영어 스낵 모의고사

Values alone do not create and build culture. Living your values only some of the time does not contribute to the creation and maintenance of culture. Changing values into behaviors is only half the battle. Certainly, this is a step in the right direction, but those behaviors must then be shared and distributed widely throughout the organization, along with a clear and concise description of what is expected. It is not enough to simply talk about it. It is critical to have a visualrepresentation of the specific behaviors that leaders and all people managers can use to coach their people. Just like a sports team has a playbook with specific plays designed to help them perform well and win, your company should have a playbook with the key shifts needed to transform your culture into action and turn your values into winning behaviors.

Hyper-mobility―the notion that more travel at faster speeds covering longer distances generates greater economic success―seems to be a distinguishing feature of urban areas, where more than half of the world’s population currently reside. By 2005, approximately 7.5 billion trips were made each day in cities worldwide. In 2050, there may be three to four times as many passenger-kilometres travelled as in the year 2000, infrastructure and energy prices permitting. Freight movement could also rise more than threefold during the same period. Mobility flows have become a key dynamic of urbanization, with the associated infrastructure invariably constituting the backbone of urban form. Yet, despite the increasing level of urban mobility worldwide, access to places, activities and services has become increasingly difficult. Not only is it less convenient―in terms of time, cost and comfort―to access locations in cities, but the very process of moving around in cities generates a number of negative externalities. Accordingly, many of the world’s cities face an unprecedented accessibility crisis, and are characterized by unsustainable mobility systems.