ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction The Egyptian civilization is one of the most ancient in the world. It started existing over 5,000 years ago, and a little more than 4,500 years ago it turned into a strong, developed state which had numerous technological advancements and a highly developed culture. The fact that the construction of the famous Egyptian pyramids began approximately at that time shows the capabilities of the civilization. The history of Ancient Egypt is divided into a number of periods. It began with the Early Dynastic period. That period was followed by the Old Kingdom, Middle Kingdom and New Kingdom, with two Intermediate Periods between them. In this paper, we will be interested in the periods of the first two Kingdoms, and the Intermediate Periods after them. More specifically, we will discuss the events which led to the collapse of the two Kingdoms, and consider how exactly they caused the fall. We will also examine how Egypt managed to reform after collapsing. We will also into the Intermediate Periods as well, for they will help us to better understand the causes of both collapse and restoration of the respective Kingdoms. The Old Kingdom of Egypt The Old Kingdom of the Egypt lasted from the earlier half of the 26 th century until the latter half of the 22 nd century BC. (It should be pointed out that the names were given to the periods by historians; people of those times did not attribute such names to their epochs.) This is the period during which the Third Dynasty through the Sixth Dynasty of Kings ruled, from the city of Memphis. 1 The Old Kingdom was a period of a developed, prosperous civilization during which the country enjoyed rather high levels of internal security. At first, during the Old Kingdom, the state was strong and centered; the King of Egypt was considered to be a god, and he could have an absolute power over his subjects. (It is worth pointing out that, strictly speaking, the title “pharaoh” started to be used to address the Egyptian kings only during the New Kingdom, during the reign of Thutmose III, circa 1479-1425 BC. For earlier times, therefore, it is more appropriate to use the term “king”.) 2 The Old Kingdom was also the period during which the Egyptian Pyramids were first built in order to serve as burial vaults for the kings. How Did the Old Kingdom Collapse? The power of the Egyptian king became significantly weakened during the Sixth Dynasty. One of the factors which might have caused additional problems with the king’s power was the exceptionally long reign of Pepi II, who was the king from his early childhood until very old age. Ancient sources state that he ruled for over 90 years. 3 He lived longer than a large number of his children, which led to additional difficulties with the succession of the king’s post. It also should be stressed that nomarchs, or governors of the nomes (regional divisions of Egypt), were able to attain more power gradually, as the influence of the king became weaker. It is note
Introduction Human trafficking is not a new problem. It has been a burden on society for centuries. In fact, in the course of history, it has transformed from slavery to forced labor, prostitution, and pornography as the major forms. At present, women and children are the most vulnerable categories of human trafficking. The problem can probably be reduced through the implementation of appropriate legislation. However, such laws are not equally enforced by governments throughout the world. This essay focuses on the issue of enforcement of laws concerning human trafficking, the influence of country prosperity on the approaches to solving this problem, the vulnerable categories at high risk of becoming victims, and the analysis of opportunities to control human trafficking globally. The Enforcement of Human Tracking Laws Worldwide Human trafficking is considered an offense to human rights and thus is in the focus of the United Nations Organization (Burch, 2014). Despite the fact that human trafficking is a global issue, not all countries give equal attention to this problem. This fact leads to a discrepancy in the rates of human trafficking worldwide and the spread of the problem. Thus, the developed countries give more attention to the issue of human rights and, as a result, to human trafficking prevention. For example, European laws on human rights demand the prevention of human trafficking. Moreover, much attention is given to outlawing human trafficking. There is a Convention on Action Against Trafficking in Human Beings ratified in the majority of western European countries (Turner, 2015). Such an approach results in full compliance with the Trafficking Victims Protection Act (TVPA) enforced in the USA, Canada, Australia, and Western Europe (Galastidas, Anderson, & Kelly, 2014). Also, some South American, African, and Asian countries, although do not comply with the standards introduced by TVPA, make efforts to achieve compliance. However, the rest of the world does not do much to eliminate the problem of human trafficking. For example, the greatest part of Africa, Asia, and even some countries in eastern Europe demonstrate the significant rates of human trafficking victims every year without any proof of efforts to influence the problem or do not comply with any TVPA standards at all (Galastidas et al., 2014). This fact can be probably explained by the weak consciousness of the society and little interest of governments in the elimination of the problem. Human Trafficking in Poor Countries Globally, low-income countries are more likely to have high rates of human trafficking than the developed ones. Corruption is one of the causes of poor nations’ susceptibility to human traffic
Company’s financial performance The corporate culture of Southwest airlines is mainly constructed on the basis of attitude, hard work and passion. The company values employees with positive attitudes, hardworking and passionate about their jobs because it is through employee’s performance that a company can create a sustainable competitive advantage in any industry. Southwest therefore optimizes on its employees core values, their initiatives and the corporate culture spirit to enhance its competitive advantage. The rationale of the corporate culture which mainly focuses on employees’ attitudes and passion towards their jobs is derived from the fact that the company comprehends that it is through its employee’s contributions that will determine the success or the failure of the company. For instance, as enshrined on the core cultural values an employee with passion and of positive attitude will also result in high satisfaction level of the customer. More so, creating a competitive advantage involves other aspects such as cost reduction and innovative strategies. In Southwest airlines, a frontline employee suggested that not placing company’s logos in trash bags which ended up saving the company an estimate of about $250,000 annually. The employees also suggested assembling computers for half the price of new ones instead of buying 800 computers for usage in new reservation centre in Albuquerque; this saved the company about $1 million. Other cost saving and innovative ideas put forth by the company’s employees have created unparalleled competitive advantage to the company. Southwest also encouraged their executives and supervisors to attend courses on corporate culture which was intended to ingrain, instil and nurture cultural themes such as teamwork, trust, diversity and harmony. By investing on employees trust and loyalty, the company has consistently gained a lasting competitive advantage over other airlines because of the employees’ innovative measures and their passions towards their job and Southwest airlines as well. Operating profit margin Operating profit margin = Operating profit (Losses) / Total revenue Year                     1995     2000     2005     2006     2007    Operating profit         5,852    6,999    427      7,514    9,210   Revenue                  603,400  692,800  778,600  796,800  829,000 Operating profit Margin  0.97     1.01     0.05     0.94     1.11     From the above ratios, there has been increase in operating costs management strategies by the company over the years apart from a decline in 2005 which resulted in a decline in the margin to 0.05%. The company should endeavour to reduce its operating costs as a way of increasing its profitability. Net profit margin This is a measure of efficiency in generating shareholders income and is calculated as below; Net profit margin = Net profit / Total revenue Year               1995     2000     2005     2006     2007     2008    Net profit (Loss)  2,283    2,486    (5,782)  3,126    4,998            Revenue            603,400  692,800  778,600  796,800  829,000  190,300 Net profit Margin  0.38     0.36     -0.74    0.39     0.60     0.00     The net pr
Introduction The targeted healthcare role for this analysis is that of a head nurse of an emergency department (ED). A head nurse uses his or her competencies to coordinate nursing teams, impalement adequate practices, manage resources, and promote evidence-based healthcare delivery processes. On top of their functions as healthcare workers, head nurses manage departments and foster collaboration to ensure quality services are available to more critical care patients (Landis, Hill, & Harvey, 2014). The head nurse goes further to implement adequate leadership and managerial practices that have the potential to improve the health service delivery process. Management is defined as “a process of actions and allocating resources to achieve organizational goals” (Kelly, 2011, p.13). On the other hand, leadership is “a process of influence in which the leader influences others toward goal achievement” (Kelly, 2011, p.2). Head nurses should be able to merge these two practices in an attempt to realize their healthcare goals. The purpose of this analytical paper is to describe the role scope of head nurses in different emergency departments. The specific objectives include analyzing role benefits, outcomes, experiences, and developmental needs, strengths, and weaknesses. Useful insights that can guide nurse leaders to become pioneers and promoters of evidence-based critical care will be presented in the paper. Thesis statement: Practitioners who want to become head nurses in emergency departments should focus on various competencies and strengths, be aware of the role scope, address their weaknesses, and implement powerful healthcare delivery models to meet the needs of both the targeted clients and their followers. Role Scope Every head nurse in an emergency department has a huge responsibility. The role required head nurses to ensure every targeted objective is realized on time. The philosophy behind this role is coordinating nursing teams in an attempt to deliver evidence-based medical support. The responsibilities of the head nurse can be subdivided into four unique roles. These include administration, management, communication, and human resources (Lawal et al., 2014). When these roles are coordinated professionally, a head nurse in a hospital will promote and support the development of better healthcare delivery processes (Moen & Knudsen, 2013). Head nurses can delegate various responsibilities depending on the competencies of different healthcare workers. Role incum
People are the main resource of any company or organization regardless of the sphere in which it works as they perform all actions needed for its development and rise. For this reason, human resource management acquires the top priority as one of the central tools to ensure the effective functioning of the staff and its commitment. Motivated and loyal people show better results and significantly contribute to further growth and empowerment (Lussier & Hendon, 2018). For this reason, successful leaders should focus their efforts on the creation of an environment beneficial for workers personal and professional development. It will help to make organizations more attractive for individuals and increase the level of their interest. For this reason, the human resource frame becomes one of the major concerns of modern management. The central idea of this conception is that people are the main asset for any company (Bolman & Deal, 2017). Regarding the importance of the given perspective, the pivotal aim of the paper is the investigate the frames applicability to the sphere of education and how leaders can benefit from its use. The Power and Usefulness of Human Resource Frame As it has already been stated, the human resource frame cultivates the idea of an outstanding significance of people and their fundamental role in the functioning of organizations. For this reason, they “exist to serve human needs rather than the converse” (Bolman & Deal, 2017, p. 118). This assumption should be taken as the basis for the further development of organizations as they need people. At the same time, people also need these organizations as they provide them with the services critical for their development, existence, and rise (Bolman & Deal, 2017). That is why the basic human demands can be satisfied if a particular balance is found. Individuals work to promote the development of various organizations, while they create conditions beneficial for workers personal and professional development. The given idea becomes critical for the sphere of education as it is one of the fundamental institutions of modern society. School as an organization serves people and provides the knowledge needed for their future success. In such a way, it is characterized by the increased attention to learners needs and demands to the quality of provided services and their relevance. On the other hand, the efficiency of these institutions significantly depends on educators who work in the sphere and teach students (Lussier & Hendon, 2018). For this reason, the application of the Human Resource Frame becomes critical for educational leaders. They should ensure that employees are provided with the appropriate environment that meets their requirements and satisfies needs; at the same time, being motivated with this attitude, they will contribute to the development of schools as organizations that consider this model. In such a way, Human Resource Frame becomes one of the integral parts of the modern educational sphere. It encompasses all elements critical for the development of both organizations and workers (Bolman & Deal, 2017). At the same time, it creates the bas
Introduction East Africa is one of the fastest growing regions of Africa, with cities like Nairobi, Kigali and Kampala developing into prosperous and reputable trading centres in the world. Nairobi, for example, is home to Africa’s largest and one of the world’s best airlines, Kenya Airways. It is also home to Safaricom, Africa’s biggest mobile phone service provider with close to 20 million subscribers (Global Village Encyclopedia, 2009). MTN Africa, Africa’s largest telecommunication company, has been operating in Tanzania and Uganda for over ten years now. This paper examines how Teejays, a customer care training and consultancy firm, can expand into the east African market. It takes a look at two strategies that the company can adopt in its effort to break into the new market: the SMART matrix strategy and the competitive strategy. Background information According to most economic analysts, Africa is going to be the globe’s future economic powerhouse (Smith & Donovan, 2006). Most of the continent’s resources are yet to be utilized, the continent’s population is still quite low – only 15% of the world’s population (United Nations, 2009) – and there is heavy investment going on all over the continent on infrastructure. Although the continent is still cynically referred to as the Dark Continent, the potential it has is enormous. South Africa is already part of the BRIC community (renamed BRICS after the entry of Africa’s largest economy), a group of the world’s fastest growing economies (Brazil, Russia, India and China) (Hervieu, 2011 ). Just like the rest of the continent, East Africa has enormous potential for economic growth. Apart from Somalia, the region is politically stable and has economies that have all registered positive economic growth in the last ten years. The region’s member states are Kenya, Uganda, Tanzania, Rwanda and Burundi, with the newly formed Republic of Southern Sudan set to join the community. All these countries’ capital cities are huge financial hubs, with Nairobi a leading trading centre not only in the region but across the entire continent (Koech, 2009). SMART Matrix Strategy [1] The SMART analysis carried out in this report focuses on internal and external strategic dimensions of the business’ ability to enter the East African market. The internal strategic dimensions used are   * Financial Strength (FS)   * Competitive advantage (CA) The external strategic dimensions used are   * Environmental stability (ES)   * Industry strength (IS) Competitive advantage (CA) and environmental stability (ES) are rated using rating scale from -6 (worst) to -1 (best) while industry strength (IS) and financial strength (FS) are rated using rating scale from +1 (worst) to +6 (best). The parameters used to measure CA will be product quality, market share, brand & image and product life cycle. The parameters used to measure FS will be ROA, leverage, liquidity and cash flow. The parameters used to measure IS will be barriers to entry, growth potential, access to financing and consolidation. The parameters used to measure ES will be inflati
Introduction Spatial planning has gained a lot of popularity in the recent past following the rapid growth of population, especially in major urban centers. According to Fingerhuth (2004), spatial planning is currently seen as the solution to the problem of congestion in some of the major cities around the world. However, spatial planning is not only appropriate in the urban centers, but also very important in planning for rural settings in a way that would create a harmonious society. Strategic spatial planning and development has increasingly been used in order to ensure that large population can be sustained within a given location (Yumin, 2013). The United States has been experiencing a consistent growth of population over the years. However, land as one of the most important factors of production cannot be increased to reflect the proportional increase of the population. For this reason, public planners have the responsibility of coming up with an appropriate strategic spatial development planning, which would ensure that the limited natural resources are used sustainably to meet the limitless demands of people (Morphet, 2010). This research will focus on strategic spatial development planning as a way of finding solution to the increasing population. Literature Review According to Grijzen (2010) spatial planning has been in existence for over two decades, but to many, it is a relatively new concept that is still under development. Spatial planning has been one of the best planning strategies that have been used in order to manage the use of limited land space. Faludi (2002) defines spatial planning as, “A method used by the public sector to influence the distribution of people and activities in spaces of various scales, and also include land use, urban, regional, transport and environmental planning.” Spatial planning, though considered an affair of the national or local government, can also be used in other areas to ensure that there is harmony in the society. Principles and Dimensions of Land Use Planning Process It is important to understand principles and design of land use planning process. One of the most important principles of land use planning defines the need to respect physical characteristics of land. This means that the slopes, soil type and unique environmental and geological characteristics must be respected when planning for land use. The design taken in land use planning process is always conscious of the needs of the local people. According to Gill (2009), every land-use project is always unique in itself and will always use different approaches. It is important to understand the principles and dimensions of land use planning process. As Gunder and Hillier (2009) noted, it is important to ensure that the approach taken does not ignore the needs of the local community where the project is conducted. In fact Janssen and Veen (2008) says that another important principle is that it should always involve the local community with the aim of making their land use process better. Although land- use planning
Introduction Boohoo is an online fashion retailer dealing in trendy apparel and targeting customers of all ages (Boohoo.com, 2021, para. 1). Despite COVID-19 challenges, the company can grow by analyzing prevailing political, economic, social, technological, legal, and environmental (PESTEL) factors affecting the apparel industry. Political Factors Being a key player in the European market, Boohoo must be aware of the current government, economic systems, labor dynamics, inflation, and interest rates in countries where it wishes to expand its operations. Europe exports over 30% of clothing and textile to other parts of the world ( European Textile and Clothing Sector consolidates satisfactory evolution in 2018, 2019) . During the COVID-19 pandemic, most governments have placed strict regulations on international business engagements with different restrictions imposed. However, the movement of goods has not been limited, which gives Boohoo a vital market opportunity (Kleinman, 2021, para. 5). Boohoo can take this advantage by increasing its export volumes to countries where it did not do business initially. Boohoo can look at countries with attractive foreign tax, trading, and pricing incentives during the pandemic and try to establish its market niche. Economic Analysis The COVID-19 pandemic has significantly affected the interest, saving, and inflation rates globally. Reinsdof (2020) of the International Monetary Fund notes that in the wake of COVID-19, the consumer price index for clothing was recorded at -0.03 percent in 2020. Consequently, various governments have restructured the apparel and transport industry, reducing taxation and opening investors’ opportunities to boost the industries. This is an opportunity for Boohoo as it does not require much capital to set up its online presence in such countries. As reported by Redcowmedia (2021) Boohoo has recorded a 26% increase in orders through social media marketing in France and another 17% increase in social media traffic in the US. These statistics suggest that the company has excellent potential to venture into new markets. Besides, the company may seek to establish new production lines in fast-developing countries, which can be realized by analyzing prevailing interest and employment rates. Social Factors Despite the COVID-19 pandemic, people are still concerned about their dressing trends. Ideally, the significant increase in social media during the pandemic for interaction provides online retail companies such as Boohoo with marketing opportunities. The company has already seen its sales grow significantly compared to its competitors through its #BoohooInTheHouse marketing campaign during the pandemic (Sentance, 2020, para. 5). Using its experience in the social media market, the company can venture into new markets globally.