Can You Really Write an eBook in a Week

Can You Really Write an eBook in a Week If you could write a book every week, what would you write about? Is it even possible to write a book in a week? Browse Amazon, and you’ll find all kinds of writing books promising to teach you how to write a book in just a few days. I used to be cynical about these claims. I was a plodding writer. I believed you had to write slowly, otherwise you’d create shoddy work. The promise of writing a book in a week was hyperbole – or so I thought. Things began to change for me when I discovered that Isaac Asimov wrote over 500 books in his lifetime. On further examination, I found that other authors had equally prolific outputs. Belgian novelist Georges Simenon also wrote and published more than 500 books. Meanwhile the children’s writer Enid Blyton authored over 750 novels and story collections. Still I clung to my old beliefs. â€Å"Sure, they could do it,† I told myself. â€Å"But they had special gifts. For most writers, slow is normal.† I believe I was right that for most writers, slow is normal. But in all other respects, I was wrong. Fast writing continued to seem impossible to me until I had no choice in the matter. I’d been a professional blogger for several years, and then I got my first ebook client. I was thrilled. But the work came with a special request. My client needed the ebook finished within one week. Could I do it? I was terrified, but I wanted to give it a try. This was the opportunity I had been waiting for. Now, I could discover what I was capable of. That week, writing slowly was no longer an option. I got up early on Monday morning and began work. I started writing at 7.30 a.m., pushing myself to write as fast as I could. I poured my heart into every word. If anything, my writing seemed more vibrant for not being churned around my brain before being committed to the page. I finished the first draft I’d done it. I’d pushed through all my misconceptions and fears about writing. I’d learned I was capable of far more than I previously imagined possible. What’s more, I knew I’d created something good. My clients were delighted with my work. But what would readers think? Eventually, the first review came in. Five stars. I’d really done it! How much did I write that week? Ten thousand words. A relatively short book, but a respectable length ebook. Looking back, and knowing what’s possible for me now, 10,000 words doesn’t seem like a whole lot. But at the time, it seemed like a miracle. If you’ve never tried writing fast, I recommend seeing what you’re capable of. Challenge yourself to double your daily output. Even if what you write isn’t perfect, because you’ve written twice as much as usual, you’ll have an extra day free for editing. And chances are, you won’t need to do nearly as much editing as you think. You’ll only discover what’s possible So why not give fast writing a try today? I’d love to hear how you get on.

Vigilance Case Study Example | Topics and Well Written Essays - 750 words

Vigilance - Case Study Example On stress related issues, the author noted that different groups with varying levels of pressure cannot be together, thus separated depending on the feeling of each team. Comparatively, the less stressed team could effectively manage vigilance activities in the region. Social distance also has a lot of impacts on vigilance project and subsequent team performance. Indeed, it is easier for the people who fall within the same social status to work in harmony and achieve significant success. Identity based distance has an adverse impact on the group performance. Notably, the people who identify with the group’s activities are able to put more effort in improving the programs and performance. This is because; they would also like to identify with the good results of the project. Therefore, through identity, the team is able to improve on their performance and contribute to economic development of the area. Psychological distance also separate people in the team. Mostly, the people with different thoughts might not work in unity to achieve the objectives. In reality, psychological differences depend on the level of education for the members, exposure and social class of the team members. Therefore, the status of mind has profound effect on the team’s performance Cultural distance is the separation of people based on ethnic affiliations. Here, different groups of people owe legend to certain cultural practices. The cultural attributes have significant effect on the team performance. Often retrogressive cultures might not permit success of the group’s initiative. In addition, cultural conflicts interfere with the team spirit especially when the members are drawn from difference ethnicities. Technological distance is the separation of people based on the use of the latest and efficient machines for carrying out duties. Apparently, the team that uses the latest technology is able to carry out its

EU LAW Essay Example | Topics and Well Written Essays - 2500 words - 2

EU LAW - Essay Example As such, Lord Denning stated that EC law was directly applicable at national level under domestic law. However, the term â€Å"directly applicable† has created ambiguity and the principles of direct effect and indirect effect will determine whether the Council Directive relating to the right of consumers to full contract price refunds (the Directive) is directly applicable under UK law4. If a provision of EC law is directly applicable, section 2(1) of the ECA asserts that â€Å"all such rights, powers, liabilities, obligations and restrictions†¦Ã¢â‚¬ ¦ shall be recognised and available in law, and be enforced, allowed and followed accordingly.† The current scenario is concerned with the failure to implement the Directive and this analysis will review whether Christina can enforce the rights she would have had if the Directive had been implemented under the doctrine of direct effect; or alternatively, what her rights are against the state for damage suffered as a result of failure to implement the Directive. The specific nature of directives lies in the type of obligations they impose5. Ultimately Member States have discretion as to how to implement a directive, however they must comply with the positive obligation to implement the directive in the first place6. Problems have arisen as to whether Directives themselves can be invoked by individuals in national courts as giving rise to individual rights7, further compounded by the question as to whether a Member State can be liable for damage resulting from its failure to implement a directive, which is pertinent to Christina’s position. In order to be directly effective, a provision of EC law must constitute a complete legal obligation capable of enforcement as such by a court8. Moreover, in the case of Francovich v Italian Republic9, it was asserted that the pre-requisite for direct effect

Understanding the Education System Essay Example | Topics and Well Written Essays - 500 words

Understanding the Education System - Essay Example Additionally, the tuition for technical courses (such as nursing, medicine, and engineering) is extremely higher. Most university students are more likely to incur additional costs on activity fees, accommodation, supplies, and health insurance. As a result, the overall annual cost may increase to $12000. Additionally, the costs are constantly increasing when the university administration adjusts for inflation. The cost education has increased by more than 20 percent from 200 to 2012. The increase comes at a time where the median family income increases by less than 10 percent. Furthermore, the number of charities subsidizing the cost of tuition by providing scholarships to students has decreased. The competition for the limited opportunities is very stiff and results in few students attaining a college education. Moreover, a number of student loans are quite low and may fail to finance all costs. Upon graduation, the students have also to face additional challenges of attaining empl oyment and paying the student loans. The federal government has a responsibility of ensuring all high school students attain post secondary education. The government must implement policies that ensure that students obtain tuition subsidies. Furthermore, the university administrations must ensure that the cost of tuition charged to the students is fair and reasonable. The parents have a responsibility of ensuring that their children have education insurance policies to cover their education (Laura, 2013).

Argos Diesel Europe

Argos Diesel Europe The Case of the Floundering Expatriate 1a. Analysis of the case situation (what and why) 1b. Specific Cross Cultural Issues Argos Diesel Europe is experiencing cross-cultural challenges among various divisions of the company (Argos Diesel Europe, its European suppliers, local company employees and the new member an American expatriate). The company places high priority on achieving results, and it is conscious that in order to achieve their financial targets they must become an integrated team. However, the teams cultural diversity and lack of understanding for each others differences, demonstrates an intense friction and cohesiveness among members. Depending on the group members nationalities, each one has a different degree of expectation, motivation, participation and commitment. The main factors affecting the company from becoming an efficient cross cultural integrated team include: Lack of Open Communication among each other: ‘I tell you, Frank, theyre just going to have to join the rest of us in the postindustrial age, learn to do things the Argos way. * No direct confrontation to discuss the real issues and what can be done to improve problems (ex: Donaldson lack of cultural awareness and the effect on the company, group perception of him) (back talk) * Between Frank Waterhouse and Bert Donaldson (lack of communication as to what is expected from Bert, how he can better adjust to the culture, ways of solving friction between Bert and the team) * Between Frank Waterhouse and Bill Loan lack of understanding about each others necessities and overall company performance. Bill does not want to be bothered in solving the particular issues that the Zà ¼rich office is having. * Between Bert Donaldson and his department team * Between Bert Donaldson and the companys suppliers (as he delivered his speech, everyone in the audience was already familiar with his team-building plan) * Donaldson and Frau Schweri (manager) if proper communication was established at the beginning Frau Schweri could have assisted in setting up the meetings and familiarize Donaldson with the social/organisational etiquette * Arrival of trainers in Zà ¼rich Two year contract being offered to the trainers, â€Å"after Frau Schweri adviced him not to† 2. Lack of team collaboration * Lack of having an ‘open mind work approach * Individual vs collective attitude Examples: Franks self-centered attitude toward his own career plans in the US versus an overall attempt to ensure everyone in the team properly adjusts to changes in culture to ensure quality performance. Frank being one of the drivers for the European team program Emphasis should be on overall team performance and collaboration * Lack of response from managers to Donaldson multiple choice survey. ‘ * Group culture (not 1 way of doing things is better than another) everyone should cooperate and find a middle ground * Lack of synergy (no pattern of interaction that involves everyone) (Berger, 165, ch 165) * No formal support to Bert to ensure he becomes aware of the organization culture in Zà ¼rich / no support to Berts family (external and internal pressures) He is unintentionally offending colleagues No one confronts about the real problems (Waterhouse or Bert) * Team exclusion Bert is not part of Franks â€Å"inner circle† * Relationship conflict â€Å"interpersonal incompatibilities, including tension, animosity, and annoyance† (Chuang et al. 28) Between Bert and the European managers Between Bert and Jacob Hassler, VP of HR at Schwyz Turbines I told him I was interested in his ideas, so he pushed his chair back and said , ‘Please let me know what you expect. I reminded him that were on the same team, have only two more years for major change, gave him a week to get back to me with a few ideas, and you know what he said? He said, ‘Ja,ja. (Adler, p. 29) Between Bert an Ursula Lindt (regarding Berts reference to Bettina Schweri as a ‘secretary†, instead of referring to her with her appropriate title * All of them are back talking negatively about each other 3. Lack of understanding for cultural differences / cultural awareness * Lack of tolerance for individual differences (when things do not go as expected, European managers and administrative team I in Zà ¼rich becomes frustrated and complaint. Instead, they should be upfront and finding a solution/means to tell Bert what is expected of him, instead of seeing him fail. After all, the importance is to learn to overcome each others differences to ensure the company succeeds. * Stereotypes: ‘the American, ‘the Germans vs ‘the Portuguese * Difference in perception of time (punctuality, meeting duration, the ‘right time to be part of an international assignment) * Use of titles and names * Ways of addressing others (secretary versus manager) * Dress code (American trainers wearing Mickey Mouse sweaters) * Understanding of hierarchical organisations * Team involvement / management styles â€Å"management by walking† managers unresponsiveness to Donaldsons multiple-choice survey * Use of humor * Presentation style and amount of information covered (â€Å"bombardment of information†, not providing â€Å"enough background information†) * Networking (allow breaks in between presentations to allow people to interact) 4. Staff morale * Networking and socializing is a central part of Argos Zà ¼rich office culture * Differences in culture, work habits, and management styles are affecting the staff morale in the office 5. Culturally different leadership/working styles (Berger 162, cha 11) * â€Å"Management by walking† (Berts attempt to involve the entire department to obtain â€Å"ideas, plans, or solutions†) * Working habits (ex: working during lunch time and until midnight) * Presentation style, material covered, and duration (meetings running too short, or not allowing for enough breaks to network)  · Decision making (individual vs collective) 6. Difference in the levels of fluency of the common language * Everyone in the office, except from Bert is fluent in Swiss German * Berts lack of attempt to speak Swiss German is viewed negatively by the team As a leader it is expected to have basic command of the language Cross cultural issues and managerial issues The Case of the Floundering Expatriate Meeting 2 Thursday, October 22, 2009 2a. Action plan which Bert could present to his team on ways forward to address some of these issues Given that one of the main cultural issues faced by Bert and his team is lack of communication, before any of the following actions are implemented, Bert needs to establish a group meeting between key members (Frank, Frank Schweri, main suppliers). The meeting, which will be lead by an external facilitator, will allow everyone to share their concerns, open communication channels, relieve frustrations, share their opinions, and reach a consensus regarding the actions that everyone needs to take. Thus, allowing the team to improve their work relationship, morale, and work atmosphere. More importantly, during this first meeting, the group will complete and discuss Belbins team roles self-assessment. Subsequent to this meeting, Bert will also suggest weekly staff briefs to discuss current issues, in an open manner. In addition, he will present the following set of seminars and training sessions to address the teams main cultural issues. These sessions will be placed on a year trial period (which correlates with Berts evaluation period). 1. Intercultural communication seminar This seminar will allow the group to acquire the skills and techniques needed for a successful communication process by: * Establishing open/direct lines of communication * Learning how to communicate effectively with a culturally diverse workforce * Recognizing the importance of active listening * Learning the significance of verbal and non-verbal communication (tone of voice, proxemics, body position and gestures, facial expression, and eye contact) (Thomas 2008). 2. Cross-cultural/diversity awareness training (Thomas 2008) This training session will allow the team to improve interpersonal interaction among each other by: * Raising ‘level of awareness and sensitivity to diversity issues (Francesco et al. 2005). How to manage diversity (short and long term focus) Usefulness of cultural values differences among different ethnic groups Establishing ‘cultural advisory groups (Francesco et al. 2005). * Learning how to interact with different cultures Create awareness of diverse cultural and individual working, communication, behavioral, and presentation styles * Learning to ‘manage diversity effectively to ‘develop a competitive advantage (Francesco et al. 2005). * Learning about social customs, business etiquette and protocols in different countries (ex: Switzerland, United States, Great Britain) 3. Improving staff moral seminar ‘we all matter This session will allow Berts team to: * Establish ways of improving motivation and overall teams engagement * Learn the correlation between motivation and productivity * Creating a dynamic, positive and friendly workplace environment  · Establishing ‘values which play importance on satisfaction, morale, and loyalty (Berger, 1996, p. 22) 4. Interactive events encouraging diversity and team spirit To encourage interaction among team members, improve communication, cultural differences understanding, staff morale, and overall dynamics of the team and the environment they operate under, the following events could be suggested to take place:  · Friday staff breakfast meetings These sessions will allow all team members to obtain updates and have clear visibility of everyones activities, project, and companys current status These meetings will encourage open communication changes, team building exercises, and staff moral improvement  · Quarterly team challenge events (including: city challenges, bowling, boat trips, etc) These events will allow team members to interact in a non-working environment Positive moral, interaction, communication, and team synergy will be the main emphasis * Informal family-staff picnics 5. Conflict resolution seminar (Thomas 2008) Through role play, group discussions, and the use of case studies, the group will be able to:  · Learn the ‘background to conflict and the contribution they can make to either calming or escalating a confrontation (The conflict 2009) * Learn various approaches to dealing with different cultures and difficult colleagues * Learn how to structure and control a conversation (The conflict 2009) * Learn how to manage unpredictability (The conflict 2009) * Learn how to make concessions and reach agreements (Thomas 2008) * Learn how to employ the use of assertive communication 6. Constant feedback and evaluation of progress and training/seminar sessions (will create interactive synergy) While all of the above training and seminar sessions are imperative in dealing with individual cultural issues and group differences, as a continuous and recurring activity, the group must have established feedback and evaluation procedures. The feedback/evaluation process will allow the group to: * ‘Review the learning within the team learn from mistakes and share success (Berger 1996, p.175) * Evaluate the set goals, progress, areas requiring further intervention, and the overall effectiveness of the training and seminar sessions * Provide individual and group feedback to ensure everyone obtains an equal and fair opportunity to develop with the group and contribute to solve their cross-cultural issues. While the above training sessions and seminars will be suggested by Bert, careful consideration must be given to the implementation, cost, frequency, time constraints, evaluation and overall benefit of such sessions. Nevertheless, if implemented effectively, this action plan will ‘create a set of rules for the team, and help them develop ‘a shared team vision (Francesco et al., 2005, p.205). These activities will allow the team to discover ways of embracing their diversity, and use it as a ‘sustainable competitive advantage that will ultimately lead to superior performance and effective working relations (Von Berger et al., 2005, p. 2). The Case of the Floundering Expatriate Meeting 3 Monday, October 26, 2009 3. Action plan for Bert on the steps he needs to take in his own cross-international development to ensure he interacts effectively in this and future interactive work groups. In order for Bert to develop as an effective international leader, he needs to consider his current condition and future prospects. Given that he was not provided with any cultural training prior to his move to Switzerland, and due to the current turmoil, misunderstanding, and demands of his current role, the most effective and less time constraining activities during the present time will be the following. (These activities will be given a trial period of six months followed by an evaluation). 1. Cultural awareness training * This training will allow Bert to learn ‘major aspects of the host country culture, including customs, traditions, everyday behaviors (Francesco et al., 19998) * By developing his cultural awareness, Berts way of thinking will expand, and global mindset will broaden Bert will build up an understanding on how to create an environment of equal opportunities, while being flexible and sensitive to others differences He will be more receptive in learning about the needs and wants of others, while sharing openly common goals and values 2. Become involved in coaching and feedback sessions Bert should discuss with Frank the possibility of obtaining an internal coach (possibly Frank himself). The goal for Frank, Bert, and the entire company is to reach successful results. Hence, it s to the advantage of Bert and Frank that bonds are established so that they can discuss openly their feelings, expectations, and more importantly a change of action. During these coaching sessions Bert can: * Access his complete a free online ‘Cultural Orientation Framework (COF) (www.philrosinski.com) in order to identify his ‘existing orientations and to examine other alternatives (Rosinski et al., 2008, p. 258). The COF can be used with his coach to: evaluate cultures, find out new ways to create solutions, ‘envision a desired culture, and learn to use diversity as a source of action and cooperation (Gilbert et al., 2008, p. 88). * Use the GROW Model of Coaching to: Set up SMART (specific, measurable, achievable, relevant, time-bound) goals for the short and long term Obtain a reality check to analyse his current situation Explore his options and alternative courses of action ‘Wrap-up, decide what he needs to do, his will to do, and by when (Gilbert, 2009, p.8) * Use the ‘Global Coaching Process to access his ‘desires, strengths, weaknesses, present situation and preferences in an attempt to evaluate the expectations of his group members (Rosinski et al. 270) 3. Interaction with team members A key to a leaders success is having the correct networking ability to connect and interact with others. Hence, while long working days, ineffective communication, and lack of cooperation has been present in his team. As a director, Bert should try be more charismatic, share a few lunch breaks with his team, or even try to interact outside of work. This will allow him the possibility to see his colleagues and team members in a richer cultural and analytical context. In future assignments it is crucial that Bert is culturally better prepared prior to actually relocating to a new country. In order to do this, Bert should suggest to the company that not only him, but all individuals and their families who will be embarking on an international assignment undergo the following programme: 1. Country Briefings 2. Reading assignments Focusing on the culture of the specific country or region How to interact and do business with different cultures Provide access to similar electronic sources to accompanying family members 3. Informal chats with employees who have acquired experience in a particular country 4. Basic language courses to employees and their families Twice a week for a minimum period of 5 weeks 5. In country training an development New expatriates should be assigned a mentor/coach with the particular country relevant experience. The coach/ mentor will not only assist the expatriate in his development and acculturation to the new corporate environment. He/she will also assist the expatriate and his/her family to get accustomed to the new country, help them find schools, jobs for their partners, etc. 6. Repatriation Within a month of Once return to their home country, after completing their international assignment, expatriates should be required to review their Personal Development Plans, success/failure of their assignment, and lessons learnt with their provided HR business partner and coach/mentor. (Eangle, p. 294) Berts current situation demonstrates to the company, that the culture of the organization must be adjusted in order to foster successful cross-cultural assignments where It needs to promulgate coaching, mentoring, and adapt to potential new ideas and ways of doing for their employees and their families prior to departure. While cost and resources might prove to be a challenge for the company, the overall success of expatriate assignments, lie on the success of the cultural awareness pre-departure programme. â€Å" An effective international manager needs to develop skills for understanding an managing diversity. Since different cultures have various approaches to diversity, it is important to understand these approaches and the potential impact they could have on the manager† (Francesco et al., 2005, pp 209). Working Together and Cross Cultural Issues Culture is central to what we see, how we make sense of what we see, and how we express ourselves, and there are various varieties that lie within. For example, Different Communication Styles where as a group we had diverse ways of doing that varied widely between us. One aspect of communication style is language usage. Across cultures, some words and phrases are used in different ways. For example, even in countries that share the English language, the meaning of yes varies from maybe, Ill consider it to definitely so, with many shades in between. Therefore we found that it took some time to agree with each other about certain points but always came to a conclusion or harmony in the end. Secondly we had different approaches to Completing Tasks From culture to culture; there are different ways that people move toward completing roles or projects. Some reasons include different access to resources; different judgments of the rewards associated with task completion, different notions of time, and varied ideas about how relationship-building and task-oriented work should go together, but found that everyone worked well together to find appropriate data that was relevant to the actual task and respected asked criteria. Finally we had a complete group where everyone had a particular role to complete, and worked well within the context to find an applicable solution to the case for answering adequately. References 1 Berger, M. (1996) Cross-Cultural Team Building: guidelines for more effective communication and negotiation. London, McGraw-Hill, Chapter 2, 11, pp. 22, 175. Francesco, A.M. and Gold, B.A. (2005) International Organizational Behavior, Upper Saddler River, NJ: Pearson Education Inc., Chapter 10, pp. 204-206. The Conflict Training Company (2009) Conflict Management Training. The Conflict Training Company Ltd [Online]. Retrieved from: http://www.conflict-training.co.uk/conflict_management_training.php?gclid=CPiegujYw50CFUtp4wodBnx8sQ [Accessed 17 October 2009]. Thomas, D.C. (2008) Cross-Cultural Management Essential Concepts, 2nd Edition, Los Angeles: SAGE Publications Ltd, pp: 131-137, 187. Von Bergen C.W., Parnell J.A. (2005) ‘Workforce Diversity and Organisational Performance, Equal Opportunities International, Vol.24, No 3/4, p. 2. References 2 Francesco, A.M. and Gold, B.A. (1998) International Organizational Behavior, Upper Saddler River, NJ: Pearson Education Inc., p. 175. Gilbert, K. and Rosinski, P (2008) ‘Accessing cultural orientations: the online Cultural Orientations Framework Assessment as a tool for coaching. Coaching: An International Journal of Theory, Research and Practice. Vol. 1, No. 1, March 2008, p. 88 Gilbert, K. (2009) ‘Week 4: Coaching and Mentoring Across Cultures. International Management Competencies. Slides 8, 9. Rosinski, P. and Abbott, G (2006) Evidence Based Coaching Handbook; Putting best practices to work for your clients. MyLibrary [Online]. Available at: http://opac.brookes.ac.uk/www-bin/ejnls?CN=S0016895OX (Accessed: 23 October 2009).

Grandpa Blakeslee in Burns Cold Sassy Tree :: essays research papers

In life, people crave guidance. At some point, everyone needs a helping hand. Some people turn to one another, while other turn to great forces of power, such as God. Many people live accordingly to the rules of God, and in turn are directed in leading a better life. In the brilliant novel Cold Sassy Tree, by Olive Ann Burns, Grandpa Blakeslee is such a person. Whenever Grandpa faces an obstacle, he turns to God. Grandpa turns to God whenever he needs true help. Grandpa is a type of person who is mild, witty, and rather religious. Grandpa uses religion to solve many of his problems. At the beginning of the story, Miss Love was the target of gossip. The entire town viewed her as an outsider and couldn’t understand why she married Grandpa, especially after his wife had recently died. After Grandpa elopes, he comes back to the house and finds a group of people mourning the sad death. When Grandpa prays, â€Å"Lord above, afore this gatherin’ assembled, I ask You to bless the memory of Miss Mattie Lou† (99). Everyone stood shockingly, in silence as Grandpa continued the prayer. When he finishes singing the praises of his deceased wife, and asking for guidance for his new one, the crowd has a change of heart. It was a strange thing that happened then. My mama went up to her pa and kissed him and, crying, hugged Miss Love, who, crying, hugged her back. My daddy kissed Miss Love on the cheek and then shook hands with Grandpa. Uncle Camp naturally did the same thing (100). Slyly, Grandpa used the power of God to divert the feelings of the crowd. While Will is talking to Grandpa about his frightening encounter with the train, he asks Grandpa if â€Å"[he is] alive [because] of God’s will† (97). Without fail, Grandpa responds with wise words. He tells Will that â€Å"God gave [him] a brain† (97). This shows that Grandpa believes God doesn’t deal with the everyday mumbo jumbo, only the things that are life altering. He believes that God doesn’t need to be there for us twenty-four hours a day, but will give us certain abilities that assist you when you need assistance. Conclusively, Grandpa starts to give Will a sermon.

Proposed a water theme park with a five star resort

The proposal of water theme water with a five star resort built on Llanddwyn Island, Anglesey Location The water theme park will be located in Llanddwyn Island, Anglesey. Llanddwyn Island is a small tidal island off the west coast of Anglesey, North Wales. It provides excellent views of Snowdonia and the liyn Peninsula. Access to this island will be by boat or drive through A55 to Anglesey. The Golden Bench Hotel This is going to be located around the coast next to the nice sandy white bench. It's going to have 3000 rooms. It has a lot that people can do here and the staff are extremely friendly. Some activity we offer in the hotel: * tennis count, * spa * sonar * basketball count * bench party * clubs for the children , teenagers so the parents can relax on the bench * Fitness class * Massage * Gold course * Satellite TV * Beauty Salon * bar * coffee shop * broadband internet * shuttle bus The Speedo water theme park This is going to be the biggest water theme park in Europe. With an area of more than 2000 thousand square meters. The park is divided into 5 separate zones with a different theme which not just only the kids will enjoy it, the elders will as well as the adults. These include: Slide and splash, Aqua land, 7 seas, the big plunge and the Infant Island; this is where the kid's zone is in the water park. It's base on the theme of praties. This is where the shallow pool will be set and there is a family pool where the parents can spend some quality times with their children. Also there is a kid's pool which is especially design for the safety of children under 11. It has many mini water rides that the children will enjoy while the parents can sit back and relax. The extreme part of the water park has to be the big plunge; this is where all the massive rides are located including the Tornado which there is only four in the world. This is the ride that has taken the world by storm and this will be Europe's first tornado. Riders ride on specially designed four clover leaf tubes that can carry up to four riders. Riders take the plunge into a large fiberglass cone that gives them the experience of being sucked into a tornado. There are more water rides offer to children and parents in this part of the park. If that's a bit overexciting, why not go to Aqua land zone. This part is more for people that want to relax and calm. Like the lazy river they have offer in this zone, this is the longest lazy river in the world. It's a 1.1kilometer long continuous river in which water moves slowly and continuously. Guests can lie back and relax in the specially designed rubber ring as they float around the river. To add extra excitement to the lazy river, we have a special action river section, which produces one-meter waves. Also we have a huge swimming pool for the people that want to swim and relax. Next to the pool there is a cozy bar where people can have a drink and have convection with their friends. If that's a bit boring for the teens, why not go to the slide and splash zones. This is where all the rides are situated which guests experience the master blaster. It is a fast moving roller coaster. It takes guests for an incredible ride in a double tubes racing up and down hills for more than 300 meters. Also guests can experience the wizard; this is a fast and furious ride which young people will enjoy. Eight riders will begin the race at the top of the 20 meters towers. After completing a full circle with high speed, all eight riders will then enter the straight section and race down to the bottom. If that doesn't sound scary enough, why not try the inner tube rides. There are three open waterslides running for 100 meters. Guests start from the top of the fifteen meters hill and rapidly fall through twists and turns to the slash down pool below. They are ride in groups of two on the special designed double rubber ring. 7seas zone is where all the pool is placed; wave pool is one of them. This is going to be the world biggest wave pool which is a wave pool and can also be a pool for boogie boarding. There is ten minutes when the waves are on where guests may swim in the pool or use a tube to surf on the waves. Then there is a relaxation period for the next ten minutes when the waves are off, allowing for calm water swimming to swim. Also the rain fortress is situated in this part of the park. It has various water rides and water activity which it can give endless of fun for all ages. Tipping buckets, water cannons, slides and secret ladders are some of the special features of the Rain Fortress. The poop view shopping centre This is going to be build next to the hotel where the guests can just walk through the cover way to enter the shopping complex. There is going to be over 1000 shops in the shopping centre where all the brand names are placed like Chanel, LV, Guggi, Hugo Boss. Also there is a food count which various kinds of food are been sell. Activity We have a lot to offer to the guest in Kwans resort. Some activity that people may enjoy: * Special romantic dinner on the bench * Party every night on the bench for the teenagers * Activity groups where younger people can have opportunity to do water sport. Also they can have a chance of making new friends. * Also our hotel have Spa, massage and other activity that guest may enjoy * There are a casino for people that like to glebe * Shopping till you fall on the floor * We have a 15000 seated stadium for live entrainments live a concert or even a football or rugby match Open hours Water park- mon-sats 9am till 7pm -sun 11am till 7pm Shopping centre -mon- sun 10am-9pm Casino-open all times Prices Hotel- standard room à ¯Ã‚ ¿Ã‚ ½600 Double room à ¯Ã‚ ¿Ã‚ ½900 Luxury room à ¯Ã‚ ¿Ã‚ ½1500 Water park entrances child – à ¯Ã‚ ¿Ã‚ ½100 Adult- à ¯Ã‚ ¿Ã‚ ½200 Conclusion Over all I think this is a good project and it's going to create new jobs for people. Not just creating work for people, this is going to raise the tourist attraction because all round Europe people will want to come and take a break after their effect that they put in their jobs.