Excess Baggage Fee For Standard Piece
Applied for tickets issued/reissued/exchanged after December 31st, 2019 and before April 1st, 2020
A. Vietnam domestic routes
B. International routes
Offenbar hast du diese Funktion zu schnell genutzt. Du wurdest vorübergehend von der Nutzung dieser Funktion blockiert.
I’d like to continue the conversation I started earlier in the week about trust, especially in your professional life, when I mentioned the new book by Stephen M.R. Covey and Greg Link called
Here are excerpts from the book, which I recommend you get:
It’s a competency and a process that enables us to operate with high trust in a low-trust world. It minimizes risk and maximizes possibilities. It optimizes two key factors: (1) a propensity to trust and (2) analysis. Simply put, Smart Trust is
trust in a low-trust world. A Propensity to Trust The propensity to trust is the inclination, bias, or desire to trust people. As we observed in chapter two, young children typically have a higher propensity to trust. This propensity may be affected one way or the other by personal experience or conditioning. In our work, we see it powerfully affirmed—many times even restored—as people become more aware of high-trust individuals, teams, and organizations around the globe and the results of their high-trust interactions. The propensity to trust is primarily a matter of the heart. Having a high propensity to trust—extending trust deliberately and intentionally— is a vital dimension of Smart Trust . . . as long as it’s combined with equally high analysis. In our experience, those who have a low propensity to trust have usually had experiences that have decreased their willingness to extend trust. The propensity to trust almost always provides the best starting point of Smart Trust; in other words, we lead out with trust first. We don’t ignore analysis; we just suspend it. We approach situations with the belief that “most people are basically good,” and the reason we do this is because it opens up a whole new world of possibilities. -When participants in a recent Edelman Trust Barometer survey were asked, “When you think of good and responsible companies, how important is each of the following factors to the overall reputation of the company?” 91 percent gave high marks to the response “Is a company I trust.” So what creates a brand that inspires trust? Brand experts point to two key elements, which are represented in the twin behaviors of “say” and “do”:
(or the declaration of intent that inspires hope) and
(the fulfillment of the declaration, or doing what they say they’re going to do). -According to Canadian economist John Helliwell, the number one factor linked to happiness—even more than income and good health—is relationships of trust. In
Shawn Achor pointed out that “social relationships are the best guarantee of heightened well-being and lowered stress, both an antidote for depression and a prescription for high performance.” He described the Harvard Study of Adult Development, which tracked the lives of 268 men from entering college in the late 1930s to the present day. The results showed that “there was one—and only one—characteristic that distinguished the happiest 10 percent from everybody else: the strength of their social relationships.” At the core of strong and enduring relationships is trust, while the very definition of a bad relationship is “little or no trust.” Based on their research, Paul J. Zak and Ahlam Fakhar conclude that “While increasing incomes are only weakly associated with increased happiness, the neuro-scientific evidence suggests that there are bidirectional feedbacks between happiness and trust.”
By joy, we simply mean happiness, fun, satisfaction, and what psychologist Dr. Martin Seligman calls “flourishing.” For many people around the world, happiness is the most important goal in life. As we work with teams and organizations worldwide, people don’t necessarily use the word “joy” in describing high-trust relationships at work, but you can see it—or the lack of it—in their faces. When people talk about low-trust relationships, you see tension, sorrow, pain, and sometimes even fear. When they talk about high-trust relationships, everything changes—eyes light up, smiles appear, people become animated, and conversation focuses on the positive outcomes that bring happiness.
Nowhere does trust change energy in organizations more than in employee engagement. Although there are numerous drivers of engagement, the two biggest drivers are: (1) the relationship of trust employees have with their supervisor, and (2) the trust they have for the organization at large. A 2008 Dublin City University Business School study shows that trust and engagement create a virtuous, upward, mutually reinforcing cycle—in other words, as trust goes up in an organization, so does engagement; and as engagement goes up, so does trust. -Other research shows a similar phenomenon playing out among nations. In a landmark 2001 study of forty-one countries, economists Paul Zak and Stephen Knack identified a clear and direct correlation between the level of trust within a given country and the economic growth and investment in that country, concluding that “investment and growth improve with trust.” -The research of Joachim Klewes and Robert Wreschniok from Ketchum Pleon shows that the benefits of reputation for companies include significant competitive advantage in a number of areas, including customer and employee loyalty, stock market performance, and talent and investor attraction. According to Wreschiniok, “A recent study by Harvard Business Manager places reputation among the five most important intangible corporate assets, together with customer satisfaction, employee satisfaction, brand and corporate culture—well ahead of patents and licenses.” In addition, a 2009 study by Concerto Marketing Group found that 83 percent of people who trust a brand will recommend it to others, while 50 percent will actually pay more for its products and services.
In order to increase influence and grow trust in a team, an organization, a community, a family, or a relationship,someone has to take the first step. That’s what leaders do. They go first. They lead out in extending trust. In fact, the first job of a leader is to inspire trust, and the second is to extend it. This is true whether a person has a formal leadership role, such as CEO, manager, team leader, or parent, or an informal role of influence, such as work associate, marriage partner, or friend. -The potential of the renaissance of trust has dramatically increased in today’s flat, global, transparent, interdependent, connected, networked world of instantaneous communication. As Facebook founder Mark Zuckerberg presciently commented in 2008:
Today’s technology is creating a profound shift, a veritable sea change in how the world operates by dramatically enhancing engagement and empowerment, particularly among youth. Consider what is happening in Egypt, Tunisia, Syria, Yemen, Libya, and elsewhere in the so-called Arab spring, with its uprisings inspired by freedom and autonomy and enabled by social media. Although the final outcomes are unclear, the process of social change has been altered forever. The Internet not only democratizes information, it also facilitates a different-in-kind level of transparency. The result is the creation of conditions in which people, organizations, and even governments are held accountable in a way that they haven’t been, and couldn’t be, before. In today’s society, where collaboration reigns and our reputations precede us, everything centers around the primacy of trust. As we’ve said, it’s the new currency, the new money. It’s what enables the markets to work. -These “economics of trust” play out time and again in the market. According to a Watson Wyatt study, high-trust organizations outperform low-trust organizations in total return to shareholders (stock price plus dividends) by 286 percent. A similar study analyzing
magazine’s 100 Best Companies to Work For, which acknowledges trust as two-thirds of the criteria, showed that those high-trust organizations outperformed the market over the thirteen years of the study (from 1998 to 2010) by 288 percent. Pete
Sobat pembaca, kali ini kita akan membahas dua istilah: pocket money dan allowance. Kedua ungkapan tersebut sama-sama mengacu pada sejumlah uang yang diberikan oleh orang tua kepada anak. Dalam bahasa Indonesia disebut uang saku. Istilah pocket money lebih lazim dipakai dalam British English sementara kata allowance lebih lazim dipakai dalam American English. Tetapi, ternyata dalam American English frasa pocket money inipun digunakan, meskipun ada perbedaan pengertian dengan kata allowance. Mari kita bahas satu per satu.
Frasa ini digunakan baik dalam British English maupun American English, dan sering diartikan uang saku atau uang jajan. Istilah ini merujuk pada sejumlah uang yang diberikan oleh orang tua kepada anak. Lazimnya, jumlah uangnya tidak banyak, dan seandainya dibelanjakan, biasanya hanya untuk hal-hal atau keperluan-keperluan kecil.
Di Inggris, istilah ini biasanya dipakai untuk menyebut uang saku yang diberikan orang tua kepada anak untuk periode waktu tertentu (lazimnya per minggu), misalnya £8 per minggu. Di Amerika Serikat juga dikenal istilah ini, dan sama-sama merujuk pada apa yang disebut sebagai uang saku. Tetapi, dalam American English istilah ini mempunyai pengertian sedikit berbeda.
Maksudnya begini. Ketika seorang anak mau jalan-jalan bersama teman ke pasar malam, dan orang tua memberikan sejumlah uang untuk jaga-jaga jika perlu membeli sesuatu, entah makanan atau minuman, sejumlah uang ini bisa disebut dengan istilah ini di American English. Atau waktu orang tua memberi anak sejumlah uang saku untuk ke sekolah, istilah ini juga bisa digunakan.
Intinya, yang disebut pocket money itu biasanya jumlahnya kecil dan diberikan kepada anak oleh orang tua dalam situasi-situasi tertentu seperti dicontohkan di atas.
Nah, kata ini lebih lazim digunakan dalam American English. Kata ini juga berarti uang saku. Dalam American English, kata ini mempunyai pengertian yang sama dengan apa yang biasa dalam konteks Inggris disebut pocket money, yakni uang saku yang diberikan ke anak untuk periode waktu tertentu, biasanya mingguan. Dan, dalam pengertian ini allowance biasa dipakai untuk mengajari anak supaya bisa mengatur uang.
%PDF-1.5 %âãÏÓ 8 0 obj << /Type /FontDescriptor /FontName /TimesNewRomanPSMT /Flags 32 /ItalicAngle 0 /Ascent 891 /Descent -216 /CapHeight 693 /AvgWidth 401 /MaxWidth 2614 /FontWeight 400 /XHeight 250 /Leading 42 /StemV 40 /FontBBox [-568 -216 2046 693] >> endobj 9 0 obj [250 0 408 500 0 833 778 0 333 333 0 0 250 333 250 278 500 500 500 500 500 500 500 500 500 500 278 0 0 0 0 0 0 722 667 667 722 611 556 722 722 333 389 722 611 889 722 722 556 722 667 556 611 722 722 944 0 722 0 333 0 333 0 0 0 444 500 444 500 444 333 500 500 278 278 500 278 778 500 500 500 500 333 389 278 500 500 722 500 500 444 0 200] endobj 7 0 obj << /Type /Font /Subtype /TrueType /Name /F2 /BaseFont /TimesNewRomanPSMT /Encoding /WinAnsiEncoding /FontDescriptor 8 0 R /FirstChar 32 /LastChar 124 /Widths 9 0 R >> endobj 13 0 obj << /Ordering (Identity) /Registry (Adobe) /Supplement 0 >> endobj 15 0 obj << /Filter /FlateDecode /Length 111316 /Length1 401880 >> stream xœì� `Õ™Ç?itÌhFšÑ}[£Ë‡|ƉÇqÅ�ç"‡ ؈ÇI€Ò&¥Ğ†’¶@©�…¶ÙŞ[Ò.KYh·rBÛ@w—´¥åG”Ú’@Â�–íµm¡h¿÷$‹‹.v+qŞO~ÿ™yófæÓxôÍ7‡@ ^Ü2¯kÁüõ×ô6ƒAŞ=^{‡õ×#Àmß À5Ï_¶´‹K~ÿ+À}éмñÒü®³[ïôımôתğ Ç®î��‰‹`ànù–,îîê
