
Sound Effects : Vũ Long
Sound Engineer - Mastering : Wolfgang Alexander
Script Editor : Chí Tâm - Trịnh Thăng Bình
Project Manager : Thu Nguyễn - Nhi Nguyễn
Administration : PN Thủy Tiên
Public Relation : Nhi Nguyễn
Graphic Designer : Min D.O
Photographer : Thiên An
Social Media : Nhật Duy Lê
Cast : Katleen Phan Võ, Bpro team
Production Crew
Executive Producer : Trịnh Thăng Bình
Producer : Vy Đinh – Giang Nguyễn
Director : Nguyễn Hữu Hoàng
D.O.P : Trang Công Minh
Art Director : Trần Minh Hậu
Assistant Director : Nguyễn Thiện Khánh Huy
Camera Operator : Hà Hoàng – Ken Trâu
Focus Puller : Nghiêm Duy Hải
Art Department : Lâm Thanh Phong – Đình Bảo – Phan Văn Nam – Đoàn Quốc Trung – Lê Tiếp
Makeup : Mộng Hà – Tôn Nữ Mỹ Như – Hoàng Trọng Mừng
Stylist : Trịnh Thăng Bình – BimBim
Production Assistant : Huỳnh Đỉnh Nhân
Location Manager : Trương Quang Huy
Editor : Tuộc
VFX : Brian Nguyen – Au8ust Station
Lighting/Film Equipment Supplier : PS VietNam
Lighting Technicians : PS VietNam
Catering Supervisor : Đào Thị Huyền My – Phạm Cường Thịnh
Special thanks to
nhãn hàng điện thoại Vivo - https://www.vivo.com/vn/
Nghe audio độc quyền tại Zing MP3 : https://mp3.zing.vn/bai-hat/Khong-Sao-Dau-Trinh-Thang-Binh/ZW9AA0AC.html
Subcribes nhanh: http://bit.ly/BproEntertaiment
Facebook: http://bit.ly/FBTrinhThangBinh
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relation manager 在 Relation Manager - ormar 的推薦與評價
Based on the side from which relation is added and relation name actual names of parent and child relations are established. The related models are registered ... ... <看更多>