Shangri La Hotel Essays

Shangri La Hotel Essays Shangri La Hotel Essay Shangri La Hotel Essay Shangri-Las Net Profit Rises 54% Kate OKeeffe. Wall Street Journal (Online). New York, N. Y. : Mar 17, 2010. Abstract (Summary) HONG KONGLuxury hotel operator Shangri-La Asia Ltd. said Wednesday its 2009 net profit rose 54%, lifted by higher property prices, though its core hotels business suffered from a sharp drop in demand due to the global financial crisis.  »   Jump to indexing (document details) Full Text  (515   words)| (c) 2010 Dow Jones Company, Inc. Reproduced with permission of copyright owner. Further reproduction or distribution is prohibited without permission. HONG KONGLuxury hotel operator Shangri-La Asia Ltd. said Wednesday its 2009 net profit rose 54%, lifted by higher property prices, though its core hotels business suffered from a sharp drop in demand due to the global financial crisis. The economic crisis hit the hospitality sector as businesses restricted employee travel and tourist numbers declined. The industry has lagged other sectors in its recovery outlook, even as demand has been making a comeback since the end of 2008. The Hong Kong-listed company, which is controlled by Malaysian businessman Robert Kuok Hock-nien, said though it expects improvements in its business this year and next, it doesnt expect to return to pre-crisis levels until 2012. Weve been fairly encouraged by the last 10 to 12 weeks, said Shangri-La Chief Financial Officer Madhu Rao at a news conference, adding there has been a return in business travellers. He also said he expects the second half of this year to be better than the first. Shangri-La, which owned stakes in 49 hotels at the end of last year, said its net profit for 2009 totaled US$255. million, up from US$165. 9 million a year earlier. Revenue fell 9% to US$1. 23 billion from US$1. 35 billion. The strength in Shangri-Las earnings was mainly due to a US$327. 1 million non-cash property revaluation gain, up from US$13 million in 2008, reflecting higher property rates. The company has stakes in a number of investment properties such as shopping malls and offices, mainly in the Asia-Pacific region. Stripping out the accounting gain, Shangri-Las operating profit for the year fell 69% to US$51. 3 million from US$163. 2 million, dragged by the poor performance of its core hotel operations. Total revenue for room rentals fell 15% for the year to US$570. 2 million from US$674. 2 million, with average revenue per available rooma key metric of the hoteliers performancefalling 24% for the year. RevPAR for its hotels in mainland China, Shangri-Las biggest single market, fell 27% to US$66 from US$91, while RevPAR for its hotels in Hong Kong fell 24% to US$157 from US$206. Shangri-La said it saw more opportunities in China as the nations economy continues to expand and that outside of projects it has already committed to do in Beijing and Shanghai, most of the companys development focus will be in provincial cities. Credit Suisse said last week Shangri-La Asias well-established footprint in tier-two and tier-three cities in China should help it generate superior returns over the next three to five years, noting hotel room oversupply concerns persist in tier-one cities such as Beijing and Shanghai. The brokerage firm said Shangri-La Asia would likely have stronger earnings growth momentum compared with regional peers Hong Kong Shanghai Hotels Ltd. and Mandarin Oriental International Ltd. due to expectations its hotel portfolio will increase 26% over the next three years in terms of rooms. Shangri-Las disappointing core earnings performance comes after rival Hong Kong ; Shanghai Hotels last week reported a 61% drop in underlying profit to HK$315 million from HK$807 million in 2008 as hotel revenue was hit hard by the financial crisis from January to August. Credit: By Kate OKeeffe | Translate document from:   | Other available formats: Abstract Find more documents like this: Subjects: Hotels motels Bond issues Stock offerings Capital formation More options v | | Shangri-La raises $375m in rare market foray for Kuok; Euroweek. London: Feb 13, 2004. pg. 1 Abstract (Summary) Shangri-La Asia, the Asia Pacific hotels group controlled by Malaysian businessman Robert Kuok, on Monday raised $375m in a dual $200m convertible bond and HK$1. 354bn issue of new shares. The dual deal, led by JP Morgan, was the first such joint exercise from Hong Kong, emulating the larger deals from Singapore earlier this year. In Hong Kong, only Star Cruises has achieved similarly attractive 5 year funding in recent memory. The last time Shangri-La Asia issued a convertible was in the racy markets of 1993.   Jump to indexing (document details) Full Text  (626   words)| Copyright Euromoney Institutional Investor PLC Feb 13, 2004 Shangri-La Asia, the Asia Pacific hotels group controlled by Malaysian businessman Robert Kuok, on Monday raised $375m in a dual $200m convertible bond and HK$1. 354bn issue of new shares. The dual deal, led by JP Morgan, was the first such joint exercise from Hong Kong, emulating the larger deals from S ingapore earlier this year. The challenge was to raise $375m for a company whose stock is illiquid, with less than $1. m trading a day on average. The total fundraising represented 325 days average trading volume. Moreover, there is little or no stock borrow available, making it almost impossible for buyers to set up the usual delta hedge strategies. Shangri-La also wanted to defer dilution because in hotel development, returns lag investment by several years. The company was also wary of stretching its balance sheet, which has previously been geared at 35% or less. The compelling terms available in the CB market made a convertible an obvious choice. However, the stocks illiquidity and the lack of stock borrow meant a maximum size of about $200m. These conditions also meant it appealed more to outright buyers than arbitrage funds. With the CB, Shangri-La secured five year funding at a zero coupon. Issued at par with redemption at 114. 633 and no put, the deal yields 2. 75%. In Hong Kong, only Star Cruises has achieved similarly attractive five year funding in recent memory. The tightly priced jumbo convertible from Henderson Land recently had a one year put structure. The conversion premium of 25% was at the low end of the range, but JP Morgan extracted implied volatility of just over 32%, compared with about 35% historical volatility, which is an excellent result for a non-technology stock. There is still huge interest in any stock that offers a play on the Chinese market. Kuok, with his high level connections in China, is considered more likely than others to succeed. There was price sensitivity in the book, as the buyers were mainly the European CB funds and other more equity focused players in the US and Asia, said a CB specialist in Hong Kong. Solid buyers who tend not to flip issues in the immediate after-market are always more cautious on pricing. The bond floor is also notable, pricing at just under 90%. For an issuer of this type to secure five year funds at modest cost, the investor base demands a floor of about 90% as a minimum, said the same specialist. The last time Shangri-La Asia issued a convertible was in the racy markets of 1993 , when the Kuala Lumpur stock market was often trading more shares daily than the NYSE. Although originally Malaysian, Kuok has lived in Hong Kong for many years, from where he has steadily built his plantations-to-shipping-to-hotels group of listed companies. Recently Kuok has focused much of his attention on mainland China. Shangri-La Asia, for example, owns Beijings largest hotel, the Kerry Centre Hotel. The new funds are slated for further expansion in China. The 183m shares were sold at HK$7. 40, a 7. 5% discount to the stocks HK$8 close on Monday. That was the wide end of the 5%-7. 5% discount range. Shangri-La has not traditionally enjoyed a strong following among funds outside Asia, largely because of its modest trading volumes and also because Kuok has for decades tended to steer clear of the capital markets. For this reason most of the shares were sold in Asia. With trading volumes at a little over HK$24m daily, the new share issue represented 56 days trading and will dilute shareholders (other than Kuoks Kerry Group) by roughly 8. 5%. Kerry owns slightly over 50% of the company and in keeping with Kuoks practice of retaining control of group companies, it took up $85m, or 48. 5%, of the shares on offer. ction: International News BEIJINGTheres much more than hotels in Shangri-La Hotels and Resorts expansion plans for the Peoples Republic of China. To staff both its present seven and at least 10 new properties set to open by 1998, Shangri-La is opening two new training facilities. A management-training center will open in Beijing in February, and an Institute of Management wil l open in Shenzhen at the end of 1996. Current Chinese employees total 7,000, a number which will increase to approximately 17,000 with the proposed expansion, said Phil Stephenson, group director of human resources. Our management projections indicate that we will need to train and develop 5,000 managers and supervisors during the next five years to meet the needs of the expansion and replacements. Experienced managers and supervisors are simply not readily available in China, Stephenson said. We are therefore taking a pro-active stance by developing our own hotel educational institutes. The Beijing project is expected to have start-up costs of $280,000, with operating costs of $645,000 annually. The facility is expected to graduate more than 1,000 students each year. The Institute of Management will be a much bigger project, involving construction of a campus-style school including classrooms and dormitories, Stephenson said. It will graduate 450 students a year in a 48-week prog ram. To launch the Beijing project, Shangri-La and the Beijing Second Foreign Languages Institute have formed a partnership to operate the non-profit hotel-management training center. It will be located within the,institutes existing campus setting and will include classrooms, dormitories and recreational facilities. Open only to hotel employees selected for their potential for company advancementand whose salaries will continue to be paid by their properties during their eight-week training sessionsinstructional areas will cover supervisory and management positions such as housekeeping, food and beverage, communications and marketing. Targeted training In Beijing, we are not grooming an elite executive corps, a Shangri-La spokesperson said. We are training to meet our area of greatest need, which is at the middle-management and supervisory levels. There are no accredited hotel management schools either in China or in the region, and there is a real need to teach basic concepts of management and delegation of responsibility, something that is not part of current Chinese society. Des Pugson, group director of training and development, said the schools also will help meet the rising demand for more local people to be employed. Training must also produce sufficient numbers not just for present needs, but to replace employees other foreign joint-venture companies lure away. Our people are bright, personable and speak English well, Pugson said. Those are skills that are in very high demand these days in China. No wonder Shangri-La is a company other people are happy to poach from. According to company guidelines, the Beijing school is designed for potential supervisors and junior managers who will receive standardized training and educational programs. Graduates are expected to perform above average upon return to their work unit, and will command respect from subordinates, peers and managers, the guidelines said. They also are expected to be less likely to leave the company. Building leadership The Shenzhen management course will target future Peoples Republic of China managers and educate potential leaders for specific career moves. The program will develop multidisciplined hotel managers with practical understanding of the divisions of the hotel, and their relationship with the wider business market, the program guidelines said. Therefore, this will allow them to be allocated to different departments, divisions and hotel locations. Pugson stressed the program will have standards comparable to overseas hotel education institutes such as Cornell. Shangri-La now operates 27 hotels, all in Asia except for a property in Vancouver, British Columbia. Pacific Rim locales include China, Fiji, Hong Kong, Indonesia, Malaysia, the Philippines, Singapore, Taiwan and Thailand. Most of its hotels are in Chinain Beijing, Hang-zhou, Shanghai, Shenzhen and Xianand in Malaysia, where it has six properties. Secondary-city strategy Expansion in China will focus on the countrys secondary citiesthose with populations between 3 million and 5 million, Pugson said. Properties with announced openings include Beihai next spring, Shenyang and Changchun in 1996, and Dalian in 1997. Pugson expects that in this new group of hotels, perhaps 60 percent to 70 percent of the patrons will be Peoples Republic of China citizens. There are more and more local people who can afford quality accommodations, a trend we have noticed in Malaysia where, as the market matured during the past three to four years, the percentage of clients who are nationals has steadily grown, Pugson said. PHOTO: The Shangri-La Hotel Shenzhen will benefit from the training facilities. ~~~~~~~~ By Robert Selwitz HMM New York Bureau

OPENING DOORS A study of the Read To A Child program in the South Bend Essay

OPENING DOORS A study of the Read To A Child program in the South Bend School Corporation - Essay Example It is unfortunate that 40 percent of all nine-year-olds score below the basic level on the National Assessment of Educational Progress (NAEP).Moreover, there is a continuing gap between white students and African-American and Hispanic students. While 69 percent of African-American and 64 percent of Hispanic students scored below basic in 1994, only 31 percent of white fourth graders did. This is caused due to various socio-economic conditions coupled with lack of background knowledge of phonemes or speech sounds to the children belonging to this community. This is the reason that several ambitious projects aimed at enabling a child to read at grade level have been initiated both by the government ('No Child Left Behind' and 'America Reads') and volunteering agencies. One such project initiated by South Bend Community School Corporation is "Read to a Child Program" with a mission to ensure that a child develop a love for reading and is able to read well and independently by the end of the third grade. Reading is not developmental or natural, but is learned and requires a lot of practice, caring environment, background knowledge and motivation not only to be provided by the school but also by all the care-givers, parents, grand- parents, relatives, other community members and volunteers. Children who fall behind at an early age (K and grade 1) fall further and further behind over time. Longitudinal studies show that of the children who are diagnosed as reading disabled in third grade, 74% remain disabled in ninth grade (Fletcher, et al., 1994; Shaywitz, Escobar, Shaywitz, Fletcher, & Makuch, 1992; Stanovich, 1986; Stanovich & Siegel, 1994). Treatment intervention research done at The National Institute of Child Health and Development (NICHD) educational research program has shown that appropriate early direct instruction seems to be the best medicine for reading problem. The purpose of providing extra instructional time is to help children achieve levels of literacy that will enab le them to be successful through their school careers and beyond. This paper is meant to study the policies and practices and strategies being employed towards the target of achieving proficiency in reading by our young readers both by the government and volunteering agencies especially in South Block Community School Organization and how effective they have been in achieving the task at hand and what further improvement in the strategies and practices and learning designs are called for in order to make the programs more effective. Located in north-central Indiana, South Bend Community School Corporation is St. Joseph county's oldest and largest school corporation, and the fourth largest school corporation in Indiana and apart from traditional students, it caters to the needs of a significant number of special needs students and students coming from different ethnic background , resultantly the achievement gaps which are differences in the levels of learning among different demographic student subgroups because of their socio-economic conditions and exist nationally, are much wider here than anywhere else. The challenge of bringing these students at par with other students of the same

Week7 assignment Example | Topics and Well Written Essays - 250 words

Week7 - Assignment Example In the process, those who should encourage an alcoholic to get help become part of the hindrance to seeking help. Enabling is the other practice that delays recovery from alcoholism. It refers to a protective behavior in which persons close to alcoholics protect them from experiencing the full consequences of their actions; instead, allowing them to continue drinking in the knowledge that someone is looking out for them. Overcoming enabling is the first step to treating alcoholism. An alcoholic should be prepared to meet the problem personally. Consider a situation where an alcoholic spends money intended for food and paying bills on alcohol. Instead of taking money meant for other purposes to do buy food, the spouse may decide to take the children to a relative’s place for a week and let the alcoholic come to a home without food, lights and water for that period. Only then can such an alcoholic understand and appreciate the depth of the problem. From the delays caused by enabling and denial, it is clear that social factors affect the tendency of a person to abuse substances. Use of high potency marijuana has social impact on society amongst which is the link between marijuana use and violent crime. Studies indicate that crime and drug use occur simultaneously. Friends that encourage others to use marijuana are among the main social factors of high-potency marijuana usage (Stevenson, 2013). Hence, peer pressure and the urge to fit in are rather critical social issues in high potency marijuana use. Second, use of high potency marijuana has adverse social effects on the users; including negative effects on their mind, low esteem, possible addiction and progression to other drugs and obesity (Stevenson, 2013). All these effects negatively affect the social functioning of an individual such as making and maintaining

Dialysis Experience Essay Example for Free

Dialysis Experience Essay Hemodialysis (HD) is one of several renal replacement therapies used for the treatment of end stage kidney disease (ESKD) and kidney failure. Dialysis removes excess fluids and waste products and restores chemical and electrolyte balance. HD involves passing the patient’s blood through an artificial semipermeable membrane to perform the filtering and excretion functions of the kidney. One important step before starting regular hemodialysis sessions is preparing the vascular access; ideally, a vascular access should be placed weeks or months before you start dialysis. The early placement of the vascular access will allow sufficient time for the access to heal and mature. The three basic kinds of vascular access for hemodialysis are an arteriovenous (AV) fistula, an arteriovenous (AV) graft, and a venous catheter. Peritoneal dialysis (PD) occurs though diffusion and osmosis across the semipermeable peritoneal membrane and capillaries. The peritoneal membrane is large and porous. It allows solutes and water to move from an area of higher concentration in the blood to an area of lower concentration in the dialyzing fluid (diffusion). The fluid and waste products dialyzed from the patient move through the blood vessel walls, the interstitial tissues, and the peritoneal membrane and are removed when the dialyzing fluid is drained from the body through a siliconized rubber (Silastic) catheter that is surgically placed into the abdominal cavity. PD is slower than hemodialysis (HD), however, and more time is needed to achieve the same effect. As far as treatment options, both have complications. Hemodialysis includes Disequilibrium syndrome, muscle cramps, hemorrhage, air embolus, cardiac dysrhythmia, and Hemodynamic changes such as hypotension and anemia. Peritoneal dialysis complications include protein loss, peritonitis, hyperglycemia, respiratory distress, and bowel perforation. Hemodialysis Nursing care and roles are to monitor the patient immediately and for several hours after dialysis for any side effects from the treatment. Common problems include hypotension, headache, nausea, malaise, and vomiting, dizziness, and muscle cramps. The nurse must obtain vital signs and weight for comparison with pre-dialysis measurements. Blood pressure and weight are expected to be reduced as a result of fluid removal. Hypotension may require rehydration with IV fluids, such as normal saline. The patient’s temperature may also be elevated because the dialysis machine warms the blood slightly. If a fever results, sepsis may be present and a blood sample is needed for culture and sensitivity. The heparin required during hemodialysis increases the clotting time and thus the risk for excessive bleeding. All invasive procedures must be avoided for 4 to 6 hours after dialysis. Continually monitor the patient for hemorrhage during dialysis and for one hour after. Peritoneal dialysis nursing care and roles are to start and monitor during PD. Before treatment, assess baseline vital signs including blood pressure, apical and radial pulse rates, temperature, quality of respirations, and breath sounds. Weigh the patient, always on the same scale, before the procedure and at least 24 hours while receiving treatment. Weight should be checked after a drain and before the next fill to monitor the patient’s dry weight. Baseline laboratory tests, such as electrolyte and glucose levels, are obtained before starting PD and are repeated at least daily during the treatment. Vital signs need to be recorded every 15-30 minutes. Assess for signs of respiratory distress, pain, discomfort. Dressing around the catheter site must be checked every 30 minutes for wetness during procedure. Maintain accurate inflow and outflow records. The nurse monitors the treatment to make sure the client is getting the right amount of hemodialysis to remove enough wastes from the blood. About once a month, the client’s blood will be tested by using one of two formulas; urea reduction ratio (URR) or total urea clearance (Kt/V). The physician may adjust the hemodialysis intensity and frequency based on the test results. These labs are crucial and must be checked monthly while being on dialysis. Mr. L was the gentleman I chose to assess, he was very friendly and talkative; has been a dialysis client for the past three years. He has dialysis treatments three times a week, and treatments are approximately 3 to 4 hours long depending on his level that day. I asked Mr. L how he felt about being on dialysis and his response was â€Å"In the early days of dialysis, I would not even drive myself home. I would just collapse on the couch in he living room and be there until morning. But all that has changed. I now drive myself to and from dialysis, and I feel just fine after. I even have a part time job now. I tend to be very hungry after dialysis so I try eating something as soon as I get home. Just one evening recently it was like old times. It was because the nurse took off more than I wanted and my body really reacted to it. I just went home and collapsed. I was not even able to work the next day. But that is very rare for me. † I enjoyed our conversation and my experience at the dialysis center.

McCarthyism: The Modern American Witchhunt :: Essays Papers

McCarthyism: The Modern American Witchhunt "Have you no sense of decency sir, at long last? Have you left no sense of decency?" -Joseph Welch, lawyer for the Secretary of the Army Introduction By the time Republican Senator Joseph R. McCarthy gave his first speech in which he accused 205 members of President Harry Truman's democratic government of being communist on Feb. 9, 1950 there was already a lingering anti-Communist attitude in the United States. Which is why his speech, given in West Virginia, far from Washington DC, and from his home state of Wisconsin, made such an impact. Most of what he said has been forgotten, the speech was never recorded, but what he started with that speech would win him and his actions a place in American history. McCarthyism: a word synonymous with lying, government cover-ups and abuse, and the private war of one man against what he saw as a threat to the American way of life. Countless lives would be ruined by his crusade. , those of government officials and private citizens alike. When it was all over McCarthy's vehemence would bring his own downfall. MaCarthy and his followers caused panic and fear of communism in those who were ordinary citizens. For those who were targeted and accused, however, McCarthy and his followers did much more. How it was done Governmental structures, local and federal, set up various un- American activites committees. These committees were set up solely to find and prosecute communists, or suspected communists. They drew the attention of the American public in every city that they were, furthering the panic of the "red scare." They set up inquisitions to take care of their targets. Loyalty review boards were set up by President Truman in 1947, and were used quite frequently in the 1950's. Nearly all public employees were forced through these boards, although most went through swiftly without trouble. These boards were not able to imprison people, but they were able to take their jobs from them. Private industries were often more harsh on their employees suspected of being communist. To avoid public embarrassment that could be detrimental in the ultra- patriotic 1950's they would often hire people who were ultra-patriotic to weed out the communist, or suspected communists in their corporations.

Vacant Chapter 7 Tradition

For the second time since she came into my life, Emily and I walk away from the Gale Street Shelter. After making the trip with her last year, which was her first Christmas without her mom, I know how important â€Å"giving back† really is especially where Emily is concerned. I can't help but glance over at her as we make the journey home. This girl – woman – has been part of my life for 487 days, give or take a few hours. As I look back now, I realize I'm keeping track because the day I met Emily was the day I began to live, a rebirth in the form of a brunette angel who's never asked for anything, yet I can't help giving her everything I can. The past year has been filled with much patience and restraint on my part. As I realize Emily is still a child in the eyes of the law, I struggle to keep my mind on a virtuous path. Sometimes I swear she's torturing me. This morning she decided to get a drink of orange juice after taking a shower but before getting dressed. She says she likes the taste of orange juice while the mint of the toothpaste lingers. I walked out of the bedroom, and there's Emily†¦ bending over†¦ reaching for juice†¦in a towel. And because I'm frugal, our towels are cheap and on the small side. I think she knows she's torturing me when she stands there, flexing her leg. I leave the house without my lunch or coat in haste to escape. I don't want to continue down this path with my thoughts. I've made a vow to myself that my relationship with Emily will remain chaste, but it doesn't mean I don't have to redirect my thoughts on a consistent basis. I'm only human. On my way to work I make a mental note to save some money so I can buy her a robe†¦ with full coverage. The temperature has dropped since our arrival at the shelter this morning, so we walk quickly. This is our Christmas tradition now. Emily asked that we visit last year as a way to remember her mother. Now, I see how lucky we truly are with what we have. There are so many who have nothing. Our home may lack many of the modern conveniences and technological advances of most, but we are healthy, bellies full, and we have a roof over our heads. Helping to serve dinner and visit with the shelter patrons is a way for Emily and me to pay it forward. We don't exchange expensive gifts. Instead, I always get her a new kitchen gadget from the Dollar Store, and she always bakes me butterscotch cookies. It's not much, but it's meaningful and the only thing that counts to us. As my arm swings with the rhythm of my feet, I brush Emily's fingers with my own. It's an innocent accident, though the sudden warmth in my chest is anything but. I'm not sure how much longer I'll be able to keep up this ruse, playing her brotherly protector. While Emily has never spoken about boys in her class or voiced interests of the romantic sort, I know it's inevitable. She has blossomed into a beautiful creature who has no idea of the devastation her beauty wreaks upon me and, surely, the boys around her. Her smile is infectious, and it's only a matter of time before a suitor comes knocking at our door. I kind of feel sorry for the poor boy, as my first time meeting him will most likely be ugly. I'm a fierce guardian where Emily is concerned, not just because it's my duty to protect her but because seeing Emily with another guy will end me. I want to reach out and take her hand in mine as we walk, but I don't. I have calculated the difference in our ages. Five years doesn't seem all that much when she is twenty and I'm twenty-five. However, she is seventeen and still a minor, which is the only important difference, no matter how hard my libido begs to differ. I have to prepare for her to have romantic feelings for someone her own age, not a twenty-two year-old guy who has to act like her older brother. Sisters rarely hold hands with their brothers. â€Å"Why don't you go out on dates?† Emily suddenly asks in the middle of New Year's Day dinner. She insists on serving black-eyed peas because they are lucky if you eat them on the first day of the year. They taste like shit, but as usual, I humor her by eating them. â€Å"Huh?† I stall. She's familiar with my deliberate stall tactic and narrows her eyes at me. â€Å"I've never seen you with a woman.† She pauses, like she's unsure how to broach the next part. â€Å"I mean, you're a good looking guy. There have to be opportunities for you to go out†¦Ã¢â‚¬  She stops and takes a deep breath as if preparing herself for my answer. â€Å"Uhhh†¦Ã¢â‚¬  Yep. â€Å"Never mind, Ethan. I can tell it's not a topic you want to talk about.† With that, she leaves the table and her half-eaten plate and heads for the bedroom, one of her only options for privacy . The door closes and I'm left feeling more confused than ever. I'm learning that girls are confusing, especially where Emily is concerned.

Voices From The Street Exploring The Realities Of Family...

Gultekin, L., Brush, B. L., Baiardi, J. M., Kirk, K., Vanmaldeghem, K. (2014). Voices From the Street: Exploring the Realities of Family Homelessness. Journal of Family Nursing, 20(4), 390-414. doi:10.1177/1074840714548943 The purpose of this study were to conduct focus groups with homeless mothers and their case workers in Detroit, Michigan, to explore the pathways into homelessness, to understand the day to day experiences of living in shelters, the process of rehousing, identify real and perceived barriers of homeless families attempting to reestablish stable housing, and to understand the impact of the homeless families’ complete health and welfare. The design and sample of the study were a simple qualitative and descriptive design and consist of seven caseworkers and twenty-one homeless mothers and broken into four focus groups. 90 minutes semi-structured interviews were used during the focus groups for data collection. The analysis of the data collected from the focus groups of homeless mothers identified four predominant themes that illuminate these women experiences with homelessness: Pathways to and the meaning of homelessness, daily shelter life and the rehousing process, impact on health and well-being, and personal needs and wants. Then the analyses of the data collected from the caseworkers were evaluated to find similarities and differences of perceptions, which lead to several significant findings that included the following; reports of family historiesShow MoreRelatedStreet Children17655 Words   |  71 Pages_______________________ ___________________ Name Examiner Signature _______________________ ___________________ ACKNOWLEDGMENTS Well, I have enjoyed various supports from different people and organizations through out my work on this senior essay; and I am grateful to each one of them. Assefa Melka, my advisor, I am thankful to your friendly advise on my work and free offerings that you provided me with. I wish youRead MoreAn Employers Guide Inclusive Workplace16409 Words   |  66 Pagessolutions to business problems. Inclusive workplaces that openly communicate their values and strategies on equality, human rights and inclusion are capitalising on this as they are able to attract a wider pool of applicants and talent. Candidates from minority groups may be put off applying for positions in organisations that do not make their commitment to inclusion known. Retain productive and committed staff Inclusive workplaces that understand the needs of their employees and make staffRead MoreAbstract: Strategic Contingency Planning23625 Words   |  95 PagesContingency planning should be part of an organization’s quality cycle as well. â€Å"Business continuity and disaster recovery have gained somewhat in the eyes of top corporate management since the start of the 1990s. As the industry has slowly evolved from what could almost have been called a ‘black art’ to something starting to resemble a disciplined science, basic business principles have begun to become increasingly relevant† (Rothstein, 2003, p. 1). Purpose of this Study In this study, theRead MoreDeveloping Management Skills404131 Words   |  1617 PagesWeidemann-Book Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright  © 2011, 2007, 2005, 2002, 1998 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproductionRead MoreInnovators Dna84615 Words   |  339 Pages(Continued from front flap) is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely published in strategy and business journals and was the fourth most cited management scholar from 1996–2006. is a professor of leadership at INSEAD. He consults to organizations around the world on innovation, globalization, and transformation and has published extensively in leading academic and business journals. is the Robert and Jane Cizik