Causes Of Traffic Congestion In Cairo Egypt Tourism Essay

Causes Of Traffic Congestion In Cairo Egypt Tourism Essay Even though, Cairo is considered as a largest city in Africa, it also expected that the traffic will be major issue to deal with. There are at least 18 million people live in Cairo in addition of 3500 newborns added to this number each day. Logically its not all 18 million people have car but the nature of streets are clogged because of the traffic (stop- go). Its difficult to discern any particular rules of the road because there are many streets are one way not always this rule is working. Its known that red light mean stop or slowdown and green light walk light mean its safe to cross the road, but its not necessarily to believe in that, the drivers are increasing the speed to get through red traffic light with horns blaring to stop anyone who might consider getting in their way. Sometimes they are driving over the pavements; the only thing that forces the driver to stop is no possible way to squeeze around. Even though Egypt have a despite schemes of modernization in many parts of Cairo, donkey-carts are still a prominent feature in many streets and they manage their way through traffic with their own system but what an incredible thing is many cars do the same, in addition they use the lane of oncoming traffic when their own lane are full. Traffic in Cairo is absolutely chaotic. If you are ever tempted to drive in Egypt, take a rest until you get over it, said Mohamed Abdel-Hamid, manager of an international bank in Egypt, who suffers the daily commute from Heliopolis to 6th of October City and have a real vision about the traffic jam and the accident that occur every five minutes, which make us believe that even the chaos has its own rules. As Abdel-Hamid said: lane markers on the road are merely suggestions, and traffic signals are only an opinion, we can notice that the driver is driving like madmen, he is free to drive down the middle between two lanes of traffic, honking his horn expecting from the cars parallel to his on each side to make a room if possible. This is not considered rude or in any way out of the place, Abdel-Hamid says with irony. Traffic was not that bad few years ago. Nobody respects traffic regulations now; everybody simply goes his own way. It takes hours and hours to go anywhere. Streets are blocked all the time, day and night, especially on 6th of October Bridge -it is crazy to drive on the bridge nowadays, added Abdel-Hamid. More than 7000 people per year have been killed and wound nearly 35,000 causes of road fatalities as experts mentioned, so will we reach to limit the number of vehicles. Its obviously now that Cairo is crumbling under the twin pressure of traffic and population. According to Mohamed Mursi Mansour, director of Public Traffic Authority of Giza Governorate, new initiatives to address the traffic congestion in Egypt and the issues surrounding road safety are now active in General Authority for Roads and Bridges. Hundreds of millions of dollars will be spent on upgrading the safety and efficiency of the existing infrastructure in the short term, while mid- and long-term goals focus on increasing the width of roads, said Mansour. With refer to World Bank estimation of an urbanization level of 70% by year 2020. The most issues that are facing Egypt in urban transport are congestion, high reliance on road transport and traffic safety. Cairo experience show that the average speeds of traffic is less than 10 Km/hr. which keep in falling down with the increasing in the number of cars. As mentioned in World Bank report, dependence on public transportation is less than 65%. Abdel-Rahman sherif, head of South-Central Cairo Administration for General Transport, believes that the right solution is to develop an efficient public transportation system, such as the underground metro, also encourage people to use it, to reduce the number of private vehicles. A committee of traffic specialist and engineers should be formed to study the problem and draft a comprehensive master plan. I believe that Cairo is in dire need of better planning if traffic is to be streamlined, states sherif. Lets take a Dukki region as case in point, which was originally planned as a neighborhood of villas and boulevards. Owners of most villas in the district randomly expanded into more profitable high-rise apartment blocks. The streets and sewage system, however, could not cope with the resultant increase in the number of inhabitants, especially since few of these apartment buildings included garages. Planners, Sherif adds, had to expand the streets at the expense of pedestrian pavements a big mistake, in his opinion. Expanding streets and adding more fly-overs and tunnels is not always the solution to traffic congestion, Sherif argues. Rather, these measures encourage the influx of more vehicles into already congested areas. Nowadays, traffic in Cairo should be seen to be believed. Its more than like elemental force than a movement of cars. Absolutely there is many several forces contributed to traffic jam, these factor should be taken seriously and diagnosed before solution will be out of control. With refer to Atef Abdel-Ghani Fayad, whose working as general director of roads, he mentioned to the factors which might be considered as causes of traffic congestion: the population explosion, high frequency of daily trips by motorists, and urban and economic development. He also explained the need of efficient public transportation system and more qualified network of road and rails ways. Thats because the motorists make three trips daily in Greater Cairo as an average, with addition of population growth rate, its high at 2.4%: this means that we have an increase of nearly one million people every year. Its useless to lunch a project without studying the consequences adequately, like building bridges at Lebanon square in AL-Mohandissin, also Fayad was talking about this issue and he said: This area was originally planned for residential purposes, but now it is main cause of traffic congestion. The solutions we asked for should not be traditional, according to Fayad; we should study every small particular thing and take it seriously before we do it, also we have to get a drawing plan to study the network road, also we need to study the number and directions of daily trips made by motorists and commuters, after that we can tell and build the number of car parks needed. By increasing people awareness of traffic regulation and urging them to use public transportation are necessary, through efficient public transportation, and road maintenance. As mentioned by Director-General of Transportation at Ministry of Interior, Essameddin Asfour, there is a comprehensive plan on the table as to how to streamline traffic. people must be patient; when the completion of construction work of the bridge located in Lebanon Square as well as Al-Remayah Square comes to an end, this will alleviate much of pressure, as Asfour said. Asfour added: the ministry has also formed a committee of senior policemen whose task is to keep the congestion traffic areas clean, this problem is not only hard sometimes to solve by ministry but it also hard sometimes to be solved by experts and specialists in addition this case of problem is not the responsibility of Ministry of Interior alone, because the solutions can also be found by using information and communication technologies (ICTs). To the unexpected of many that technological solutions and applications can definitely put an end for this problem through a good use of database and instant information. Specialists and those are responsible about this problem should work together to find an outline for the path down which ICTs and transport can productively merge, adds asfour. Mohamed Abdel-Atti, an eminent transport expert, explains how ICTs will give a big help in traffic monitoring, especially monitoring traffic jams, like building up a powerful database capable of predicting bottlenecks and accident before they happen. Abdel atti explains that brining foreign technologies into Egypt market is not always good, so we should make our best out of them and adapting them to local needs and conditions. On the other side we should find a dire solution to secure the passage of pedestrians. The city streets are not organized; its difficult to cross the street. Its normal to cross one lane when thats all you can cross, then stand in the middle of torrent of whizzing cars waiting for the next opening. Death is inevitable, says Fayad sarcastically. The engineers and the worker on the site are always focus on traffic problems without taking in calculation that people and not cars are making the city as it is, also pedestrians go nearly always unconsidered. Fayad adds: cars are moving over pavements, which are no longer safe, and pedestrians have been forced into the center of the street, since becoming the main victims of traffic problems. To insure the safety to pedestrians passage, it was announced lately that there exists plan to build pedestrian tunnel all over Cairo, equipped with escalators. The first action is expected to start building the pedestrian tunnel in front of Cairo University in Giza. An equivalent tunnel already exists below Salah Salem Street in front of the Cairo Trade Fair grounds. Two other tunnels will be built in the areas of Abbasiya and Fustat, says Fayad. Officials wishes that after developing an efficient public transportation system, traffic will be streamlined and pedestrians will be able to walk and cross streets safely, Fayad added. Prime minister, Dr. Ahmed Nazif, has checked how is going the first project of public transportation in Greater Cairo which aims to include 200 buses as a first step. This project aims to release around 1100 buses through the three coming years, starting from this year also there will be 300 buses added to the 200 before the end of this year. The plan of this project is to provide 300 buses annually over the coming two years. The project also includes plans to develop the human resources for the workers and employees in Cairo Transportation Authority (CTA), as well as setting training program for administrative employees and drivers. Prime minister, Dr. Ahmed Nazif after he checked the first action of the project confirmed that Cairo is one of the biggest and largest city in the world with high population that normally cause a traffic congestion; however the government still fighting against the twin pressure which coming from traffic jam and high population. The government has decided to solve and work on this problem on two phases. Reduce the population through build new cities and improving squatters. There is a project exists and its aim is to get rid of kiosks to be implemented by the squatters development fund, Dr. Ahmed Nazif mentioned. The second phase with help of Cairo Transportation Authority (CTA)  Ã…   development and improvement is aiming to solve citizen daily surfing in Cairo traffic congestion, also encourage the people to use a public transportation instead of their own private cars. Dr. Ahmed Nazif keep the doors open for the private companies to participate in the mentioned project by including 1500 new air-conditioned buses by coming period, something which might encourage private cars owners to use special buses instead of their owns. Cairo is designed to home around 4 million drivers, but according to recent statistics confirmed that Cairo home 17 million at least, which obviously this huge difference will cause what called congestion and high population. According to this most Egyptians are waking-up on the noise of not duke but noise of horns, also they have the same routine at every morning at 8 am, the rushing torrent of buses, and once again at 5pm, passengers are getting in and out of the NON-STOP public transports while it keep in motion. In September 2008, the government takes an action against the new arrivals of new 120,000 vehicles to the Greater Cairo Streets, which was as mentioned by Abdel Azim Wazir, Cairo Governor: the Government has locate a space area outside the heart of the capital of Egypt, and the Government offices and ministries will be removed and rebuild it there, also it will stop build any more schools, universities or even government offices inside Cairo. After taking many opinions and comments also a recommendations from many responsible men and authorities, most of them are getting head-ace and confusing from this problem. But as view as traffic experts, they have another point view which is about the driving habits specially from what it calls microbus, most of Egyptians are using these kind of transportation with ignoring how bad the driver while he is driving holding horn all over the rout causing noise pollution and its not only this ,but also he doesnt respect the rules of the traffic even the respect of humidity. Microbus drivers are not wages by hours, but they wages by the number of daily trips the can do. So, they are throwing themselves in troubles with policemen also with most dangerous accident, that causes a high traffic congestions, also it need more than three hours to be solved. Because the government are not mentioned to the new traffic laws, thats why the drivers are keep ignoring the traffic signs, as Rehab Mahmou d said, a freelance business trainer.

Leadership Principles for Healthcare

America needs good leadership in every comer. Too often mediocrity is present in business, government, schools, and churches. In a rapidly changing world, it is crucial to have strong leaders. Although no set formula exists for defining leadership, studies show a few basic commonalities among people generally considered effective leaders. This paper discusses the principles of effective leadership in healthcare. Credibility As a leader in healthcare, one is required to perform all assigned duties, regardless of their size or perceived importance, up to standard, on time, and to the best of one’s ability. Others are interested in one’s past only insofar as it may indicate future capability. They want to know how well one performs one’s duty today, so that they may estimate what one will do tomorrow. The reputation that counts most is the one earns today. Any evidence of slipshod work, halfway measures or â€Å"after-the-fact† excuses will not be viewed favorably (Bryson & Crosby, 1992). For missions to succeed, especially in times of uncertainty, ambiguity, and adversity, leaders in healthcare must live and conduct all their activities so that others may look them squarely in the eye knowing that they are associating with and placing their trust in an honorable individual. Leaders exert themselves to promote the well-being of others. They do something or stand ready to do something for others. They develop self-reliance in others so that they can become effective members of an interdependent team. Self-reliance means that a staff member does not need the presence of the boss to carry out the tactical and operational elements of his or her own job. As a leader, one should state the job to be done but leave it to one’s subordinate to recommend the methods that will accomplish the desired results, at the time required, with due regard for costs (Conger, 1989). If one wants to lead people in healthcare, one has to communicate information directly and honestly. One cannot hem and haw or water down the truth. One has to keep one’s people and the people to whom one reports, grounded in the reality of one’s situation. Although most people believe that they are honest, few are direct. Many women, especially, respect the social value of an indirect approach to problems, and this places them at a disadvantage in leadership situations. If one has trouble with the direct approach, one should put one’s points in writing, structuring them so that when one goes into a meeting, one can use one’s notes as an aid until one feels comfortable in delivering verbal reports without them. Dishonesty of any sort is quickly perceived as very disturbing and unlikable. It also carries a â€Å"permanent† connotation that isn't easily erased. Honesty is a deeply held value and can run all the way from one’s surface sincerity and â€Å"realness† to one’s basic ethics and morality. Conversation or behavior that is not very honest waves a red flag that causes other people to back off and not trust one. Trust is necessary for good communication and good communication is the main tool of successful supervision (Conger, 1989). The defensiveness typically caused by even minor dishonesty shuts down communication. There are many verbal and non-verbal indicators of dishonesty to-watch for, including elusive eye contact, contradictory body language, tone and flow of voice, behavioral inconsistencies and aggressive posture. The effective leader in healthcare models the way he or she desires his or her followers to act. (Kouzes, James & Posner 1987) This characteristic of the effective leader has also been described as the â€Å"management of trust.† (Bennis 1989) The group learns very quickly that it can rely on the leader, who is exactly what he or she appears to be. The actions of a transformation leader represent the beliefs and commitments that are spoken. Building Strong Relationships Interpersonal relationships play a critical role in the management process. As noted by Gabarro (1987,p. 172), â€Å"relationships are the principal means through which organizations are controlled.† Friendships and related social networks in organizations have been investigated in relation to such factors as organizational choice (Kilduff, 1990), turnover and organizational commitment (Krackhardt & Porter, 1985), culture (Krackhardt & Kilduff, 1990), and organizational conflict (Nelson, 1989). Much of the research that has investigated the nature of the leader-follower relationship has taken place within the context of leader-member exchange theory (LMX). Leader-member exchange theory suggests that leaders differentiate among followers in terms of leader behavior rather than enacting â€Å"one best† average leadership style with all followers (Liden & Graen, 1980). The LMX model recognizes the importance and nature of specific leader-follower relationships and emphasizes the differences in the manner in which a leader behaves toward each follower (Vecchio & Gobdel, 1984). A role is informally negotiated between each member of the work group and the leader, and an active exchange of inputs and outcomes occurs between the leader and each follower (Bass, 1990; Dansereau, Graen, & Haga, 1975). Some leader-follower dyads within groups develop roles that are personally satisfying and mutually compatible, while others do not (Graen & Scandura, 1987). Earlier writings referred to followers in the former type of dyad as part of the â€Å"in-group† and the latter as â€Å"out-group† members. Over the years, LMX research has not only verified the existence of differentiated leader-member dyads within groups, but it has also investigated the characteristics of the leader-follower relationship, as well as the process by which leaders develop effective leadership relationships. According to Graen and Uhl-Bien (1995), the development of a leader-member exchange relationship â€Å"is based on the characteristics of the working relationship as opposed to a personal or friendship relationship† (p. 237). LMX is conceptualized as a multidimensional construct, consisting of respect, trust, and mutual obligation, and it refers specifically to these dimensions as they relate to â€Å"individuals' assessments of each other in terms of their professional capabilities and behaviors† (Graen & Uhl-Bien, 1995, p. 238). Vision To lead a group in healthcare, one must have a vision that people support from both a personal and a philosophical perspective. Consider Martin Luther King. What was the vision? His most famous statement, â€Å"I have a dream,† was delivered to more than half a million people who had descended on Washington, D.C., in support of civil rights. What was his dream? Racial equality. Could people relate to that personally and philosophically? Absolutely. Few people argued against the philosophy of racial equality. Furthermore, many supporters believed that he would have a tremendous impact on them personally. King gained overwhelming support because of his vision (Collins & Porgas, 1991). Once leaders develop a vision, they must communicate their ideas. Leaders are often great communicators. Consider Martin Luther King. He had the ability to stir and motivate people, and he excelled when he got in front of a group of people. Former President Abraham Lincoln also had superb speechmaking abilities. One of his speeches, the Gettysburg Address, is so famous that most schoolchildren memorize it at some point in their studies. Communication skills were the strong point of another well-known leader, former President Ronald Reagan. While some people have questioned Reagan's leadership abilities, few questioned his communication skills. Many remember his first State of the Union Address, which was delivered the year after he was wounded by a gunshot from John Hinckley. As with any presidential candidate, there were those who had not voted for him and were not particularly strong supporters. Reagan's address, however, was so stirring and so patriotic that afterward even people who were lukewarm about him wanted to jump to their feet, salute, and flip on their Lee Greenwood tape of â€Å"I'm Proud to Be an American.† The words he chose, and the manner in which he presented them, really touched people (Collins & Porgas, 1991). Passion Passion engenders enthusiasm and creativity. It also drives excellence. Without passion a business is ordinary — for its employees, suppliers and, most importantly, for its customers. It is easier to recognize the absence than the existence of passion. Passion is not a commodity or even an art form that can be taught or bought. It is also quietly frowned on in some circles. Passionate and respected leaders motivate and inspire those around them to share their passion for a product, a concept or an opportunity. By doing so, they encourage others to excel. These leaders recognize the need to foster and embrace a range of complementary talents and experiences. To attract people with these skills and, more importantly, right attitudes, they create the processes and culture to support them. If passion is engendered, encouraged and focused then, all other things being equal, the organization with passion will outperform those without (Bryson & Crosby, 1992). Commitment to Serve Others The effective leader in healthcare empowers others to act. (Kouzes & Posner 1987) He recognizes the potential of the entire organization and freely grants or sanctions individuals the power to act in concert with the group. What appears to be an abdication of power by the leader results in a stronger unison effort? The transformational leader encourages the heart. (Kouzes & Posner 1987) Followers work more effectively if they are frequently praised, and it is the transformational leader who understands the necessity of recognizing their accomplishments. This leadership characteristic suggests that frequent encouragement and praise for even minor accomplishments is appropriate. Positive affirmation does not instill complacency, but instead it results in motivating an individual to perform even better. Mentoring does not have to be one-on-one. With this new twist on an old model, a mentor guides a group of protà ©gà ©s through the complex process of developing their organizational practical understanding and their careers. In the new mentoring model, learning leaders are partners, rather than â€Å"patriarchs.† As experienced organizational veterans with information and knowledge to offer, they act as leaders of group learning and facilitators of group growth. With group mentoring, the setting and emphasis shifts from one-on-one relationships to group relationships. The learning leader helps protà ©gà ©s understand the organization, guides them in analyzing their experiences, and helps them clarify career directions. The process gives the protà ©gà ©s access to the experience and knowledge of a successful, high-level manager. In addition, that help comes from a different paradigm–that of a leader as collaborates. The task of the learning leader is to create an environment for the professional growth of a small group of protà ©gà ©s who can benefit from the experience, knowledge, and support of an organization veteran and of other group members. References Bennis, Warren. (1989). Why Leaders Can't Lead–The Unconscious Conspiracy Continues (San Francisco: Jossey-Bass). Bryson, J. and Crosby, B. (1992). Leadership for the Common Good: Tackling Public Problems in a Shared-Power World. San Francisco: Jossey-Bass Publishers. Collins, J. and Porgas, J. (1991). Organizational Vision and Visionary Organizations. California Management Review (Fall): 36. Conger, J. (1989). The Charismatic Leader: Behind the Mystique of Exceptional Leadership. San Francisco: Jossey-Bass Publishers. Gabarro, J. J. (1987). The development of working relationships. In J. W. Lorsch (Ed.), Handbook of organizational behavior (pp. 172-189). Englewood Cliffs, NJ: Prentice-Hall. Graen, G. B., & Scandura, T A. (1987). Toward a psychology of dyadic organizing. In L. L Cummings & B. M. Shaw (Eds.), Research in organizational behavior (pp. 175-208). Greenwich, CT: JAI Press. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247. Kilduff, M. (1990). The interpersonal structure of decision making: A social comparison approach to organizational choice. Organizational Behavior and Human Decision Processes, 47(2), 270288. Kouzes, James M.   and Posner, Barry Z. (1987). The Leadership Challenge (San Francisco: Jossey-Bass). Krackhardt, D., & Kilduff, M. (1990). Friendship patterns and culture: The control of organizational diversity. American Anthropologist, 92(1), 142-154. Krackhardt, D., & Porter, L. W. (1985). When friends leave: A structural analysis of the relationship between turnover and stayers' attitudes. Administrative Science Quarterly, 30, 242-261. Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23, 451-465. Nelson, R. E. (1989). The strength of strong ties: Social networks and intergroup conflict in organizations. Academy of Management Journal, 32(2), 377-401. Vecchio, R. P., & Gobdel, B. C. (1984). The vertical dyad linkage model of leadership: Problems and prospects. Organizational Behavior and Human Performance, 34, 5-20.   

Dame Van Winkle-An Epitome of Non-conformist Behavior

Dame Van Winkle is a dominant and practical-minded lady and her disposition and character does not match with the norms of the contemporary American society. She is an anti-thesis to the Romantic Rip Van Winkle who epitomizes the romantic traits of his age. There is no textual hint that Dame Van Winkle was hash by nature bit it was socio-economic compulsion that made her to castigate Rip time and again. She does not complement but even sometime challenges the contemporary social traditions and norms that require a complacent attitude and behavior on the part of woman.It is the nature ad characteristics of Rip that compel Dame to be a cultural villain. Her villainy is not due to any inherent flaw in her nature or due to habitual formation or propensity in her character. It is due to the circumstances in which she is placed and in which she has to perform suitably. Economic well-being of her family is her ultimate objective. Rip does not pay attention to this aspect and indulge himself helping others. Although he is â€Å"simple good-natured â€Å"and â€Å"a kind neighbor† but he is not a good family head.He is not pragmatic and does not think about the well-being of his family. He is a fellow who â€Å"take the world easy, eat white bread or brown, whichever can be got with least thought or trouble†. He uses to â€Å"starve on a penny than work for a pound†. Dame’s scolding is not a result of any pernicious nature or individual grudges. The story manifests that there are certain other male characters in the story that spend their time in useless activities and enjoy the blessing of indolence but their wives do not scold them. Their attitude is in conformity with the social norms.The author only portrays Dame with the colors of cruelty because she does not conform to the so-called model of contemporary women. This model requires women to act submissively and remain obedient and subservient to their husbands. It further requires them not to complain or criticize the behavior of their husbands. Same is the case with Dame. Her husband, society and author want her to behave and act accordingly but she does not do so. Although her behavior is not appropriate to the social and cultural norms of the day but was most apt response according to the economic and domestic conditions of her family.In spite of doing something practical regardless of her rebuke and reproach, he used to â€Å"frequenting a kind of perpetual club of the sages, philosophers, and other idle personages of the village† and used to take refuge in idle activities. This further infuriates Dame and she further performs a non-conformist act by going into the stronghold of the men and scolds Rip’s companions as well. Although it is courageous act according to the social norms of today but it was considered a height of bad manners by that societies and that company. That’s the reason that contemporary society only blames her for all the misdeeds.Irving provides certain hints about other facets of her characters. He portrays her as a neat and clean lady who always keeps her house tidy. There is no quarrel between her and her neighbors or any other woman of the village. All the above-mentioned arguments and supporting evidence manifest that Dame Van Winkle was not of a tyrannical nature but it was Rip’s failing as a husband and father that make her behave so. Furthermore, she is regarded cantankerous not due to real bad temper but due to non-conformity with the contemporary social norms. Work Cited Irving, Washington. Rip Van Winkle. New York: Philomel Books, 1999.

Benefits Of A Small Business Center At Central Piedmont...

Five years from now I see myself running a small business. Background knowledge as well as experience is needed to run a small business. To gain knowledge I will take advantage of the Small Business Center at Central Piedmont Community College. The Small Business Center provides vast resources and counseling at no cost. Counseling that is provided in the Small Business Center helps with business planning, business growth, or cash flow management. For counseling I would have to request counseling and wait 3 additional days to set an appointment. According to CNBC news the best way to gain the experience is to learn all the operations that are required to successfully run a small business by working in a small business. Also acquiring a mentor who has the experience would be beneficial. Furthermore, talking to my future customers should provide background knowledge about what products they want. Because of the experience I have working in a beauty supply, I will start one. I have close to 9 years of experience working in a beauty supply. I have skills to work the register, provide customer service as well as stock inventory. To gain knowledge for running a small business I will need to become an apprentice for my current boss or a business professional. This is beneficial for both me and my boss. While I learn how to finance a business as well as business its self, my boss could take more vacations and have less stress from work. The business that I would like to start is aShow MoreRelatedSadie Hawkins Day and Valentine Grams18321 Words   |  74 Pagesand small pails of chocolates. â€Å"The money that we raise from Academy of Life students are â€Å"Stars for a Night† Elton John and Kiki Dee. â€Å"It was the first time that students from Piedmont danced onstage. In previous years, we did a lot of backstage work like making the sets and decorations,† explains Ms. Casiano. 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