Kate Chopins The Story of an Hour Essay -- The Story of an Hour 2014

In the era in which this short story was written, marriage was viewed differently as people view it today. Chopin is probably expressing her view on marriage through the character of Mrs. Mallard and her actions upon discovering that her husband had just past away. This was a time where woman were considered second hand citizens compared to men and where men may have voiced their authority and influence on their wife, not really giving them a chance to have their own opinion. Where in Mrs. Mallard's case may have caused her to bottle up her negative feelings of her husband. Chopin does not write much on how Mrs. Mallard felt during the marriage but she hinted that she was not very happy with it, she mentioned, "And yet she had loved him sometimes" (Chopin 537). It seemed that they had a rocky relationship, if she had only loved him sometimes, and in a time where divorce was practically unheard of and considered an abomination, the only way out of an unstable marriage was through the death of a spouse. So when she had received the message of her husbands accident, she acted w...

Advanced Project Procurement

With the increased globalization, competition and complexity in global supply chains, more companies have realized that supply chain management is critical to the optimal organizations overall operation. It is not longer just the responsibility of the warehouse manager and logistics director. In the past, many organizations didn’t manage their supply chains they left that up to the suppliers. Usually the supply chain planning, marketing, production and inventory management in most organizations operated as separate departments (Stevenson, 2009). Businesses have recognized the strategic importance and the need for effect and efficient supply chains in operations management (Stevenson, 2009). Assessment As Vice President of Operation my assessment of the battery shortage problem is that SDX are not fulfilling their obligation under the contract. The contract states â€Å"the supplier is expected to achieve a 100 percent service rate† (Benton, p. 456). The current supply of batteries is a 20-day supply this is 70 days short the supply when normal should be a 90 day supply. There has not been a shipment in two months this lead me to believe that SDX are not making Butler a priority shipment. The action taken is to request a meeting with the attorneys to review the contract, because at this point it is a breach in contract. The contract also states that the product prices are fixed for the term of the agreement and a sixty day notice must be given before a price change can occur. SDX did not notify the Butler Operations to alert us of this change. Therefore, this is another breach in contract the SDX company has determine on its own that the contract is null and void. This is not good business practice and creates a problem with Butler’s ability to supply the customer base effectively. Buyer Selection Purchasing involves buying the raw materials, supplies, and components for the organization. The activities associated with it include selecting and qualifying suppliers, rating supplier performance, negotiating contracts, comparing price, quality and service, sourcing. A key and perhaps the most important process of the purchasing function is the efficient selection of suppliers, because it brings significant savings for the organization. The objective of the supplier selection process is to reduce risk and maximize the total value for the buyer, and it involves considering a series of strategic variables. Conclusion In conclusion, focusing on selecting only the best suppliers possible will make a major contribution to the competitiveness of the entire organization. This main task requires careful evaluation, selection, and continuous measurement of the suppliers that provide the goods and services that help satisfy the needs of an organization’s final customers. In other words, once a supplier is selected, the focus must shift from supplier evaluation to the continuous measurement of supplier performance. An organization must have the tools to measure, manage, and develop the performance of its supply base.

Knights in Medieval Europe Essay

Knights were the most advanced fighting unit of the Middle Ages. Developed mainly by Charles Martel, they were horsemen, armored and carrying swords. By definition, a Knight was a mounted warrior in the service of his liege-lord (Snell, â€Å"Defining the Knight†, Knight Life, Internet). He they would generally receive a fief in exchange for their services. But Knights also became important as a symbol of honor, nobility (in the moral sense of the word), and loyalty towards the sovereign. Who could become a Knight? They were often sons of nobles, but could also be mercenaries. The traditional Knights, those who fought for their Lord and for pride and King and Country etc. often despised the mercenary knights (MacDonald, 7), who would easily switch allegiances to whoever would pay the most. These noble sons would be sent to another Knight’s court for a long period of time, usually when they were 6 or 7 years old. Before that, they would have been playing war games with other boys, which was important to induce a fighting spirit (MacDonald, 11). They would then become a page there until they reached puberty. A page’s duties included all of the most menial tasksrunning messages around the castle, helping the servants wash the dishes and clean clothes, and other such things. Once the boy reached puberty, he would become a squire. As a squire, his duties would include maintaining his master Knight’s armor, and accompanying him on horseback (one of the first skills the young squire would learn) everywhere he went. He would carry the baggage, and maintain the armor and weapons when on campaign, or at tournaments. During this time he would also be taught the arts of swordsmanship, archery, horseback riding, and other knightly skills (Encarta, â€Å"Chevalerie†). He would also learn how to put on and wear armor, and to be comfortable with it. Most knights even had to learn to do handstands in their armor, because they needed to learn to be agile (MacDonald, 10). They would also practice jousting and using lances at the quintain, which was a tall pole with a pivot on top. The pivot had another piece of wood on it, on one side of which was a dummy wooden shield, and on the other side a heavy counterweight. The charging knight (or squire) would have to hit the dummy shield hard enough with his lance that the counterweight went all the way around, yet fast enough that it couldn’t come around and hit them in the head. This and all sorts of other training would continue until the squire was 21 years old. For the squire to graduate to the status of Knight, he must be accepted by another knight (usually the one to whom he has been first page then squire). This ceremony, contrary to common belief, is nothing more than either a hard punch to the squire’s face from the Knight, or a good smack with the flat of the Knight’s sword. The squire has then become a Knight as well, and may Knight other squires or become vassal to a liege-lord, or accept vassalage from another lord. He also gained the title of â€Å"Sir† before his name, and could generally be called â€Å"Sir Knight† by those who didn’t know his name. Knights didn’t always become nobles or hold land, but they generally did because it enabled them to pay for the expensive costs of obtaining and maintaining armor, horses, weapons, and servants as well as the training of squires and pages. With the status of Knight came the morals and responsibilities that went with it. Knights were supposed to be honorable, chivalrous, and courageous. There were also supposed to be gentlemen, well-behaved, educated and intelligent. However this was more of an ideal than fact, and most knights did not live up to these high standards. However, many did try to have good ethics and keep good morals, and took as their example of the most chivalrous knight Sir Lancelot, from the tales of King Arthur and the Knights of the Round Table. The weapons that a Knight would use differed, but they generally consisted of a sword and a lance. The sword was for close range fighting, either for hacking at other Knights and foot-soldiers from horseback, or, if the knight was knocked off of his horse, to swordfight. Indeed, good swordsmanship was  generally what would save a knight’s life (Salariya, 16), and was almost as important as good horsemanship. And a knight’s horse was indeed a weapon. The horses were bred especially to carry heavy loads and run not necessarily extremely quickly, nor be extremely agile, but to be powerful and to put a lot of force behind the knight. The horses were also intelligent, and were trained to kick at enemy foot-soldiers, and to consciously trample them. They were very effective weapons, and good horses were prized as much as the knights themselves (Encarta, â€Å"Chevalerie†). Armor was the next most costly piece of equipment after a horse, and was also very necessary to a knight. Armor varied widely in style and type, but around 1400 it was generally all plate armor. This was because plate armor defended better against not only swords, but the heavy blows of lances and maces. Chain mail armor (which had been common in the 1300s) could not be cut through, but was not rigid enough to prevent the breakage of bones, and arrows could also pierce through it. Armor was generally custom-made, and was very expensive. A full suit of plate armor could weigh over 30 kg, yet a knight (as stated before), would have to learn to be fully mobile in it. Aside from warfare, tournaments and jousting were an essential part of a knight’s life. They were the way to fame and fortune, as well as finding a liege-lord from whom to obtain land. Those who were successful were often picked out by wealthy knights to become their vassals. The jousting tournaments were also a way to the ladies, who often came and watched. Knights were a significant part of the feudal system, and constituted the main body of most armies. They were also an important moral aspect of the middle ages. Knights are a part of our past that has been glorified, and they will always be remembered as great figures on great warhorses in shining armor. Works Cited The Salariya Book Company LTD. So you want to be a Medieval Knight? Hove, England: MacDonald Young Books, 1999 â€Å"Chevalerie†. Microsoft  ® Encarta De Luxe CD-ROM. Microsoft Corporation, 1998 Snell, Melissa. â€Å"Knight’s Life: Issues #1-7†, Knight’s Life. 2002. http://historymedren.about.com/library/blknighttoc.htm, February 3, 2002

Westpac CSR Essays

Westpac CSR Essays Westpac CSR Essay Westpac CSR Essay The origin of the CARS reporting can be included as Shaping the future landscape and managing the current landscape. It contains several meanings. For the external stakeholders, the company seeks to not only focus on increasing the shareholder value, but anticipate the most pressing emerging societal issues to benefit the customers and the wider community as well. For the internal stakeholder, the company wants to continually improve the staff morale by creating a company where people want to work. In order to achieve this, the company has issued its Social Impact Report since 2002. The report shows clear assure of performance against more than 70 indicators covering social, environmental and economic dimensions. 2. Situation of Western 1. 1 Key issues The issues that are currently most material to Western group are illustrated as follow. The first issue is customer service that focuses on how to build deeper relationships with customers. The second issue is regulation that considers how to ensure productively engage in regulatory discussions to create a better financial system. The third issue is multi-brand that focuses on how to ensure keep the brands distinctive and respect customer choice. The fourth issue is future growth that given global uncertainties and lower rates of domestic credit growth. The fifth issue is IT systems that concerns about IT stability and security across the industry and what Western are doing about it. The sixth issue is employee development that concerns how to ensure employees are given opportunities to develop and how to equip them with the skills to address the challenges of the future. The seventh issue is responsible lending and investment that concerns how to make sure Western group take account of the challenges of their changing world by considering environmental, social and governance issues in their investments and lending. The eighth issue is climate change that includes the challenge of reducing emissions whilst growing business and transitioning financing activities to low emission activities and industries. The last one is diversity and flexibility that considers how to build on early progress to ensure that Western group continues to be a place where the best people want to work. As the commitment to corporate responsibility of Western group is by fully integrating corporate responsibility into the way do ore component of Wastepapers culture and corporate strategy including managing environmental impact. 1. 2 Key stakeholder The major stakeholder of Western group includes suppliers, shareholder, employees, partners, customers, environment, and community. Wastepapers CEO has overall responsibility for the Groups environmental policies and performance with Board oversight via the Board Sustainability Committee, which includes monitoring strategic and operational response to climate change. Wastepapers Environmental Coordinator co-ordinates the environmental policy development and ensures that the implementation of its objectives and reporting responsibilities are consistent group wide. Wastepapers Environmental Advisory Group is central to the management of operational issues including taking account environmental impact into lending process for customers across the group as well as development and implementation of energy management and emissions reduction programs. 1. 2. Suppliers The sustainable supply chain practices of Western group were top-rated for the banking sector by 2011 DOD Jones Sustainability indexes. Western group have continued to roll out their sustainable supply chain management (SCM) framework o suppliers with continuous improvement of the SCM framework, which allow Western to target suppliers more efficiently comply with SCM requirements. Paper is a core resource of Western and is created from limited global resources by production processes that c an have negative social and environmental impacts. The objective of Western is to minimize the quantity of paper purchased and maximize the sustainable qualities of the paper used consistent with business requirements. The Western Group requires its suppliers with sustainable forestry management practices and clean production processes. Also Western is committed to working with its suppliers to improve the social, ethical and environmental business practices of its supply chain and reduce packaging. If suppliers do not meet the criteria outlined in paper purchasing policy, Western will work with them to remedy gaps in performance or end relationships with those suppliers who fail to demonstrate sufficient improvement over time. Western also engage suppliers, business partners, industry colleagues, customers and other stakeholders, and seek to collaborate with them to implement the paper purchasing policy. 1. 2. 2 Customers The most significant impact Western group can have is to assist its customers transition to a low carbon economy by managing the emissions from their products and services. Sustainability objectives of customer set by Western in 2011 was that to be ranked as the top 12 for net promoter score (NAPS) in Australia amongst the major banks and SST. George banking group, achieved NAPS scores of +1 for retail and -12 for business in Western New Zealand and to be top 3 regional player in carbon related markets by 2013. 1. 2. 3 Employees Employees of Western were encouraged to participate in initiatives through sustainability employee program, Our Tomorrow, with membership of more than 2500 employees. Additionally, 85% of Western employees have participated in volunteering or fund raising activities like charity walks, charity bike rides, donations and so on. As the program of getting off the treadmill, the proportion of women in management at Western has risen from 14% to 45% between 1994 and December percentage of women in senior management roles to 40% by the end of 2014 and implement initiatives to address outcomes of diversity audit. 1. 2. 4 Environment Western started concern about the environment impact since 1992. For example, In 992 Western was a founding signatory to the United Nations Environment Program Finance Initiative. In 2006 Western formed the Australian Business Roundtable on Climate Change, which commissioned significant research on the economic impact of climate change, with five other corporations and the Australian Conservation Foundation. In 2007 Western formed a further group of nine companies, which commissioned further research into the barriers to the rapid development and deployment of low and zero emission technology. Western continue to participate in the carbon Disclosure Project and it is the only bank to achieve a 100 point that AAA dating in the 2007 climate Disclosure Leadership Index. Also, Western volunteers rolled up their sleeves to help turn destruction into something positive like helping create a walking trail in the overgrown wilderness of rain forest bush adjacent to the school after the fires hit the east coast in 2001. The major problem of environment for Western is Climate Change. The approach of Western to climate change is to minimize direct environmental footprint; manage climate risks and build capacity across the business; develop products and services that drive positive environmental outcomes; engage employees around climate change issues and impacts; and communicate and advocate within the wider community. 1. 2. 5 Community Western group has community partnership program based on the premise that they can have a bigger impact on society by working closely with several key community groups over the long term and helping their partners find innovative ways to address the social issues. Western group piloted local working groups focused on environmental and community projects at four of their large key sites, in addition to existing local community engagement across their brands. Western group provides not-for-profit organization community groups with access to specialized business and finance tools and training that help them grow their capacity to deliver community services and support, such as business and financial management workshops, Western community solutions package and pro-bono support. Western has also committed to helping sustain indigenous communities that Western has worked together with indigenous Enterprise Partnerships since 2001. Additionally, Western has been a national sponsor of the JUDD Walk to Cure Diabetes since 1998. Each year employees will help raise money. Furthermore, the Western foundation helps to provide disadvantaged young people with training and a new chance in life. In 2011, Western set sustainability objectives of community that is to reduce scope 1 and 2 emissions by 30% on 2008 levels by 2013, embed organizational mentoring into operational process by 2013, provide management on your money program to 45000 new Islanders by 2013 and launch a major initiative to help address social disadvantages. 3. Analysis of CARS Reporting Issues Using GRID Approaches According to analysis above, there are nine material issues which will influence CARS porting of Western. The following paragraphs will try to analyses these issues with GRID approach. . 3 Economic Perspective due to the 6% increase in housing loan and the offset by the 1% decline in business loan. The decline in business loan indicated the unsatisfactory economic environment. The increase in housing loan indicated that Western had a very good relationship with customers. This could be verified by the increase of customer number which is from 11. 8 (millions) in 2010 to 12. 2 (millions) in 2011 . However, Western still failed to achieve some objectives in relation to customer service. For nonuser NAPS which seeks to measure advocacy of customers, SST. George and Western were ranked 1 and 4 respectively in 2011 amongst the major banks rather than 1 and 2. Furthermore, Western in New Zealand has not achieved NAPS scores of +1 for retail and -12 for business either. Therefore, customer service still needs to be improved. Table 3. 1: Net profits of Western 2011 $m 2010 $m 2009 $m Interest income 38,098 34,1 51 30446 Net profit attributable to owners of Western 6,991 6,346 3446 It can be seen from Table 3. 2 below, salaries and other staff expenses increased by $ 65 million compared to 2010. One factor that contributed the increase was the average salary increase of 4% from January 2011, which indicated that Western aimed to increase employees benefits. Equipment and occupancy expenses were $1,115 million, an increase of $33 million compared to 2010. The increase was largely associated with refurbishment and expansion of brand and ATM networks. Table 3. 2: Operating expenses of Western Salaries and other staff expenses 4,055 3,990 3,806 Equipment and occupancy expenses 1,115 1 ,082 926 2,344 2,439 Total operating expenses 7,406 7,416 7,171 1. Social Perspective As Western is a multi-brand company, different brands will have different ways to improve customer service and develop deeper customer relationship. For example, Western Retail Business Banking launched Local Business Sentiment Survey to give the companys business customers insights into local issues and the strategies to deal with them. However, Western New Zealand used new innovations to improve customer servic e. Western has made a very good process on their objectives this year to achieve gender equality. Western now has 37. 5% women on the leadership role compared with that of 35. 4% in 2010 and has been working hard to move awards its 40% goal. Western and business bank also provides women with education, information and networking opportunities. Western has improved the reliability of IT system significantly during 2011. The number of technology related outages has reduced by a further 40%, which made critical customer related systems now available for customers. For example, Western New Zealand adopted Smart Deposit machines and Cash Exchange machines, which successfully helped the company to reduce branch queues by 40%, in order to provide better customer service. Western needs to make its service more efficient and improve its products continually. By process improvements, Western has achieved the reduction of customer complaints by 42%. This is due to the efficiency of service which will reduce the waiting time of customer. Western also tries to develop more innovative products to make customers more satisfied. For example, the Altitude Platinum Card was awarded Smart Investors best full featured credit card and Canned was awarded five stars to the Altitude Classic/Gold/ Platinum and Earth Platinum cards in 2011. Western also cares much about employees education level. For example, Bank of Melbourne invested over 7,000 hours of training and development in all of the people. Western has a very high employee engagement. Annual Employee Survey indicated that our employees remain highly engaged, with the employee engagement in 2011 result up one percentage point to 81%. Encouragingly, the People Leader Index of Western has again improved and is now at 83%, placing us above the Global High Performing Norm of 82%. Table 3. 3 Community Investment 2011 2010 2009 Community investment Financial reporting basis ($m) 135 136 Community investment GRID reporting basis ($m) 155 116 One performance indicator of social responsibility is the community investment. It can be seen from table 3. , community investment increased significantly in 2011 compared with that in 2010 from GRID perspective. By comparison, from financial perspective, the community investment decreased slightly. However, if the company compares the data in 2010 and 2011 with the years before, it can be seen that the community investment increases significantly. 1. 5 Environmental Perspective The climate change is a global issue faced by all organizations. The amount of CA emission released by organizations is a very important factor which could be used to measure the companys corporate social responsibility. The process of replacing outdated equipments with more energy efficient ones helps Western to reduce the release of CA emissions, with the estimate of 1 5000 tones reduction during the year. According to CARS report of Western, total scope 1 and 2 emissions has reduced from 189,425 tones in 2010 18th,124 tones minion and total scope 3 emissions reduced from 70457 tones to 57163 tones which is a satisfactory result. The reduction of paper use from 6655 tones to 6262 tones contributed a lot to the reduction of emission. 4. Recommendation for Solutions and Explanation According to the behaviors that Western undertook to solve the CARS problems eased on GRID approaches, it seems to be the right way to achieve the ambition of CARS reporting like respect, sustainability and responsibility. 1. 6 Economic Perspective The actions Western took may decrease the profit in dollars in short term, but in long run, since Western tried to establish a strong relationship with customers as well as increase employees values, a lot merits may occur to underpin the profit generation process and achieve a sustainability of profit of Western. . 7 Social Perspective Based on analyzing the issues of suppliers, Western decided to do business with the appliers that comply with SCM in order to reduce the paper usage so that CA emission would decrease. It is a necessary way to discharge the responsibility of Western to protect the sustainability of environment, and helpful to sustain a long- term profitable development of the org anization. However, a problem occurs. Concerns only about one aspect of suppliers cannot help achieve overall sustainability of organization. For example, reducing the paper use for serving the The way to tackle it is caring about the relations among different stakeholders and trying to balancing them when there is conflict among each other. In terms of the aspect of customers, Western launched surveys, improved the reliability of IT systems, and provided services that are more efficient as well as changing product portfolio along with the changing tastes of customers, all these actions contributed to the sustainability of Western. Firstly, surveys identified customers preferences and Western was able to follow them in order to achieve a sustainable development. Secondly, advanced IT systems reduced complaint rates and enhanced efficiency helps retain customers, build reputation, saving resources and attract potential customers. Finally, launching different products according to different needs may enlarge the range of customers and increase the economic scale of organization. However, there is still a gap between the objective of rank 1 or 2 and the real situation, thus there should be a deeper analysis about whether Western did focus on certain customers rather than other else, which damaged the long-term development of organization. Western also concerned about employees sustainable development. It paid attention to equity of gender, education level and safety of working environment, which helped achieve the aim of CARS reporting of respecting he employees rights like equality, self-development and safety. In addition, since Western had done a lot in this area, employees may work even harder and stay longer in return, which contribute to the sustainability of organization. Additionally, Western invested a lot in communities so that money goes into different areas where needed and social sustainability can be improved. 1. 8 Environmental Perspective Finally, in relation to the environment aspect, Western endeavourer to reduce the emission of CA, which would assist in attaining the environmental sustainability.

Colonialization in Congo essays

Colonialization in Congo essays The new found independence of Congo caused a downward spiral for this inexperienced country. After years of being colonized by countries other than its own, Congo finally gained independence on August 15th from France and became the Republic of Congo. Instead of moving into a century of growth, The Congo seemed to regress after its independence in 1960. The Congo regressed in several ways. All of these ways attributed to the stagnation of The Congo. The Economy of the Congo began to fail shortly after June 30th, 1960. My sources tell me that the "GNP of Congo nearly halved itself weeks after independence." This is because all of the workers became pre-occupied and involved in doing other things. As a way to express their anger, the working class of Congo, decided to join rebel armies and raid the Belgians. Some decided to stop working all together to protect themselves. A drastic amount of workers and work perished in Congos fight for independence. All of these reasons made the economy of Congo decline dramatically. The Government of the Congo was also in a bind. Faced with a great deal problems around this time. Beginning with Lumumba's frustration with the United Nationss indecision in regards to his plea to restore the power to the central government. Lumumba appealed to the Soviet Union. Shortly after doing so he was then overthrown and assassinated, leaving a leaderless country at the brink of destruction. Several leaders tried to fill his shoes, but no one could. A totally new central government had to be formed, and while this was going on the country was falling apart. This government took around 4 years to come to exist. Before the independence the Congolese enjoyed a formed government and years of experience. The Military was also far worse after Congo was declared independent ...

List of European Languages Spoken in the EU

List of European Languages Spoken in the EU The continent of Europe is made up of 45 different countries and covers an area of 3,930,000 square miles (10,180,000 sq km). As such, it is a highly diverse place with many different cuisines, cultures, and languages. The European Union (EU) alone has 27 different member states and there are 23 official languages spoken in it. Official Languages of the European Union To be an official language of the European Union, the language must be both an official and a working language within a member state. For example, French is the official language in France, which is a member state of the European Union, and thus it is also an official language of the EU. By contrast, there are many minority languages spoken by groups in countries throughout the EU. While these minority languages are important to those groups, they are not official and working languages of the governments of those countries; thus, they are not official languages of the EU. A List of the EUs Official Languages The following is a list of the 23 official languages of the EU arranged in alphabetical order: 1) Bulgarian2) Czech3) Danish4) Dutch5) English6) Estonian7) Finnish8) French9) German10) Greek11) Hungarian12) Irish13) Italian14) Latvian15) Lithuanian16) Maltese17) Polish18) Portuguese19) Romanian20) Slovak21) Slovene22) Spanish23) Swedish ReferencesEuropean Commission Multilingualism. (24 November 2010). European Commission - EU Languages and Language Policy.Wikipedia.org. (29 December 2010). Europe - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/EuropeWikipedia.org. (8 December 2010). Languages of Europe - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/Languages_of_Europe

Living the Southwest Way Case Study Example | Topics and Well Written Essays - 1250 words - 1

Living the Southwest Way - Case Study Example The carrier attributes the effectiveness of its operations to socially fine relationships with its workforces. The purpose of this paper is to examine the human resource (HR) implications of Southwest Airlines merger with Air Tran Holdings in 2011. Southwest focuses principally on point-to-point passenger delivery, as opposed to the more popular hub-and-spoke strategy provided by most American airlines (Wu, 2012). The point-to-point strategy limits delays and total flight time which would otherwise be more tiresome to the crew. This service also enables the employees to enjoy more convenient shifts and better remuneration generated by majority of passengers who prefer low fares (Lorenzetti, 2014). By supplementing high-frequency short-haul fights with newer long-haul services between Los Angeles and Nashville, Las Vegas and Orlando, and San Diego and Baltimore by virtue of more planes and crew, the integrated crews now have the opportunity to enjoy more challenging and shifts. In addition, the airline’s delivery of passengers to downtown airports such as Dallas Love Field, Houston Hobby and Chicago Midway among others enables the crew to unwind in the less congested destinations and thus, improve their productivity (Bachman, Schlangenstein, & Hughes, 2010). As the result, Southwest employees today have better capacity to champion effective asset utilization and predictable time-maintained performance. Owing to the operational similarity of Southwest Airlines to Air Tran, the new organization encourages its workforces to use simple strategies to achieve maximum customer satisfaction and growth. Wu (2012) suggested that these include control of oneself in the best and worst of times; using irreverence where it is necessary; being oneself; having fun on the job; being objective and serious when dealing with competition; tolerating diverse attitudes, provided the crew use their