Country Report on Road Safety Initiatives in MALAYSIA Datuk Suret Singh Director General Road Safety Department Malaysia Basic Information Country : Malaysia ◦ ◦ ◦ ◦ ◦ Population: 26.4 Million in 2006 Square Kilometer: 392876km2 Road Length: 72‚400 km No of Registered Vehicles: 15‚790‚732 Vehicle Kilometer Travelled/year: 337.8 Billion VKT Malaysia Definition and Data System Definition: ◦ Fatality: Deaths within 30 days ◦ Serious: All Required Hospitalization ◦ Slight Injury:
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PROBLEM: The “R” sound In Portuguese‚ R at the beginning of words‚ at the end of words‚ or before a consonant is pronounced like H. Many Brazilian students carry this habit into English words‚ pronouncing “restaurant” as “hestaurant” and “far” as “fah.” It’s especially common when the English word and the Portuguese word are similar‚ such as in “restaurant” and “regular.” SOLUTION: First‚ I have my students work on pronouncing the English R sound by itself. I demonstrate the correct mouth position
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attitudes‚ practice and behaviour to scrutinise the impact through comparing schools implementing the Initiative with schools which are not‚ this aimed to assess:
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planning initiative and identify a strategic initiative discussed in the organization’s annual report; from this report Team C will describe how this initiative affects Dell’s financial planning. Team C will break down and address how Dell’s initiative directly affects costs and the sales of the company’s financial plan. The final section‚ Team C will describe the risks associated with the initiative and the financial impact that these risks have on the company. Dell Strategic Initiative Acquisitions
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Initiative vs. Guilt The third of Erikson’s stages‚ initiative vs. guilt‚ is when a child‚ aged three to six‚ discovers their sense of purpose. Adams (2008) explains the mindset of this period as “What can I imagine I will be?” (p. 353). It is this stage when a child’s imagination begins to explore its limits and children will often engage in pretend play. Markstrom‚ Sabino‚ Turner‚ and Berman (1997) believe that though the young child’s make-believe world of role playing‚ they develop their sense
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continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change‚ they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management‚ Six Sigma‚ and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes
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Most change initiatives fail. Yours don’t have to. Lead Change— Successfully‚ 3rd Edition Included with this collection: 2 The Hard Side of Change Management by Harold L. Sirkin‚ Perry Keenan‚ and Alan Jackson 15 Leading Change: Why Transformation Efforts Fail by John P. Kotter 26 Cracking the Code of Change by Michael Beer and Nitin Nohria 37 Managing Change: The Art of Balancing by Jeanie Daniel Duck Product 1908 Collection Overview Seventy percent of all change initiatives
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Leading Change Rasmussen College Author Note This paper is being submitted on September 13‚ 2014‚ for Samone Norsworthy’s Contemporary Leadership Challenges class. Leading Change I found an article on Forbes.com that is about a leader that led a successful change to his company and it talks about what he felt was key in doing this. The article is about a New Zealand based fertilizer company Ballance Agri-Nutrients and its executive Greg Delaney. Delaney wanted to make
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to the U.S. Congress.(2007) 4-http://blogs.mcclatchydc.com/mexico/2010/12/jail-breaks-and-cartel-manpower-woes.html (article on jailbreak) 5-http://www.beckleyfoundation.org/pdf/BriefingPaper_16.pdf 6-John Bailey- Plan Colombia and the Mérida Initiative: Policy Twins or Distant Cousins?(February 9‚ 2009)
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1.8 Change and the Management of Change Change Management Planning‚ Implementing‚ controlling‚ and reviewing the movement of an organization from its current state to a new one Causes of Change External Incremental (Evolutionary) • Occurs slowly over time (fuel-efficient cars) Dramatic (Revolutionary) • Can cause many problems especially if unexpected • Might lead to total rethink of operation of organization o Business Process Re-Engineering Business Process Re-Engineering Fundamentally
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