Comparison Italy vs Spain in Crisis Free Essays

Correlation Spain versus Italy Similarities * Left-focused alliance government * Member of the EU * Low birth rate * High migration * Declining seriousness * Latin, Mediterranean (used to take rests), exceptionally enthusiastic residents * High costs, low efficiency firms (liable to be surpassed by Chinese rivalry) * Low spending on Ramp;D * Poor instructive framework Differences * Italy has a high dark economy, Spain doesn't (charge deficiencies for Italy) * Spain: government and popularity based * Italy: republic Corruption rate record (Italy: 6. 5 and Spain 4. We will compose a custom article test on Correlation Italy versus Spain in Crisis or on the other hand any comparative point just for you Request Now 8) * Unemployment rate (Italy: 10. 7% Spain: 25. 1%) How did Italy and Spain become battling economies? Spain * Real home accident Nearly every Spanish delegate did vigorously interests in the land advertise. So there was an illicit association between changes attempted and pointless low loan costs concerning the lodging area to their greatest advantage. Cajas, which are semi-open banks, are the most included banks, which lenthuge measures of cash to the land segment. Those land organizations failed. This was trailed by a colossal cost increment of lodging done by the cajas, since they expected to get their cash back. * Increase in joblessness * Huge exchange shortage (expanding oil costs, absence of assets) * High expansion rate (brought about by land cost increment and family obligation increment) Italy * High legislative obligation (118% of GDP) * Very hard to begin organizations - gt; high administration and slow equity framework * Very frail economy Weak venture, old populace, poor guidelines (- gt;less increment in efficiency) * Very low yearly development rate (lower than the pace of intrigue it pays) - gt; causes an immense administrative obligation * Due to an awful standpoint and frailties of Italy the financing cost expanded enormously for Italy * If no one will loan to Italy, at that point Italy can't reimburse its obligations. Furthermore, on the off chance that Italy can't reimburse its obligations, at that point no one will loan to it. (Endless loop) What systems did the legislature do to diminish the impacts of the emergency? Italy * Monti attempts to help development in Italy â‚ ¬10 billion of investment funds ought to be reinvested to support development * New approach: diminished assessment to urge firms to enlist ladies and youthful specialists * Full-scale progression of shopping hours (to animate shopper spending) * â‚ ¬3. 8 billion for foundation ventures (to draw in FDI) Spain: * Restructuring Spain’s banking part A ton of little and frail banks have needed to converge by bigger banks. This caused work misfortune by 11% in this part. Bankia, Spain’s fourth-biggest bank is presently part nationalized this caused a tremendous legislative cash spending to spare the bank. * Recession To find support from the market (getting reserves) would be excessively cost escalated (high loan fees). So Spain needed to request budgetary assistance at euro individuals. So far Spain doesn't need a full bailout or salvage, to keep away from another expansion in loan fees and close management of the Spanish money framework. So far the legislature chose for: a 12% normal cut in clerical spending, freeze in open area pay for the third sequential year, new autonomous power to screen government accounts, increment in benefits, new 20% duty on lottery wins, new vehicle scrappage conspire. Ms Saenz de Santamaria said that endeavors to close the government’s shortage would concentrate more on spending-cuts than charge rises. * The main territories of spending to increment in 2013 would be benefits, understudy grants and intrigue installments. (to quiet the Spanish resident) * Government attempts to decrease the deficiency to 6. 3% of the GDP this year. * However, government said that charge incomes will be higher than planned during the current year, so they are relied upon to increment by a further 3. 8% in 2013. Investigation †Spain * Since the enormous land bubble was generally brought about by the legislature and government officials, they additionally should assist Spain with overcoming the emergency. Spain’s salvage plan so far is to cut legislative spending and diminish charges. This ought to invigorate purchaser spending, which will assist the market with getting in a superior stream once more. At the other hand by mentioning a potential bailout plan from the EU, Spain makes its residents and its potential speculators profoundly unreliable. The potential bailout plan shows that Spain can't defeat the emergency without anyone else and herewith no outside speculators and no credits out of the market with adequate financing costs will be further accessible for Spain. Right now Spain can't come out of the emergency wi thout anyone else. Because of this, assist will with being required. As referenced above, Spain previously mentioned a potential bailout plan, which isn't yet mentioned by the Spanish government, to forestall an expansion in loan fees and a severe perception and guideline of the Spanish legislative activities. * It is unavoidable that Spain rapidly chooses about an emergency plan, which ought to be carefully followed for the following years. * In my supposition Spain needs to utilize a bailout bundle to spare its financial area. By this activity, the legislature would show its residents, who are for the most part jobless and profoundly obligated, that it removes activities to get Spain from the emergency. The administration previously attempted to be progressively neoliberal by not interceding a great deal and simply getting the financial segment out by giving money related salvage help („lightâ€Å" bailout). This money related guide didn't take care of the issue inside and out. Now of time the Spanish populace needs security gave by the administration to turn out to be progressively dynamic once more. * It will be a troublesome technique to intercede with more cuts and changes. Numerous changes will contact the government assistance state, for example, benefits, training and wellbeing. * A further intercession would most likely reason a further disintegration of well known help for the EU and might prompt a development of another shaped government lead by technocrats. * BUT: Spain needs more employments, to diminish its high joblessness rate. * To accomplish that, the legislature ought to finance firms, which make employments for Spanish residents. Additionally Spanish government previously assumed control over its greatest bank, this could be a begin to oversee significant and enormous establishments, regarding work creation. Spain ought to give a blend of private organizations, which get sponsorships on the off chance that they make new openings and state claimed or mostly possessed firms to control the issue of joblessness better. * More work and lower charges would then animate the purchaser spending, which would be trailed by an exceptionally invigorat ed and beneficial economy. * Now it is the turn of the administration to spend more and decrease burdens as long as the private area is prepared to take the economy forward (Keynesian hypothesis) * If the Spanish economy and the market chills off FDI will keep on coming in, which is likewise a positive reality. As far the market isn't as ttractive for remote financial specialists, the administration could likewise make grant plans for them. * I am sure about Spain’s FDI future, since Spain is situated in the entryway to the Mediterranean, North Africa and Latin America, its work advertise gives youthful and qualified specialists, so far the VAT and the Corporate Tax refund framework is moderately low in contrast with the other EU nations. (FDI is a significant hotspot for Spain, it means 44% of its GDP, and 7% of business) Analysis Italy * After Adam Smith each nation ought to work in the division where its upper hand is the greatest. Yet, on account of Spain and Italy there is no tremendous upper hand in a specific part. So I would propose the hypothesis of David Ricardo. He proposed concentrating on a similar preferred position, which implies that less proficient nations can in any case profit by unhindered commerce in the event that they send out those items where they have the least efficiency hindrance. * In request to beat administrative obligation, the Italian government cut legislative spending, solidified on open pay rates and halted charge increments. * It additionally transformed the work market to defeat the high joblessness rate. Those activities were completely brought about by the administration, which prompts the supposition that the administration holds the power over all future market activities. (Keynesian methodology) * The Italian government additionally designs another structure of the duty framework that incorporates a more noteworthy degree of control concerning tax avoidance. The duty stru cture will be more development well disposed, which incorporates occupying pay from the rich to the lower paid resident, this should expand the buyer spending. (Keynesian methodology) - gt; Stimulating shopper spending prompts Porters Diamond Italy after 1945 once more. The Demand Conditions, which were refined in Italy, ought to be improved once more. * In April 2012, the legislature proposed a work advertise change. This change should be embraced as quickly as time permits to conquered Italy? s serious misfortune with exchange accomplices. (- gt;Improve seriousness) * The administration additionally presented financial motivating forces concentrating on the work of ladies (activity on childcare and older consideration offices). Older Italian ladies are compelled to look for some kind of employment since the pensionable age will ascend by five years somewhere in the range of 2012 and 2018. - gt;Fostering business) - gt;Factor Conditions after Porter Diamond * Another helpful advance for SMEs the legislature took is that organizations can avoid the notional profit for new infusions of value capital from available pay. This will expand the size of firms of SMEs and interests in advancement. Italy? s monetary quality lies in handling and assembling pr oducts of SMEs. (- gt;Governmental speculation and strategies to expand the global rivalry of Italy) - gt; Porter Diamond-Related Supporting Industries * The legislature additionally frames approaches to monetarily help SMEs at their Ramp;D division. This will trigger firm-explicit points of interest, which can be helpful

Motivation in the Classroom

One of the most troublesome undertakings an instructor faces is spurring understudies. What precisely is it that makes an understudy need to learn? For what reason are a few understudies handily spurred while different understudies must be persuaded to perform assignments that appear to be straightforward? An instructor needs to pose these inquiries about every individual understudy in their group, and as a rule begins to look for the appropriate responses inside the initial not many long stretches of meeting their understudies. It is significant for a teacher to have a working com/methodologies for-scholarly achievement/>definition of inspiration in the event that they plan on actualizing persuasive strategies in their classroom.According to Eric Jensen (2005), creator of Teaching considering the Brain, inspiration is, â€Å"arousal and drive. Excitement recommends direction towards an objective, and drive is sufficiently caring to take care of accomplishing the goal† (p. 102). Jensen recommends that a few understudies will be naturally spurred and require almost no push to succeed. He additionally clarifies that there are numerous understudies with which a teacher should work so as to fabricate that characteristic inspiration. At last, achievement in the study hall can be shaped from numerous points of view, yet there are a couple of focuses that are totally necessary.Setting elevated standards for your understudies is fundamental. Ensuring that you know your understudies and take into account every individual youngster is likewise relevant. Additionally, distinguishing outside elements that may cause achievement or an absence of progress will be significant. The independence that an instructor shows their understudies is critical to progress inside the homeroom. An understudy ought to have the option to feel like what they do or say is considered by the instructor. This doesn't imply that the educator will change the manner in which they get things done, yet they will consider the emotions and assessments of their students.This adds to the understudies sentiments of self-esteem. In an article by Patricia Hardre (2003), A persuasive model of provincial understudies' goals to persevere in, versus drop out of, secondary school, she overviewed understudies soliciting them to rate the significance from specific characteristics. Questions like, â€Å"My instructors furnish me with decisions and options,† and â€Å"My educators attempt to see how I see things before they recommend to me how they would deal with a specific situation,† scored profoundly and are seen by the understudies as the most significant part of a balanced educator (p.351).Providing a youngster with various approaches to go to an answer won't just support the kid, it will give them that you are keen on their prosperity and have exclusive standards for them. Allison Ryan’s article, The study hall social condition and changes in young people's inspiration and commitment during center school, essentially advances similar thoughts. She expresses that, â€Å"students' view of instructor support and the educator as advancing cooperation and shared regard were identified with positive changes in inspiration and engagement† (p.451).The impression of an understudy about their educator is basic, and will assume a significant job in whether the kid is fruitful. The desires that an instructor puts on their understudies will from numerous points of view shape the manner in which the class will gain from the main day until the last. A solid educator is one that will give the understudies discipline just as sympathy. The person will be a pioneer, however not reluctant to tune in and comprehend the requirements of the understudies and obviously adjust to those particular needs when applicable.These attributes are significant, yet what will at last lead to progress is the teacher’s capacity to inspire. We realize how fit y oungsters are, and we realize that their capacities are practically unending. As a rule what they are missing is authority, course, and somebody letting them know â€Å"I put stock in you†. Isaac Friedman (2011) in his article, Teachers' job desires: Altruism, narcissism, patemalistic charitableness, and altruistic narcissism, clarifies that instructors must utilize what he calls â€Å"benevolent narcissism† in their classroom.Freidman clarifies â€Å"benevolent narcissism† as the limit of an instructor to have such elevated standards of their understudies that they nearly put on a show of being arrogant (p. 19). Having such an uplifting disposition will at last form a child’s self-esteem and cause them to feel bolstered and trusted in. This is likewise clarified in Maslow’s chain of command of requirements. As Robert E. Slavin (2012) accounts for, â€Å"Self regard is basic to physical and mental well-being† (p. 288).However, a kid can rush to question themselves in the event that they have an inclination that they have nobody who puts stock in them. At the point when seen self-viability is high, progressively yearning difficulties are sought after, and duties to grand objectives are made. At the point when self-adequacy is low, the youngster will consider inability to be the most probable result of whatever obstruction they may confront. Lisa Legault (2006) in her examination, Why do secondary school understudies need inspiration in the study hall, clarifies that apparent disappointment is the single most noteworthy boundary for a kid to survive in the event that the individual would like to be successful.She proceeds to state that even understudies who do have confidence in their capacities now and then make some troublesome memories accepting that they will have the ability to keep up the exertion expected to finish a task or accomplish in the homeroom (p. 579). Besides, Johnmarshall Reeve (2003), writer of the art icle Testing models of the experience of self-assurance in inborn inspiration and the problem of decision instructs that a youngster needs to feel â€Å"a feeling of unpressured eagerness to take part in the activity† (p. 380). This is totally relatable and understandable.Students are regularly confronted with undertakings that appear to be overwhelming to them, and without an emotionally supportive network it would be extremely simple to perceive how a kid could lose confidence in their capacity to confront a test. That is the reason it is so imperative to put every understudy on a similar playing field. Along these lines no understudy will feel sub-par, however you will in any case have the option to ensure every understudy is additionally instructed to their particular needs. Understudies know when they are dealt with in an unexpected way. They can totally tell whether their instructor is playing top choices in the classroom.It is unbearably excruciating to watch a homeroo m where an educator has caused a few understudies to feel unique and others have been caused to feel awkward. Those understudies who no longer feel they include a spot inside the study hall are the ones with their heads down, or talking continually to their friends, or they may even quit showing up through and through. In an article by Kristen Elmore (2012), If ‘we’ can succeed, ‘I’ can as well: Identity-based inspiration and sexual orientation in the study hall, she discusses the quick decrease in achievement of guys inside the study hall instead of their female counterparts.She discusses â€Å"identity-based motivation† and clarifies that male understudies are being demonized by their educators. The male understudies accept that they should be solid, and are caused to feel like they ought not require as much inspiration as their female schoolmates so as to finish similar assignments (p. 181). This is an amazingly tragic finding. By this point our i nstructors should realize that sexual orientation assumes for all intents and purposes no job in the inborn inspiration of our students.Of course there might be a lot of youngsters and ladies that don’t should be pushed with the goal for them to succeed, however most of them do require that additional push. There is a bad situation for sexual orientation inclination inside our educational systems. For a teacher, one of the most significant parts of keeping up a flourishing homeroom is keeping your understudies locked in. At the point when an understudy loses intrigue it turns out to be incredibly hard for them to be fruitful. In her article, Engagement and estrangement in the study hall: Part of a bigger persuasive dynamic, Ellen Skinner (2008) discusses the trouble numerous instructors have with persuading their students.One of the primary issues is that educators are as yet attempting to address at understudies and anticipate that them should hold immense measures of realit ies, rather than having them look for the right answers. She keeps up that when you require your understudies to filter through material and set up the relevant data themselves, they are substantially more prone to clutch that data. She additionally asserts that this more significant level learning will give the understudy more certainty since they will accept that the educator has confidence in them to become familiar with the material (p. 772).Likewise, Xiaoying Wu (2013), creator of Enhancing inspiration and commitment through communitarian conversation, clarifies how significant coordinated effort is in the study hall. Understudies appreciate working in gatherings or as a class so as to arrive at specific resolutions (p. 624). Working with their friends will particularly help those understudies who need an additional push to succeed. Understudies gain inspiration by working with different understudies that can push them to improve. A purposeful educator realizes that all underst udies are roused. The person in question likewise realizes that this inspiration isn't a similar level for each student.The deliberate instructor endeavors to keep high the drive of the effectively propelled understudy, and furthermore endeavors to draw out the inspiration of the understudy that requirements cajoling so as to succeed. They do this by having exercise designs that assist understudies with comprehending the material, which permits the understudy to invest wholeheartedly in their own achievements. An educator is straightforwardly answerable for the inspiration of their understudies, and will from numerous points of view shape the manner in which those understudies approach errands all through the remainder of their lives.

Semmes, Raphael

Semmes, Raphael Semmes, Raphael semz [key], 1809â€"77, American naval officer, b. Charles co., Md. He took part in the Mexican War, practiced law at Mobile, Ala., and was in the Lighthouse Service from 1856 to Feb., 1861, when he resigned his commission as commander. He soon took the same rank in the Confederate navy. His first ship, the Sumter, did considerable damage to Northern commerce before she was bottled up at Gibraltar in Jan., 1862. In Aug., 1862, Semmes, now a captain, took command of the Alabama (see Confederate cruisers ), and a two-year cruise made him the naval hero of the Confederacy. After the Alabama was sunk by the Kearsarge, Semmes returned to the South. He was promoted to rear admiral (Feb., 1865) and charged with the naval defense of Richmond. See H. A. Gosnell, Rebel Raider (1948); C. G. Summersell, The Cruise of C.S.S. Sumter (1965). The Columbia Electronic Encyclopedia, 6th ed. Copyright © 2012, Columbia University Press. All rights reserved. See more E ncyclopedia articles on: U.S. History: Biographies

STRATEGIC MANGEMENT OF TECHNOLOGY AND INNOVATION Free Essay Example, 1000 words

Police vehicles and ambulances which use the line of lights on top of vehicles. The use of LEDs is also becoming famous in normal everyday items of use like Televisions, radios, telephones, watches and even in calculators (Schubert, 2006). These are also used in the festive lights. b) Electric Cars: These are in most cases used by golfers to carry around the golfs and the entire packs across the course. This was the original use of the cars, however as time has passed by, the electric cars are now also used in huge resorts, where the guest can move from rooms to the restaurants in the small electric cars. Also the most recent users of electric cars are the general public. These cars have been introduced worldwide and are being used as a replacement to the traditional fuel vehicles. Also the other main segments of the markets are the racers, conversions, and hobbyists. (4) Identify the types of organizations that may need to evaluate strategy more frequently than other types of organizations. Justify your choices. There are several organizations that need to identify and evaluate their strategies more than any other organization. We will write a custom essay sample on STRATEGIC MANGEMENT OF TECHNOLOGY AND INNOVATION or any topic specifically for you Only $17.96 $11.86/pageorder now These are mainly the ones operating in the turbulent industry and which need to ensure that the strategies are in line with the current market needs as well. The various industries that need to be a part of these are, electronics, aerospace, and any other organization who base all products and services on electronic items. Some excellent examples are mobile phone manufacturers, computer industry, aerospace industry, gaming industry, i.e. the game producers like Sony, Television and entertainment industries. The main reasons for the need to evaluate strategy are the fast and unstoppable improvements of technology every single day. This leaves the companies needing to create newer products which can compete in the markets. Take the example of Sony, The company first brought in the Play Station, and with the high improvements in technology, the immediate next step was the improved version, i.e. the Play station 2 and within a very short period Play Station 3. The main difference in these is the technology used and the basic strategies of development of the games. Companies of this nature need to be updated at the earliest to ensure that they have the first mover advantage and gain over the market as well (Dixit & Nalebuff, 1993). Hence they need to continuously improve their strategies. (5) Compare and contrast having strategic management more visible or hidden as a process in a company.

A Brief History of Plasma Television

The first prototype for a plasma display monitor was invented in July 1964 at the University of Illinois by professors Donald Bitzer and Gene Slottow and then graduate student Robert Willson. However, it was not until after the advent of digital and other technologies that successful plasma televisions became possible. According to Wikipedia a plasma display is an emissive flat panel display where light is created by phosphors excited by a plasma discharge between two flat panels of glass. During the early sixties, the University of Illinois used regular televisions as computer monitors for their in-house computer network. Donald Bitzer, Gene Slottow, and Robert Willson (the inventors listed on the plasma display patent) researched plasma displays as an alternative to the cathode ray tube-based televisions sets being used. A cathode-ray display has to constantly refresh, which is okay for video and broadcasts but bad for displaying computer graphics. Donald Bitzer began the project and enlisted the help of Gene Slottow and Robert Willson. By July of 1964, the team had built the first plasma display panel with one single cell. Todays plasma televisions use millions of cells. After 1964, television broadcast companies considered developing plasma television as an alternative to televisions using cathode ray tubes. However, LCD or liquid crystal displays made possible flat-screen television that squelched the further commercial development of plasma display. It took many years for plasma televisions to became successful and they finally did due to the efforts of Larry Weber. University of Illinois author Jamie Hutchinson wrote that Larry Webers prototype sixty-inch plasma display, developed for Matsushita and bearing the Panasonic label, combined the size and resolution necessary for HDTV with the addition of thinness.

The Capstone Product ( Found As An Attachment - 1671 Words

The capstone product (found as an attachment in the appendix) demonstrated how role-playing, student-centered activities, could help students to better understand the feelings of others when positioned with different forms of prejudice. This program was aimed to assist students to address their negative ethnocentric attitudes and demonstrate tolerance for other cultures’ uniqueness. The following was an overview of the project components that were incorporated into Contact, Conflict, and Cohesiveness program. Because there is a gap for student-centered programs in the area for community colleges and for adult ESL programs, this potential archetype could contribute a new form of curriculum for not just a local level but at a national level for community college as well. When planning this capstone project for an English as a Second Language program, there were some critical components that needed to be built-into this final product. First, the teacher needed to recognize a clear theme for the component being taught; a detailed topic to be addressed or a thematic section was included (Richards, 2012). The theme for this project included various forms of prejudice or negative ethnocentrism. A one-sentence goal was created as well as a description for the purpose of this project (Celce-Murcia, 2001). Therefore, one goal for this program was to improve adult ESL students’ negative ethnocentric behaviors with other cultures in a community college environment. From this, aShow MoreRelatedUop Bus 210 Syllabus2009 Words   |  9 Pagesan organizational change, etc.). Briefly describe your event and categorize the manager’s actions under each of the four functions of management (Use Appendix C as your guide). †¢ Post Appendix B and your responses to the questions as a single attachment. 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Entity Relationship Diagram for Normalisation

Question: Discuss about the ERD for Normalization Functions. Answer: ERD: Normalization: First Normalization Form: Eliminating repeating groups VIPStatus (VIPStatusID, VIPStatusName, DiscountPtge) Company (CompanyID, CompanyName, Address, Phone, Fax, Email) Customer (CustomerID, FirstName, LastName, Address, City, State, CompanyID, Mobile, PostCode, Email, CustomerTypeName, FFDiscount, VIPStatusID) Staff (StaffID, StaffName, Address, Phone, Email, SupervisorID, CompanyID) Location (LocationID, LocationName, State, City, PostCode) TravelBooking (TravelID, DepartureDate, ArrivalDate, OverallTravelAmount, CustomerID, StaffID, CompanyID, NumAdult, NumChild, InvoiceDate, TravelPackageAmount, IsAmountPaid, TravelPackageID, Description, PackageAmount, DatePkgIssued, DatePkgExpired, DepartingDate, ReturnDate, AirlineID, AirlineName, DepartureLocationID, DestinationLocationID, FlightID, FlightName, DateOfDeparture, DateOfArrival, CabinClass, AirlineCharges, HotelID, HotelName, LocationID, Phone) Second Normalization Form: Eliminating redundant data VIPStatus (VIPStatusID, VIPStatusName, DiscountPtge) Company (CompanyID, CompanyName, Address, Phone, Fax, Email) Customer (CustomerID, FirstName, LastName, Address, City, State, CompanyID, Mobile, PostCode, Email, CustomerTypeName, FFDiscount, VIPStatusID) Staff (StaffID, StaffName, Address, Phone, Email, SupervisorID, CompanyID) Location (LocationID, LocationName, State, City, PostCode) Hotels (HotelID, HotelName, LocationID, Phone) TravelPackage (TravelPackageID, Description, PackageAmount, DatePkgIssued, DatePkgExpired, DepartingDate, ReturnDate) Airline (AirlineID, AirlineName, DepartureLocationID, DestinationLocationID, FlightID, FlightName, DateOfDeparture, DateOfArrival, CabinClass, AirlineCharges) TravelBooking (TravelID, DepartureDate, ArrivalDate, OverallTravelAmount, CustomerID, StaffID, CompanyID, NumAdult, NumChild, InvoiceDate, TravelPackageAmount, IsAmountPaid, TravelPackageID, AirlineID, HotelID) Third Normalization Form: Remove Transitive Dependency CustomerType (CustomerTypeID, CustomerTypeName) Company (CompanyID, CompanyName, Address, Phone, Fax, Email) Customer (CustomerID, FirstName, LastName, Address, City, State, CompanyID, Mobile, PostCode, Email, CustomerTypeID) Staff (StaffID, StaffName, Address, Phone, Email, SupervisorID, CompanyID) VIPStatus (VIPStatusID, VIPStatusName, DiscountPtge) VIP (CustomerID, VIPStatusID) FrequentFlyer (CustomerID, FFDiscount) Location (LocationID, LocationName, State, City, PostCode) Flight (FlightID, FlightName) Hotels (HotelID, HotelName, LocationID, Phone) TravelPackage (TravelPackageID, Description, PackageAmount, DatePkgIssued, DatePkgExpired, DepartingDate, ReturnDate) Airline (AirlineID, AirlineName, DepartureLocationID, DestinationLocationID, FlightID, DateOfDeparture, DateOfArrival, CabinClass, AirlineCharges) TravelBooking (TravelID, DepartureDate, ArrivalDate, OverallTravelAmount, CustomerID, StaffID, CompanyID, NumAdult, NumChild) TravellingDetails (TravelPackageID, AirlineID, TravelID) StayAt (HotelID, TravelID, TravelPackageID) Invoice (InvoiceID, InvoiceDate, TravelPackageAmount, IsAmountPaid, TravelID, CustomerID) Note: Primary Key - Underline Foreign Key - Italics Relational Schema: CustomerType (CustomerTypeID, CustomerTypeName) Primary Key (CustomerTypeID) Company (CompanyID, CompanyName, Address, Phone, Fax, Email) Primary Key (CompanyID) Customer (CustomerID, FirstName, LastName, Address, City, State, CompanyID, Mobile, PostCode, Email, CustomerTypeID) Primary Key (CustomerID), Foreign Key (CompanyID) References Company (CompanyID), Foreign Key (CustomerTypeID) References CustomerType (CustomerTypeID) Staff (StaffID, StaffName, Address, Phone, Email, SupervisorID, CompanyID) Primary Key (StaffID), Foreign Key (SupervisorID) References Staff (StaffID), Foreign Key (CompanyID) References Company (CompanyID) VIPStatus (VIPStatusID, VIPStatusName, DiscountPtge) Primary Key (VIPStatusID) VIP (CustomerID, VIPStatusID) Primary Key (CustomerID), Foreign Key (CustomerID) References Customer (CustomerID) Foreign Key (VIPStatusID) References VIPStatus (VIPStatusID) FrequentFlyer (CustomerID, FFDiscount) Primary Key (CustomerID), Foreign Key (CustomerID) References Customer (CustomerID) Location (LocationID, LocationName, State, City, PostCode) Primary Key (LocationID) Flight (FlightID, FlightName) Primary Key (FlightID) Hotels (HotelID, HotelName, LocationID, Phone) Primary Key (HotelID), Foreign Key (LocationID) References Location (LocationID) TravelPackage (TravelPackageID, Description, PackageAmount, DatePkgIssued, DatePkgExpired, DepartingDate, ReturnDate) Primary Key (TravelPackageID) Airline (AirlineID, AirlineName, DepartureLocationID, DestinationLocationID, FlightID, DateOfDeparture, DateOfArrival, CabinClass, AirlineCharges) Primary Key (RestaurantID), Foreign Key (DepartureLocationID) References Location (LocationID), Foreign Key (DestinationLocationID) References Location (LocationID), Foreign Key (FlightID) References Flight (FlightID) TravelBooking (TravelID, DepartureDate, ArrivalDate, OverallTravelAmount, CustomerID, StaffID, CompanyID, NumAdult, NumChild) Primary Key (TravelID), Foreign Key (CustomerID) References Customer (CustomerID), Foreign Key (StaffID) References Staff (StaffID), Foreign Key (CompanyID) References Company (CompanyID) TravellingDetails (TravelPackageID, AirlineID, TravelID) Primary Key (TravelPackageID, AirlineID, TravelID), Foreign Key (TravelPackageID) References TravelPackage (TravelPackageID), Foreign Key (AirlineID) References Airline (AirlineID), Foreign Key (TravelID) References TravelBooking (TravelID) StayAt (HotelID, TravelID, TravelPackageID) Primary Key (TravelPackageID, AirlineID, TravelID), Foreign Key (TravelPackageID) References TravelPackage (TravelPackageID), Foreign Key (HotelID) References Hotels (HotelID), Foreign Key (TravelID) References TravelBooking (TravelID) Invoice (InvoiceID, InvoiceDate, TravelPackageAmount, IsAmountPaid, TravelID, CustomerID) Primary Key (InvoiceID), Foreign Key (TravelID) References TravelBooking (TravelID), Foreign Key (CustomerID) References Customer (CustomerID) Database Schema: DROP TABLE IF EXISTS CustomerType ; CREATE TABLE IF NOT EXISTS CustomerType ( CustomerTypeID INT NOT NULL, CustomerTypeName VARCHAR(45) NOT NULL, PRIMARY KEY (CustomerTypeID)); -- ----------------------------------------------------- -- Table Company -- ----------------------------------------------------- DROP TABLE IF EXISTS Company ; CREATE TABLE IF NOT EXISTS Company ( CompanyID INT NOT NULL, CompanyName VARCHAR(45) NOT NULL, Address VARCHAR(60) NOT NULL, Phone VARCHAR(15) NOT NULL, Fax VARCHAR(15) NOT NULL, Email VARCHAR(45) NOT NULL, PRIMARY KEY (CompanyID)); -- ----------------------------------------------------- -- Table Customer -- ----------------------------------------------------- DROP TABLE IF EXISTS Customer ; CREATE TABLE IF NOT EXISTS Customer ( CustomerID INT NOT NULL, FirstName VARCHAR(25) NOT NULL, LastName VARCHAR(25) NOT NULL, Address VARCHAR(60) NOT NULL, City VARCHAR(30) NOT NULL, State VARCHAR(3) NOT NULL, Mobile VARCHAR(15) NOT NULL, PostCode INT NOT NULL, Email VARCHAR(45) NOT NULL, CustomerTypeID INT NOT NULL, CompanyID INT NOT NULL, PRIMARY KEY (CustomerID), INDEX fk_Customer_CustomerType_idx (CustomerTypeID ASC), INDEX fk_Customer_Company1_idx (CompanyID ASC), CONSTRAINT fk_Customer_CustomerType FOREIGN KEY (CustomerTypeID) REFERENCES CustomerType (CustomerTypeID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_Customer_Company1 FOREIGN KEY (CompanyID) REFERENCES Company (CompanyID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table Staff -- ----------------------------------------------------- DROP TABLE IF EXISTS Staff ; CREATE TABLE IF NOT EXISTS Staff ( StaffID INT NOT NULL, StaffName VARCHAR(45) NOT NULL, Address VARCHAR(60) NOT NULL, Phone VARCHAR(15) NOT NULL, Email VARCHAR(45) NOT NULL, CompanyID INT NOT NULL, SupervisorID INT NULL, PRIMARY KEY (StaffID), INDEX fk_Staff_Company1_idx (CompanyID ASC), INDEX fk_Staff_Staff1_idx (SupervisorID ASC), CONSTRAINT fk_Staff_Company1 FOREIGN KEY (CompanyID) REFERENCES Company (CompanyID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_Staff_Staff1 FOREIGN KEY (SupervisorID) REFERENCES Staff (StaffID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table VIPStatus -- ----------------------------------------------------- DROP TABLE IF EXISTS VIPStatus ; CREATE TABLE IF NOT EXISTS VIPStatus ( VIPStatusID INT NOT NULL, VIPStatusName VARCHAR(45) NOT NULL, DiscountPtge FLOAT NOT NULL, PRIMARY KEY (VIPStatusID)); -- ----------------------------------------------------- -- Table VIP -- ----------------------------------------------------- DROP TABLE IF EXISTS VIP ; CREATE TABLE IF NOT EXISTS VIP ( CustomerID INT NOT NULL, VIPStatusID INT NOT NULL, INDEX fk_VIP_Customer1_idx (CustomerID ASC), INDEX fk_VIP_VIPStatus1_idx (VIPStatusID ASC), PRIMARY KEY (CustomerID), CONSTRAINT fk_VIP_Customer1 FOREIGN KEY (CustomerID) REFERENCES Customer (CustomerID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_VIP_VIPStatus1 FOREIGN KEY (VIPStatusID) REFERENCES VIPStatus (VIPStatusID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table FrequentFlyer -- ----------------------------------------------------- DROP TABLE IF EXISTS FrequentFlyer ; CREATE TABLE IF NOT EXISTS FrequentFlyer ( CustomerID INT NOT NULL, FFDiscount FLOAT NOT NULL, INDEX fk_FrequentFlyer_Customer1_idx (CustomerID ASC), PRIMARY KEY (CustomerID), CONSTRAINT fk_FrequentFlyer_Customer1 FOREIGN KEY (CustomerID) REFERENCES Customer (CustomerID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table Location -- ----------------------------------------------------- DROP TABLE IF EXISTS Location ; CREATE TABLE IF NOT EXISTS Location ( LocationID INT NOT NULL, LocationName VARCHAR(45) NOT NULL, City VARCHAR(30) NOT NULL, State VARCHAR(3) NOT NULL, PostCode INT NOT NULL, PRIMARY KEY (LocationID)); -- ----------------------------------------------------- -- Table Flight -- ----------------------------------------------------- DROP TABLE IF EXISTS Flight ; CREATE TABLE IF NOT EXISTS Flight ( FlightID INT NOT NULL, FlightName VARCHAR(45) NOT NULL, PRIMARY KEY (FlightID)); -- ----------------------------------------------------- -- Table Hotels -- ----------------------------------------------------- DROP TABLE IF EXISTS Hotels ; CREATE TABLE IF NOT EXISTS Hotels ( HotelID INT NOT NULL, HotelName VARCHAR(45) NOT NULL, Phone VARCHAR(15) NOT NULL, Location_LocationID INT NOT NULL, PRIMARY KEY (HotelID), INDEX fk_Hotels_Location1_idx (Location_LocationID ASC), CONSTRAINT fk_Hotels_Location1 FOREIGN KEY (Location_LocationID) REFERENCES Location (LocationID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table TravelPackage -- ----------------------------------------------------- DROP TABLE IF EXISTS TravelPackage ; CREATE TABLE IF NOT EXISTS TravelPackage ( TravelPackageID INT NOT NULL, Description VARCHAR(60) NOT NULL, PackageAmount FLOAT NOT NULL, DatePkgIssued DATE NOT NULL, DatePkgExpired DATE NOT NULL, DepartingDate DATE NOT NULL, ReturnDate DATE NOT NULL, PRIMARY KEY (TravelPackageID)); -- ----------------------------------------------------- -- Table Airline -- ----------------------------------------------------- DROP TABLE IF EXISTS Airline ; CREATE TABLE IF NOT EXISTS Airline ( AirlineID INT NOT NULL, AirlineName VARCHAR(45) NOT NULL, DateOfDeparture DATE NOT NULL, DateOfArrival DATE NULL, CabinClass VARCHAR(30) NOT NULL, AirlineCharges FLOAT NOT NULL, DepartureLocationID INT NOT NULL, DestinationLocationID INT NOT NULL, FlightID INT NOT NULL, PRIMARY KEY (AirlineID), INDEX fk_Airline_Location1_idx (DepartureLocationID ASC), INDEX fk_Airline_Location2_idx (DestinationLocationID ASC), INDEX fk_Airline_Flight1_idx (FlightID ASC), CONSTRAINT fk_Airline_Location1 FOREIGN KEY (DepartureLocationID) REFERENCES Location (LocationID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_Airline_Location2 FOREIGN KEY (DestinationLocationID) REFERENCES Location (LocationID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_Airline_Flight1 FOREIGN KEY (FlightID) REFERENCES Flight (FlightID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table TravelBooking -- ----------------------------------------------------- DROP TABLE IF EXISTS TravelBooking ; CREATE TABLE IF NOT EXISTS TravelBooking ( TravelID INT NOT NULL, DepartureDate DATE NOT NULL, ArrivalDate DATE NOT NULL, OverallTravelAmount FLOAT NOT NULL, NumAdult INT NOT NULL, NumChild INT NOT NULL, CustomerID INT NOT NULL, StaffID INT NOT NULL, CompanyID INT NOT NULL, PRIMARY KEY (TravelID), INDEX fk_TravelBooking_Customer1_idx (CustomerID ASC), INDEX fk_TravelBooking_Staff1_idx (StaffID ASC), INDEX fk_TravelBooking_Company1_idx (CompanyID ASC), CONSTRAINT fk_TravelBooking_Customer1 FOREIGN KEY (CustomerID) REFERENCES Customer (CustomerID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_TravelBooking_Staff1 FOREIGN KEY (StaffID) REFERENCES Staff (StaffID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_TravelBooking_Company1 FOREIGN KEY (CompanyID) REFERENCES Company (CompanyID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table TravellingDetails -- ----------------------------------------------------- DROP TABLE IF EXISTS TravellingDetails ; CREATE TABLE IF NOT EXISTS TravellingDetails ( TravelID INT NOT NULL, TravelPackageID INT NOT NULL, AirlineID INT NOT NULL, INDEX fk_TravellingDetails_TravelBooking1_idx (TravelID ASC), INDEX fk_TravellingDetails_TravelPackage1_idx (TravelPackageID ASC), INDEX fk_TravellingDetails_Airline1_idx (AirlineID ASC), PRIMARY KEY (TravelID, TravelPackageID, AirlineID), CONSTRAINT fk_TravellingDetails_TravelBooking1 FOREIGN KEY (TravelID) REFERENCES TravelBooking (TravelID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_TravellingDetails_TravelPackage1 FOREIGN KEY (TravelPackageID) REFERENCES TravelPackage (TravelPackageID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_TravellingDetails_Airline1 FOREIGN KEY (AirlineID) REFERENCES Airline (AirlineID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table StayAt -- ----------------------------------------------------- DROP TABLE IF EXISTS StayAt ; CREATE TABLE IF NOT EXISTS StayAt ( HotelID INT NOT NULL, TravelID INT NOT NULL, TravelPackageID INT NOT NULL, INDEX fk_StayAt_Hotels1_idx (HotelID ASC), INDEX fk_StayAt_TravelBooking1_idx (TravelID ASC), INDEX fk_StayAt_TravelPackage1_idx (TravelPackageID ASC), PRIMARY KEY (HotelID, TravelID, TravelPackageID), CONSTRAINT fk_StayAt_Hotels1 FOREIGN KEY (HotelID) REFERENCES Hotels (HotelID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_StayAt_TravelBooking1 FOREIGN KEY (TravelID) REFERENCES TravelBooking (TravelID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_StayAt_TravelPackage1 FOREIGN KEY (TravelPackageID) REFERENCES TravelPackage (TravelPackageID) ON DELETE NO ACTION ON UPDATE NO ACTION); -- ----------------------------------------------------- -- Table Invoice -- ----------------------------------------------------- DROP TABLE IF EXISTS Invoice ; CREATE TABLE IF NOT EXISTS Invoice ( InvoiceID INT NOT NULL, InvoiceDate DATE NOT NULL, TravelPackageAmount FLOAT NOT NULL, IsAmountPaid VARCHAR(1) NOT NULL, TravelID INT NOT NULL, CustomerID INT NOT NULL, PRIMARY KEY (InvoiceID), INDEX fk_Invoice_TravelBooking1_idx (TravelID ASC), INDEX fk_Invoice_Customer1_idx (CustomerID ASC), CONSTRAINT fk_Invoice_TravelBooking1 FOREIGN KEY (TravelID) REFERENCES TravelBooking (TravelID) ON DELETE NO ACTION ON UPDATE NO ACTION, CONSTRAINT fk_Invoice_Customer1 FOREIGN KEY (CustomerID) REFERENCES Customer (CustomerID) ON DELETE NO ACTION ON UPDATE NO ACTION);