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Şunu aradınız:: what will you do when it was in the toi... (İngilizce - Endonezce)

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I don't know what Will you do if I cheat you

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मुझे हिंदी धोखा मत करो

Son Güncelleme: 2018-12-21
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Referans: Anonim

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This afternoon I was gardening in front of my house. I gardened with my mother and sister. I gardened, planted orchids. The orchid flowers belonged to my father. Because the orchid fell and the plant is damaged. Then I, my mother, and my sister confirmed it. I didn't know what kind of orchid it was. In the middle, I played land with my sister. We found worms in other plant pots. My sister is very afraid of worms. Then I scare him with the worm. Kar

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Tadi sore aku berkebun di depan rumahku. Aky berkebun bersama ibu dan kakak perempuanku.aku berkebun, menanam bunga anggrek.bunga anggrek itu milik ayahku. Karna anggrek itu jatuh dan tanamannya rusak. Lalu aku, ibu, dan kakak perempuanku membenarkannya.aku tidak mengetahui jenis anggrek itu apa. Di pertengahan, aku bermain tanah bersama kakak perempuanku. Kami menemukan cacing di dalam pot tanaman lainnya. Kakak perempuanku sangat takut dengan cacing. Lalu aku menakutinya dengan cacing itu. Karena ia selalu menggangguku dan menjahiliku.lalu aku kejar ia hingga ia ingin masuk rumah,padahal tangan dan kakinya sangat kotor. Lalu ibuku memarahiku karena aku mengganggu kakakku.

Son Güncelleme: 2020-04-04
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a few months ago, I went to one of the natural attractions in Pattalasang, Saung Rindu Alam. actually it was my uncle who invited me there. I went there in the afternoon because in the afternoon the tour featured beautiful scenery. after arriving, I immediately looked for a place and photographed objects. The tour is also a restaurant. most people who come there only aim to take photos. when it was late evening, the tour seemed more

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beberapa bulan yang lalu, saya pergi ke salah satu wisata alam di Pattalasang yaitu Saung Rindu Alam. sebenarnya om saya yang mengajak saya ke sana. saya pergi ke sana pada sore hari karena pada sore hari wisata tersebut menampilkan pemandangan yang indah. Ketika saya sampai ke sana, ada banyak pengunjung yg datang. Saya langsung mencari tempat dan memotret objek. wisata tersebut juga merupakan rumah makan. kebanyakan orang yang datang ke sana hanya bertujuan untuk berfoto foto. Sebenarnya ini sangat membosankan karena setelah berfoto foto, saya hanya duduk bermain hp. ketika sudah menjelang malam, wisata tersebut tampak lebih indah. Terdapat permainan seperti bebek bebek air khusus untuk anak anak tapi ada juga orang dewasa yang main. Karena telah malam, kamu memutuskan untuk pulang.

Son Güncelleme: 2020-03-27
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Referans: Anonim

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My most embarrassing and unwanted experience came back a few years ago, when I was in 1st grade. I went for a walk with one of my generation. It was Saturday, when the road was very jammed. In the morning, when I arrived at my school. It turns out there are other school children who are the same as me, they will go for a walk. At that time the color of our bus was the same. When we all got into the bus I was wrong to enter the bus, apparently it was s

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Pengalaman saya yang paling Memalukan dan tidak di inginkan kembali Beberapa tahun yang lalu, pada saat saya kelas 1 sd. Saya pergi berjalan jalan dengan satu angkatan saya. Itu adalah hari sabtu, saat itu jalan sedang macet sekali. Pada saat di pagi hari, sesampainya saya di sekolah saya. Ternyata ada anak sekolah lain juga yang sama seperti saya, mereka akan pergi berjalan jalan. Pada saat itu warna bus kita sama. Pada saat kita semua masuk ke bus ternyata saya salah masuk bus, ternyata

Son Güncelleme: 2020-03-27
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Referans: Anonim

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My most embarrassing and unwanted experience came back a few years ago, when I was in 1st grade. I went for a walk with one of my generation. It was Saturday, when the road was very jammed. In the morning, when I arrived at my school. It turns out there are other school children who are the same as me, they will go for a walk. At that time the color of our bus was the same. When we all got into the bus I was wrong to enter the bus, apparently it was s

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Pengalaman saya yang paling Memalukan dan tidak di inginkan kembali Beberapa tahun yang lalu, pada saat saya kelas 1 sd. Saya pergi berjalan jalan dengan satu angkatan saya. Itu adalah hari sabtu, saat itu jalan sedang macet sekali. Pada saat di pagi hari, sesampainya saya di sekolah saya. Ternyata ada anak sekolah lain juga yang sama seperti saya, mereka akan pergi berjalan jalan. Pada saat itu warna bus kita sama. Pada saat kita semua masuk ke bus ternyata saya salah masuk bus, ternyata s

Son Güncelleme: 2020-03-27
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Referans: Anonim

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Questions 1. The two friends were at a food stall eating bakso. The long day at schoolhad made them fell verry hungry and they really needed snack.2. How many friends your made in all your life?3. One thousand.. yesterdayi reached one thousand and one!4. One thousand? So many! How do you do that? are they guys from Australia?5. I am only joking, I am talking about facebook friends6. I was getting worried… here in dili not everybody has acces to the internetor to social network… we find it moreinteresting to be with real peoplein real life and not a virtuallife7. Toy see med offended you forget that I am an only child, I moved to another country I am at a new school and my only “real”friends are you with whom I am every day?8. That’s bad luck! Joked Antonio. Well i have two brothers, four grandparents and tree great grandparents who are still a live we are sixteen cousins, all part of the same generation.9. Toy seemed comtemplative for a moment, he focusedon the coke he was drinking from straw can you imagine our grandparents lives without coloured TV with no computers, no rockbands, no mobile phone, no cinema?10. Its was diferent back then…very different there was no facebook, there were no social network and people were able to live and enjoy life your might find me old fashioned,but I prefer to be close to my friends: to laugh, to cry, to share, to have fun, to leam with them…its because of all these thing that friendship are born.11. I am just wondering what our great grandchildren’s generation will be like…12. Antonio brust out laughing.”our great grandchildren’s generation? That’s many, many years from now …won’t be here to see that…13. I mean it. I like thinking about what it is going to be like in the future…14. I think everything will have chips and screes, ultrasounds and laser rays…everything will be digital and virtual…15. If there is no phisical contact among people, if there are not stories shared between parents and children around then bonfire… what’s left?16. Toy : pure loneliness!!!17. See ? I am right, Toy! Nothing replaces a hug…not even in one hundred years time will our descendents find a virtual replacement for the hug. So here is my request, goodbye to facebook, hello to real friends! A toast? The two friends held their glasses and made a toast.18. Hurry to friendship like the ones born in Dili…they are stronger than in any other place in the world!!hurry!!

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Son Güncelleme: 2018-01-29
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(The Golden Butterfly) KEMBANG MELATI, a beautiful young princess, lived with her old nurse and many serving-women in a palace on the bank of a great river. Rajah Banjir, the monarch of the rains, lived in his rainbow-colored palace on the other bank of the river. He could cause floods to appear at his will, and his tears made brooks and rivers swell. From his windows he could see the little princess weaving her bridal dress, and he could hear her singing a song for luck. But the princess never looked toward his side of the river. The monarch of the rains kept gazing at her with great sad eyes. Because he was so sad, he wept many tears, and the river swelled and the wind sighed softly through the high trees around the palace. The princess heard the sighing of the wind, and saw the river rising higher and higher. But she did not know that it was her future husband who was weeping and calling to her. For many days the monarch of the rains yearned for the princess. Finally, to be near her, he changed himself into a golden butterfly and flew back and forth before her window until at last the princess saw him and opened the window so that she could admire his dazzling wings. Then the golden butterfly lighted on Kembang Melati’s little hand, kissed her finger tips, and flew out of the window. A few days later the butterfly returned and perched on Kembang Melati’s right ear and whispered to her, "Weave your bridal dress quickly, princess, for soon your bridegroom will come." The princess heard only the word "bridegroom." She asked, 'Where is my bridegroom?" The butterfly did not answer her, for he had flown out of the window. But someone else had heard her question. That was Nasiman, the wicked son of the princess's old nurse. He went to his mother at once. "Mother," he said, "I was standing outside the princess's window and I heard her ask, 'Where is my bridegroom?' I want you to go to her and tell her that I am her bridegroom." 'That you can never be, son/' the old woman said, "because you are not of noble birth." "Nevertheless, I wish to marry the princess," he answered. "Go to her, Mother, and tell her that her bridegroom has come” Nasiman was wicked and cruel, and his mother was afraid of him. So she went to the princess and told her of the bridegroom who had come to claim her hand. Just then the golden butterfly flew back and whispered in the princess's ear, "The real bridegroom has not yet come, princess. The one who is now under your roof is a wicked man. His name is Nasiman, and he is the son of your old nurse, Sarinah. Do not many him. . . . Wait till the true bridegroom comes!" When the golden butterfly had flown away, the princess said, "I will wait, nurse, till the true bridegroom comes/' "This is the true bridegroom/' the nurse insisted. She clasped her hands and begged, "Oh, princess, dear princess, marry him at once, for if you do not, we shall both die!” The princess did not want to die. So finally she said to her nurse, "Tell the bridegroom who has come that I must have seven days to think it over. Tell him to wait on the bank of the river and I will send him my answer there/' Nasiman found this idea good, and agreed. He took a big basket, filled it with food to last him seven days, and had it carried to a spot on the bank of the river. On that same day the monarch of the rains called to him a white crow, one of his best and biggest messenger-birds, and gave her a little chest full of costly ornaments and a letter. "Take these immediately to the Princess Kembang Melati," he ordered, "and make sure that you don't lose anything." "Don't worry, master," the crow replied. "I myself will take everything to the princess." The white crow flew off with the little chest bound fast to her back and the letter between 'her claws, and winged her way to the opposite bank of the river. There she saw Nasiman eating the last of a delicious-looking fish. The white crow, who loved fish, flew over swiftly, and cried, "Oh, how good that looks! May I have a little bite?" "How do you dare ask me that?" Nasiman demanded crossly. "Who are you, and where do you come from, with a letter in your claws and a chest on your back?" "Well," the crow answered smugly, "I happen to be the messenger of the great magician, the monarch of the rains! And I am to take this letter and this little chest to the Princess Kembang Melati, as my master ordered. What's more, I am to give them to her myself." "Hmm/' Nasiman said with a false little laugh. "In that case, Til let you eat some of my fish. Put down your letter and take the chest from your back, and fall to!" The white crow didn't have to be invited twice. She laid the letter and the little chest in the grass, and began to eat greedily of the delicious bit of fish. Nasiman lost no time. He opened the chest, took out the beautiful golden ornaments and in their place put some "big spiders and some gruesome-looking scorpions. Then he hurried to his mother with the letter. "Mother/ 7 he said, "I can't read, but I imagine that this letter must be full of lovely words. Now I want you to change them, at once, into ugly words. Meanwhile I'll hide these ornaments." The white crow was so busy eating that she did not notice what was going on. She ate the fish, down to the last scrap. Then she went to get a drink at the spring. The spring murmured to her, "Ah, white crow, why didn't you take the letter and the little chest to the princess as Rajah Banjir said?" But the white crow didn't hear. She didn't hear the wind, either, sighing to her, "Ah, white crow, something dreadful will happen because of your greediness!" And something dreadful did happen. When the princess saw the white crow come, bearing the letter and the little chest, she believed that the bird came from her true bridegroom, and in great excitement she decided to read the letter first. As her eyes flew over the words, she could hardly believe what she read: "You are very ugly," the letter said, "and what is in the little chest is foul and old. That goes, too, for your green hair and your blue skin." She was so angry that she tore the letter into shreds and tossed the little chest, without opening it, through the window. The spiders and the scorpions swarmed over the garden to the great astonishment of the white crow who could not understand how her master could have sent such horrible things to the lovely princess. But Nasiinan laughed to himself. Now the princess would marry him, he thought But the princess had no thought of marrying anyone now. She was bitterly grieved by the ugly letter. Weeping, she paced back and forth in her chamber. No one could comfort her, and she cried, "Take away my weaving stool! I will never weave again on my bridal gown!" Toward evening of that sad day the golden butterfly came back and flew through the open window. He lit on the princess's ear. "Darling princess," he whispered, "why don't you wear the beautiful ornaments that your bridegroom sent you?" At that the princess hit at him with an angiy hand. The great monarch of the rains thought surely she was only teasing him. He whispered in her ear again: "Beloved little princess, would you like to see your bridegroom tomorrow morning? He will take you to his rainbow-colored palace where the golden rays of the sun are magnified a thousand times into the most wonderful colors, and where you shall see woven cloth so fine, so dazzling, that it is like moonbeams! Come, darling princess, finish weaving your bridal gown, for tomorrow your bridegroom comes!" The princess grew even angrier. She called her serving women to her and bade them chase the golden butterfly away and never again to let it come inside. When the great magician heard the princess say these words he became so angry that he caused a mighty flood to come over the land that very night. Everything that was not submerged drifted away, torn loose from the land. The palace with Princess Kembang Melati and her nurse and the wicked Nasiman and all the others who lived in it, drifted on the floodwaters. The palace drifted farther and farther, until it came near the other bank where the palace of the great monarch of the rains stood. The king was in his doorway, watching, but when he saw the princess's palace floating toward him he pretended not to see it. The princess cried piteously for help, but he pretended not to hear. They were drifting out of sight when the nurse cried out in despair, "It's my fault! I bear the blame! It was I who changed the beautiful words of the letter into ugly ones! And my son, Nasiman, filled the little chest with spiders and scorpions while the white crow was eating the fish 1 /' When he heard the nurse's confession, the monarch of the rains understood everything. He leaped down and dragged the princess and all the others out of the drifting palace and brought them into his own. Only her old nurse and the nurse's wicked son were not permitted to enter, "May great waves engulf you!" he thundered. And at his words mighty waves, as high as the heavens, rose in the water and swallowed up the nurse and her son. The white crow was punished, too, for her greediness. She was changed into a black bird which could never speak again. All she could say was, "Kaw . . . kaw . . . kaw . . . kr - kr. . . ." It meant "gold . . . gold/' But though the crow searched, she never could find the gold and jewels with which the little chest had been filled. When the evildoers were punished, the monarch of the rains caused the flood to subside. In a short time, the whole world was dry once more, and when he had accomplished that he turned to the princess and told her that he was the son of a nobleman and that for days and nights he had yearned for her. Kembang Melati took pity on him. She knew that he was truly her bridegroom from the way he spoke to her. So she married him and lived the rest of her happy life with him in the rainbow-colored palace on the bank of the river. Sumber : http://www.englishindo.com/2011/12/dongeng-bahasa-inggris-kembang-melati.html#ixzz5424cQQ2v

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kembang melati dan kupu-kupu emas

Son Güncelleme: 2018-01-13
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one of the internationally famous ecotourism destinations in indonesia is tanjung puting national park in the southwest of central kalimantan peninsula.tanjung puting national park offers imoressive experience to its visitors. this is called a park, but unlike any park that you have been seen in your city, this is a jungle. it is a real jungle, which is home to the most incredible animals in the world, orang utans and proboscis monkeys. the male probocis monkeys are interisting because they have enermous snout. so, imagine yourself to be in the jungle and meet thrse special animals in their original habitat, what will you do when you meet them?

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jombelo

Son Güncelleme: 2017-12-17
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The following story will be special for each of you who want to know the real meaning of love.Hmm, there once lived a chief’s daughters whohad many admirers. All the young men in the villagewanted to have her for a wife, and were all eager tofill her skin bucket when she went to the brook for water.There was a young man in the village. He was agood hunter but he was poor and had a mean family.He loved the maiden and wished he could marry her.So, one day when she went for water, he threw hisrobe over her head while he whispered in her ear:”Will you marry me?”For a long time the maiden acted as if shehadn’t heard anything, but one day she whispered back telling that she would be willing to marry himif he took a scalp.So he made a war party of seven, himself andsix other young men. Before they started, they satdown to smoke and rest beside a beautiful lake at thefoot of a green knoll that rose from its shore. Theknoll was covered with green grass and somehow asthey looked at it they had a feeling that there wassomething about it that was mysterious and uncanny.One of the lover’s friends was so curious aboutit that he ventured into the knoll. Four of the youngmen followed. Having reached to the top of theknoll, all five began to jump and stamp about insport.But, suddenly they stopped. The knoll had begun to move toward the water. It was a giganticturtle! The five men cried out in alarm and tried torun, but it was too late! They cried; but the otherscould do nothing. In just a few moments, the waveshad closed over them.The other two men: the lover and his friend,went on, but with heavy hearts. After some days,they came to a river. Worn out with fatigue, the lover.

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Son Güncelleme: 2016-10-21
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1 00:00:07,280 --> 00:00:12,400 Painting of a Gothic castle, artist unknown, circa 1920s. 2 00:00:12,760 --> 00:00:17,959 Oil on canvas, 20-by-28. Miss Franklin, where did you say you got this? 3 00:00:18,120 --> 00:00:23,638 I inherited it a few months ago. But it's been in my family for generations. 4 00:00:24,120 --> 00:00:27,157 The composition is so unusual. 5 00:00:27,320 --> 00:00:30,073 The artist used pure colour straight from the tube and then varnished 6 00:00:30,240 --> 00:00:33,994 - each layer over and... - I'm sorry for interrupting. 7 00:00:34,200 --> 00:00:35,997 But do I really need to be here? 8 00:00:36,160 --> 00:00:40,517 No, of course not. It's just that most people prefer to be at an appraisal, 9 00:00:40,680 --> 00:00:42,591 especially when they plan on selling the piece. 10 00:00:42,760 --> 00:00:46,036 - It's just that I'm kind of in a hurry. - Say no more. 11 00:00:46,200 --> 00:00:49,272 Just sign at the bottom, and you are free to go. 12 00:00:49,440 --> 00:00:53,353 Thank you. So how long do you think it'll take to sell it? 13 00:00:53,560 --> 00:00:56,632 Well, I'll need to see ownership records before I can do anything. 14 00:00:56,800 --> 00:01:00,076 I'll send you everything I have. So is that all, then? 15 00:01:00,240 --> 00:01:02,071 No, since you definitely wanna sell the piece, 16 00:01:02,240 --> 00:01:05,152 I'll need to confirm its authenticity, its physical condition. 17 00:01:05,320 --> 00:01:07,151 So if you'll just sign at the bottom, 18 00:01:07,360 --> 00:01:09,157 that will let us go ahead and x-ray the piece. 19 00:01:09,760 --> 00:01:11,751 Done. 20 00:01:12,240 --> 00:01:14,754 - Anything else? - Um... 21 00:01:15,320 --> 00:01:18,949 Well, yes, Miss Franklin. I would really like the time to research this. 22 00:01:19,160 --> 00:01:21,037 That way I can get you the best price. 23 00:01:21,200 --> 00:01:26,194 Look, I appreciate your professionalism. I really do. 24 00:01:26,360 --> 00:01:28,920 But I'm not interested in getting the best price. 25 00:01:29,080 --> 00:01:33,835 I just want you to sell that painting as soon as you can, all right? 26 00:01:34,840 --> 00:01:37,149 - Good night, Miss Halliwell. - Good night. 27 00:01:47,920 --> 00:01:50,832 Piper, it was an accident. It's not like I borrowed Prue's car 28 00:01:51,040 --> 00:01:53,679 - so I could drive it into a pole. - How bad's the damage? 29 00:01:53,840 --> 00:01:56,638 Not bad, but maybe expensive, which is why I need a favour. 30 00:01:56,800 --> 00:01:59,439 If you're calling to borrow money, I don't have any. 31 00:02:00,000 --> 00:02:04,152 No, it's not about money. It's just... I don't want you to tell Prue. 32 00:02:04,320 --> 00:02:07,517 She's been so supportive, and I don't wanna lose her trust again. 33 00:02:07,680 --> 00:02:11,116 - You mean you haven't told her? - Well, not yet, but I have a plan. 34 00:02:11,280 --> 00:02:12,508 Phoebe, you have to tell her. 35 00:02:12,680 --> 00:02:14,955 It's her car, and you don't have the money to fix it. 36 00:02:15,120 --> 00:02:17,759 But I will have the money to fix it. I'm at this company called 37 00:02:17,920 --> 00:02:20,912 Web San Francisco. It's an interactive network on the Internet. 38 00:02:21,120 --> 00:02:22,678 And I faxed them my résumé this morning, 39 00:02:22,840 --> 00:02:24,398 and they wanna meet with me tonight. 40 00:02:24,560 --> 00:02:26,869 I've gotta go, but I don't wanna be in the middle of this. 41 00:02:27,040 --> 00:02:30,077 - Just tell her, okay? - If I don't get the job, I will tell her. 42 00:02:34,120 --> 00:02:35,792 [SIGHS] 43 00:02:47,720 --> 00:02:51,998 Hello, I'm Phoebe Halliwell. I have an appointment. 44 00:02:55,120 --> 00:02:56,439 Thanks. 45 00:02:57,080 --> 00:03:00,231 All these people, they're here for the interview too, aren't they? 46 00:03:00,440 --> 00:03:03,034 Well, you won't have any trouble with this if you figured that out. 47 00:03:03,200 --> 00:03:06,158 It's an aptitude test. You can finish it at home. 48 00:03:06,320 --> 00:03:08,072 Great. Great. 49 00:03:12,560 --> 00:03:15,358 APPLICANT 1: You won a fellowship from the National Science Foundation? 50 00:03:15,520 --> 00:03:17,636 When I was at Harvard, yeah. How'd you know? 51 00:03:17,840 --> 00:03:20,912 I saw it on your résumé. I was cum laude also. 52 00:03:21,080 --> 00:03:22,832 APPLICANT 1: Except I was a Ford Foundation scholar. 53 00:03:23,080 --> 00:03:25,389 So then you must have gone to Stanford? 54 00:03:25,640 --> 00:03:27,392 Stanford? I went to Stanford. 55 00:03:29,080 --> 00:03:30,752 APPLICANT 2: Intimidating, isn't it? 56 00:03:31,120 --> 00:03:33,350 The Good Will Huntings or this aptitude test? 57 00:03:33,560 --> 00:03:37,189 Oh, who cares about linear algebra or differential? And that test is a snap. 58 00:03:37,360 --> 00:03:39,191 I mean, in this day and age, who can't write 59 00:03:39,360 --> 00:03:41,555 in HTML and numeric languages, right? 60 00:03:41,720 --> 00:03:42,709 [CHUCKLING] 61 00:03:42,880 --> 00:03:43,869 Right. 62 00:03:45,840 --> 00:03:49,833 Yeah, that's... That's for you. 63 00:04:04,800 --> 00:04:06,631 What? 64 00:04:13,680 --> 00:04:15,352 Oh... 65 00:05:41,720 --> 00:05:45,156 At first I just thought that it was a reflection off of something in the room. 66 00:05:45,400 --> 00:05:48,119 But then when I moved closer, I saw a man 67 00:05:48,280 --> 00:05:50,589 inside the painting, in the castle. 68 00:05:50,760 --> 00:05:54,958 Right, but the moment I saw him, he backed away from the window. 69 00:05:55,160 --> 00:05:58,436 And then there was this strange glow that went past the window again. 70 00:05:58,600 --> 00:06:00,591 It was just so... 71 00:06:02,320 --> 00:06:03,878 - Piper? - What? 72 00:06:04,960 --> 00:06:08,509 - We were talking? - I know, about a man in a painting. 73 00:06:08,720 --> 00:06:12,110 Listen to this one. "Hallway near club entrance too narrow." 74 00:06:12,280 --> 00:06:14,430 I thought that we had discussed your code violations. 75 00:06:14,600 --> 00:06:15,953 Well, I keep finding more. 76 00:06:16,120 --> 00:06:18,509 The plumbing, the electrical, the heating. 77 00:06:18,680 --> 00:06:20,830 - It... None of it is up to code. - Stop. 78 00:06:21,880 --> 00:06:24,440 - You're obsessing. - Well, it runs in the family. 79 00:06:25,040 --> 00:06:26,678 I don't obsess. 80 00:06:27,480 --> 00:06:32,349 I think intensely. Anyway, I can't really help it. 81 00:06:32,560 --> 00:06:35,552 I mean, we've seen so many bizarre things, why not a man in a painting? 82 00:06:35,720 --> 00:06:37,472 At least he's safe from building inspectors. 83 00:06:37,720 --> 00:06:40,109 I can't imagine that castle's up to code. 84 00:06:40,280 --> 00:06:43,556 I'm sorry, but I couldn't find anything in the Book of Shadows about people 85 00:06:43,720 --> 00:06:46,951 who may be trapped inside paintings. I looked everywhere. 86 00:06:47,440 --> 00:06:51,877 Hey, you were asleep by the time I got home. How did your interview go? 87 00:06:54,160 --> 00:06:55,752 It went fine. 88 00:06:56,000 --> 00:07:00,073 Actually, it's still going. I have to finish this take-home aptitude test, 89 00:07:00,240 --> 00:07:02,674 which I actually think I will start right now. 90 00:07:02,840 --> 00:07:05,149 So I will see you guys later. 91 00:07:05,360 --> 00:07:06,713 - Phoebe? PHOEBE: What? 92 00:07:06,880 --> 00:07:09,553 Aren't you forgetting something? My car keys? 93 00:07:13,400 --> 00:07:15,868 They'd be with your car... 94 00:07:16,880 --> 00:07:20,395 ...which is at the body shop, having an estimate. 95 00:07:20,960 --> 00:07:25,909 - An estimate? - Yeah, I bumped... 96 00:07:26,320 --> 00:07:30,598 No, actually I backed your car into a pole last night. 97 00:07:31,440 --> 00:07:33,158 A pole? 98 00:07:34,320 --> 00:07:35,548 You hit a pole? 99 00:07:35,720 --> 00:07:38,314 Yeah, you don't even have to say it. I know what you're thinking. 100 00:07:38,480 --> 00:07:41,836 How could I be so irresponsible? How could I be so stupid? 101 00:07:42,240 --> 00:07:46,518 Okay, irresponsible, yes. Stupid, no way. Where is that coming from? 102 00:07:46,680 --> 00:07:48,830 It's coming from the fact that I'm the youngest sister, 103 00:07:49,000 --> 00:07:51,958 the one who always makes mistakes, the one who always causes problems. 104 00:07:52,120 --> 00:07:54,793 I mean, if anybody were gonna back your car into a pole 105 00:07:54,960 --> 00:07:57,030 and not tell you right away, it'd be me, right? 106 00:07:57,880 --> 00:08:00,758 - I think I'll just be going now. - See? Even the middle sister, 107 00:08:00,920 --> 00:08:03,912 the one that's supposed to stay neutral when it comes to family problems, 108 00:08:04,080 --> 00:08:06,799 - checks out on this one. - Yes, you're right. You're on your own. 109 00:08:06,960 --> 00:08:09,428 Well, leave me out of it too. I don't wanna argue with you. 110 00:08:09,600 --> 00:08:12,956 - I just wanna find a cab. - Well, whatever it costs, 111 00:08:13,120 --> 00:08:15,680 I will pay for the damages. And whatever the cab costs, 112 00:08:15,840 --> 00:08:17,592 I will pay for that too. 113 00:08:20,760 --> 00:08:23,877 - What just happened here? - I don't know anything about anything. 114 00:08:24,080 --> 00:08:26,150 - I'm gonna go see Dan. - Piper! 115 00:08:26,320 --> 00:08:29,835 Just forget about the car. What about the man in the painting? 116 00:08:30,200 --> 00:08:34,352 Well, unless he's real and screaming for help, forget about him. 117 00:08:34,520 --> 00:08:37,353 We shouldn't go looking for trouble. We have enough around here. 118 00:08:37,960 --> 00:08:40,110 I'm going next door. 119 00:08:48,680 --> 00:08:50,671 - Dan. - Good morning. 120 00:08:50,880 --> 00:08:53,792 - I'm sorry to bother you. - No, you're not bothering me, unless 121 00:08:54,080 --> 00:08:57,550 - you refuse to hand over my paper. - Oh, all yours. 122 00:08:57,720 --> 00:09:01,952 - Thanks. You wanna come in? - No, no, really, 123 00:09:02,160 --> 00:09:05,232 I just stopped by to ask a quick favour. My club received a visit 124 00:09:05,400 --> 00:09:07,755 - from the DBI last night... - And you got code violations. 125 00:09:07,960 --> 00:09:10,679 I have the War and Peace of code violations. 126 00:09:10,880 --> 00:09:14,475 And you were thinking what? Neighbour Dan, he's in construction, 127 00:09:14,880 --> 00:09:18,031 - maybe he could help, huh? - Of course I'd pay you something. 128 00:09:18,640 --> 00:09:21,916 JENNY: Uncle Dan, I'm late. Hey, Piper. - Hi, Jenny. 129 00:09:22,080 --> 00:09:26,517 See you later, Uncle Dan. And don't forget your promise. 130 00:09:27,920 --> 00:09:32,198 Okay, then, I'll tell you what I can do. I'll check out the code violations, 131 00:09:32,360 --> 00:09:35,272 see how serious they really are if you will help me with the promise 132 00:09:35,440 --> 00:09:38,159 - I made Jenny. - Deal. Wait, what's the promise? 133 00:09:38,320 --> 00:09:42,199 She needs help with a paper. It's... It's for bio class. You know, something 134 00:09:42,400 --> 00:09:46,473 - with the human reproductive system. - Oh, you mean sex. 135 00:09:47,440 --> 00:09:50,477 It's just way too awkward for me to talk to my niece about. 136 00:09:50,680 --> 00:09:54,309 Yeah. Sure, not to worry, I have plenty of experience. 137 00:09:54,880 --> 00:10:00,398 - Really? With sex? - No, I mean, talking about it. 138 00:10:02,880 --> 00:10:04,279 Yeah. 139 00:10:07,920 --> 00:10:09,876 So was there a problem with any 140 00:10:10,040 --> 00:10:11,792 of the ownership records that I sent over? 141 00:10:11,960 --> 00:10:13,632 No, everything's in order. 142 00:10:13,960 --> 00:10:15,916 Then I'm not sure why you wanted to meet with me. 143 00:10:16,080 --> 00:10:19,550 Look, Miss Franklin, I know that you don't really wanna be here, 144 00:10:19,720 --> 00:10:25,078 so I'll just be perfectly honest. There is something strange about that painting. 145 00:10:26,160 --> 00:10:28,549 - Have you seen him? - Him? 146 00:10:29,200 --> 00:10:32,590 - That's how it all starts, you know. - What do you mean? 147 00:10:32,760 --> 00:10:36,070 At first, you see him... 148 00:10:37,400 --> 00:10:38,799 ...the man inside the painting. 149 00:10:39,760 --> 00:10:45,039 At least you think you see him, but he just... He disappears so fast. 150 00:10:46,720 --> 00:10:49,951 And you start to think about it, but it doesn't make any sense. I mean, 151 00:10:51,200 --> 00:10:56,035 how could a man be inside a painting? And then you see him again. 152 00:10:56,560 --> 00:10:58,596 This time longer. 153 00:11:01,600 --> 00:11:03,352 And now you're sure. 154 00:11:03,520 --> 00:11:06,318 So you think that the painting is haunted by a ghost? 155 00:11:07,000 --> 00:11:11,312 Oh, no, no, I think he's definitely alive. 156 00:11:12,120 --> 00:11:14,588 I think he's trapped inside. 157 00:11:16,120 --> 00:11:19,590 - Do you know who he is? - No, I have no idea. 158 00:11:20,600 --> 00:11:22,272 Nobody does. 159 00:11:23,960 --> 00:11:27,748 Look, all I know is that if I don't get rid of that painting, 160 00:11:28,000 --> 00:11:30,878 I'm gonna end up just like everybody else in my family who ever owned it. 161 00:11:31,080 --> 00:11:33,071 - I'm gonna be completely insane. - Miss Franklin... 162 00:11:33,240 --> 00:11:35,196 No, you've only seen the beginning, Miss Halliwell. 163 00:11:35,400 --> 00:11:39,712 Just trust me when I tell you it's only gonna get worse. 164 00:11:48,880 --> 00:11:54,318 Spirits send the words from all... 165 00:11:54,480 --> 00:11:55,469 [KNOCKING] 166 00:11:55,640 --> 00:11:57,278 PIPER: It's me. Can I come in? 167 00:11:57,440 --> 00:11:59,795 Piper, I really just wanna be alone right now. 168 00:11:59,960 --> 00:12:02,633 I won't stay long, promise. 169 00:12:03,560 --> 00:12:05,630 All right, just give me a sec. 170 00:12:10,120 --> 00:12:11,394 Okay, you can come in now. 171 00:12:15,880 --> 00:12:19,998 I just wanted to tell you the body shop called. 172 00:12:20,440 --> 00:12:22,351 Yeah, I know, I heard the message, 1,200 bucks. 173 00:12:22,520 --> 00:12:25,876 - Did you tell Prue? - I didn't have to. She already knew. 174 00:12:26,040 --> 00:12:27,473 She called the body shop herself. 175 00:12:27,640 --> 00:12:29,551 That's why I have got to get this job, Piper. 176 00:12:29,760 --> 00:12:31,796 It's the only way that I could pay for the damages. 177 00:12:32,000 --> 00:12:33,558 The only way I can make things right. 178 00:12:33,760 --> 00:12:35,637 All the more reason you just should've told her. 179 00:12:35,840 --> 00:12:38,274 Okay, well, maybe a smarter person would've figured that out. 180 00:12:38,600 --> 00:12:42,036 Then again, a smart person wouldn't have backed the car into a pole. 181 00:12:42,280 --> 00:12:45,272 A smart person would've realised that it was a $1,200 pole. 182 00:12:45,480 --> 00:12:49,837 That's because smart people don't do stupid things, only stupid people do. 183 00:12:50,000 --> 00:12:52,719 - Phoebe, I didn't mean to upset you. - I know. 184 00:12:53,080 --> 00:12:56,277 - Maybe we should just talk later. - Okay. 185 00:12:57,560 --> 00:13:00,677 - You sure you're gonna be okay? - Yeah. Why? 186 00:13:00,840 --> 00:13:03,479 Phoebe, I know you think getting this job is the answer, but please, 187 00:13:03,640 --> 00:13:06,438 - just don't do anything... - What, stupid? 188 00:13:06,600 --> 00:13:09,672 No, just don't do anything I wouldn't do. 189 00:13:11,880 --> 00:13:13,677 Don't worry, I won't. 190 00:13:17,360 --> 00:13:19,669 You would never cast a smart spell. 191 00:13:20,920 --> 00:13:21,955 Okay. 192 00:13:24,400 --> 00:13:27,756 For 24 hours, from 7 to 7, I will understand all meaning 193 00:13:28,040 --> 00:13:33,717 of the words from here to heaven. 194 00:13:42,680 --> 00:13:45,831 Spirits, send the words From all across the land 195 00:13:46,000 --> 00:13:49,390 Allow me to absorb them Through the touch of either hand 196 00:13:49,560 --> 00:13:51,630 For 23 hours, from 7 to 7 197 00:13:51,800 --> 00:13:56,351 I will understand all meaning Of the words from here to heaven 198 00:13:57,040 --> 00:13:59,508 Oh, and P.S., there will be no personal gain. 199 00:14:17,120 --> 00:14:20,317 Abaca, strong fibre obtained from a banana leaf. 200 00:14:20,480 --> 00:14:24,473 Zygote, a cell formed by the union of two gametes. 201 00:14:27,080 --> 00:14:28,672 Cool. 202 00:14:33,120 --> 00:14:36,430 - Hey, Joe, that was fast. JOE: No line at the x-ray machine. 203 00:14:36,640 --> 00:14:38,756 So did the x-ray confirm its authenticity? 204 00:14:38,920 --> 00:14:41,354 It did a lot more than that. Check out the x-ray. 205 00:14:41,520 --> 00:14:43,715 It's got definitive underwriting on the canvas. 206 00:14:44,200 --> 00:14:47,033 - It has a pentimento? - Yeah, I couldn't believe it either. 207 00:14:47,280 --> 00:14:50,636 But you can see it on the x-ray. The text is in Latin. 208 00:14:50,840 --> 00:14:53,308 I've never seen anything like it before. 209 00:14:53,640 --> 00:14:57,872 "Absolvo, amitto, amplus, brevis." 210 00:14:58,240 --> 00:15:03,394 - To free what is lost say these words. - Wow, you speak Latin? 211 00:15:04,160 --> 00:15:08,039 - Yes. Good night, Joe. - Okay. 212 00:15:08,240 --> 00:15:10,595 Well, why don't I just return the painting to the vault, 213 00:15:10,760 --> 00:15:12,034 say, tomorrow. 214 00:15:12,240 --> 00:15:14,117 - Good idea. - Okay. 215 00:15:25,600 --> 00:15:27,192 "Help." 216 00:15:31,760 --> 00:15:33,557 Okay. 217 00:15:36,680 --> 00:15:40,958 "Semper mea." Mine forever. 218 00:15:43,400 --> 00:15:48,030 Absolvo amitto amplus brevis. Semper mea. 219 00:15:51,600 --> 00:15:53,033 Oh, no. 220 00:15:54,000 --> 00:15:55,831 Oh! Oh! 221 00:16:12,720 --> 00:16:14,597 [GASPING] 222 00:16:17,040 --> 00:16:18,837 Who's there? 223 00:16:19,880 --> 00:16:20,869 [SCREAMS] 224 00:16:21,040 --> 00:16:22,837 - Quick, follow me! - What? 225 00:16:23,040 --> 00:16:25,076 This way. Ladies first. 226 00:16:27,280 --> 00:16:28,918 I see you read Latin too. 227 00:16:29,200 --> 00:16:30,679 Okay, what has happened? Where am I? 228 00:16:30,840 --> 00:16:32,353 - You're in the castle. - Where is that? 229 00:16:32,520 --> 00:16:35,432 - Inside a painting. - I'm trapped inside a painting? 230 00:16:35,640 --> 00:16:38,108 Yes, and if you don't get to that bookcase, you're dead. 231 00:16:38,920 --> 00:16:40,353 Who are you? 232 00:16:40,600 --> 00:16:43,398 My name's Malcolm, and you were supposed to help me, not join me. 233 00:16:43,600 --> 00:16:44,589 Who are you anyway? 234 00:16:44,760 --> 00:16:46,478 My name is Prue, and I was helping you. 235 00:16:46,640 --> 00:16:49,837 - You were supposed to come out. - Great, now we're both trapped. Hurry! 236 00:16:52,880 --> 00:16:54,950 What the hell? What are you? How'd you do that? 237 00:16:55,160 --> 00:16:57,879 Oh, okay, never mind. We're gonna get killed. Will you hurry up? 238 00:17:04,040 --> 00:17:05,029 [MEOWING] 239 00:17:05,200 --> 00:17:06,952 Hi, Phoebe. You're up early. What's up? 240 00:17:07,120 --> 00:17:10,874 Oh, the Dow Jones, housing prices and the space shuttle Discovery. 241 00:17:11,040 --> 00:17:14,032 - Huh? - Read the paper. 242 00:17:14,280 --> 00:17:16,919 Oh. Um... 243 00:17:17,080 --> 00:17:19,116 - Have you seen Prue this morning? - Not yet. 244 00:17:19,320 --> 00:17:21,959 Oh, Dan just called, said he'd meet you at the club at noon. 245 00:17:22,360 --> 00:17:23,634 Okay. 246 00:17:23,840 --> 00:17:26,354 - Did you hear her come in last night? - Nope. 247 00:17:26,800 --> 00:17:28,711 PIPER: This is really strange. 248 00:17:28,880 --> 00:17:29,915 [CAT MEOWING] 249 00:17:

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Reebok and Adidas The athletic shoe industry in the United States was an $8.25 billion market in 2003. By 2010, industry revenue had hit $21.9 billion with sales of over 362 million shoes a year [Ibis World]. The four largest companies (Nike, New Balance, and AdidasReebok) controlled 70 percent of that market [Cassidy 2004]. The industry grew from almost nothing in the early 1980s to a global powerhouse. Reebok (ticker: RBK) can trace its history back to Joseph William Foster, who made some of the first spiked running shoes by hand in London—in 1895. In 1958, two grandsons started a companion company known as Reebok. But, the modern version was born in 1979 when Paul Fireman saw the shoes at an international trade show and negotiated for North American distribution rights. At $60 a pair, the shoes were the most expensive running shoes in America [www.reebok.com]. In 1982, Reebok helped launch the aerobic dance industry with a shoe specifically targeted to women. With explosive growth, the company went public in 1985. Growth con- tinued, supported by the Step Reebok program in 1989. By 1995, the company had grown from $50 million in sales to over $3 billion in a decade. Reebok’s 1993 sales of $2.9 billion placed it second behind $4.4-billion Nike, Inc. The nearly $1 billion increase in sales from 1989 to 1993 indicates Reebok’s success in gaining market share. Paul Fireman, president and CEO of Reebok Paul Fireman founded Reebok in 1979 and remains the largest shareholder. From 1986 to 1990, Fireman was one of the ten highest paid executives in the United States. Under his control, Reebok sales grew from $1.5 million in 1980 to $1.4 billion in 1987. In 1988, Fire- man relinquished the CEO role to spend time working on other projects, including develop- ing golf courses in Puerto Rico and Cape Cod. In the late 1980s and early 1990s, Reebok suffered from two weak marketing campaigns (“Reeboks Let U.B.U.” and “Physics behind the Physique”). More importantly, the aerobics fitness craze began to subside. Women aero- bics shoes were a major component of Reebok sales, so the sales decline hit them especially hard. In 1992, Fireman returned as CEO. Tom Trainer, CIO Tom Trainer joined Reebok in 1991 as the chief information officer (CIO). He noted that his role “is to enable the kid in Reebok to stay fresh and creative while also allowing the grown- up corporation to compete in global markets” [Pulliam and Pereira 1995]. To accomplish these objectives, Trainer implemented videoconferencing, computer-aided design, the In- ternet, and laptops for the sales force. The goal was to improve communications among em- ployees, faster development of products, and more effective sales presentations. Before Trainer joined Reebok in 1991 as vice-president of information systems, the information systems area was less than up-to-date, with no global information system or way to look at data. Communications, primarily by telephone and fax, between the manu- facturing partners and worldwide distribution network were slow. Turnaround on new products was equally slow. This was a critical problem because Reebok is a fashion-oriented business with three product cycles a year in footwear and five in apparel. While sales repre- sentatives from Nike were walking in with laptops to display their lines, reps from Reebok were walking into offices with bags of shoes. Trainer’s early days were spent accomplishing short-term projects that got him points with the board of directors. He fired six of eight senior staff. He kept 85 percent of the old programming staff, retraining many of them. In addition to his IS responsibilities, Trainer drove the re-engineering process in the company. To do so, he spent a great deal of time on the road, building relationships with Reebok executives around the world. He also studied Sony Corporation to learn ways that it meets customer needs. To accomplish his re-engineering, Trainer formed five megaprocesses that streamlined procedures for production, sales and marketing, research and development, adminis- tration, finance, and distribution. In 1992, he presented a four-year, $75- million strategic information systems plan to Reebok’s executive committee. The board approved it on the condition that it give Reebok strategic advantage. To improve its communications, Reebok installed a privately designed architecture for voice, video, and data. Reebok communicates not only with its worldwide distribution base but also with its ad agency and other suppliers. IT currently developed an electronic image library to enable product shots to be distributed to every country where Reebok does business. The system dropped the new product lead time from six months to three, and, in some cases, 30 days. Before the new ordering system was installed, orders were first printed out locally and faxed to the international headquarters in London. London would take all of the faxes and send them to the United States to be entered in the mainframe. Different standards for shoe sizes from different countries added to the delay. Once the information was entered in the mainframe, production and manufacturing would evaluate the orders. To improve this process, Trainer developed a software package called Passport. Passport rationalizes product codes and shoe sizes. It also gives small distributors and sub- sidiaries access to the system through personal computers. It can also function as a module by plugging into larger systems. Laptops were also given to the entire Reebok sales force. When orders were paper based, replacing material in a shoe to change its price from $95 to $65 might take 30 days and mean a lost sale. With the new system, these changes could be made almost automati- cally. Salespeople are able to check inventory and look into special orders. They can also access two years’ catalogs with full motion video and sound clips of Reebok’s advertise- ments. Lotus Notes is used to store the catalogs with mail links through cc:Mail. Another Reebok initiative is to use electronic data interchange with 10-15 percent of its retailers. This commitment enables goods to be tracked through shipping companies, customs, and warehouses. Hoover, a data capture system to “suck in” information from da- tabases around the world, is linked to customer databases that track what customers have ordered and what they want. Reebok experienced some problems implementing the new systems. Particularly difficult was the effort to integrate the Canadian operations into the U.S. business operation. Concentrating development and support in the United States did not take into account the specifics of invoicing under the Canadian law. This mistake added time and resources that had not been budgeted to the project. Reebok early 1990s In the early 1990s, facing continuing declines in the aerobics’ market, Fireman changed the focus and tried to expand into other areas. To a large extent, Nike was killing the competi- tion—largely by focusing on star athletes and spending more than 10 percent of its revenue on marketing. In the early 1990s, Fireman knew that he would have to compete directly in the sporting world [www.reebok.com]. His basketball market strategy copied a page from Nike, and relied on the new “Shaq Attaq” line supported by Shaquille O’Neal from the Or- lando Magic. While sales did increase, they did not reach the 25 percent levels predicted by Mr. Fireman—reaching only 20 percent market share. Additionally, Fireman estimated in 1993 that the outdoor-wear division would sell $350 million worth of shoes in 1995. Outdoor sales fell far short of the goal, reaching about $110 million. More importantly, expenses skyrocketed, increasing from 23.6 percent of sales in 1991 to 32.7 percent in June 1995. Experts say shoe company expenses typically average about 27 percent of sales. Investors blamed most of the increase on the cost of endorse- ments. Nike Late 1990s At the same time that Reebok was suffering, Nike reported a 55 percent jump in firstquarter 1995 earnings, with revenue increasing by 38 percent. Part of the increase was from expanded international sales, with a 34 percent increase in orders from France and Germany. Sales in Japan increased by 65 percent. Nike also expanded sales of tennis shoes, partly through endorsements from tennis stars Andre Agassi and Pete Sampras. In the first quarter of 1995, revenue from tennis shoes increased by 92 percent with a 42 percent in- crease in orders. At the same time sales were increasing, Nike managed to decrease its expense ratio. Selling and administrative costs dropped to 22.3 percent of revenue from 25 percent in the prior year. Much of the improvement came from an improved distribution system, including a new warehouse in Belgium that consolidated operations from 30 different facilities in Eu- rope. Beginning in the late 1990s, the footwear industry lost its luster. However, Nike revenue increased from $3.4 billion in 1998 to $9.0 billion in 2000 to $9.5 billion in 2001, to over $10 billion in 2003 [annual report]. In 2001, Nike installed a customized retail supply chain system from i2 Technologies, Inc. The implementation, including ties to other ERP systems, did not go well, and Nike faced a serious inventory reduction and misplacement. Nike management was disappointed in the problems, and Nike chairman questioned: “This is what we get for $400 million?” Reebok Late 1990s In 1990, Nike surpassed Reebok in footwear sales. In the year ending in August 1995, Nike had $4.7 billion in sales compared to Reebok’s $3.37 billion. One of the largest battle- grounds was the retail Foot Locker stores owned by Woolworth Corp. The 2,800 retail stores sell 23 percent of U.S. sport shoes, representing $1.5 billion of the $6.5 billion U.S. market for athletic shoes. Sales at Foot Locker stores account for almost 60 percent of the 1$ billion U.S. sales gap between Reebok and Nike. Insiders note that the problems between Reebok and Foot Locker go back to the days when Reebok shoes were selling rapidly. Foot Locker wanted concessions on price and wanted Reebok to make some styles exclusively for them. Reebok was busy selling to other outlets and was unwilling or unable to alter its production and distribution systems. Nike was eager to build custom products for Foot Locker and offered a dozen products exclusively at the chain. Ex-employees at Reebok note that the company had additional problems providing samples and design plans to Foot Locker, claiming that “Sometimes the samples would come in late and sometimes not at all—which got Foot Locker mad. . . . Sometimes, fashions last less than six weeks; if you don’t get it in right then, there goes a major sale.” Mr. Fireman responded by trying to improve relations with Foot Locker. He also offered to begin building exclusive styles for Foot Locker, but the introduction of the products was uncertain. He also noted that Reebok was working hard to cut costs and improve its order and information tracking system. One problem that remained was that the clerks at Foot Locker stores tended to push the Nike brands harder. By September of 1995, major shareholders were getting upset with Reebok management. One of the leading outsider shareholders, Glenn Greenberg of Chieftain Capital Management, noted that “The major shareholders have no confidence in the management of this company. If it was up to us, they would have changed horses or sold the company a long time ago.” Reebok and The Internet Like other shoe manufacturers, Reebok relies heavily on celebrity endorsements. Signing Alan Iverson (NBA rookie of the year in 1996) and Venus Williams (tennis sensation) gave Reebok greater visibility in 2000. In 2000, Reebok also increased its visibility by sponsoring the Survivor television show with humorous ads. Their Web site followed these themes. In 1997, Reebok installed Radnet Inc.’s WebShare groupware system to maintain its Web site. The system has tools for e-mail, discussion groups, and bulletin boards. The goal was to add interactivity to the site and build a community of users. Marvin Chow, Reebok’s director of interactive marketing noted that “If you just try and use the Web to sell them products, something is missing” [Cole-Gomolski 1998]. More importantly, the system makes it easy for Reebok’s managers to add content. They can add data and pass it to salespeople and re- tailers automatically using a workflow engine. The company used QuickTime from Apple to create CDs for its salespeople. Using Macromedia on its Internet site, the company was able to update pricing, styles, and even new photos and displays on the fly. The data was downloaded directly to the sales laptops [Dillon 1998]. Interestingly, the Web site is largely independent from the IT department. Roger Wood, vice president of electronic commerce at Reebok reports directly to the CEO and con- trols his own technology budget. He observes that “I am able to take down and build up fea- tures (of the Web site) without some IT overlord telling me what is good or bad” [Cole- Gomolski 1999]. In 2000, Reebok stopped selling shoes direct from its Web site. It was concerned about competing with the traditional retail outlets. So now the site focuses on image, tech- nical information about products, and then directs consumers to the retail partners. Enterprise Systems From SAP Facing weak sales, Reebok began focusing on reducing costs in the late 1990s. Net sales dropped from $3.6 billion in 1997 to $2.9 bil- lion in 1999 to about $2.8 billion in 2000. Worse yet, from 1999 to 2000, gross margin declined from 38.5 percent to 37.9 percent. Income (Million $) Year 2003 2002 2001 2000 1999 Revenue 3,485 3,128 2,993 2,865 2,900 Net Income 157 126 102 81 11 In 1995, Trainer went to Eli Lilly [Information Week 1995]. The company ultimately replaced him with Peter Burrows as chief technology officer (CTO). Burrows knew that he needed to replace the aging, custom software that was being used to run the company. The problem was that nothing existed. In late 1995, he sent a dozen Reebok workers to an SAP R/3 course—the goal was to show SAP that its system could not handle the complex details of the apparel industry. Most products are created by hundreds of contract suppliers, gen- erally in Southeast Asia. Product designs change constantly, and the company has to coor- dinate shipments to thousands of customers. Ultimately, Burrows convinced SAP to develop a custom add-on system called the Apparel Footware Solution (AFS) module. To convince the company to spend the money, VF Corp., the company that makes Lee and Wrangler jeans, also signed on to the project. The two companies helped design the specifications for the new software. The project was far more complex than SAP anticipated, and the initial version was three months late. Leroy Allen, the CIO at VF commented that “I think SAP underestimated the amount of change that had to be made to standard R/3” [Steadman January 1999]. Burrows was counting on the system to handle the major transactions at Reebok, so he could avoid the necessity of rewriting the old applications to become Y2K compliant. By May, 1999, the system was still not fully operational. Among other problems and bugs, the system was too slow to check product inventories and raw material stocks when retailers and distributors placed orders. Burrows noted that “We’re not out of the woods, but SAP is responding. It’s not something we’re taking lightly, and neither are they” [Steadman May 1999]. In the meantime, another 60 apparel and footwear makers had purchased the sys- tem by early 1999. By 2000, Reebok was running the system in only a couple of divisions, such as golf shoes. The company deferred implementation of the full system until at least mid- 2001. Burrows noted that he was waiting for additional functionality scheduled for Release 2.5 [Steadman 2000]. Despite the problems in getting the software developed, apparel manu- facturers had few other choices. By 2001, Reebok had 115 retail stores running the AFS system. Burrows was pleased with the ability of the system to maintain accurate inventory records for the stores [Mearian and Songini 2001]. In January 2002, SAP shipped Release 3.0 of AFS. With the bug fixes and new features, Reebok continued to rollout the system in its divisions. Burrows planned to gradually implement Release 3.0 over a few years. Burrows continues to push for new features such as a Web-based system to handle business-to-business transactions with suppliers. In 2002, competitor Nike completed rolling out AFS 2.5 to its 5,000 end users [Songini 2002]. Competition and the Future There is no question that the shoe industry is competitive. There is also no question that it is still dominated by Nike. Yet, Reebok has made gains in the mid-2000s. The retro-trend bolstered sales for Reebok when it re-released older models. (It also convinced Nike to buy Converse.) Competition to sign new stars is also intense. Most observers believe Alan Iver- son has significantly boosted Reebok sales. In 2004, Reebok struck a huge note in the inter- national market by signing Yao Ming to market a line of shoes in China. Reebok will also market a line of Yao Ming shoes in the United States [Marcial 2004]. Somewhat surprisingly, Reebok did well in 2003 selling a line of shoes endorsed by Rap stars (Jay-Z and 50 Cent). The shoes were also popular in England [Thomaselli 2004]. On the other hand, Reebok’s 2003 sales gain was also attributed to the feud between Nike and Foot Locker. In 2002, Nike pulled its top products from Foot Locker—trying to negotiate better prices. In November 2003, the companies resolved their problems and Foot Locker again began carrying more Nike shoes. Foot Locker’s clout grew even more in 2004 when it purchased 353 Footaction stores from bankruptcy [Cassidy 2004]. Although Nike is still the strongest seller in the U.S. market, it has struggled to find a management team. In 2006, William D. Perez stepped down after only 13 months as CEO. Reportedly, Perez often clashed with Nike co-founder Philip Knight. Knight promoted Mark G. Parker to the CEO position. The change reminded observers of the situation in 2000 when Mr. Knight returned to the CEO position to replace Tom Clarke as sales fell from 1994 to 2000 [Lublin and Kang 2006]. Adidas In 2005, Adidas-Salomon AG in Germany agreed to purchase Reebok for $3.8 billion. The price represented a 34 percent premium over the existing stock valuation. The sale was closed in 2006. Adidas, a pioneer in the shoe and sporting-goods industries had been strug- gling in the U.S. trying to find a way to compete with Nike. Adidas was largely considered the engineering leader and produced some of the technically best shoes on the market—but it lacked the marketing flash appeal of Nike. For example, the company introduced a $250 running shoe containing a sensor and small motor that enabled it to adjust the tension and support based on the terrain. Shortly after the acquisition was closed in 2006, Paul Fire- man left Reebok [Reebok Web site]. A key element in the decision was Reebok’s appeal in the urban market—due to its embrace of 50 Cent and Jay-Z rappers. Herbert Hainer, CEO of Adidas noted that “we will expand our geographic reach, particularly in North America, and create a footwear, apparel and hardware offering that addresses a broader spectrum of consumers and demographics.” The global market for athletic shoes is about $33 billion and about half of that total comes from America. In 2004 combined, Reebok and Adidas had about 20 percent of the U.S. mar- ket compared to Nike’s 35 percent [Karnitschnig and Kang 2005]. Adidas was formed by Adi Dassler after World War II. It gained attention by creating soccer cleats that helped Germany win the 1954 World Cup

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Wilar the crocodile one day,a long time ago when the world was very young,there were two sister.one was called indra and her younger sister,jippi.they had been walking for a long time and they sat down to have a rest near a river.wilar,the crocodile man;was in the river and he saw them.and he said to himself,"i'm going to have one of those girls."he swarm throught the river,and the girls didn't see him coming.and when he got close enough,hegrabbed indra.jippi was very frightened and ran away screaming for help. wilar took indra back to his cave.he didn't want to eat her yet,so he left her in the cave and he went back to the water where he caught himself lots of fish to fill up his belly. when came back to the cave,indra was asleep.she was very tired and frightened.wilar didn't want to touch her yet,so first he put a lot of mud and stones in the entrance to the cave so that other crocodiles couldn't come in and disturb him.then he said to indra,"you are my wife now,and i am going to stay with you.". wilar didn't leave the cave far several days,but then when his belly was empty and he got hungry again,he had to go out and look for food.before he left the cave he blocked it up again with mud and stones to keep the girl safe,but also to stop her running away. when indra found herself alone,she decided she'd try and break through the entrance,but the stones in the entrance were so heavy and it was hard to shift them.she couldn't do it with her hand;so she tied her hair around the stones and began to pull the stones away from the mud. when she,d made a hole in the entrance,she tried to squeeze her way through.she got her head and her chest through,but her belly was so big,she couldn't get out.she had to came back inside the cave and make the hole bigger.finally she managed to push her way out and run away. of course many people were looking for indra and with them was her sister jippi.jippisaw indra running from the cave and she shouted to others.she said,"look,my sister is comingback!"when indra reached them,jippi noticed she had such a big belly.she said,"sister,why are down near the ground and out of her belly came a big pile of crocodile eggs.well,the men hit the eggs with their clubs,and every time they broke an egg a frog came out and jumped away.some of the frogs went to the water,and some of the frogs went to the country.that was the first time frogs came into the wold,and they can live in both places because their father came from the water and their mother came from the land.the frog doesn't have any hair because indra lost all her hair when she pulled the stones away from the entrance to the cave.

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terjemahan kalimat bahasa inggris1 00:00:35,769 --> 00:00:39,000 Come on, Claire. It's me. 2 00:00:41,408 --> 00:00:43,239 Put down the gun. 3 00:00:43,309 --> 00:00:46,278 Can't. It ends here. 4 00:00:46,346 --> 00:00:48,041 No, no, no! Wait, wait! 5 00:00:48,948 --> 00:00:52,213 I'm going back to the day they all found out. 6 00:00:52,285 --> 00:00:54,150 It's too late. It isn't! 7 00:00:54,220 --> 00:00:55,710 Think about it, Claire. 8 00:00:56,489 --> 00:00:59,287 It wouldn't be like this if they'd never known about us. 9 00:01:00,794 --> 00:01:06,596 No camps, no experiments, no hiding underground, hunted like this. 10 00:01:08,201 --> 00:01:12,137 All these powers, it's gonna destroy everything. 11 00:01:12,205 --> 00:01:15,572 I made peace with that a long time ago. You never did. 12 00:01:19,045 --> 00:01:20,808 What happened to you, Claire? 13 00:01:22,449 --> 00:01:24,440 How did you get to this place? 14 00:01:24,517 --> 00:01:28,317 I'm different, remember? Special. 15 00:01:28,388 --> 00:01:31,915 I can fix all of this. Everything. Please. 16 00:01:41,000 --> 00:01:45,460 I'm sorry, Peter. I always loved you. 17 00:02:13,933 --> 00:02:17,300 Welcome. Good afternoon, thank you for coming. 18 00:02:17,370 --> 00:02:19,998 Most of you probably have no idea who I am. 19 00:02:21,374 --> 00:02:22,841 My name is Nathan Petrelli, 20 00:02:22,909 --> 00:02:28,677 and I was elected to Congress from the state of New York, seems like a long time ago. 21 00:02:31,251 --> 00:02:36,348 Last year, something incredible happened to me, and it changed my life. 22 00:02:36,422 --> 00:02:38,413 First, I was afraid. 23 00:02:40,126 --> 00:02:41,821 But I'm not afraid anymore. 24 00:02:41,895 --> 00:02:44,227 I'm here to tell you the truth. I have the ability... 25 00:02:52,605 --> 00:02:54,766 Get an ambulance in here! Now! 26 00:02:54,841 --> 00:02:56,832 Get back! I said back! 27 00:02:56,910 --> 00:02:58,775 You stay with... Stay with him. 28 00:03:02,482 --> 00:03:03,972 Don't leave him. 29 00:03:24,737 --> 00:03:26,705 Where is he? 30 00:03:26,773 --> 00:03:28,172 I lost him. 31 00:03:29,008 --> 00:03:30,908 Did you get a good look at him? No. 32 00:03:33,179 --> 00:03:34,203 No. 33 00:03:51,197 --> 00:03:53,859 Police currently have no leads as to the cause of the shooting, 34 00:03:53,933 --> 00:03:56,834 and an investigation is underway to locate the gunman. 35 00:03:57,303 --> 00:03:58,793 The building has been sealed off, 36 00:03:58,871 --> 00:04:01,567 and authorities are interviewing everyone present. 37 00:04:01,641 --> 00:04:04,610 The status of his condition at this time is unknown. 38 00:04:04,677 --> 00:04:07,043 Mr. Petrelli was in the middle of a public statement 39 00:04:07,113 --> 00:04:09,775 when he was hit with two bullets to the chest. 40 00:04:09,849 --> 00:04:12,079 Nathan Petrelli graduated from Annapolis... 41 00:04:12,986 --> 00:04:14,851 Hello? - Peter? It's me. 42 00:04:14,921 --> 00:04:15,979 Claire? 43 00:04:16,055 --> 00:04:17,682 Is he... Oh, it's bad. 44 00:04:17,757 --> 00:04:19,384 We're gonna get him to the hospital. 45 00:04:19,459 --> 00:04:21,393 I should be there. I can help. 46 00:04:21,461 --> 00:04:22,485 No, he needs to get into surgery. 47 00:04:22,562 --> 00:04:24,553 But my blood... Claire, you're in California. 48 00:04:25,031 --> 00:04:27,261 What he needs is to be in a hospital right now. 49 00:04:27,333 --> 00:04:30,894 Just... I'll call you as soon as I know anything. 50 00:04:32,438 --> 00:04:35,874 Police currently have no leads as to the cause of the shooting... 51 00:04:36,109 --> 00:04:39,078 Dr. Langdon, report to Emergency. 52 00:04:39,145 --> 00:04:41,511 Dr. Cattrell, Dr. Daniel Cattrell... 53 00:04:41,848 --> 00:04:46,547 Dr. Hartman, Dr. Phil Hartman, Emergency admitting. 54 00:04:47,053 --> 00:04:48,213 He was down for four minutes. 55 00:04:48,288 --> 00:04:50,279 Hang two units of blood and charge the paddles! 56 00:04:50,356 --> 00:04:52,551 This is a restricted area. I'm his brother. 57 00:04:52,625 --> 00:04:53,990 I'm sorry. 58 00:04:56,529 --> 00:04:57,962 Is he gonna make it? 59 00:04:59,766 --> 00:05:01,028 Let's go! 60 00:05:01,100 --> 00:05:02,590 Paddles ready. Here you go. 61 00:05:04,037 --> 00:05:05,197 Clear! 62 00:05:12,478 --> 00:05:14,241 Three-sixty! Clear! 63 00:05:37,437 --> 00:05:38,529 I'm sorry. 64 00:05:59,959 --> 00:06:01,551 Shouldn't have ended this way. 65 00:07:14,133 --> 00:07:15,157 Ando. 66 00:08:11,123 --> 00:08:13,819 Police currently have no leads as to the cause of the shooting, 67 00:08:13,893 --> 00:08:17,021 and an investigation is underway to locate the gunman. 68 00:08:17,096 --> 00:08:18,688 The building has been sealed off, 69 00:08:18,764 --> 00:08:20,129 and authorities are interviewing everyone present. 70 00:08:20,233 --> 00:08:21,860 Mr. Petrelli was in the middle of a... 71 00:08:34,313 --> 00:08:35,780 Hello, Claire. 72 00:08:39,986 --> 00:08:43,387 I bet you've been wondering where I've been since you saw me last, huh? 73 00:08:44,156 --> 00:08:47,683 Let's just say I took a little detour from my career path. 74 00:08:47,760 --> 00:08:49,955 Spent a little time south of the border, 75 00:08:50,596 --> 00:08:54,088 but that's all behind me now, like a long night after a bad taco. 76 00:08:54,166 --> 00:08:58,569 No. I saw Hiro Nakamura kill you. I was there. 77 00:08:58,638 --> 00:09:03,098 And yet here I am, fully recovered. Well, not fully. 78 00:09:04,176 --> 00:09:05,837 That's actually why I've come. 79 00:09:08,014 --> 00:09:09,572 What do you want from me? 80 00:09:09,649 --> 00:09:13,107 Same thing I did last time I came for you. I want what you have, Claire. 81 00:09:15,388 --> 00:09:16,821 I want your power. 82 00:11:36,395 --> 00:11:37,953 Oh, my God! God's sake, Maya! 83 00:11:38,030 --> 00:11:42,160 Oh, my God, I'm so sorry. I thought it was Sylar coming back. 84 00:11:42,234 --> 00:11:43,599 I saw the doorknob moving... 85 00:11:43,669 --> 00:11:45,466 It's this damn key. It's bent. 86 00:11:47,139 --> 00:11:49,198 How did it go with Molly? 87 00:11:49,275 --> 00:11:50,833 Harder than I had wished for. 88 00:11:51,410 --> 00:11:55,039 The flight attendants said they'd look after her until she landed, but... 89 00:11:55,114 --> 00:11:57,105 I just hope I did the right thing. 90 00:11:57,183 --> 00:12:00,311 She'll be safe now. No one's going to find her there. 91 00:12:01,353 --> 00:12:03,981 And now we can finally start on my examination. 92 00:12:04,090 --> 00:12:05,682 Yeah, about that. 93 00:12:05,791 --> 00:12:09,158 I know I promised you, Maya, but I really am in no position to help you. 94 00:12:09,261 --> 00:12:10,421 What do you mean? 95 00:12:10,496 --> 00:12:12,396 I mean I've hit a dead end with my research. 96 00:12:12,465 --> 00:12:14,330 There's nothing left for me to do here. 97 00:12:14,400 --> 00:12:16,960 I'm packing up my things, I'm going home to India. 98 00:12:17,036 --> 00:12:18,401 I don't understand. 99 00:12:19,205 --> 00:12:21,332 After all this time, I've found nothing 100 00:12:21,407 --> 00:12:23,466 that leads me to believe I can take these powers away. 101 00:12:23,542 --> 00:12:26,534 But I came all the way from South America to find you. 102 00:12:26,612 --> 00:12:28,136 For a cure. 103 00:12:28,214 --> 00:12:30,808 And I'm sorry, but I can't help you. 104 00:12:30,883 --> 00:12:32,441 But you haven't even tried! 105 00:12:33,819 --> 00:12:35,309 It's not fair. 106 00:12:38,190 --> 00:12:41,284 You can't do this to me. You have to try. 107 00:12:41,360 --> 00:12:42,657 Maya. 108 00:12:48,901 --> 00:12:52,200 I'm sorry. I should go now. 109 00:12:52,271 --> 00:12:53,863 No. Wait. 110 00:12:53,939 --> 00:12:55,338 Tell me what just happened. 111 00:12:55,407 --> 00:12:58,604 When you got upset, angry, your ability manifested. 112 00:12:58,677 --> 00:12:59,735 Is it always that way? 113 00:12:59,812 --> 00:13:04,511 Yes. When I'm scared or mad, it just happens. 114 00:13:04,583 --> 00:13:06,016 And to make it stop? 115 00:13:07,686 --> 00:13:10,587 I just calm down somehow. 116 00:13:10,656 --> 00:13:13,648 Like some kind of sympathetic nervous system response. 117 00:13:14,994 --> 00:13:16,621 There's a mind-body connection. 118 00:13:16,695 --> 00:13:18,788 The neuropathways that control... 119 00:13:19,665 --> 00:13:21,189 What are you talking about? 120 00:13:23,936 --> 00:13:28,202 Fight or flight. The adrenal glands. They control our stress levels. 121 00:13:28,274 --> 00:13:29,764 My father had it all wrong! 122 00:13:29,842 --> 00:13:31,434 For years, he'd been working on a formula, 123 00:13:31,510 --> 00:13:33,978 trying to isolate the gene for these abilities. 124 00:13:34,046 --> 00:13:35,377 It's all here. 125 00:13:35,447 --> 00:13:37,176 All this time, I've been trying to make sense of it, 126 00:13:37,249 --> 00:13:39,308 but he was looking in the wrong place. 127 00:13:39,385 --> 00:13:41,353 These abilities don't originate in the blood. 128 00:13:41,420 --> 00:13:43,445 They're produced from adrenaline. 129 00:13:46,625 --> 00:13:49,719 Now, all I have to do is make you mad again. 130 00:15:08,774 --> 00:15:09,763 Hiro! 131 00:18:04,116 --> 00:18:07,051 How are you doing this? Are you a speedster, too? 132 00:18:07,119 --> 00:18:11,453 Speedster? No. I am Hiro Nakamura. I stop time. 133 00:18:12,758 --> 00:18:15,420 I got news. You don't stop it completely, 134 00:18:15,494 --> 00:18:17,758 or we're not having this conversation. 135 00:18:17,830 --> 00:18:20,264 So you move fast? 136 00:18:21,500 --> 00:18:25,459 Not "fast." I move "really fast." 137 00:18:27,005 --> 00:18:29,439 Well, you stole something from me. 138 00:18:30,075 --> 00:18:31,099 You mean this? 139 00:18:31,176 --> 00:18:33,542 This whole time-stopping thing, how does it work, exactly? 140 00:18:33,612 --> 00:18:37,446 I mean, if you chase me to Bangkok, will time stay frozen here in Tokyo? 141 00:18:37,516 --> 00:18:38,778 I don't know. 142 00:18:39,751 --> 00:18:44,347 Well, something to think about when you get back on your feet. 143 00:18:44,456 --> 00:18:45,855 But I am on my feet. 144 00:18:49,862 --> 00:18:50,920 Gotta go! 145 00:18:59,605 --> 00:19:01,129 Peter. 146 00:19:01,607 --> 00:19:03,074 You looking for this? 147 00:19:03,142 --> 00:19:05,975 Hey, yeah... I was just... 148 00:19:06,044 --> 00:19:07,375 Just 149 00:19:09,181 --> 00:19:10,443 what? 150 00:19:12,518 --> 00:19:15,316 It's pretty incredible, huh? Nathan's recovery? 151 00:19:16,455 --> 00:19:20,084 They said the bullets went straight through him. 152 00:19:20,159 --> 00:19:22,923 Barely any damage, like his body had already healed inside. 153 00:19:22,995 --> 00:19:24,895 How'd you know where to find the gun, Peter? 154 00:19:25,898 --> 00:19:30,733 I just figured there weren't many places for him to stash it. 155 00:19:31,136 --> 00:19:33,229 And what makes you think he stashed it? 156 00:19:46,151 --> 00:19:48,813 You had to go and be the detective, didn't you, Matt? 157 00:19:54,126 --> 00:19:56,617 How did you... I came from the future. 158 00:19:56,695 --> 00:19:58,526 To stop Nathan from telling the world about us. 159 00:19:58,597 --> 00:20:00,997 I had to. It's where it all begins. 160 00:20:01,867 --> 00:20:04,995 The future? And now that you know, you can't be here. 161 00:21:07,099 --> 00:21:11,536 Petrelli's miraculous recovery has this hospital staff completely baffled. 162 00:21:11,603 --> 00:21:15,437 His condition has been upgraded to stable, and he is resting comfortably. 163 00:21:15,507 --> 00:21:17,771 The shocking footage that has been played over and over 164 00:21:17,843 --> 00:21:20,710 on news outlets and YouTube has created a... 165 00:21:22,014 --> 00:21:24,380 That's him. That's him. 166 00:21:56,415 --> 00:21:59,009 I was dead and He gave me another chance. 167 00:22:00,852 --> 00:22:05,016 But now I know the reason I'm here. 168 00:22:08,060 --> 00:22:09,687 To do great things. 169 00:22:11,330 --> 00:22:13,389 To do his bidding. 170 00:22:14,066 --> 00:22:17,627 Mr. Petrelli, earlier today, you were about to make a statement. 171 00:22:17,703 --> 00:22:21,571 You had a message to deliver. Are you ready to do that now? 172 00:22:29,548 --> 00:22:31,778 God is the only one with a message. 173 00:22:33,385 --> 00:22:38,254 It's a message of hope and urgency, because he's not gonna wait much longer. 174 00:22:38,590 --> 00:22:40,353 His message is a simple one: 175 00:22:43,161 --> 00:22:44,890 We're all connected. 176 00:22:44,963 --> 00:22:49,423 Our hopes, our dreams, our children's future, 177 00:22:49,534 --> 00:22:53,026 reflecting back in each other's eyes. 178 00:22:53,105 --> 00:22:58,566 We fight our own personal battles, but we know we're not alone. 179 00:23:00,545 --> 00:23:05,573 Because only together can we make our short time on this planet mean something. 180 00:23:07,119 --> 00:23:10,680 Only together can we be the stewards of our own destiny, 181 00:23:13,091 --> 00:23:18,290 and we hold in our collective hearts one noble goal: 182 00:23:21,400 --> 00:23:22,958 To save ourselves, 183 00:23:27,072 --> 00:23:28,539 save the world. 184 00:23:51,997 --> 00:23:54,192 I've separated the tyrosine and combined that 185 00:23:54,266 --> 00:23:56,700 with the dopamines produced by your adrenals. 186 00:23:56,768 --> 00:23:58,030 And what now? 187 00:23:58,637 --> 00:24:02,300 We wait a few seconds to see if the enzymes attach to the cortisol. 188 00:24:05,377 --> 00:24:08,676 You're very brave to have found me the way you did. 189 00:24:09,881 --> 00:24:11,439 There was no other choice. 190 00:24:12,350 --> 00:24:16,582 I imagine that it must be very unsettling to have these abilities. 191 00:24:16,655 --> 00:24:18,714 But I have also imagined, many times, 192 00:24:18,790 --> 00:24:22,021 the exhilaration one must feel to know such power, 193 00:24:22,127 --> 00:24:23,822 to feel so special. 194 00:24:33,839 --> 00:24:35,067 It worked. 195 00:24:35,807 --> 00:24:38,469 What have you done? What my father never could. 196 00:24:38,543 --> 00:24:40,943 I've isolated the genetic building block of these abilities. 197 00:24:41,012 --> 00:24:42,445 I've found its source. 198 00:24:42,514 --> 00:24:44,448 I have to get to the loft, to my lab. 199 00:24:44,516 --> 00:24:47,485 There's a centrifuge there. I have to verify and duplicate these results. 200 00:24:47,552 --> 00:24:49,019 This is incredible. 201 00:24:49,087 --> 00:24:50,987 I don't understand. What have you found? 202 00:24:51,056 --> 00:24:55,083 The contents of this single syringe could give powers to anyone. 203 00:24:55,160 --> 00:24:56,923 Give powers? 204 00:24:57,729 --> 00:24:59,697 And with the added component of adrenaline, 205 00:24:59,764 --> 00:25:01,823 the effects would be instantaneous. 206 00:25:24,623 --> 00:25:26,454 I know you're scared. 207 00:25:27,092 --> 00:25:30,186 I would be, too, all alone in this house with someone like me, 208 00:25:31,029 --> 00:25:32,860 a man you barely know. 209 00:25:37,469 --> 00:25:42,168 It isn't exactly a fair fight, I admit. But I don't want to fight you, Claire. 210 00:25:42,774 --> 00:25:44,537 I just want what you have. 211 00:25:46,811 --> 00:25:50,303 You see, I lost everything that made me special. 212 00:25:54,119 --> 00:25:58,112 Lost, but now found. 213 00:26:01,493 --> 00:26:04,257 There's a whole shopping list of abilities right here. 214 00:26:05,297 --> 00:26:07,128 But I'm gonna start with the best. 215 00:26:08,833 --> 00:26:10,994 And once I have yours... 216 00:26:28,453 --> 00:26:32,287 No! 217 00:26:45,370 --> 00:26:47,338 What are you doing to me? 218 00:26:48,506 --> 00:26:51,703 Looking for answers before I bleed to death. 219 00:26:54,713 --> 00:26:55,873 Funny, 220 00:26:57,449 --> 00:26:59,644 I'm looking for answers, too. 221 00:27:01,953 --> 00:27:05,252 Why don't I feel anything? No nerve endings. 222 00:27:06,291 --> 00:27:08,486 An amazing bit of machinery, this. 223 00:27:10,295 --> 00:27:13,696 And how much of it do we actually use? 10%? Maybe 20? 224 00:27:15,467 --> 00:27:18,402 Imagine the answers we'd have with 100%. 225 00:27:20,705 --> 00:27:22,400 Why is there evil? 226 00:27:25,510 --> 00:27:28,843 How many angels can dance on the head of a pin? 227 00:27:31,349 --> 00:27:33,613 How do we make love stay? 228 00:27:36,388 --> 00:27:40,825 All these answers, they're all right here. 229 00:27:44,162 --> 00:27:46,130 Are you going to eat it? 230 00:27:47,432 --> 00:27:49,093 Eat your brain? 231 00:27:52,103 --> 00:27:53,900 Claire, that's disgusting. 232 00:28:05,717 --> 00:28:07,150 There it is. 233 00:29:24,496 --> 00:29:25,622 Wait. 234 00:29:28,099 --> 00:29:30,533 What about me? Aren't you going to kill me? 235 00:29:31,302 --> 00:29:32,633 Poor girl. 236 00:29:33,938 --> 00:29:36,702 There's so much about yourself you don't even understand. 237 00:29:36,775 --> 00:29:40,643 Your brain is not like the others, Claire. You are not like the others. 238 00:29:41,513 --> 00:29:42,946 You're different. 239 00:29:43,815 --> 00:29:47,649 You're special. And I couldn't kill you even if I wanted to. 240 00:29:50,188 --> 00:29:51,951 You can never die. 241 00:29:54,559 --> 00:29:56,618 And now I guess neither can I. 242 00:30:15,046 --> 00:30:18,846 I ran two samples in the centrifuge. The enzymes held both times. 243 00:30:18,917 --> 00:30:21,147 You need to destroy that, Dr. Suresh. 244 00:30:21,219 --> 00:30:23,312 What? What are you talking about? 245 00:30:24,856 --> 00:30:28,417 It's like you said. It's against the laws of nature. 246 00:30:28,493 --> 00:30:32,361 No. Maya, this is a discovery of world-changing proportions. 247 00:30:32,430 --> 00:30:36,457 The possibilities for the advancement of science, for our entire species... 248 00:30:36,534 --> 00:30:39,094 Ordinary people... Would have my ability. 249 00:30:39,170 --> 00:30:43,266 No, no. Each individual's blood chemistry is unique, like fingerprints. 250 00:30:43,341 --> 00:30:46,310 These abilities could manifest in an infinite number of ways. 251 00:30:46,377 --> 00:30:49,904 But they can still end up terrible, like mine. 252 00:30:50,014 --> 00:30:53,711 Or they could be wonderful. Flight, telepathy, super strength. 253 00:30:53,785 --> 00:30:54,809 Of course, it would have to be perfected. 254 00:30:54,886 --> 00:30:57,184 There'll be research and development, clinical trials. 255 00:30:57,255 --> 00:31:00,850 But in the wrong hands... It's in the wrong hands now, Maya. 256 00:31:00,925 --> 00:31:04,986 An entire clandestine company dedicated to hiding it from the rest of the world. 257 00:31:05,063 --> 00:31:07,759 Yes, because of people like me! 258 00:31:08,399 --> 00:31:09,388 People like Sylar! 259 00:31:09,467 --> 00:31:12,368 Exactly. Sylar killed my father. 260 00:31:12,437 --> 00:31:15,133 If I had had a legitimate chance to inject myself with this, 261 00:31:15,206 --> 00:31:16,901 to give myself a power, 262 00:31:17,408 --> 00:31:19,308 then perhaps I could've stopped that. 263 00:31:19,377 --> 00:31:20,742 That's my point. 264 00:31:20,812 --> 00:31:23,406 You would actually inject yourself with that? 265 00:31:27,285 --> 00:31:31,051 There are quantum leaps in science that one dreams of being a part of. 266 00:31:31,823 --> 00:31:35,657 This is one of them. I don't see why you don't understand that. 267 00:31:36,427 --> 00:31:39,794 And I don't see why anyone would want these abilities. It's a curse! 268 00:31:45,436 --> 00:31:

Endonezce

terjemahan kalimat bahasa inggris

Son Güncelleme: 2015-07-31
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Referans: Anonim
Uyarı: Görünmez HTML biçimlendirmesi içeriyor

İngilizce

One day a monkey wanted to cross a river. He saw a crocodile in the river, so he asked the crocodile to take him across the other side. The crocodile told the monkey to jump on its back. Then the crocodile swam down the river. Now, the crocodile was very hungry, so when it was in the middle of the river, it stopped and said to the monkey, ”Monkey, my father is very sick. He must eat the heart of the monkey. Then he will be strong again.” The monkey thought for a while. Then he told the crocodile to swim back to the river bank. “What’s for?” asked the crocodile. “Because I didn’t bring my heart with me,” said the monkey. “I left it under the tree, near some coconuts.” So, the crocodile turned around and swam back to the bank of the river. As soon as they reached the river bank, the monkey jumped off the crocodile’s back and climbed up to the top of a tree. “Where is your heart?” asked the crocodile. “You are foolish,” the monkey said to the crocodile. “Now I am free and you have nothing.” The monkey told the crocodile not to try to fool him again. The crocodile swam away, hungry.

Endonezce

narrative text

Son Güncelleme: 2015-04-08
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İngilizce

The Legend of Lake Toba A Folklore from Medan North Sumatra, Indonesia Once upon a time, there was a young man named Toba. He lived alone and had no wife. He decided being single and didn’t get married, although his age was mature enough to a family. He had a narrow farm and a small hut not far from a lake. If the day was getting dark, he would go to the lake for fishing. He liked fishing and he could do this activity until night has come. One day, after worked on his small farm, he decided to go fishing. He wanted to look for some fish for his dinner. He waited for a long time, but his hook didn’t catch any fish. He waited and waited patiently. Suddenly, his fish bait made some movement. He was sure he would get a fish for his dinner. And that was true, a pretty big fish stuck on his bait. He took the fish and then put it on a fish basket. Then, he went home. He was so happy to get a fish for his dinner. He imagined that his dinner tonight would be nice because the fish was pretty big and fresh. Arriving at home, he put his fish basket beside the fire place. And then, he set fire of the fire place. But, he realized that he forgot to look for some woods for his fire place. Without the woods, of course he couldn’t cook the fish for his dinner. He went out to look for some woods. He left the fish in the kitchen. He didn’t worry about the fish because he was sure that the fish was safe in the place. After getting some woods, he went back home, but, he was to surprised as the fish basket was empty. The fish was gone, he just found some scales which in the form of gold pieces. Toba was confused. He convinced himself that the gold pieces he hold was the scales of the fish he caught this afternoon. He stepped to his room. But, again he was shocked as he saw a beautiful girl with long hair in his room. The girl sat in toba’s bed. Toba didn’t make any movement. He was so shock and wondered who the girl was. Suddenly the girl turn her head and looked at toba. Toba was so amazed with the girl’s beauty. He looked at the girl and admired her beauty. For some moments, they looked each other. Was that a possibility that this beautiful girl is an angel? toba thought. Toba was so speechless and couldn’t say anything. For breaking the ice, the girl said something. She approached toba and said. “Hi, toba. It was getting dark, could you turn on the lamp” the girl asked. “Ooo… hhhiii… Alright, I will turn the lamp on,” Toba said, his body was trmebled because of fear. “Don’t be afraid, Toba. I will not hurt you,” said the girl. “But, who are you ? are you kind of genie or something ?” The girl smiled and said. “I am the incarnation of the fish you caught this afternoon,” the girl answered. “Really, Oh.. God. Is that true?” toba was so surprised. “Yes, but you don’t have to be afraid. I will help you to do some house hold activity. I will cook for you and prepare your daily meal, ” the girl offered. Toba was so happy to hear that. “By the way, the gold pieces is my scales,” the girl said. “Ooo.. well.. that’s why I didn’t found my fish in the basket,” toba said. And then the girl went to the kitchen and cooked dinner for toba. Everyday toba was accompanied by the girl. Toba was happy for that. Until one day, he asked the girl to get married. But, the girl gave a requiretmen. “I am agree to be your wife, but don’t ever tell my secret, my condition that I was a fish,” said the girl. Toba agreed the girl’s requiretmen. And then they got married. Toba was happy to have such a beautiful wife. They lived happily because they loved each other. Years gone by. Toba’s wife was pregnant and then not so long after that she gave birth. Toba was so happy. The baby was a boy. Named Samosir. They took care their only child. They showered the boy with love. It seemed that they were happy family. 7 years later The mother spoiled the boy too much. No wonder, samosir became spoiled child. He didn’t want to help his father to work on farm. He only stayed at home doing nothing. He was a very lazy boy. One day the mother asked samosir to bring lunch for his father who worked in a farm. Usually the mother did his job. But, because she was very busy, she didn’t have time to bring the lunch for his husband. “Samosir my dear, please take this lunch for your father in the farm. He must be very hungry now. I can’t bring it for him, there is something else I want to do!” asked the mother. “No, I can’t!” samosir refused. “Why, don’t you want ho help me?” asked the mother. “I want to play with my frieds, mother!” said samosir. Mother was angry to hear this. She was so upset and threatened samosir if he didn’t do what she’s asked. She wouldn’t give samosir lunch. Because of his mother’s anger, he felt forced to do what his mother’s request. “All right, mom. I will bring it to my father,” samosir said. Samosir went to his father’s farm. But he grumbled continuosly as she wanted to play with his friends. On the way to his father’s farm, he ate the lunch little by little. He felt hungry, too. Because of this, there’s just a little lunch left. Meanwhile, the day was getting hot. Toba decided to rest under the tree. He felt thirsty and hungry. He asked himself why his wife didn’t bring lunch for him. Waiting in a hungry was such a terrible thing for Toba. He got angry that time. Finally he saw somebody in a distance. He hoped the somebody was his wife who brought lunch for him. But, he was surprised to see samosir, his son, who came to the farm. “What do you do here, my son. Where is your mother? Why she didn’t bring my lunch?” Toba said angrily. “Mother is busy to do other things. So, she asked me to bring this lunch for you” said Samosir while gave the lunch to his father. Toba took the lunch quickly as he couldn’t bear his hunger anymore. But, when he saw the lunch box, he was surprised. The lunch was no more left. “What? Where is the lunch ? Why this box is empty ?” Toba said angrily. “I am sorry, father. On the way here, I ate your lunch little by little. I am so hungry.” Samosir answered with anxiety. “You’re really a bad boy. Why are you doing this ? I am really hungry, you know ? ” Toba snapped at Samosir. “I am sorry, dad. I am really sorry for that!” Samosir said apologize. “You are rebellious child. You are lazy, useless!!!” Toba got angry. He felt really upset whit his son. And, suddenly he said something rude that actually was forbidden. “Your manner is like a little animal. It is because your mother spoiled you. You are so naughty. Well, it is because your mother is a fish. So you are like her. Go away from here” Toba didn’t realize that what he said was so rude. He was forbidden to tell about Samosir’s mother’s origin. Samosir was so sad to hear what his father’s said. He was badly hurt. He cried continuosly. His mother asked why Samosir cried. Samosir said that his father was angry to him. It’s because he ate his father’s lunch. Samosir also told what his father had said to him. “Father said that I was a little animal because I didn’t obey his advice and he also said that mother is a fish.” Samosir said this to his mother. “What ??? How excessive he is! He was not supposed to tell that to you. You are his son. I will tell him.” The beautiful girl was so angry. “Why he’s so rude to his own child. He promised that he wouldn’t tell my origin. Why he did this to me.” The beautiful girl said sadly. “Calm down, Samosir. Don’t cry anymore. Now, all you have to do is climb the highest tree and stay there. There will be a huge flood and this velley will be sink and disappear. There will be great disaster here,” the beautiful girl said. “Really, mother ! How do you know ?” Samosir asked. “Well, you must obey my advice without complaining ” the beautiful girl told his son. After that, Samosir went away and climbed the highest tree in the village. He stayed there, obeyed his mother’s instruction. He still didn’t know why his mother told him to do this. He just waited what happened next. The beautiful girl was really sad. He thought that Toba didn’t love her anymore. Toba was changed. He broke his promise to her. So, the girl thought there was no use she lived. She decided to do suicide by jumping to a lake. Suddenly, the sky was getting dark upon the valley. Not so long after that, the rain poured the earth. It was a huge rain. The thunder and the lightning were so scary. The rain was so heavy and make a huge flood. The valley was like a sea. Just as the girl said, there was a great disaster in that village. Meanwhile, Toba, who was still in his farm shocked with this disaster. He couldn’t save himself. He was drown by the flood and finally died. And, the spoiled child, Samosir, although he climbed the highest tree, he still couldn’t save himself from this great disaster. He died as his parents. His body was floating. And then baceme small island which now was called Samosir Island. And, the village was sink and became a huge lake. This lake was named as Toba’s name, that is Lake Toba.

Endonezce

terjemahan

Son Güncelleme: 2015-02-04
Kullanım Sıklığı: 1
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Referans: Anonim

İngilizce

SANGKURIANG In the time when West Java was still thickly covered with woods and undergrowth and wonders existed, there reigned a king, named Raden Sungging Pebangkara. He was a good ruler and to convince himself of the welfare of his subjects, he used to visit them. But the thing he liked most was hunting in the forest. It happened that in one of the forests the king often visited there lived a she-pig, actually a cursed goddess. One day, as it was very warm, she came out of her hiding place looking for water. There she saw a coconut-shell, filled with water. Glad to have found something and expecting it to be coconut-milk, she drank it at a draught, having no suspicions whatsoever that it was the King’s urine left there the day before when hunting. The consequence was very strange. She became pregnant. In a few months she gave birth to a very pretty girl. When the king was once again hunting in the forest, he saw the girl and, attracted by her beauty, he took her to his palace, called her Dayang Sumbi and treated her as his own daughter. Time passed and Dayang Sumbi grew up into a fine young girl. She was fond of weaving and thus passed her time. One bright morning, as she was absorbed in weaving, her weaving-spool suddenly got loose. Before she could prevent it, it flew out of the window to the field below. It was out of her reach, as her room was about three stories high. Furthermore she was very tired and had no wish to descend the stairs to fetch the spool. Quite at ease, she mumbled: “Whoever is willing to help me pick up the spool, I’ll treat as my sister, if she is a girl. If he is a man, I’ll take him as my husband.” These words were overheard by a dog, called Tumang, who happened to come along. He immediately picked up the spool and brought it to Dayang Sumbi. Tumang was in fact a cursed god too, like the she-pig. Seeing the dog with the spool in his mouth, Dayang Sumbi fainted. The gods had decided her for her to undergo the same fate as her mother, the she-pig. She too become pregnant and a short time afterwards she gave birth to a strong healthy son, whom she called Sangkuriang. Sangkuriang became a handsome young man, as time went by. Like his grandfather, he was fond of hunting in the forest and Tumang was his faithful friend when roaming the woods. He loved this creature very much; having no idea at all that it was his own father. One day while hunting, they came across a fat pig. Sangkuriang strung his bow and z-z-z-z-z-z-z! the arrow hissed towards the she-pig, and hit but did not kill her. Wounded, she vanished into the undergrowth. “Come on, Tumang, run after her!” Sangkuriang shouted, eager to taste the pork. Tumang, however, did not move. Whatever Sangkuriang said to urge Tumang to pursue the pig, it left him unmoved. Sangkuriang lost his self control. In his anger he killed Tumang, cut up his flesh and took it home to his mother. She prepared a tasty dish of it and after the meal she asked: “Sangkuriang, what kind of flesh is this? It is delicious!” “This is Tumang’s, mother,” Sangkuriang responded. “I killed him, as he did not obey my command to pursue a fat pig.” For one moment Dayang Sumbi was speechless. Then in rage she took a spool and flung it at him. It struck his forehead and blood dropped out of the wound. This left later on a scar on the spot. Then Dayang Sumbi sent him away. Deeply grieved, Sangkuriang left and wandered through the woods. He walked for years. Finally he returned to his native place, but did not recognize it any longer. There he stood, looking around him, all alone, musing about the past. At the end of a vast rice-field, which stretched in front of him, he noticed a house on stilts. Looking closely, he saw a young girl sitting at her weaving-loom. He approached her and, charmed by her beauty, he immediately proposed to her, unaware that she was his own mother. The girl looked at him and, noticing his good looks, she promised to marry him. For some time they loved each other tenderly, making plans for their wedding day, but one day she discovered the scar on his forehead. “That wound!” she whispered, and at the moment she realized that he was no other than her own son who had come back to his village. After being left by Sangkuriang, Dayang Sumbi had been given eternal beauty by the gods, which was why she looked so young and Sangkuriang did not recognize her as his mother. She made efforts to make him understand that a marriage between them was impossible and withdrew her promise to marry him. But Sangkuriang refused to accept the truth and was determined to get his own way. Dayang Sumbi was very sad, as she was ashamed to reveal her secret. “What is to be done?” she pondered. She had an idea and said to him: “All right then, you shall marry me only on condition that you fulfill a wish of mine. Dam up the Citarum River and build a big vessel, which we shall use after being married. But you have only one night to complete the work.” Sangkuriang agreed and started to work. Only at daybreak did he approach the end, in spite of his magic powers and his prayers to the gods for help. Noticing this, Dayang Sumbi got alarmed and hit upon another plan to prevent the marriage. She stretched the red woven veil which covered her head over the eastern side of the plain. Through her magic powers, red light spread over the landscape, giving the impression that the sun was rising, which meant that time was up for Sangkuriang. He was astonished. “In vain!” he shouted in despair and at the same time, filled with rage; he kicked the vessel, which was almost finished, upside-down. Then he made for the south, for the Indian Ocean. He had not gone very far when the water of the lake rose and overflowed its banks, dragging everything in its way. Sangkuriang himself had no chance of escape and with all his workers he was driven away. Sometime later the lake dried up. The mountain of Tangkuban Prahu on the northern side of Bandung is thought to be the overturned vessel of Sangkuriang. In time it became covered with trees and the lake became the present fertile rice-fields around Bandung area, every year yielding great benefits for all the people.

Endonezce

kesimpulan

Son Güncelleme: 2014-11-06
Kullanım Sıklığı: 1
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Referans: Anonim

İngilizce

goegle terjemahan Abstract Purpose - The greatest competitive challenge facing companies today is said to be embracing change. The business environment is in constant flux and companies must grapple with a host of new realities. This backdrop of change has catalyzed a reassessment of traditional managerial concepts and practices. Aims to trace the evolution of a new management paradigm and identifies its main drivers. Design/methodology/approach - The paper provides narrative and analysis. Findings - Assesses the implications of the change in management paradigms for the educational system, highlights needed adjustments in orthodox management education and lingering challenges for management education providers. Originality/value - Provides help in understanding the perspectives of the various business stakeholders that can help academics allocate resources and design programs that cater for the needs of managers in the 21st century. Keywords Change management, Management activities Paper type General review Introduction The dawn of the 21st century has brought with it an unprecedented wave of change. The days of mass production or standardized products appear to be over. The key words for the future are variety, flexibility, and customization. Indeed, a new techno-economic rationale is emerging, with a clear shift towards information intensive rather than energy or material intensive products. Globalization has also brought with it new business opportunities, and a growing global marketplace, where information goods and capital flow freely and customer choice is expanding. Against this backdrop of change, the field of management has suffered some degree of dislocation (Collins, 1996). This dislocation has in turn catalyzed some soul-searching on the part of managers and academicians alike, and a reassessment of traditional managerial concepts and practices. This paper argues that this introspection has resulted in a discernible evolution in traditional theoretical approaches/orientations as well as fundamentally changed organizational practices, to the extent that the changes qualify as a genuine paradigmatic transformation. Noting that a paradigm is a framework of basic assumptions, theories and models that are commonly and strongly accepted and shared within a particular field of activity, at a particular point in time (Mink, 1992; Collins, 1998), this paper synthesizes the main assumptions of what is commonly referred to as the traditional management and identifies the main drivers that facilitated the ascendancy of new paradigm are then addressed. The implications of this paradigm shift for institutions of higher education are in turn assessed to delineate the challenges associated with the evolution of a new management pedagogy in universities. The traditional management paradigm Functional hierarchical line management was the main management paradigm for nearly 200 years. The system was based on the theories of Fayol, Taylor and Weber that viewed the management environment as stable and as such tended to prescribe centralized decision-making processes and hierarchical communication channels (Table I). Organizations were perceived to be rational entities pursuing specific rational goals through their organization into highly formalized, differentiated and efficient structures (Turner and Keegan, 1999; Burnes, 2000; Jaffee, 2001). This mechanistic orientation dominated most businesses in the past and is still commonly encountered especially in the context of developing countries. As shown in Table I, the traditional management paradigm was characterized by its inward focus, with special attention accorded to cutting costs, complying with rules, respecting hierarchy, and dividing labor into simple, specialized jobs. It was narrowly focused on promoting production efficiency and combating waste. Within the spirit of this overarching objective, a range of practices were prescribed and allowed to flourish, including a focus on order giving and control, enforced standardization/cooperation, and authoritarian/disciplinarian approaches to management. This was generally associated with a mechanistic orientation to structural design, emphasizing high specialization, rigid departmentalization, clear chain of command, narrow spans of control, centralization and high formalization (Kreitner, 2002; Robbins and Coulter, 2003). The overriding concern of the traditional paradigm was thus with improving the firm’s productivity, and managing available resources in a static and stable technological environment (Khalil, 2000). Within this context, managers were viewed to be solely accountable for making strategic decisions that all had to embrace and implement (Black and Porter, 2000). They were commonly perceived as watchdogs, police officers and manipulators pertaining to a privileged elite class (Burnes, 2000). Labor was also commonly characterized as unreliable and predisposed to seek the Emphasis on Experimentation, standardization, and the use of diligent scientific observation, time and motion study, systematic worker selection and training and managerial responsibility for monitoring and control A core management process revolving around universal functions (e.g. planning, organizing and controlling) and principles such as division of work, discipline, centralization, order and stability Division of labour, hierarchical authority, formal rules/regulations, and impersonality contributing in turn to efficiency, precision, consistency, subordination, and reduction of friction/personal costs Source: Kreitner (2002); Robbins and Coulter (2003) maximum reward for the minimum effort. Access to information systems and data was therefore tightly controlled as concern about low trust, suspected motives, and fear about confidentiality prevailed (Boyett and Boyett, 2000). Promoting knowledge was also accorded low priority as emphasis on specialization and standardization undermined the need for learning. In such an environment, individuals had a tendency to be inhibited and uncreative, whereby new ideas were dismissed and people were discouraged to take risks, or experiment (Carnall, 2003). The classical management system worked well when markets, products and technologies were slow to change (Turner and Keegan, 1999). Nevertheless, the system’s revealed weaknesses and limitations were gradually exposed with accelerating globalization and technological innovation. Drivers of change A rapidly changing techno-socio-economic environment is presenting new challenges for structuring and managing organizations. Increasing technological complexity and the need to diffuse information and technology within the organizations is proving to be beyond the capacity of the old rigid hierarchal management system. Technological complexity implies the need for higher levels of human knowledge and multi-disciplinary involvement (Bridges, 1996; Boyett and Boyett, 2000). Firms operating in the knowledge economy need to harness growing knowledge, technology and engineering advances and a whole range of new skills and dynamic competencies (Liyanage and Poon, 2002). Knowledge workers on the other hand rightfully perceive the old management system as under-utilizing their expertise and under-estimating their willingness to take initiative and responsibility. New attitudes towards work involve feelings of pride and ownership and employees are becoming more concerned about merit, value, worth, meaning and fulfillment (Stallings, 2000). Customers are also becoming better educated, more enlightened, more sophisticated, more inquisitive and critical - in sum more demanding when it comes to spending (Chapman, 2001). New products are having to be innovative, flexible for customization and of high quality while having a short life cycle in a fickle global market (Turner and Keegan, 1999; Longenecker and Ariss, 2002). On the economic level, the old hierarchal organizations that flourished in a relatively stable market are facing the prospects of a new world order, with permeable geo-political boundaries. The General Agreement on Trade and Tariffs (GATT) and the proliferation of international standards such as ISO 9000 and ISO 14000, allow every company that satisfies the new rules to enter the game. Taken together, these drivers have necessitated a fundamental re-orientation to management, implying that organizations are having to manage in different ways to survive and prosper in the new environment. Some analysts group the different environmental triggers of change into four distinct categories under the acronym PEST (Johnson and Scholes, 1999) or STEP (Goodman, 1995), both of which refer to the political, economic, technological and socio-cultural triggers of change, which have influenced the organizations and their management processes (Figure 1). A new management paradigm Organizations have become increasingly aware that the world has turned on its axis, necessitating a fundamental re-assessment of objectives, operations and management orientation. Therefore the 1980s have witnessed the emergence of a paradigm shift, or to be more accurate the search for new more appropriate paradigms (Collins, 1996; Burnes, 2000). The theories that have most widely affected contemporary management thinking include the behavioral approach, the systems theory, the contingency approach, the culture-excellence approach, and the organizational learning theory, each of which contributed new insights to our understanding of contemporary management processes. The behavioral approach for example turned attention to the human factor in the organization and the importance of group dynamics and complex human motivations. The systems approach alerted managers to the notions of embedded-ness and interdependencies, while the contingency approach underscored adaptability/situational appropriateness. The culture-excellence approach reminded managers to accord more attention to the softer issues of people, values, and employee/customer satisfaction. It also posited innovation as a central driver of excellence in organizations. The organizational learning approach emphasized the usefulness of carefully nurturing and cultivating the capacity to acquire new knowledge and to put it into new applications.  Inspired by these various contributions, traditional management perspectives are being transformed, and the long-held criteria for evaluating organizational and managerial effectiveness are being reinvigorated. While the changes have proved unsettling for many managers and organizations, 21st century corporations are surely charting new grounds where familiar themes and practices are being disrupted and remolded. Business discourse increasingly revolves around intelligence, information and ideas (Handy, 1989) and capitalizing on brainpower and intellectual capital to add value and sustain competitiveness. Management in the 21st century has accordingly taken a new orientation. It is increasingly founded on the ability to cope with constant change and not stability, is organized around networks and not hierarchies, built on shifting partnerships and alliances and not self-sufficiency, and constructed on technological advantage and not bricks and mortar (Carnall, 2003). New organizations are networks of intricately woven webs that are based on virtual integration rather than vertical integration, interdependence rather than independence, and mass customization rather than mass production (Greenwald, 2001). Table II presents the contrasting assumptions of the traditional and new management paradigms. Organizations embracing the new management changes are restructuring their internal processes and management approaches around rapidly changing information and technology. This shift is favoring cellular and matrix organizational structures with fewer layers of management over the old inflexible multi-layered vertical hierarchical organizations (Benveniste, 1994; Cravens et al., 1997). The new management philosophy is also embracing innovation as a key ingredient of success and increased competitiveness (Khalil, 2000; Liyanage and Poon, 2002). This entails developing the creative potential of the organization by fostering new ideas, harnessing people’s creativity and enthusiasm, tapping the innovative potential of employees, and encouraging the proliferation of autonomy and entrepreneurship (Blanchard, 1996; Kuczmarski, 1996; Boyett and Boyett, 2000; Black and Porter, 2000). Modern organizations as such, are making major strides to nurture innovation, positing human knowledge as a key component of their asset base, and creating knowledge bases or repositories to shorten learning curves (Khalil and Wang, 2002; Carnall, 2003). People are treated as the natural resource and capital asset of the organization and the most important source of sustainable competitive advantage. Whereas the traditional paradigm considered labor a commodity to be bought, exploited Table II. Contrasting assumptions of the traditional and new management paradigms Reduction of the direct costs of production as the primary focus of management The operations of an enterprise characterized and analyzed as stable Single critical technology-based product lines with long product lifetimes Managers regarded as decision-makers and labor as passive followers of instruction World markets divided on a national basis, with national firms dominant in domestic markets Source: Adapted from Khalil (2000) Reducing the indirect costs of the enterprise while improving competitiveness Flexible and agile operations and continuous improvement Multi-core technology product lines with shorter product lifetimes Managers regarded as coaches/facilitators and labor as knowledge workers/intellectual capital Global world markets and greater attention to international economic and political structures to exhaustion, and discarded when convenient, a much different orientation currently prevails, requiring the careful nurturing and skillful management of human resources, with a focus on psychological commitment, empowerment, teamwork, trust, and participation. The new management paradigm therefore revolves around teamwork, participation, and learning. It also revolves around improved communication, integration, collaboration, and closer interaction and partnering with customers, suppliers and a wider range of stakeholders. Value creation, quality, responsiveness, agility, innovation, integration and teaming are increasingly regarded as useful guiding principles in the evolving new environment (Table III). Kanter (1989, p. 20) aptly describes the revolution in management practice. She writes: The new game of business requires faster action, more creative maneuvering, more flexibility and closer partnerships with employees and customers than was typical in the traditional corporate bureaucracy. It requires more agile, limber management that pursues opportunity without being bogged down by cumbersome structures or weighty procedures that impede action. Corporate giants, in short, must learn how to dance (Kanter, 1989, p. 20). Against the myriad changes and conflicting expectations, individual managers and executives are being asked to change their approach to running their operations and managing people. The “new” managers we are told must learn to be coaches, team players, facilitators, process managers, human resource executives, visionary leaders, and entrepreneurs (Longenecker and Ariss, 2002). They must also be knowledge-integrating boundary spanners, stimulators of creativity, innovation muses and promoters of learning (Harvey et al., 2002). They must be more bottom-line driven, more innovative, and more focused on the human dynamics of the organization (Chapman, 2001). The 21st century managers are therefore expected to nurture a complex amalgamation of technical, functional, and socio-cultural skills to cope with the new paradigm, that has changed their responsibilities, increased their risks and weakened their control by flattening hierarchy (Nohria and Ghoshal, 1997; Pucik and Saba, 1998; Fish, 1999). They are increasingly conceived as pillars and architects of organizational competitiveness, linking people, opportunities and resources (Chapman, 2001). on the other hand, failing to live up to these expectations may limit the organization’s ability to thrive in an increasingly complex and dynamic environment. While managers search for new approaches to management in an ever-turbulent environment, academics also have to search for new approaches and methodologies. Management education indeed needs to reflect the changing times by overhauling not Value creation Value added constitutes the basic social responsibility of the enterprise Quality Quality as a fundamental requirement influencing competitiveness Responsiveness Responsiveness to external environmental changes and customer demands Agility Flexibility in communications and operations Innovation Fostering new ideas, harnessing people’s creativity and enthusiasm Integration Integration of a portfolio of technologies for a distinctive competitive advantage Teaming Decentralized, multi-functional and multi-disciplinary enterprise teams Source: Adapted from Carnall (2003) only its content and delivery modes, but also its overall approach and orientation (Liyanage and Poon, 2002). Implications for management education In this context of transition and radical change, the field of management education has attracted extensive attention, reflection and criticism. Management education can be described as a formal classroom (off-site) learning experience that attempts to expose managers to new concepts, practices, and situations that can be transferred to the workplace (Longenecker and Ariss, 2002). Formal management education programs may cover a host of specialized topics (e.g. financial management, strategic planning, leadership, negotiation) or may include more comprehensive programs such as certificate granting programs or executive MBA programs. While formal management education is only one way in which managers learn, organizations and individuals often rely on this developmental intervention as a vehicle for improvement (Talbot, 1997). A key question that is increasingly echoed in management education circles concerns the efficacy and relevance of traditional management education. Various criticisms have been raised and doubt has been cast upon the nature, relevance and appropriateness of orthodox management education. Spender (1994, p. 387) for example notes that, “management education ostensibly designed to equip managers to deal with the world seems to have changed little in recent years”. In the US context, Hayes and Abernathy (1980) specifically linked the decline in competitiveness of US industry with the effect of the traditional professional education model on management graduates. Their critique of this model asserted that management graduates learnt analytic detachment over insight, and that methodological rigor prevented them from learning from experience. A similar criticism has been raised in a recent article by Handy (1987), which linked the decline in the UK economy to the increasingly irrelevant management education which many undergraduate students and post experience managers receive. Other criticisms abound. Cheit (1985) for example identified 13 major complaints, which have been made against North American business schools, mostly revolving around emphasizing the wrong pedagogical model, ignoring important work, fostering undesirable attitudes and failing to meet society’s needs. He concluded that graduate business education was not preparing students adequately for the challenges of corporate life. Porter and McKibben (1988) criticized the emphasis in the dominant professional management model on quantitative, analytical and rational ap

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goegmenurut adam smith dalam teorinya hubungan antara majikan dan karyawan adalah hubungan "jual-beli" an sich (tak lebih dan tak kurang). Oleh karenanya, jika upah di sector lain naik maka karyawan berlomba lomba berpindah ke sector terebut. artinya, tidak ada ikatan sama sekali sama sekali antara majikan dan karyawan. hubungannya adalah sebatas pekerjaan sehingga turn over karyawan sangat tinggi. artinya tingkat perputaran (keluar masuk) tenaga kerja sangat tinggi. Berbeda dengan konsep syariah yang menegaskan bahwa para karyawan adalah saudara majikan.Dengan demikian majikan menanggung amanah dari allah untuk bertanggung jawab pada karyawan sehingga tidak ada karyawan yang kelaparan,tidak ada yang telanjang dan tidak akan dieksploitasi . le terjemahan

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One evening a terrible storm came on; there was thunder and lightning, and the rain poured down in torrents. Suddenly a knocking was heard at the city gate, and the old king went to open it. It was a princess standing out there in front of the gate. But, good gracious! what a sight the rain and the wind had made her look. The water ran down from her hair and clothes; it ran down into the toes of her shoes and out again at the heels. And yet she said that she was a real princess. "Well, we'll soon find that out," thought the old queen. But she said nothing, went into the bed-room, took all the bedding off the bedstead, and laid a pea on the bottom; then she took twenty mattresses and laid them on the pea, and then twenty eider-down beds on top of the mattresses. On this the princess had to lie all night. In the morning she was asked how she had slept. "Oh, very badly!" said she. "I have scarcely closed my eyes all night. Heaven only knows what was in the bed, but I was lying on something hard, so that I am black and blue all over my body. It's horrible!" Now they knew that she was a real princess because she had felt the pea right through the twenty mattresses and the twenty eider-down beds. Nobody but a real princess could be as sensitive as that. So the prince took her for his wife, for now he knew that he had a real princess; and the pea was put in the museum, where it may still be seen, if no one has stolen it.

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LEGENDA DANAU SENTANI Pada zaman dahulu kala pada lokasi danau sentani dulunya adalah sebuah desa yang sangat makmur. Desa itu makmur karena bersekutu dengan seorang penyihir hebat yang konon dapat memberikan apapun yang diminta rakyatnya dengan balasan tumbal berupa seorang bayi. Para warga desa itu pun bersedia memberikan tumbal demi kemakmuran desanya (sungguh tidak berperik kemanusiaan ). Penyihir itu pun sangat senang tinggal di desa itu karena dia selalu dapat meningkatkan kemampuan ilmu hitamnya. Lalu dia mengangkat seorang anak yang akan menjadi penerusnya kelak nanti. Penyihir itu mengajarkan semua yang dia ketahui kepada anak itu. Peristiwa itu terjadi bertahun-tahun hingga kepala desa mendapat sebuah mimpi yang mengatakan bahwa peristiwa itu (memberikan tumbal dan meminta tolong kepada penyihir) sebenarnya tidak baik bagi mareka semua. Kepala desa mengumpulkan warganya lalu membicarakan apa yang seharusnya di lakukan, akhirnya mereka membuat keputusan untuk membasmi dan mengusir penyihir itu dari desa mereka. Pertama mereka berusaha membunuh anak yang telah menjadi penerusnya itu terlebih dahulu. Dengan segala cara mereka pun berhasil menyingkirkan anak itu. Penyihir itu pun tahu apa yang mereka rencanakan dan yang telah mereka lakukan kepada anak itu. Dia menjadi sangat marah dan berubah menjadi seekor siluman ular raksasa. Dia menghancurkan desa itu, para warga pun berusaha melawannya dengan senjata tradisional. Karena semangat, para warga pun dapat mengalahkannya tapi sebelum dia mati dia menusukkan ekornya ke tengah-tengah desa lalu keluarlah air yang tak henti-hentinya dari dalam bumi. Sekarang desa itu pun menjadi sebuah danau yang sangat luas, banyak orang yang pertma kali melihatnya mengira itu adalah laut yang menyambung hingga ke tengah kota padahal itu adalah sebuah danau yang sangat luas. Hingga saat ini cerita itu pun masih menjadi misteri dan cerita rakyat belaka

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(openPR) - Christopher Williams’ first trip to our nation’s capital was one of great importance. He wasn’t there just as a tourist; he was there to represent Reinhardt College at the 2010 American Israel Public Affairs Committee (AIPAC) policy conference on the U.S.-Israel relationship—the first nationally recognized policy conference that Reinhardt has been represented. “It was exciting that I got to represent Reinhardt because I was among nearly 250 other Student Government Association presidents, all from schools like UCLA, Morehouse and Harvard,” said Williams, a senior from Loganville, Ga. and Reinhardt’s SGA president. “We as a smaller, private college were represented and acknowledged in our nation’s capital; it was a great moment for Reinhardt!” From learning about political relationships to how to catch a cab, Williams took away many valuable experiences from his trip. “I learned so much during my time in Washington, D.C. I learned a lot about Israel and the importance of their relationship with the United States, and also of the impact that Iran's fight to acquire nuclear weapons has on Israel, the U.S. and the rest of the world. I learned how to lobby my congressmen and even how to catch a cab!” The conference also gave Williams the opportunity to see politics up close and personal. “During the conference there was a large protest outside of the convention center where we were. It was intense! I've never experienced anything like it. “The conference also gave me a chance to see some prominent politicians at their finest. I got to hear Hilary Clinton, as well as Tony Blair and Benjamin Netanyahu, speak right in front of me!” What will Williams, who will graduate this May, remember most about his experience at the conference? “I will always remember that I was the first student ever to represent Reinhardt at a nationally recognized policy conference! The experience and insight that I gained at the conference will last me a lifetime!” AIPAC Background AIPAC believes the key to securing the U.S.-Israel alliance in the future is to educate student leaders today. AIPAC's Leadership Development Department empowers students to be confident advocates for Israel-both on campus and beyond. Working with high school, undergraduate, and graduate students, as well as young professionals, AIPAC's training programs teach students how to strengthen the U.S.-Israel relationship through political involvement. On campuses across America-from Ivy League universities, to small liberal arts colleges, to Historically Black and Christian schools-AIPAC gives students the tools to find their voices in support of a strong U.S.-Israel relationship. As of June 1, 2010, Reinhardt College will take on a new name – Reinhardt University. Since 1883, Reinhardt has focused on being “the way college should be,” and although the name will change, Reinhardt will remain true to its values as a private liberal arts institution affiliated with The United Methodist Church which offers a caring learning environment dedicated to meeting each student’s needs. More than 1,100 students are enrolled in Reinhardt’s three graduate programs in business administration, music and education, and 40 undergraduate degree programs, which range from business, communications and education to psychology, music and math. Reinhardt has two locations- a residential campus in Cherokee County in Waleska, Ga., just 45 minutes northwest of Atlanta, and center focused on adults in Alpharetta, Ga. It also is offers selected programs in Epworth, Cartersville and Marietta, Ga. Sengkang, Indonesia

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Sengkang

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Once upon a time there was a beautiful girl called Cinderella and she had two ugly step sisters who were very unkind who made her do all the hard work. She had to sweep the floors, do all the dishes, while they dressed up in fine clothes and went to lots of parties. One day a special invitation arrived at Cinderella’s house. It was from the royal palace. The king’s only son was a truly handsome prince was going to have a grand ball. Three girls were invited to come. Cinderella knew she wouldn’t be allowed to go to the ball. But the ugly sisters, ho ho ho, they were excited. They couldn’t talk about anything else. When the day of the ball came, they made such a fuss. Poor Cinderella had to rush about upstairs and downstairs. She fixed their hair in fancy waves and curls. She helped them put on their expensive new dresses. And she arranged their jewels just so. As soon as they had gone, Cinderella sat down by the fire and she said. “Oh I do wish I could go to the ball”. The next moment, standing beside her was a lovely old lady with a silver wand in here hand. “Cinderella, she said ” I am your fairy godmother and you shall go to the ball. But first you must go into the garden and pick a golden pumpkin, then bring me six mice from the mousetraps, a whiskered rat from the rat trap, and six lizards. You’ll find the lizards behind the watering can. So Cinderella fetched a golden pumpkin, six grey mice, a whiskered rate, six lizards. The fairy godmother touched them with her wand and the pumpkin became a golden coach, the mice became six grey horses, the rat became a coachman with the most enormous moustache, and the lizards became six footmen dressed in green and yellow, then the fairy godmother touched Cinderella with the wand and her old dress became a golden dress sparkling with jewels while on her feet was the prettiest pair of glass slippers ever seen. Remember said the fairy godmother you must leave the ball before the clock strikes twelve because at midnight the magic ends. “Thank you fairy godmother” said Cinderella and she climbed into the coach. When Cinderella arrived at the ball she looked so beautiful that everyone wondered who she was! Even the ugly sisters. The Prince of course asked here to dance with him and they danced all evening. He would not dance with anyone else. Now Cinderella was enjoying the ball so much that she forgot her fairy godmothers warning until it was almost midnight and the clock began to strike. One. Two. Three. She hurried out of the ballroom. Four. Five. Six. As she ran down the palace steps one of her glass slippers fell off. Seven. Eight. Nine. She ran on toward the golden coach. Ten Eleven Twelve. Then there was Cinderella in her old dress. The golden pumpkin lay in her feet. And scampering down off down the road were six grey mice, a whiskered rat and six green lizards.. So Cinderella had to walk home and by the time the ugly sisters returned home was sitting quietly by the fire. Now when Cinderella ran from the palace, the prince tried to follow her and he found the glass slipper. He said, “I shall marry the beautiful girl whose foot fits this slipper and only her. IN the morning the prince went from house to house with the glass slipper and every young lady tried to squeeze her foot into it. But it didn’t’ fit any of them. At last the prince came to Cinderella’s house. First one ugly sister tried to squash her foot into the slipper. But her foot was too wide and fat. Then the other ugly sister tried but her foot was too long and thin. Please said Cinderella, let me try. “The slipper won’t fit you”, said the ugly sisters. “You didn’t go to the ball!” But Cinderella slipped her foot into the glass slipper and it fit perfectly. The next moment standing beside her was the fairy godmother. She touched Cinderella with the wand and there she was in a golden dress sparkling with jewels and on her feet was the prettiest pair of glass slippers ever seen. The ugly sisters were so surprised that, for once they couldn’t think of anything to say. But the Prince knew what to say. He asked Cinderella to marry him. And then there was a happy wedding. Everyone who had gone to the ball was invited, even the ugly sisters. There was wonderful food, lots of music and dancing. And the Prince of course danced every dance with Cinderella. He would not dance with anyone else

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