Inequality in British Schools Essay Example for Free

Inequality in British Schools Essay The educational system is one of the most influential institutions in society as it provides young people with a vast amount of knowledge, attitudes and skills. These are acquired formally through set lessons or informally through the ‘hidden curriculum’ which provides the unofficial and unplanned consequences of school experience. Social Inequality is one of the major preoccupations of sociology. The relationship between inequality and education has been studied for many years. Although it seems obvious that educational success is simply down to an individual’s capabilities and motivation, sociological research shows that the inequalities in social class, gender and race and ethnicity have had a huge influence in the differential achievement within British schooling. The development of the educational system in Britain was first put in place to secure equal educational opportunities for all young people, however despite these efforts, sociological evidence states that not all children with the same ability achieve the same success. Some sociologists, such as Charles Murray have contended with the idea that genetic intellectual potential determines an individual’s performance in school. This idea is rejected by the conflict theorist’s as they believe social class to be one of the main factors that determine whether a child is successful at school or not, as there are major differences between the levels of achievement of those that are part of the working social class and those apart of the middle class. (Macionis. J, Plummer.K, 2008) One of the main explanations for this is material deprivation. Working class families are financially in a worse position than those of the middle class and therefore are not able to make the most of their educational opportunities. As they are living in poorer housing conditions they may not have the space at home to be able to complete their schoolwork with full concentration. The lack of financial funds means that many families will not be able to provide their children with the necessities needed to fully develop within education, for example a household computer, sports equipment, or even money for school trips. It may be financially difficult for parents on a low income to support their children in higher education as well. Although student grants have been put in place, many children avoid higher education as they worry about the debt or travel costs. It also more likely for those from a working class  background to be managing education with a part time job, such as paper rounds or shop work, this can cause conflict between the amount of time available for work and the amount of time spent on studying. (Browne. K, 2005) Research suggests that it is not only factors outside of the school that can effect achievement; there are also factors inside the school that have an impact on a child’s educational experiences. Teachers have been known to take into account things such as a child’s standard of behaviour, dress, speech and their social class and background and this reflects how teachers treat particular individuals within the classroom. Teachers are often part of the middle class and the children that share the same values and standards are likely to be seen as ‘brighter’ than those with working class values. The working class have a different focus on their values, attitudes and their lifestyle in soc iety. This often works as a barrier to the success of the working class. The blame for underachievement is often focused in the direction of the family and community. These material and cultural conditions put working class children at a disadvantage when it comes to achievement in schools. Many of these factors, which have no relation to biological potential, have contributed to the educational class divide in Britain. Sociologist Robert.K.Merton was credited for the term ‘self-fulfilling prophecy’ which focuses on a teacher’s attitude towards a pupil, for example if a pupil is labelled as bright and is encouraged and praised by the teacher, the child will feel self-confident and will strive for success. On the other hand if the teacher labels a pupil as ‘un co-operative’ or from a ‘poor’ background, this can cause low self-esteem and the pupil will be likely to fail to achieve much success. The Neo Marxist’s perspective on class stratification in Britain claims that schools create a ‘false class consciousness’ so it seems that they promote equal opportunities for all, but they really reproduce a capitalist division of labour, preparing young people for class-determined careers in the labour market. Willis (1977) accepts the Marxist’s view on education being closely linked to the needs of the capitalist’s system; however he does not agree with the idea of there being a direct link between education and the economy. (Macionis. J, Plummer.K, 2008) His study found that â€Å"poorer children often grow up in environments where people see little hope of upward social mobility and rebel against the system rather than trying to  conform with in. In such an environment adults often discourage rather than encourage success at school.† (Macionis. J, Plummer.K, 2008) Social class is not the only inequality in Britain’s schooling. So ciologists have also found a link between gender and academic success. Until the late 1980’s there was high concern about the underachievement of girls. Societies had been structured to consider schooling more important for males than for females. Although the gap in gender inequality has narrowed in Britain, many women still study traditionally feminine subjects, such as literature whilst men are more likely to study subjects that are seen to be more masculine like engineering. (Macionis. J, Plummer.K, 2008) Sue Sharpe in a 1976 survey called ‘just like a girl’ discovered that the priorities of young girls were ‘love, marriage, husbands, children and then jobs and careers, more or less in that order’. When she repeated her research in 1994, she found that the order had changed to ‘having a job, career and being able to support themselves before having a family.’ (Browne. K, 2005) Weiner (1995) has argued that teachers have more forcefully challenged stereotypes since the 1980’s and sexist images have been removed from learning materials, which could be the reason for the changes in girl’s attitudes towards their own education. The increase in incentives for girls to gain qu alifications has been due to a number of reasons, one of them being the women’s movement that managed to achieve a great deal of success in challenging traditional stereotypes for women’s roles in society. Many women now look past traditional roles, such as housewives and mothers and are motivated to gain independence and to do well in their careers. Women on average work hard during their time at school and are more motivated to do well. They put more effort into their presentation as they give up more time to do their school work. (Browne. K, 2005) It is clear that there have been major changes in the gender perception of girls in Britain’s schools and the inequalities between males and females has become less and less. Although certain traditional gender perceptions exist through subject choice, females now have more equal opportunities to gain knowledge within the classroom and achieve success. However in modern day society the tables have now turned and there has been a sudden ‘moral panic’ over the underachievement of boys. (Weiner, Arnot and David 1997) Swann (1992) found that boys dominated class discussion by often acting inappropriately and interrupting, whereas girls  are known to have a more laid back attitude within the classroom and are praised for their abilities to listen and co-operate, which leads to the teacher having a more positive view to girls within the class, helping to produce the ‘self-fulfilling prophecy’ of girls greater achievement levels. (Holborn.M and Langley.P, 2002) Mitsos and Browne accept that boys are under-achieving and suggest that it is because men are culturally encouraged to appear macho and tough in society and these types of behaviours take place within the classroom and distract from learning. They also believe that the decline in manual work may result in the working class boys losing motivation as it is getting harder and harder to find jobs. Although these reasons seem valid, sociologists believe that more research has to be done within this area. (Holborn.M and Langley.P, 2002) More recent studies on education and gender have come away from the simple ‘differential achievement’ and now take into account a lot more processes within schools. The active role of the pupil is seen to create gender relationships and the way in which children form ideas on identities is seen to have a bigger impact. We have discussed social class and gender inequalities within Britain’s schools; however we are still to look into ethni city and race and the effects this has on differential achievement within schools. Many children from ethnic minority backgrounds tend to not do as well as other members of the population when it comes to education. Similar to the working class issues as majority of ethnic minority groups are part of the working class they face a series of disadvantages in social conditions, such as poor housing conditions and higher rates of unemployment within their home, which can cause a disadvantage in the chances of success. (Macionis. J, Plummer.K, 2008) Ethnic minorities are also at a disadvantage in school as they often suffer from isolation or racism from other pupils or are even discriminated against from teachers. Although, all schools in Britain are now legally obliged to have an anti-racist policy and teachers are now trained in equality legislation, research in secondary schools has shown conflict between white teachers and African Caribbean pupils. Stereotypes of African Caribbean young males have caused teachers to have more positive expectations of other ethnic mi nority groups, more than others. This explains the high level of black exclusions from schools and also explains why most permanent exclusions are down to disobedience of some sort, for  example pupils refusing to conform to school rules or being verbally abusive to teachers. The Labelling of certain pupils can cause them to comply with what is expected of them, for example disruptive behaviour and therefore leads to major effects on achievement. Phoenix (2001) conducted numerous studies identifying racism in schools; some suggest teachers discriminate against black and South Asian students, treating them in stereotypical ways. (Holborn.M and Langley.P, 2002) Racism can cause ethnic minorities to feel in some ways rejected from society and therefore racism within schools can cause young people to feel rejected from school as well, which can lead to prevention of achievement as individuals are not able to work to their full potential as they are not happy and comfortable in the school environment. Not all sociologists agree with the inequalities of ethnic minorities in schools. Taylor (1981) argues that the emphasis on faults in the education system should be treated with some degree of caution. Teachers do not necessarily behave in ways that reflect negative stereotypes of ethnic minority groups according to Taylor and that many teachers consider ethnic equality within schools to be of a high level of importance. (Holborn.M and Langley.P, 2002) There is enough evidence to link differential achievement with inequalities within Britain’s schools. Social class and ethnic inequalities effect the education and success of some pupils to some extent. Although, there have been developments and improvements on equality in society as a whole including educational institutions, there is still a long way to go before all individuals can be provided with equal opportunities of success. There are still clear class divisions within Britain’s schools as the working class are constantly at a disadvantage which prevents them from achieving to their full potential. Ethnic minority groups have very similar issues that need to be addressed in order for equal opportunities to evolve. However, there have been drastic changes in gender equality in schools and females and males are now being treated equally within the classroom. These changes have occurred within the whole of society as traditional gender stereotypes have been broken. These changes have had positive results as females now strive to achieve success. Referencing Browne, K., 2005. An introduction to sociology. 3rd ed. Cambridge: Polity Press Holborn, M., Langley, P., 2002. Sociology Themes and Perspectives. Fulham: Collins Macionis, J.J., Plummer, K., 2008. Sociology. 4th ed. Essex: Pearson Moore, S., Aiken, D., Chapman, S., 2006. Sociology A2. 2nd ed. Fulham: Collins Girls and Education (online) Available at: http://www.historylearningsite.co.uk/girls_education.htm Assessed on 07/06/2012

Improving Personal Efficiency At Work And In Life Commerce Essay

Improving Personal Efficiency At Work And In Life Commerce Essay The author of this paper is an engineering professional, who applies science (in the engineering inquiring system) to the real world during his work (Van Gigch, 2006). Organizations are continuously exploring methods to eliminate waste to lower the production cost and increase efficiency. This concept has evolved from a Two Bin System to a kanban System and most recently to a Toyota Production System (Hill, 2005). The author is intrigued by this organizational idea of reducing waste and increasing efficiency. He would like to apply the similar concept to increase personal productivity and efficiency at work and in his personal life. The proposed action plan intends to improve personal efficiency of the author at work and in life. The author deals with a variety of activities and tasks in his personal and work life during the day. These activities and tasks can vary from a simplest activity, such as starting a car ten minutes before departing for work, to solving a complex at work such as why a fastener broke during the assembly, and to writing a research paper for school. The phenomenon of friction is well known in a manufacturing industry. The usual engineering definition of friction is the resistance to relative motion of contacting bodies (Booser, 1983, p. 31). Magnitude of friction is usually expressed as a coefficient of friction ( µ), which is the ratio of the force F required to initiate or sustain relative tangential motion to the normal N which presses the two surfaces together. Thus  µ = F/N (Booser, 1983 p. 31). The right amount of friction is needed for two components to work efficiently and minimize wear. The same concept can be applied in work and life to improve personal efficiency. This action plan will develop a strategy to lower (balance) the friction in order to improve personal efficiency. Progress is becoming skilled consists largely in eliminating the useless (Laird, 1952, p.32). Productivity conceptually has two dimensions: efficiency and effectiveness. Efficiency is the level and quality of obtained from the amount of resources available (Smith, 1995). Competent performance defines efficiency doing something and doing something right (Smith, 1995. p. 7). The author will be exploring methods to produce a greater quantity with higher quality with the same amount of resources to improve his efficiency. The way in which the provider meets needs and demands of objectives defines effectiveness. A productivity plan is an action plan designed to achieve the twin goals of efficiency and effectiveness (Smith, 1995). Effectiveness relates to the extent to which the provider meets the needs and demands of the objectives. Improving productivity is a multi-faceted concept, which is linked with the achieving the goals efficiently and effectively. A productivity initiative is more than the statement of a set of goals; it is a plan to foster the achievement of those goals. It is an action plan designed to allow the system to get from here to there. (xxxx, xxxx) Productivity = f (efficiency, effectiveness) (Smith, 1995) The author has analyzed through the journaling activities during the course of Strategic Management of Human Resources that Personal Efficiency (PE) is affected by several factors. These factors are goal setting, communication style, negotiation and collaboration skills, art of persuasion, procrastination, locus of control, motivation, behavior and attitude, stress and burnout, influence, power authority, personal temperament, and networking. (Nelson, 2006) Assessment The author has gone through several self assessment exercises to identify his weaknesses and strengths. The author leads a busy personal and work life, thus it is important for the author to be efficient. The author will look at several factors to improve upon his Personal Efficiency within this action plan. The author agrees with Edmund and Morris (2000) that having too much information which uses up too much of their time, causes to feel stressed which, in turn, affects our decision making (Karlsson, 2006, page number) further, The extreme development of natural material resources and their conservation in paralleled by a pitiable neglect of human mental resources (Laird, 1952, p. 1). The development in information technology has provided the author with various planning tools such as a personal computer, blackberry, palm organizer, and Microsoft outlook express, but not necessarily all of these additional aids have improved his efficiency. Within this action plan, the author will develop a plan to understand the utility level of available aids. Action Plan The author used a competency card tally sheet to analyze and assess his competencies. Timely Decision Making, Organizing and Priority Setting are the three competencies on which the author will focus. The author will use goal setting techniques and decision making models to improve upon stated timely decision making, organizing, and priority setting competencies. The author will use performance measurement system (PMS) to evaluate performance of accomplishment. The action plan will use a sequential process. First, data will be collected, second the data will be organized, and third an action plan will be formed, fourth the action plan will be executed. Finally, the process will be reviewed and reanalyzed periodically. Goal Setting A goal is a measurable accomplishment to be achieved within a specified time and under specific time constraints (Rouillard, 2002 p.4). The goal setting offers motivation and a tool for performance measurement (Griffen et al, 2009). The author will use SMART approach for goal setting. The author understands that the goals should be specific, measurable, attainable, and realistic and that they should be subject to deadlines. The author will set challenging goals which require effort, yet still be attainable (Griffen et al, 2009). The author will use a sequential process to set goals. First, he will brainstorm all the goals by writing them down on a notebook, those he would like to attain in his life. Second, he will categorize these goals by the time limit he would like to them achieved. The goals will be categorized by month, six months, one year, two years, five years, and ten years. After analysis author may find that some of the initial goals are thoughts and need not be classifie d as goals. The goals will be further analyze for acceptance of author. Next, the plan for accomplishment of all the goals will be set. The progress of each goal will be reviewed periodically. Daily goals will be reviewed daily, monthly goals will be reviewed weekly, semi-annual goals will be reviewed monthly, annual goals will be reviewed quarterly and bi-annual goals, five years. During the review, if it is found that a goal was not achieved within the time allocated than it will be analyzed for the reasons. The analysis will help the author to understand the reasons for failure to make necessary improvements. The analysis will provide information whether the author lacked the resources to accomplish the goal(s), or whether there was an uncertain event that occurred during the period. If analysis presented that the author lacked the resources than reevaluation of the resources will be done. If analysis presented that there was an uncertain event occurrence during the period than t he author will reevaluate the deadline for the goal(s). (Griffen et al, 2009). Procrastination has always been a factor for the poor performance for the author. There are times when decisions are made very rapidly and at other times they take much longer. Procrastination increases stress and uncertainty (Griffen et al, 2009).The purpose of developing timely decision making skills is to be able to make the best possible decision with the information available (Gowin, 1917). Decision Making Model Temperament analysis from the book identified the author as an ESTJ personality type, where E stands for extrovert, S for sensing, T for thinking and J for judging. The T, or Thinking personality most often makes decisions based on logic and optimization. This style of decision making fits with rational model of decision making. There are constraints in relation to available time and information which prohibit practicing a rational decision making model. (Griffen et al, 2009)The author will use a decision support system to understand how to use an alternative decision making model. Herbert Simon suggested that there are limits to how rational a decision maker can actually be. (Nelson et al, 2006, p. 319). The objective is to find acceptability and effectiveness in the results. This decision orders classification forms the basis for the decision alignment framework(Scherpereel, 2005 PAGE NUMBER). Bounded rationality model can be an alternative choice for the author to develop a heuristics approach for decision making. The author will list and evaluate alternatives to select a good enough alternative to make the decision timely.(xxxx). To understand the likely consequences of decisions, the author will analyze the importance of individual factors and choose the best course of action. It is the alignment of decision problem characterization (or primal elements) with available approaches (or dual elements) that determine the adequacy and efficacy of a decision (Scherpereel, 2005 Page Number). The following steps will be used to develop timely decision making competency. The author will define the goal and assign a deadline to achieve the goals. He will record the activities in a log book to track the time spend on each activity. The log book will also be used to create matrix to design the decision support system. The author will practice the timely decision making with smaller tasks to create a habit of making decisions on time. Motor habits, or habits of doing, are all that many people include as habits in their thinking (Leird, 1952, p.44). Form the habit of sticking to a job until it is done (Leird, 1952, p.177). An example of this task would be starting the car in the morning ten minutes before heading to work in winter. The author will monitor this activity through the log book until this activity becomes a programmed decision making. He will develop an evaluation system to understand pro and cons of decisions. After identifying the pro and cons of the making the decisions, he will apply the strategy to make the decisions. If you really want to increase your mental efficiency do these things, do not just read them (Leird, 1952, p.35). The author will continuously read scholarly material and consult with an expert on his decision making competency. Decision Support System The author will develop a decision support system (DSS) to improve upon timely decision making competency. G. Mallach (1994) stated that The Decision Support System (DSS) is a system whose purpose is to provide knowledge with information on which to base informed decisions (Chong, 2001. p. 1). Decision Support System generates information used to support a decision (Chong, 2001. p. 1). Next, the author will use cognitive maps (CM) as a tool to develop the decision support system. In a Cognitive Map, concepts are connected with lines, arrows, and blocks. The information in blocks represents concepts (cn) in the problem domain and the line will represent the causal relationships within the concepts. The causal relationship can be positive or negative. In the case of a positive relationship, an increase or decrease in the cause variable shows the effect variable moving in the same direction. In a negative relationship, the cause concept causes the effect concept to move in the opposite direction (Chong, 2001). Need groceries T1 Total time available on weekend T5 Car needs oil change T2 Finish SMHR action plan T3 Meeting friends in evening T4 + 1.50 hr + .50 hr + 15.00 hr + 2.0 hr Figure 1.1: Cognitive map showing activities on the weekend (Chong, 2001) Figure 1.1 shows a cognitive map to illustrate tasks those need to be completed and leisure time planned for the weekend. Figure 1.1 also shows an incident which was not the part of planning. This cognitive map (CM) is drawn to identify the utilization on available time on the weekend efficiently and effectively. Each activity has given identification e.g. need groceries is identified as T1(Chong, 2001). After the CM is created, it is transformed from a diagram to a matrix. Fist, the diagram is translated to an N x N matrix (where N is the number of activities used in the map). Then, the rows and columns in the matrix are labeled with domain concepts (Chong, 2001). After drawing the CM, the map undergoes a diagram-to-matrix transformation. The process begins with the creation of an N x N matrix where N is the number of activities used in the map. The rows and columns in the matrix are labeled with domain concepts. (xxxx, Page Number) T1 T2 T3 T4 T5 T1 0.0 0.0 0.0 0.0 1.50 T2 0.0 0.0 0.0 0.0 .50 T3 0.0 0.0 0.0 0.0 15.00 T4 0.0 0.0 0.0 0.0 2.00 T5 0.0 0.0 0.0 0.0 0.0 Fig 1.2: Matrix for the Cognitive Map on Fig 1.1 The fig. 1.2 shows a matrix of the information transferred from the cognitive map shown in fig. 1.1. The matrix shows the entry at row i, column j is the signed degree to which the activity (the source concept) influences (Chong, 2001, p. 3). When there is not relationship with an activity (Ti) to another activity (Tj) the value zero is inserted for the relationship. E.g. the activity T1 has no relationship with T2 on the cognitive map thus matrix has a zero entry for that relationship whereas activity T1 to T5 has a relationship that it will take 1.5 hour from the weekend thus it is given a 1.5 entry. The same concept (c) will be used throughout for information transformation from cognitive map to matrix. The author will be able adapt to this model after few practices (Chong, 2001). The summation of the activities will tell the author whether he was able to utilize the available time for the weekend effectively. For example, the sum of the matrix in the example shown on fig 1.2 is 19.0. The author had 2.0 hours allocated for leisure time from the total 19.0 hours available for the weekend. The summation calculation from the matrix shows that the author used 19.0 hours to accomplish all the activities. Thus he was able utilize the available time over the weekend effectively. The author will use the similar method for more complex problems (Lettieri et al, 2008). The author will make cognitive maps for one concept every week. This information will be made into a matrix as illustrated above. The information will be compiled into another matrix once the concept (tasks within the concept) is completed. The simple calculation for summation will be used to identify the efficiency of the proposed matrix to the actual matrix. Figure 1.2 shows the relationship between two matrixes before and after the completion of concept (Chong, 2001). T1 T2 T3 T4 T5 T1 0.0 0.0 0.0 0.0 1.50 T2 0.0 0.0 0.0 0.0 .50 T3 0.0 0.0 0.0 0.0 15.00 T4 0.0 0.0 0.0 0.0 2.00 T5 0.0 0.0 0.0 0.0 0.0 T1 T2 T3 T4 T5 T1 0.0 0.0 0.0 0.0 1.00 T2 0.0 0.0 0.0 0.0 .50 T3 0.0 0.0 0.0 0.0 14.50 T4 0.0 0.0 0.0 0.0 2.00 T5 0.0 0.0 0.0 0.0 0.0 Before After Fig 1.3: Matrix for before and after completion of the concept The summation calculation for the proposed matrix before the concept is completed is 19.00 hours whereas 18.00 hours for the matrix after concept is completed (Corral, 2008). This calculation provides the author with information for making future decisions as related to the activities defined with the illustrated concept (c1). The concept (c1) illustrates a very simple activity such as buying groceries as well as the complex activity of writing an action plan for the study course. The decisions the author faces can range from simple, with established programmed rule to complex decisions which require creative solutions (Chong, 2001). Most important is to identify the measures of efficiency and effectiveness based on the stated goals and objectives (Locke et al, 1981). The author assumes that in some cases it may be necessary to begin with new data collection for the appropriate measures. Finally, the productivity improvement process calls for new strategies to be developed for improving and monitoring productivity. Such strategies should be based on the goals and objectives first extrapolated (Griffen et al, 2009). Work and life balance Dr. Adam Butler, a psychology professor, suggested in his research that individuals should avoid preoccupation with work while at home (2010). The author will practice Dr. Butlers suggestion including finding challenges and learning opportunities outside of work and relaxation to enjoy leisure time. The author will also execute a plan to exercise regularly. These activities will help the author to balance life and work to become more efficient. Summary Productivity is the function of efficiency and effectiveness. The author has developed this action plan to improve his personal efficiency by using various decision making models, goal setting and motivation techniques. He will also use decision support systems, cognitive maps, and a strategy for work and life balance to improve his personal efficiency. The author has analyzed his competencies by using competency card tally sheet and other several self assessment tools taught during the course of Strategic Management of Human Resources. The sequential process action plan will be reviewed and reanalyzed periodically.

Health Care Needs Assessment Plan

Health Care Needs Assessment Plan WHO Needs Assessment Project Introduction This research gives commonsense help and direction to a nurse, undertaking group wellbeing needs appraisal and assessment. It gives data and guidance on the phases of necessities appraisal, empowering the attendant to finish the procedure sensibly inside her/his regular work. (Anderson TV) This project utilizes a comprehensive model of well being, accentuating the social, financial and social figures that influence well being and in addition singular conduct. The idea of need utilized as a part of this project, fuses those needs felt and communicated by neighborhood individuals and additionally those characterized by the experts. Research Questions Identification of the real hazard elements and reasons for sick wellbeing; and empowers the distinguishing proof of the activities required to address these. Terms and Definitions Health and Needs Assessment: It is a key device to advise dispatching and administration arranging, and can be characterized as a methodical technique for distinguishing the unmet wellbeing and medicinal services needs of a populace, and rolling out improvements to help. (Daniels, 2007) Proposal to the client Health needs assessment is the precise methodology to guaranteeing that the wellbeing administration uses its assets to enhance the strength of the populace in the most productive way. It includes epidemiological, qualitative, and relative strategies to portray wellbeing issues of a populace; distinguish disparities in wellbeing and access to administrations; and focus needs for the best utilization of assets. (Stevens, 2004) Health needs are those that can profit from human services or from more extensive social and natural changes. Fruitful wellbeing needs evaluations oblige a down to earth understanding of what is included, the time and assets important to attempt appraisals, and sufficient joining of the results into arranging and appointing of neighborhood administrations Objectives Health awareness needs are those that can profit from health awareness (well being training, ailment counteractive action, finding, treatment, recovery, terminal consideration). Most specialists will consider needs as far as health awareness benefits that they can supply. Patients, be that as it may, may have an alternate perspective of what would make them healthier for instance, a vocation, a transport course to the doctors facility or well being focus, or tolerable lodging. Health needs consolidate the more extensive social and natural determinants of health, for example, hardship, lodging, eating methodology, instruction, work. This more extensive definition permits us to look past the restrictions the therapeutic model focused around well being administrations, to the more extensive impacts on health (box). (Green)Well being needs of a populace will be always showing signs of change, and numerous wont be amiable to restorative intercession. Literature Review The World Health Organizations meaning of health is frequently utilized: Health is a condition of complete physical, mental, and social well being and not just the nonappearance of malady or illness. A more sentimental definition would be Freuds: Well being is the capacity to work and to love. Evaluation of wellbeing needs is not just a methodology of listening to patients or depending on individual experience. It is a deliberate system for distinguishing unmet wellbeing and health awareness needs of a populace and rolling out improvements to help. It includes an epidemiological and qualitative methodology to deciding needs which fuses clinical and cost viability and patients viewpoints. This methodology must offset clinical, moral, and monetary contemplations of need—that is, the thing that ought to be carried out, what is possible, and what can be afforded. Wellbeing needs evaluation ought to not simply be a strategy for measuring sick wellbeing, as this expects that something is possible to handle it. Consolidating the idea of an ability to profit presents the imperativeness of adequacy of wellbeing mediations and endeavors to make unequivocal what profits are, no doubt sought after. (Anne Robotham, 2010)Economists contend that the ability to profit is continuall y going to be more prominent than accessible assets and that wellbeing needs evaluation ought to likewise join inquiries of need setting, proposing that a lot of people needs appraisals are just preoccupations from the troublesome choices of apportioning. Imperatively, wellbeing needs appraisal likewise gives a strategy for observing and advancing value in the procurement and utilization of wellbeing administrations and tending to imbalances in health. The imperativeness of evaluating wellbeing needs instead of responding to wellbeing requests is broadly perceived, and there are numerous cases of necessities evaluation in essential and auxiliary care. (Adler, 2008) There is no simple, brisk fix formula for wellbeing needs evaluation. Distinctive subjects will require diverse methodologies. These may include a combo of qualitative and quantitative examination techniques to gather unique data, or adjusting and exchanging what is now known or accessible. The jolt for these appraisals i s frequently the individual enthusiasm of an individual or the accessibility of new financing for the improvement of wellbeing administrations. Notwithstanding, evaluations ought to likewise be incited by the vitality of the wellbeing issue (regarding recurrence, effect, or expense), the event of discriminating episodes (the passing of a patient dismissed on the grounds that the emergency unit full), proof of viability of a mediation, or production of new research discoveries about the load of an ailment. (Kathy O, 2007) Methodology Research design: An overview study was led intending to delineate the occurrence of all manifestations of working environment brutality in the wellbeing part. Quantitative information were gathered through surveys. Individual talks with and center gathering meetings were directed to acquire qualitative information. Population and sample size: In the qualitative part planning to check the meaning of working environment viciousness and different perspectives, eight target gatherings were incorporated. They were as per the following: (1) Agent associations (2) Private holders of wellbeing administrations (3) Wellbeing segment faculty (4) Wellbeing powers (5) Administration (6) Patients/customers (7) Word related wellbeing and security pros (8) Legal counselors Information from the target gathering of wellbeing segment faculty were for the most part acquired through 15 center gathering meetings comprising of 90 work force enlisted as per accessibility. The quantity of members in each one gathering fluctuated from 3 to 9. Practically the greater part of the gatherings comprised of same-sex work force from the same callings and levels. One and only gathering of emergency vehicle staff parts was included both senior and lesser people. The time used in each one gathering meeting fluctuated from 60 to 180 minutes. Center gathering meetings were halted when got the information: got to be repetitive. For whatever is left of the target bunches, information were gotten through formal individual meetings and infrequently casual meetings from 25 persons. A couple of meetings were directed through phone. In the quantitative part, all real wellbeing and wellbeing related settings accessible were incorporated so as to speak to the national wellbeing framework. It covers the settings in all geographic levels, in country, suburban, and urban regions, at three levels of health awareness, and from both government and non-government areas. Research tools: Questions for center gathering dialogs and top to bottom meetings, and in addition survey gave by ILO/ICN/WHO/PSI were deciphered into the local dialect by the analysts. Data Collection For the quantitative information, the analysts and/or the exploration partners reached the important powers for consent to gather information. The motivation behind the examination venture and additionally the methods and systems for survey study were clarified. After that the specialists and/or research aides dispersed the surveys through incidental irregular inspecting strategies. Data Analysis Quantitative information was broke down by the SPSS 9.0 product program. Spellbinding detail was utilized to represent the demographic qualities of the specimen. The contrasts of the frequencies of viciousness crosswise over different elements were dissected through Chi-square. Qualitative information was broke down by substance investigation. Assessment Results The aftereffects of this study focused around quantitative and qualitative information investigation are introduced at the same time as takes after: Demographic attributes of the specimen Size, attributes, extent of savagery Impacting variables in the connection of work environment viciousness Impacts and effect of brutality at work in the wellbeing part Individual, institutional, and deliberate reactions towards brutality Against brutality techniques For individual practices and wellbeing experts, wellbeing needs evaluation gives the chance to: Depicting the examples of ailment in the nearby populace and the distinctions from area, local, or national infection designs; Adapting all the more about the needs and needs of their patients and the neighborhood populace; Highlighting the territories of unmet need and giving an acceptable set of destinations to work towards to help; Choosing normally how to utilize assets to enhance their nearby populaces wellbeing in the best and productive way; Affecting strategy, interagency coordinated effort, or innovative work needs. Negative Results An extraordinary number of gay wellbeing work force need to disguise their sexual introduction however some like to unveil it. One male member seeing himself as female, giving an individual question on November 30, expressed that he felt extremely resentful in 21that his administrators did not acknowledge him as female. Case in point, they rebuked him for having long hair and wearing making-up. His tormenting emotions had created since he was a nursing understudy on the grounds that representation toward oneself as a female was illegal by the regulations of the school. He was exceptionally discouraged to be compelled to have short hair like guys. He said that that appearance was not he. Be that as it may, he traversed it in view of the great backing from his scholastic counselor. As a part of the nursing staff, he was here and there sexually bothered by male partners however never by patients. He said that patients never dismisses or disregarded him. His associates additionally regar ded him. Summary In this study, more than half portion of the wellbeing faculty accomplished work environment roughness in the earlier year. Verbal ill-use was the most widely recognized sort while racial provocation was the minimum basic. The best numbers of victimized people were females. Notwithstanding, guys had more inclinations to experience viciousness, particularly physical savagery, tormenting/mobbing, and racial badgering, than did females. Staff who were at danger for working environment savagery were the individuals who were adolescent, had few years of working knowledge, worked in suburban regions, worked in movements and during the evening; and had communication and physical contact with patients/customers. The lions share of culprits were patients/customers, relatives of patients/customers, and associates. Psychiatric patients and medication/liquor ill-use patients, those with head wounds, and in serious torment, were destined to be brutal and harsh. Doctors and high-position staff were liable to be misled by patients while staff parts had a tendency to be exploited by their associates. The mental attributes of culprits were seen by the subjects to be noteworthy helping components. Stress from work-over-burden and considerable changes because of changes in the wellbeing administration and common administration frameworks were different variables. At the time of study, there was no specific regulation for brutality counteractive action and control. Rules for managing forceful patients were accessible just in psychiatric units/healing centers. Recommendations The organization of counteractive action programs in every wellbeing setting ought to be empowered also upheld. The system target gatherings ought to incorporate both male and female staff, particularly youngsters and the individuals who have few years of working background. These projects can be actualized through the foundation of specific projects for roughness anticipation or coordinating them into existing work environment wellbeing advancement programs. Program exercises ought to included preparing in social and life abilities, stretch and displeasure administration aptitudes, and in addition specifically abilities for determining interpersonal clashes and managing vicious persons and circumstances. The rate of work environment roughness ought to be observed constantly at national and hierarchical levels. There ought to be specific persons or advisory groups in charge of work environment viciousness cases, including observation and observing, archiving, examination, exploited p erson payment, aid for exploited people and culprits, and culprit discipline. The advisory group ought to be touchy to this issue and proficient in all parts of work environment savagery, particularly its causes and its effect on people and associations and additionally regulations and lawful data relationship with it. Workshops for these advisory groups are proposed. Reporting the episodes ought to be energized. Systems for reporting ought to be reasonable and plausible. All the more imperatively, inspirational disposition to reporting must be created among wellbeing faculty. That is, the message of the point of making strides facultys prosperity as opposed to giving discipline ought to be made clear. Episode structures ought to be accessible and available. Unacknowledged letters will be an alternative if the staff doesn’t believe the reporting methodology. References Adler, N. E. (2008). Cancer Care for the Whole Patient: Meeting Psychosocial Health Needs. Retrieved from http://books.google.com.pk/books?id=w6srDIFDWv0Cprintsec=frontcoverdq=health+needshl=ensa=Xei=EHhTVK-SHpDwaMCsgLgOved=0CD0Q6AEwBjgK#v=onepageq=health needsf=false Anderson TV, M. G. (n.d.). The challenge of medical practice variations. Retrieved from http://books.google.com.pk/books?id=PA08eacjKNICpg=PA27lpg=PA27dq=Anderson+TV,+Mooney+G.+The+challenge+of+medical+practice+variations.source=blots=rzc5SRr9Jqsig=K30R8eHX29e_XSo8M5aOkebTw5Uhl=ensa=Xei=inZTVMOiIYfVarq1gvgFved=0CB0Q6AEwAA#v=onepage Anne Robotham, M. F. (2010). Health Visiting: Specialist Community Public Health Nursing. Retrieved from http://books.google.com.pk/books?id=64p0LAVYECpg=PA264dq=health+needshl=ensa=Xei=EHhTVK-SHpDwaMCsgLgOved=0CCkQ6AEwAjgK#v=onepageq=health needsf=false Daniels, N. (2007). Just Health: Meeting Health Needs Fairly. Retrieved from http://books.google.com.pk/books?id=DrVLvi0r6JICprintsec=frontcoverdq=health+needshl=ensa=Xei=KXdTVKOGE4LeaMDlgfAOved=0CBwQ6AEwAA#v=onepageq=health needsf=false Green, J. (n.d.). Health Promotion: Planning and Strategies. Retrieved from http://books.google.com.pk/books?id=x_Iyz8HPpsMCpg=PA206dq=health+needshl=ensa=Xei=EHhTVK-SHpDwaMCsgLgOved=0CCIQ6AEwATgK#v=onepageq=health needsf=false Kathy O, N. (2007). Putting People and Health Needs on the Map. Retrieved from http://books.google.com.pk/books?id=gmqPqwObF8ACpg=PA30dq=health+needshl=ensa=Xei=dXlTVJDHLZDTaOXbgJgMved=0CC8Q6AEwAzgU#v=onepageq=health needsf=false Stevens, A. (2004). Health Care Needs Assessment: The Epidemiologically Based Needs. Retrieved from http://books.google.com.pk/books?id=JJHIFeOD7jsCprintsec=frontcoverdq=health+needshl=ensa=Xei=KXdTVKOGE4LeaMDlgfAOved=0CEcQ6AEwCA#v=onepageq=health needsf=false

Shakespeares Othello - Why did Othello Marry? :: GCSE English Literature Coursework

Why did Othello Marry? Why did Othello marry is a complex question, the obvious answer would be that he loves Desdemona, but why does he love her and why does his love turn to hate so quickly in Act III scene 3 requires much thought and consideration. Othello likes people to be plain and open because that is what he himself is, he has grown to become his image, he is only on the surface, he hides nothing because that is his image, to only have one side, the military side. Thus Desdemona also seems to him very open, he likes her because he thinks she is like him however when he finds that she might be hiding something from him then he stops loving her. At the same time Othello needs a wife to complete his image, she is the proof that he is a successful general and Christian and he can show her off as such. Othello loves or thinks he loves Desdemona for many reasons, not least because he thinks she is like him. He thinks it will be a good relationship because she seems to be in his eyes just like a soldier thus like him so that he attracted her while telling her tales of his battles as seen in Act I scene 3: "She loved me for the dangers I has passed". He talks to her as he talks to a soldier using images of war and might: "May the winds blow till they have wakened death, And let the labouring bark climb hills of seas". Because she comes with him to the wars, she becomes even more in his mind one of his soldiers so that after he comes back to Cyprus he greets her with: "O, my fair warrior". Othello can not cope with anybody who is different from him, who he cannot understand so that because he sees so much of himself in Desdemona he loves her. She is his "hard bright surface" because she reflects his image when he looks at her. She is commanding, smart and self-confident which he sees as his own best qualities. She shows how commanding and smart she is when she first answers her father in Act I scene 3: To you I am bound for life and education; My life and education both do learn me How to respect you.

In Praise of Folly - Erasmus Dichotomy Essay -- In Praise of Folly Es

In Praise of Folly - Erasmus' Dichotomy      Ã‚   The Silenus box is a "case carved like an ugly Silenus" that can be "opened to reveal beautiful, precious objects" (Erasmus 43, footnote). This box appears in Erasmus' Praise of Folly as a metaphor for the central claim in the novel, which is that that which appears to be Folly (ugly) externally, is wise (precious) within. Erasmus reveals this dichotomy on three levels: in the image of the box itself, in his genuine praise of Folly, and in the structure of the novel as a whole. Erasmus, using the female voice of Folly, introduces his reader to the image of the Silenus box early in the text, thereby allowing his reader to carry the image with her for the rest of her time reading (and see its metaphoric nature when appropriate). Folly makes the introduction, saying, "All human affairs... have two aspects quite different from each other." She then goes on to explain that this means, according to Plato, that things that "appear 'at first blush'... to be death, will, if you examine [them] more closely, turn out to be life... in brief, you will find everything suddenly reversed if you open the Silenus" (43). In more direct terms, something which on its surface seems one way (the 'bad' way), has opposite ('good') guts. In The Praise of Folly, the pair of opposites that Erasmus focuses on is that of folly and wisdom. By including a passage dedicated to the description of the Silenus, Erasmus gives his readers a concrete picture to grasp onto that stands for the novel's link between this pair of opposites, which is that wisdom comes under the wrapping of folly. The passage allows the reader to understand this central concept more easily. The concept, in its many manifestations, c... ...this same literary tradition, Rabelais utilizes this peculiar narrative technique in Gargantua and Pantagruel, where he too hides the wisdom in his work behind the veil of foolish, and even vulgar, language. Erasmus' inclusion of the passage explaining the Selenus box allows it to be a metaphor for the central concept in the novel. Through its presence, Erasmus gives us, his readers, a tool with which to separate the layers of his text. Without it, we might be stranded (after reading) with the inaccurate belief that Erasmus was a babbling hypocrite, with contradictory ideas sprinkled throughout his work. But, I suppose, we could have just attributed that fault to Folly, who is always more than willing to accept such a title. Work Cited Erasmus, D. 1511. In Praise of Folly. (Translated by L. Dean and republished by Hendricks House Farrar Straus. 1946.)

Korean Traditional Architecture Essay

These days, the major talking point in design is sustainability. Then, what is sustainability and why is it necessary? Wikipedia defines sustainability as â€Å"the capacity to endure†. The term can be applied to many areas of thought such as economy, energy, life sciences, etc. It is the hot word to characterize resources. It is a descriptive word explaining a particular resource can support and replicate itself with little or no adverse impact to our ecosystem. It is necessary for extended long term survival for plants and animals that our ecosystem remains diverse. This diversity helps support life on our planet and ultimately helps support the well-being of humans. In architecture, in view of that, the Korean traditional architecture should be preserved because it is really beautiful and the most environmental friendly architecture in the world. Han-ok is the Koreantraditional style of building edifice. It is characterized by its harmony with nature. Han-ok has been reflected from the tradition, culture and socio-economic living style for a long time. Recently, this has been accentuated on the advantages in aspect of the sustainable society to make up the natural conservation. The environmentally friendly aspects of Han-ok range from the structure’s inner layout to the building materials which were used. The spaces and the materials of Han-ok are considered the representative elements providing functionality and health. The close relationship between the inside and outside area makes the air naturally circulate and natural materials such as wood, soil, rock, and paper, are all natural and recyclable and do not cause pollution have the function as natural ventilation, heat storage, and in the prevention of various illnesses. Han-ok has their own tiled roofs, wooden beams, and stone block construction. Cheo-ma is the edge of Han-ok’s curvy roofs. It can be adjusted to control the amount of sunlight that enters the house. Korean traditional paper, Han-ji is lubricated with bean oil making it waterproof and polished. Windows and doors made with it are beautiful and breathable. The posts, or ‘Daedulbo’ are not inserted into the ground, but are fitted into the cornerstones to keep Han-ok safe from earthquakes. After that, anyone talking about Han-ok cannot help but mention On-dol. The On-dol is a unique underfloor heating system which uses direct heat transfer from wood smoke to the underside of a thick masonry floor. It has traditionally been used with a living space for sitting, eating, sleeping and pastimes, in most Korean homes before the 1960s. Nowadays, most home used hot water pipe instead of On-dol because it is much simpler to install and low cost. But according to the result of the study, On-dol can provide saving of up to 20% on yearly heating costs. For a case in point, as part of its energy conservation plan, the National Center for Scientific Research (CNRS) in France is studying the On-dol. Actually, meantime mostly Korean traditional housing was collapse recognized building of stuffy and inefficient. Collapse to remove dated of track following regard disappear to many worthy history building. However come to these days Korean traditional housing skill on the strength of something nature friendly and effect of heal. Similar to conventional building, Han-ok has a life cycle in construction, maintenance and demolition. So, we have to try to preserve and improve the main characteristic components into the environmental friendly. Also we have to understand right of our tradition, we must ready of act fast modern live. We are always thinking about the need to be in harmony with nature when we create the building or any product.

Entrepreneurship in Tourism and Hospitality

|SOUTHERN CROSS UNIVERSITY | ASSIGNMENT COVER SHEET For use with online submission of assignments Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document. Your assignments must be submitted as either Word documents (with . oc extension, NOT. docx), text documents with . rtf extension or as . pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date. |Student Name: |Kalendarev Mikhail | |Student ID No. |22025713 | |Unit Name: |Entrepreneurship in Tourism and Hospitality | |Unit Code: |MNG00427 | |Tutor’s name: |Goh Chye Yeow Terence | |Assignment No. |2 | |Assignment Title: |Opportunity analysis report | |Due date: |December 14, 2012 | |Date submitted: |December 13, 2012 | Declaration: I have read and understand the Rules relating to Awards (Rule 3. 17) as contained in the University Handbook.I understand the penalties that apply for plagiarism and agree to be bound by these rules. The work I am submitting electronically is entirely my own work. |Signed: |Kalendarev Mikhail | |(please type your | | |name) | | |Date: |13/12/12 | Table of contents Executive Summary3 1. 0Introduction4 . 0 Idea and Competition4 2. 1 Description of the venture & Service provision4 2. 3 Why it is innovative4 2. 4 Location5 2. 5 Number of rooms and itsprices6 2. 5. 1 Price determinants7 2. 6 Competition8 2. 7 SWOT analysis9 3. 0 Target Market and reasons for its selection11 3. 1 Industry Analysis12 3. 1. 1 Demand outlook – bargaining power of buyers12 3. 1. 2 Supply outlook – bargaining power of suppliers13 3. 1. 3 Barriers to Entry13 3. 1. 4 Substitutes14 3. 2 Market Size & Trends14 3. 3 Estimated Market Value17 3. 4 Estimated Sales Forecasts for 3 Years17 . 0 Assessing my entrepreneurial capabilities17 4. 1 Team Experience18 4. 2 HR Plan18 5. 0 Equipment needs20 7. 0 Conclusion22 REFERENCE LIST23 Executive Summary This opportunity analysis report is aimed at assessing the feasibility of new hotel project with its main location in Denmark. It covers four major sections. The first section describes the project idea including why it is innovative and identifies the competitors for the idea. The innovatory idea is to build eco-friendly hotel with variety of sustainable solutions integrated in it.The main foundation for the price is value-based pricing policy with the main reason to capture green consumers’ value through environmentally-friendly hotel solutions. The criteria for analysing our competitors include close location to the airport as well as hotel star-rating. This section ends by identifying the strengths, weaknesses, opportunities and threats for our new hotel venture. The second section assesses the market for the idea by recognizing the target market and performing industry and market analysis.The target market is sub-divided i nto three different segments which are mature markets (B2C), growth markets (B2C & B2B) and green consumers. It contains more detailed explanation why these segments were chosen. To perform an industry and market analysis, several research methods were used amongst which are primary and secondary methods. It is the third section that gives a basis for human resource activities and evaluates the team members. This section explores on myself as an entrepreneur and provides HR plan with an assessment of experience, award categories and pay rates assigned to each team member.Finally, the last section produces initial set-up costs required for new venture creation. It includes equipment needs for equipping 50 hotels’ rooms and specifies timeframe for the purchase of all items. First year’s profit and loss table is also presented in this section. Introduction The paper presents opportunity analysis report for a new hospitality venture. The main purpose of this report is to d efine the extent to which this project is feasible. Kalendarev’s Skyscraper Copenhagen Hotel is going to be a new innovative hotel located in Denmark which will have clearly identified goal to target green consumers.The new hotel will have a set of innovatory eco-friendly solutions which will benefit green consumers who care about the environment. 2. 0 Idea and Competition 2. 1 Description of the venture & Service provision The idea of the project is to open a new innovatory 4-star hotel which is going to be environmentally-friendly. It will be specially designed and constructed for travelers who care about the environment (green consumers) and wish to experience extraordinary business trip or city break. The hotel will be named Kalendarev’s Skyscraper Copenhagen Hotel.The hotel’s central location is planned to be at a new district Oresundsmotorvejen of Copenhagen city (Denmark) which will allow it to focus on the smallest details by providing a blend of Scandin avian comfort, sustainability and quality. Besides its sustainability efforts both for mankind and environment, Kalendarev’s Skyscraper Copenhagen Hotel will be generally known as the first hotel that will deliver exceptional service experience for green travelers. This would be illustrated in terms of the international standards provided within the hotel which is rare in the area where the hotel is built. . 3 Why it is innovative Our plans include to receive several awards amongst which is Ecotourism award and to be the first Danish hotel in the category of the World’s Greenest Hotel. The hotel should stand out for its remarkable interior and architecture which will be a unique blend of classical Scandinavian design and Paustian modern design. In addition, the hotel building will be integrated with eco-friendly solutions and as to our plan our hotel building should become the first CO-2 neural in Denmark.To achieve these, we will be implementing variety of green place ment strategies and will be participating at annual National Awards to be recognized by green consumers. By signing the contract with UN Global Compact, Kalendarev’s Skyscraper Copenhagen Hotel will evidence that the hotel aims at more than just quality and comfort. Its uniqueness will be addressed in hotel’s innovations and wealth of green technology solutions which will be showcased from the hotel’s exterior up to the room’s shampoo bottle. Likewise, the hotel’s facade will be integrated with the largest solar park in North Europe.With the use of innovatory groundwater-based cooling and heating system, Kalendarev’s Skyscraper Copenhagen Hotel will be the first Danish hotel to decrease energy consumption by nearly 90 per cent. Consequently, hotel will be sustaining healthy and safe environment within the venue and its rooms. In addition, the application of the variety of sustainable actions will result in diminishing CO2-emissions and will differentiate the hotel from its competition. All abovementioned could be achieved from the efficient use of organic food in the hotel’s Scandinavian restaurant as well as electricity conservation in the hotel hallways. 2. Location The location of Kalendarev’s Skyscraper Copenhagen Hotel will be between Copenhagen airport and city centre which is very convenient. The main reason is because choosing this location will allow visitors to reach the hotel in few minute drives. Also, since airport is close to hotel, free shuttle bus service will give travellers opportunity to come to hotel directly from the airport. Another distinctive advantage why this property was chosen is because metro station will be very close to Kalendarev’s Skyscraper Copenhagen Hotel which will ease tourist’s journey in exploring different attractions within Copenhagen city.By and large, Kalendarev’s Skyscraper Copenhagen Hotel will be a great choice for business people, leisur e tourists and green consumers in Copenhagen. The picture 1 below shows the estimated location of Kalendarev’s Skyscraper Copenhagen Hotel which is close to Copenhagen Airport and city centre. The street name is Oresundsmotorvejen which is a new district. [pic]Picture 1. Source: Google Maps, 2012 2. 5 Number of rooms and itsprices The hotel will have 50 rooms in total. There will be 30 standard rooms, 10 deluxe rooms and 10 family rooms. Our main pricing policy would be value-based pricing.The key attributes which differentiate the product involve quality, physical attributes, style, brand and service (Pricing for Profit, 2012). Our green consumers who care about the environment will appreciate the fact of paying higher prices for the innovations and environmentally-friendly solutions integrated into our hotel. Hence, it is smart to set value-based pricing instead of cost-based pricing to capture that value. As Figure 1 shows, Kalendarev’s Skyscraper Copenhagen Hotel w ill be providing the following prices for their rooms listed below: Room Type |Rate (US$) | |STANDARD ROOM |$  359. 97 | |DELUXE ROOM |$  359. 40 | |FAMILY ROOM |$  325. 09 | Figure 1 The weekend rates will be higher than week days. There would be no booking fees. We will be offering one free night if our rooms are offered for cheaper prices elsewhere.In addition, if the traveler changes his/her plans, hotel will allow a change or cancellation of the reservation with no worries. 2. 5. 1 Price determinants Friedhelm  Tringas  (2012) suggests that in case the demand or occupancy rate increases while supply of hotel rooms decreases, the hotel must charge higher prices for its rooms. It is vital for hotel to cover its operational expenses. Therefore, it is not a good practice to sell all rooms at the same rate since it rarely produces good occupancy and average rates (Friedhelm  Tringas, 2012).The key rate determinants for our hotel are identified as follows: – Locat ion – Demand – Competition – Hotel rating Aforementioned determinants set up the basis for rate scales and determine revenue management parameters (Friedhelm  Tringas, 2012). Additionally, it is the customer who is willing to pay certain rate for hotel room and, therefore, customer willingness influences pricing decisions of the hotel (Hotel Traffic Builders, 2010). Accordingly, Kalendarev’s Skyscraper Copenhagen Hotel will base their pricing decision considering the following aspects: Innovative solutions such as Solar Panel Park, groundwater-based heating and cooling system and first carbon-neutral hotel building in Denmark will allow hotel to set higher prices for its products and services †¢ State-of-the-art interior and comfortable location which is close to airport and city centre are great advantages that distinguish our hotel †¢ Statistics suggest that there is an increasing demand for city break tourism in Copenhagen with an annual av erage growth in bed nights between Years 2006-2010 being 7% (VisitDenmark, 2012).Hence, higher demand in city break tourism sector gives Kalendarev’s Skyscraper Copenhagen Hotel an opportunity to increase our prices within this sector. 2. 6 Competition [pic] Figure 2 Above Figure 2 presents the main direct competitors of Kalendarev’s Skyscraper Copenhagen Hotel. The reasons why these hotels are our future competitors are 1) because of their close location to the airport – it’s on average 5-10 minutes’ drive away; 2) these hotels are 3-4 star hotels. ? Competition in capacity. Hotel capacity has been significantly increasing in Copenhagen since 2009.The figure increased by up to 30% (VisitDenmark, 2012). The capacity increase will result in many challenges for Copenhagen city, but still it will be beneficial for travelers since hotels will provide better services for cheaper prices. Compared to Kalendarev’s Skyscraper Copenhagen Hotel which c apacity will be equal to 50 rooms, Palace Hotel Copenhagen has a preponderant capacity with the number of rooms which is more than double– 162 bedrooms (VenueFinder, 2009). This gives Palace Hotel Copenhagen a competitive advantage to gain larger market share. ? Price comparison [pic] Figure 3 Source: Booking. com, 2012The price comparison is implemented in five different hotels with 2 room types. As the Figure 3 shows, the strength is showcased by Bella Sky Comwell Hotel Copenhagen and Park Inn by Raddison Copenhagen Airport in terms of the lowest rates for their standard rooms. The prices are similar between Quality Airport Hotel Dan and Palace Hotel Copenhagen with the prices being $202. 75 and $233. 38 per night respectively. It’s important to note that our Kalendarev’s Skyscraper Copenhagen Hotel will be charging the highest prices at initial stages of start-up to cover its expenses and perform market-skimming pricing strategy.In family room type, the main competitor of Kalendarev’s Skyscraper Copenhagen Hotel will be Quality Airport Hotel Dan. The smallest rates within both room types are supplied by Bella Sky Comwell Hotel Copenhagen. While identical room facilities, room sizes and almost the same prices are offered by all hotels, Kalendarev’s Skyscraper Copenhagen Hotel will be positioning itself as a luxury hotel with a set of innovative and creative solutions which will allow hotel to set much higher prices for its rooms. Its main aim will be not to beat the lowest prices, but charge as higher prices as possible. . 7 SWOT analysis Figure 4 ? Strengths Location – One of the most distinctive advantages of Kalendarev’s Skyscraper Copenhagen Hotel is its location which is at a walking distance to city center and metro stations. Internationalized service standards – I find that enhancing service experience at international service levels along with the friendly and polite staff will be greatly apprec iated among our upcoming customers. In addition, such service experience will be new to our area. Clean & Spacious rooms – we will sustain cleanliness and comfort within all hotel rooms.Our eco-friendly solutions such as energy consumption, diminishing CO2-emissions and electricity conservation will bring pleasant experience to green consumers. ? Weaknesses High prices –Many expenses would be incurred at start-up stage such as building the hotel, integrating innovations, hiring and training employees and outsourcing other departments. Since it all will affect our cost of rooms, we will have to initially charge higher rates for our rooms to cover basic operational expenses and to gain some market share. This is the main weakness of our hotel.Small room type selection –Offering limited choice of room types while our competitors have variety of choices can be another weakness of our hotel. ? Opportunities New 10-floor housing building which is BIG’s project has been recently constructed in Copenhagen (Archinnovations, 2010). It has 8 houses for mixed use within this building. It’s a great opportunity to catch the flow of customers since this new housing building is located close to our hotel. Another opportunity will be expanding the number of hotel chains and gaining larger market shares within Danish hotel industry.However, additional financing will be required for expansion purposes. ? Threats The major threat for our hotel is to get proper financing from the bank. This means that our hotel project and its innovations should be first approved by the local government and then credited by financial institutions. In addition, being a new establishment, our competitors will be eager to beat us by introducing lower prices and starting price war. It means that there is a threat for our hotel in terms of harsh competition and we have to be more alert in order survive in such conditions. 3. Target Market and reasons for its selection Our primary targets would be 3 different markets: 1) Mature markets (B2C) – demographically, these are women with their age ranging from 35 to 55 years old. It also includes families with their main interests being shopping, eating and drinking, good atmosphere and different events. Geographically, this market segment comes from Southern Sweden and Norway which is very close to Copenhagen (VisitDenmark, 2012). The main reasons to appeal to this segment include high degree of awareness of Copenhagen and ease of accessibility (proximity).In addition, as the study suggests that this segment’s motivations for travelling include visiting hotels and restaurants, enjoying the atmosphere, visiting different attractions, exhibitions and museums such as Tivoli and Louisiana (VisitDenmark, 2012). 2) Growth markets (B2C & B2B) – here we would be targeting at high spenders (high income travelers) as well as women aged 35-55. The primary target group for B2B market would be Russia. The other geographical segments that we would be targeting at include UK, Germany, Holland, France, Spain and Italy.While this segment’s interests are similar to mature market segment, women also tend to be more interested in local lifestyle and architecture and design (VisitDenmark, 2012). One of the main reasons to target this segment is because people within this segment have very limited knowledge of Copenhagen city and our main aim would be to attract those people to our city as well as make them stay at our unique hotel. Moreover, it would be a great opportunity for our new hotel to showcase its innovative hotel building interior and exterior since this target market is inspired about architecture and design (VisitDenmark, 2012). 3) Green consumers.While it would be challenging for our new hotel, we would still be implementing â€Å"green placement strategies† to target green consumers. While guests are not always predictable, industry research showed tha t many guests had given a preference to the hotels caring about the environment (Environmental Leader, 2012). Since our hotel is going to be environmentally-friendly, we would appeal to green consumers as one of our primary target market. The reasons why green consumers choose to stay at environmentally-friendly hotel are because they are highly concerned about others and work towards the good of society (Environmental Leader, 2012). . 1 Industry Analysis While there was a slowdown in Copenhagen hotel market demand in 2008-2009, Sadolin&Alb? k (2010) predicts that the market would recover and is expected to be going upwards from the year 2010, although at a slower pace. This view was supported by DTZ Research (2011). Particularly, for the fifteen-year period, Sadolin&Alb? k (2010) witnessed just one year in which city hotel demand was facing negative growth. This was the end of 2008. Still, Sadolin&Alb? k (2010) believes this segment â€Å"to be an expanding segment longer termâ₠¬ . 3. 1. Demand outlook – bargaining power of buyers 35% of total market demand with total revenue of $794. 4 million is accounted on domestic demand which Copenhagen hotel market heavily relies upon (Sadolin&Alb? k, 2010). Such macroeconomic trends as GDp and consumer spending are highly interlinked with domestic demand. As a result, we should keep those trends in mind when analysing the hotel market outlook. The demand of Scandinavian market in Copenhagen hotel demand accumulates to 17%. In 2009, Norway became the largest demand generator for Copenhagen exceeding Sweden (Sadolin&Alb? , 2010). From 2010 onwards, it is expected that Norwegian hotel demand would remain at high level. On the contrary, 17% collapse in demand growth was encountered by Swedish demand which formerly scored the highest ranking for Copenhagen hotel market. Study suggests that â€Å"the economic outlook for Sweden resembles the outlook for Denmark† (Sadolin&Alb? k, 2010). However, the holiday s and business trips to Denmark are becoming expensive for Swedes because Danish krone and euro are much stronger than Swedish krona. Accordingly, Sadolin&Alb? (2010) believes that while there was a small demand decrease in Swedish segment in 2010, it will definitely recover starting from 2011 (Sadolin&Alb? k, 2010). In their market research, Sadolin&Alb? k (2010) forecasts that the annual growth of bed nights would be around 5% in years 2011-2014. Also, research predicts that domestic demand would be at around 37% of total demand. 3. 1. 2 Supply outlook – bargaining power of suppliers With three new hotels opened in 2009 and one new four-star hotel opened by Arp-Hansen Hotel Group named Tivoli Hotel (400 rooms), there would be 12% increase in the city hotel market supply (Sadolin&Alb? , 2010). Since there is slow upturn in demand, this would be â€Å"unprecedented annual increase in supply† and would cause challenging years for Copenhagen hotel market. Also, with the construction of new four-star hotel named Bella Center Hotel in 2011, the hotel will become the largest hotel in Copenhagen with total number of 814 rooms and 23-floor towers (Nordic Hotel Consulting, n. a. ). With these projects accomplished, the hotel market projection is that there would be 200-room increase each other year which is acceptable to consider.As reported by Statistics Denmark (2010), Copenhagen hotel market consists of 81 hotels and capacity is 12,500 rooms in total. Arp-Hansen and Scandic Hotels, with their smaller properties progressed under Choice brands, are the largest operators in this segment. 3. 1. 3 Barriers to Entry 1) High investment on start-up One of the most challenging barriers for entering the Danish hotel industry is high investment at initial stages of start-up. In addition, since our new hotel is going to be innovative, there would be many expenses and risks involved.With the use of secondary research, it was identified that Copenhagen hotel market has very few properties on management contracts. Instead, it is a lease driven market (Nordic Hotel Consulting, n. a. ). Because of the slowdown in Copenhagen hotel industry in 2008-2009, the significant number of investors wishing to invest into fixed leases was reduced (Nordic Hotel Consulting, n. a. ). Therefore, it can be concluded that high investment with no support from investors makes the opportunity to enter hotel industry in this area very challenging. 2) Brand identificationAs was previously mentioned, there are already established competitors (such as Park Inn by Raddison Copenhagen, Palace Hotel Copenhagen and others) on the market who possess customer loyalty and brand identification. Therefore, it would be troublesome for our Kalendarev’s Skyscraper Copenhagen Hotel to enter Copenhagen hotel market where we would need to spend time, money and efforts in order to differentiate our hotel products and get customer loyalty. 3. 1. 4 Substitutes In the hotel industr y, there could be other hotels just behind our corner.Compared to our new hotel, these substitute hotels can be similar in terms of pricing ranges and amenities offered. However, our main efforts, besides quality product and amenities, would be directed towards service excellence and innovatory eco-friendly solutions. Hence, it will be very difficult for the substitute hotels to compete with us in terms of social eco-friendly responsibility. Fair enough that because of the environmentally-friendly solutions and excellent service in our hotel, the value-price ratio between our hotel and competitor’s should be relatively distinct. 3. 2 Market Size & TrendsSince our hotel’s target markets are mainly foreigners, the following information and statistics are presented based on tourists arriving to Denmark. As to the number of tourists coming to Denmark in 2012, the number accounts to 358,858 people (Statistics Denmark, 2012). Figure 5 below illustrates the number of people o ut of total tourists who fit the profile of one of our target market – those from Norway and Sweden. Tourists from Sweden account for 2,748 people in three age categories which are 30-39 years, 40-49 years and 50-59 years. In per cent, it is 0. 76% target market out of 358,858 total numbers of tourists.As for Norwegian tourists, the number of tourists scores 3,218 people or approximately 0. 9% of target market. As we can see, tourists from Norway outweigh those from Sweden for 0. 14%. [pic] Figure 5. Source: Statistics Denmark (2012) [pic] Figure 6. Source: Statistics Denmark (2012) The above Figure 6 presents the statistical data on another target segment of our future hotel with countries like France, Italy, Netherlands, Spain, UK, Germany and main B2B market Russia. The age groups are 30-39 years, 40-49 years and 50-59 years and the figures are in thousands of people.As the chart shows, visitors from Germany set the highest ranking which is total 4,861 people for all age g roups or 1. 35% based on 358,858 total numbers of tourists. The second largest tourist generating region is UK from where 0. 54% (or 1,951) of tourists are coming. Similarly, the Russian tourists account for 0. 52% which is also our target market. The travellers from Spain and Italy represent almost the same smallest figures in target market, 0. 20% and 0. 18% respectively. Additional target markets include France and Netherlands. Tourists from Netherlands amount to 0. 1%, while those from France generate 0. 23% of target market. Total % in target market is arrived by addition of all numbers in each segment which equals to 4. 99% for the year 2012. In order to determine the hotel market trend (upward or downward) in Denmark, below is the forecast for 3 upcoming years. To derive appropriate estimated numbers, we initially have to look at previous years records. According to Statistics Denmark (2012), the number of tourists from 2010 to 2011 increased by 16,106 persons or 4. 8% (from 329,940 in 2010 to 346,046 in 2011).The same upward trend appeared between 2011 and 2012 with an increase of 12,812 travellers or 3. 7%. So the average increase number for the period from 2010 to 2012 is 4. 25%. While the total number of tourists was growing, the percentage of target market in period from 2010 to 2012 was gradually decreasing. In 2010, the total target market accounted for 5. 23% while the figure felt down to 5. 08% in 2011. As was previously stated, the percentage in target market was 4. 99% for year 2012. Accordingly, the average decrease in target market between 2010 and 2012 was -0. 12%.As a result, the following forecast numbers (Figure 7) for years 2013, 2014 and 2015 will be predicted based on past years records. | |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |Total no. of tourists |374,109 |390,008 |406,583 | |% in target market |4. 7% |4. 75% |4. 63% | |Total market size (in number of tourists) |18,219 |18,525 |18,825 | Figure 7 Based on the forecasts above for the chosen target markets, we can declare that while the total number of tourists is growing, the percentage in target market for each substantial year is decreasing. 3. 3 Estimated Market Value The Figure 8 below shows the estimated hotel market value in selected target market. The average length of stay of international visitors to Denmark is determined as 4. 535 in 2013.This figure is arrived by surveying the average length of stay in 2011 which is 4. 42 nights and it is 4. 65 nights in 2010 (Bastis, 2011). Average hotel expenditure in Denmark per day is 58. 25 Euro per day (Carl Marcussen, 2008). It is equivalent of $75. 6 (Oanda, 2012). Hence, using the data above the market value is estimated. | |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |No. n target market |18,219 |18,525 |18,825 | |X average length of stay |4. 535 |4. 535 |4. 535 | |X average hotel expenditure per day |$75. 6 |$75. 6 |$75. 6 | |Total market value |$6,246,311 |$6,351,222 |$6,454,076 | Figur e 8 3. 4 Estimated Sales Forecasts for 3 Years |Y. 2013 |Y. 2014 |Y. 2015 | |Tourists: | | | | |Total market value |$6,246,311 |$6,351,222 |$6,454,076 | |Your % share |7% |8% |10% | |Your sales projections |$437,241. 7 |$508,097. 76 |$645,407. 6 | 4. 0 Assessing my entrepreneurial capabilities Being motivated by the need for achievement, I am constantly searching for difficult projects and like to achieve my dreams. As a result, I’ve chosen to open my own Kalendarev’s Skyscraper Copenhagen Hotel even though it is difficult project to accomplish with much creativity and innovations required. Having background experience in hotel industry (particularly Dedeman Silk Road Hotel where I worked), I got valuable knowledge and hands-on training from the leading experts in this field.Particularly, the departments I worked in included Sales & Marketing, Reservation, Banqueting & Conference, F&B and also Front Office. In addition, I have been managing my own business from my ea rly years which deals with beauty care products. These prove my entrepreneurial attitudes and aptitudes. I am very much confident that combination of my training in hotel industry as well as long-term background experience in my own business field will result in successful feasibility of my new project. . 1 Team Experience For the successful implementation of new project, each new venture has to adequately make use of its human resources. For our new team to be effective each member of the team should have a clear understanding of why the team exists. Also, there must be shared and meaningful purpose which will unify each team member. In case of our idea, our project is intended to launch new sustainable hotel with variety of eco-friendly innovations. 4. 2 HR PlanAccording to World Tourism Organization (cited in City-of-hotels. com, 2012), the reasonable number of staff required per each 10 rooms is 12 persons for 4-star hotel. Hence, since our hotel will have 50 rooms, the optimum number of staff required is 60 persons. These include: |Staff (no. of positions) |Experience |Award Categories |Pay Rates per month | |Executive assistant (1 |Interpersonal skills; |Leadership Award- for |$15,608. 0 | |position) |5+ year experience supporting at the |executing leadership | | | |executive level |practices in delivering | | | | |quality service | | |Personnel Manager (1 |Must have BA in business discipline with |Leadership Award- for |$9,371. 0 | |position) |minimum of 5 years overall experience |executing leadership | | | | |practices in delivering | | | | |quality service | | |Financial controller (1 |Must have worked in hotel industry and have |Innovation Award – for staff |$8,665. 0 | |position) |knowledge of standard costing and inventory |members who developed new | | | |controls. |innovative systems, | | | | |approaches or methods | | |Assistant Financial |Must be financially literate with 5+ years’ |Innovation Award – for staff |$8,422. 0 | |Controller |experience including inventory and product |members who developed new | | |(1 position) |costing experience |innovative systems, | | | | |approaches or methods | | |Accounts Clerks (4 |Experienced in high volume data entry and |Partnership Award- successful|$3,045. 0 per person | |positions) |accounts receivable with minimum 2 year |partnership with other team | | | |experience |members | | |Maintenance Manager |At least 5 years of experience in corporate |Safety Award – for a staff |$7,201. 0 | |(1 position) |facilities, including 2 years of supervisory |who demonstrates safety | | | |experience |practices | | |Maintenance Assistant (1 |Qualified individual with high school diploma|Safety Award – for a staff |$7,093. 00 | |position) |or GED required.Preferably, one year |who demonstrates safety | | | |experience of building and grounds |practices | | | |maintenance | | | |Maintenance Crew (7 |Preferably, 2 years technical degree |Partnership Award- succ essful|$1,762. 0 per person | |positions) | |partnership with other team | | | | |members | | |Director Sales & Marketing|Marketing experience plus graduated from |Leadership Award- for |$10,899. 00 | | |4-year college with Bachelor Degree. executing leadership | | |(1 position) |Proficient in technical sales proving the |practices in delivering | | | |annual growth with 5-10 years of experience. |quality service | | |Sales Co-Ordinator (2 |Bachelor’s Degree in Hospitality, Marketing, |Outstanding Newcomer |$4,547. 00 per person | |position) |Business Management or equivalent.New |Award-for new comers | | | |graduates are welcomed |demonstrating good results in| | | | |the first 6 months of their | | | | |job | | |Sales & Marketing Manager |Five year experience in hospitality industry. Sales Manager of the Year |$8,648. 00 per person | |(5 positions) |Particularly, sales & marketing management |Award- for achieving | | | |experience is required |brilliant results in sales & | | | | |marketing | | |Reservation Clerk |Customer service experience for at least 2 |Customer Focus Award – |$5,662. 0 per person | |(3 positions) |years. High call volume experience plus multi|understanding and | | | |phone lines. |appreciating customer values | | |Rooms Division Manager |Must have worked as a front office manager |Improving Planning processes |$9,590. 00 | |(1 position) |for at least 2 years. College degree or |and practices Award –for | | | |equivalent is preferred. excellent planning and | | | | |implementation of relevant | | | | |practices at workplace | | |Rooms Division Assistants |Excellent interpersonal skills with at least |Work Performance Award – for |$4,848. 00 per person | |Manager (5 positions) |5 years prior experience in Rooms Management. an employee who works above | | | | |the average | | |Front Office Crew (5 |Previous experience is not mandatory. |Partnership Award- successful|$4,748. 00 per person | |positions) |Preferabl y, stable job history and some |partnership with other team | | | |customer service background. members | | |Executive Housekeeper (1 |Worked as Housekeeping Director or Manager |Performance and Quality |$6,179. 00 | |position) |with a minimum of 2-3 year experience in |Improvement Award | | | |hospitality field | | | |Housekeeping crew |Prior housekeeping work experience in |Partnership Award- successful|$4,724. per person | |(10positions) |hospitality enterprise is desired |partnership with other team | | | | |members | | |Purchasing Manager (2 |Minimum five years relevant experience. |Planner of the Year Award – |$7,491. 00 per person | |positions) |Bachelor or equivalent is required. |for concise and centred | | | | |leadership. | |F&B Manager (1 positions) |Previous experience in the Food and beverage,|Bright Spark Award |$6,656. 00 | | |culinary or other interrelated area. Number |- for bringing innovations in| | | |of years – at least 2 year experience |service experience excellence| | |Assistant F&B Manager (3 |Must have worked in low volume or multi-unit |Bright Spark Award- for |$4,101. 0 per person | |positions) |Food and Beverage operations with minimum 1 |bringing innovations in | | | |year experience |service experience excellence| | |Executive Chef (4 |Prior minimum experience of 5 to 7 years |The Award for Environment and|$5. 739 per person | |positions) |working as a chef. Preferably, degree from a |Corporate Sustainability – | | | |culinary institute. for being eco-friendly and | | | | |performing operations in | | | | |social and environmental | | | | |context. | | Figure 9. Source for pay rates: Statistics Denmark (2011) Total Number of Staff: 60 people Total Budget needed for Salary per month: $328,984. 00 5. 0 Equipment needs Item name |Quantity per each room |Timeframe for item’s |Cost per each hotel room |Total cost (for 50 | | | |purchase | |hotel rooms) | |Furniture: | | | | | |-Bed frames |1pc | |$69. 00 | $3,450. 00 | |-Desks |1pc | |$249. 8 |$12,494. 00 | |-Chairs |2pc | |$79. 00*2=$158. 00 |$7,900. 00 | | | |Total time frame for | | | |Hotel supplies: | |purchase of all items – | | | |Fitted Sheets |2 dozen |approximately 5 months |$72. 99*2=$145. 8 |$7,299. 00 | |Towels |1 dozen | |$42. 99 |$2,149. 50 | |Pillows |2pcs | |$5. 29*2=$10. 58 |$529. 00 | |Mattresses |2pcs | |$3. 99*2=$7. 98 |$399. 00 | |-Bathtub or shower in the |1pc | |$26. 99 |$1,349. 0 | |room | | | | | |-Hair-dryer | | | | | |-Telephone |1pc | |$22. 99 |$1,149. 50 | |-Safety deposit box for | | | | | |notebook and other |1pc | |$78. 6 |$3,903. 00 | |valuables | | | | | |-Hangers | | | | | |-Compact refrigerator | | | | | |-Light Bulbs (lighting) |5pcs | |$1. 25*5=$6. 25 |$312. 0 | |-Air-conditioning |1pc | |$117. 99 |$5,899. 50 | |-Electronic locks with | | | | | |magnetic key cards |12pcs | |$5. 95*12 = $71. 4 |$3,570. 00 | | | | | | | | |1pc | |$915. 0 |$45,750. 00 | | |1pc | |$329. 00 |$16,450. 00 | | | | | | | | | | | |$112,604. 50 | Figure 10. Source: Midwest Hotel Furniture Liquidators LLC (2011) The total finance required for the initial project start-up is $441,588. 0. Due to the lack of finance and inability to collect the funds at current period of time, the project will be on hold till the middle of Year 2013 until enough money is put together. [pic] Figure 11 Since our new hotel is start-up, there is a first year loss as Figure 11 shows. It could an alarm that we should decrease set-up costs and wages in order not to face the repeated losses in future years. 7. 0 Conclusion To conclude, this report analyzed the opportunity of starting a new and innovative hospitality venture which is eco-friendly hotel in Denmark.It was identified that the main innovations would constitute of groundwater based cooling and heating system to decrease energy consumption, first CO-2 neutral hotel building in Denmark and the largest solar park in North Europe. The prices for hotel rooms were det ermined with the value-based pricing policy and various price determinants in mind. In addition, the main competitors were critically analyzed and SWOT analysis provided. Three different target markets were found for our new venture and the reasons for its selection were explained.Supporting the feasibility of our project, there is an industry and market analysis which clearly detects the current market trends, estimated market value and four influential market forces. HR plan for our new venture was composed by detailing experience requirements, award categories and pay rates for certain occupations. Finally, set-up costs along with equipment needs were identified and first’s year profit-and-loss was produced. REFERENCE LIST 1) Archinnovations, 2010. BIG's 8 House Mixed-Use development in Copenhagen [online] Available at: [Accessed 18 November 2012]. ) Bastis, 2011. Destination: Denmark [online] Available at: [Accessed 20 November 2012]. 3) Booking. com, 2012. 253,034 hotels worldwide. 17+ million hotel reviews. [online] Available at: [Accessed 18 November 2012]. 4) Carl Marcussen, 2008. A multiple regression approach to estimating tourist spending –per person per night at Danish destinations [pdf] Available at: [Accessed 21 November 2012]. 5) City-of-hotels. com, 2012. Hotel Staff [online] Available at: [Accessed 25 November 2012]. ) DTZ Research, 2011. Market Report Fall 2011 Greater Copenhagen [pdf] Available at: [Accessed 19 November 2012]. 7) Environmental Leader, 2012. Analysis: Hotels Must Use Targeted Marketing to Attract Green Consumers [online] Available at: [Accessed 19 November 2012]. 8) Friedhelm  Tringas, 2012. How Do Hotels Determine Room Rates? [online] Available at: [Accessed 21 November 2012]. 9) Google Maps, 2012. Street Oresundsmotorvejen, Kastrup, Denmark [online] Available at: [Accessed 17 November 2012]. 10) Hotel Traffic Builders, 2010.Revenue Management for Dummies [pdf] Available at: [Accessed 17 November 2012]. 11) M idwest Hotel Furniture Liquidators LLC, 2011 [pdf] Available at: [Accessed 26 November 2012]. 12) Nordic Hotel Consulting, n. a. Hotel Market Report Copenhagen [pdf] Available at: [Accessed 19 November 2012]. 13) Oanda, 2012. Currency Converter[online] Available at: [Accessed 25 November 2012]. 14) Pricing For Profit, 2012. Value-Based Pricing [online] Available at: [Accessed 27 November 2012]. 5) Sadolin? k, 2010. Copenhagen Hotel Market Report 2010 [pdf] Available at: [Accessed 19 November 2012]. 16) Statistics Denmark, 2010 [online] Available at: [Accessed 20 November 2012]. 17) Statistics Denmark, 2011 [online] Available at: [Accessed 22 November 2012]. 18) Statistics Denmark, 2012 [online] Available at: [Accessed 20 November 2012]. 19) VenueFinder, 2009. Palace Hotel Copenhagen. [online] Available at: [Accessed 17 November 2012]. 0) VisitDenmark, 2012. COPENHAGEN CITY BREAK STRATEGY 2012-2014. [pdf] Available at: [Accessed 17 November 2012]. ————â₠¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ Strengths: Weaknesses: 1. Location 1. High prices 2. Internationalized 2. Small room type selection Services standards 3. Clean & Spacious rooms Opportunities: Threats: 1. New housing development 1. financing issues 2. Expanding hotel chains 2. price war