Education in emergencies study august 2010 finalMegh Rai
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The document discusses the history and evolution of India's education system, from traditional village schools to the modern system introduced by the British. It outlines key education programs in India like Sarva Shiksha Abhiyan, which aims to provide universal elementary education. Challenges include high illiteracy rates, the expense of modern schools, and lack of access for marginalized groups. Education during emergencies is also discussed, noting the importance of continuing learning opportunities during crises. Issues arise like increased dropout rates post-disaster due to factors like displacement, child labor, and safety concerns for girls. The document calls for coordinated assessments and policies to better support education access during and after humanitarian crises.
Social media has revolutionized how we connect and share information. A presentation was given to team members of LUX* Grand Gaube and Merville Beach hotels on this topic of the social media revolution. The presentation took place in the cinema hall at LUX* Grand Gaube hotel.
The document discusses the topic of competition. It states that competition is everywhere and can be viewed as either an enemy, motivation, or challenge. It then discusses competition specifically in Oman, noting that competitive products, distributors, other markets, and duplicate manufacturers all contribute to competition. It suggests viewing competitors not as enemies, but focusing on better serving customers to build trust and sales. The document concludes by drawing inspiration from Lord Ganeshjee to think big and profitably, listen to new ideas, concentrate deeply on tasks, learn inquisitively, and speak less and listen more.
This document summarizes an article about Cartagena de Indias, Colombia becoming a climate compatible city. It discusses how Cartagena is vulnerable to climate risks like flooding and sea level rise that impact the economy and poor residents. In response, the city conducted a vulnerability assessment with partners to understand current and projected climate risks. This led Cartagena to create an adaptation plan and incorporate climate risk management into its development plan for 2013-2015. The goal is to prepare the city and make it a model of climate compatibility to sustain its competitiveness and reduce poverty and risks in the future.
Social media gives users an opportunity to engage and interact with content instead of just passively consuming it like traditional media. Social network usage has grown significantly in recent years, with 65% of online adults now using sites like Facebook, LinkedIn, and MySpace. Females and those aged 18-34 are most active on social networks. Facebook has become the dominant social media platform, accounting for over 53 billion monthly user minutes spent on the site. Brands are recognizing the value of social media and Facebook for marketing, with fans spending more and being more loyal customers.
1) Enterprise development in rural Nepal faces challenges due to the country's unique topography ranging from Terai plains to mountainous regions.
2) High levels of poverty and underemployment, especially in agriculture, provide opportunities for small and medium enterprises focusing on agro-businesses and natural forest products.
3) Several government ministries and agencies provide support to small businesses as do NGOs and international organizations, but constraints include social discrimination, lack of market linkages, complicated forest laws, and taxes imposed by Maoist insurgents.
Globalite, a sports lifestyle brand that recently launched in India, experienced huge success with its collection of globally inspired, clutter-breaking styles when it launched at Shri Ram College of Commerce in Delhi. The brand became a style icon among trend-conscious students, booking a significant number of launch orders over just four days. Normally, an online shop takes at least a month to generate this level of traffic, but Globalite's website booked 50 orders on the first day, demonstrating the brand's popularity with urban Indian youth.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
1) Enterprise development in rural Nepal faces challenges due to the country's unique topography ranging from Terai plains to mountainous regions.
2) High levels of poverty and underemployment, especially in agriculture, provide opportunities for small and medium enterprises focusing on agro-businesses and natural forest products.
3) Several government ministries and agencies provide support to small businesses as do NGOs and international organizations, but constraints include social discrimination, lack of market linkages, complicated forest laws, and taxes imposed by Maoist insurgents.
Globalite, a sports lifestyle brand that recently launched in India, experienced huge success with its collection of globally inspired, clutter-breaking styles when it launched at Shri Ram College of Commerce in Delhi. The brand became a style icon among trend-conscious students, booking a significant number of launch orders over just four days. Normally, an online shop takes at least a month to generate this level of traffic, but Globalite's website booked 50 orders on the first day, demonstrating the brand's popularity with urban Indian youth.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.