Thursday, December 26, 2019

Vrais Amis - French English True Cognates Letter P

One of the great things about learning French or English is that many words have the same roots in the Romance languages and English. The 1,700 words on the following pages are spelled (although not pronounced) identically in French and English and are true or semi-true cognates. Before you start memorizing them, please read some important notes about these cognates.The (parentheses) indicate the words part of speech in both languages, and, in the case of nouns, the gender of the noun in French.palindrome  Ã‚  Ã‚  (masculine noun)palpable  Ã‚  Ã‚  (adjective)palpitation  Ã‚  Ã‚  (feminine noun)panache  Ã‚  Ã‚  (masculine noun)panda  Ã‚  Ã‚  (masculine noun)panorama  Ã‚  Ã‚  (masculine noun)pantomime  Ã‚  Ã‚  (feminine noun)papa  Ã‚  Ã‚  (masculine noun)paparazzi  Ã‚  Ã‚  (masculine noun)paprika  Ã‚  Ã‚  (masculine noun)papyrus  Ã‚  Ã‚  (masculine noun)parachute  Ã‚  Ã‚  (masculine noun)parade  Ã‚  Ã‚  (feminine noun)paranormal  Ã‚  Ã‚  (adjective)paraphras e  Ã‚  Ã‚  (feminine noun)parasite  Ã‚  Ã‚  (masculine noun)parasol  Ã‚  Ã‚  (masculine noun)pardon  Ã‚  Ã‚  (masculine noun)parent  Ã‚  Ã‚  (masculine noun)parental  Ã‚  Ã‚  (adjective)partial  Ã‚  Ã‚  (adjective)participant  Ã‚  Ã‚  (adjective masculine noun)participation  Ã‚  Ã‚  (feminine noun)partisan  Ã‚  Ã‚  (adjective masculine noun)partition  Ã‚  Ã‚  (feminine noun)passable  Ã‚  Ã‚  (adjective)passage  Ã‚  Ã‚  (masculine noun)passion  Ã‚  Ã‚  (feminine noun)pastel  Ã‚  Ã‚  (adjective masculine noun)pastoral  Ã‚  Ã‚  (adjective)patience  Ã‚  Ã‚  (feminine noun)patient  Ã‚  Ã‚  (adjective masculine noun)patio  Ã‚  Ã‚  (masculine noun)patois  Ã‚  Ã‚  (adjective masculine noun)pause  Ã‚  Ã‚  (feminine noun)payable  Ã‚  Ã‚  (adjective)pectoral  Ã‚  Ã‚  (adjective)pedigree  Ã‚  Ã‚  (masculine noun)penchant  Ã‚  Ã‚  (masculine noun)penny  Ã‚  Ã‚  (masculine noun)pentagonal  Ã‚  Ã‚  (adjective)perceptible  Ã‚  Ã‚  (adject ive)perception  Ã‚  Ã‚  (feminine noun)percussion  Ã‚  Ã‚  (feminine noun)perfection  Ã‚  Ã‚  (feminine noun)perforation  Ã‚  Ã‚  (feminine noun)performance  Ã‚  Ã‚  (feminine noun)permanence  Ã‚  Ã‚  (feminine noun)perspective  Ã‚  Ã‚  (feminine noun)persuasion  Ã‚  Ã‚  (feminine noun)pertinence  Ã‚  Ã‚  (feminine noun)pertinent  Ã‚  Ã‚  (adjective)perversion  Ã‚  Ã‚  (feminine noun)pestilence  Ã‚  Ã‚  (feminine noun)pH  Ã‚  Ã‚  (masculine noun)phallus  Ã‚  Ã‚  (masculine noun)phase  Ã‚  Ã‚  (feminine noun)philodendron  Ã‚  Ã‚  (masculine noun)phosphate  Ã‚  Ã‚  (masculine noun)phosphorescent  Ã‚  Ã‚  (adjective)photo  Ã‚  Ã‚  (feminine noun)photon  Ã‚  Ã‚  (masculine noun)phylum  Ã‚  Ã‚  (masculine noun)physique  Ã‚  Ã‚  (masculine noun)piano  Ã‚  Ã‚  (masculine noun)picaresque  Ã‚  Ã‚  (adjective)piccolo  Ã‚  Ã‚  (masculine noun)pickpocket  Ã‚  Ã‚  (masculine noun)pidgin  Ã‚  Ã‚  (masculine noun)pigeon  Ã‚  Ã‚  (masculine no un)pigment  Ã‚  Ã‚  (masculine noun)pigmentation  Ã‚  Ã‚  (feminine noun)pipeline  Ã‚  Ã‚  (masculine noun)piranha  Ã‚  Ã‚  (masculine noun)pirate  Ã‚  Ã‚  (adjective masculine noun)pivot  Ã‚  Ã‚  (masculine noun)pixel  Ã‚  Ã‚  (masculine noun)pizza  Ã‚  Ã‚  (feminine noun)pizzeria  Ã‚  Ã‚  (feminine noun)placebo  Ã‚  Ã‚  (masculine noun)placement  Ã‚  Ã‚  (masculine noun)placenta  Ã‚  Ã‚  (masculine noun)plantation  Ã‚  Ã‚  (feminine noun)plaque  Ã‚  Ã‚  (feminine noun)plasma  Ã‚  Ã‚  (masculine noun)platitude  Ã‚  Ã‚  (feminine noun)plausible  Ã‚  Ã‚  (adjective)plumage  Ã‚  Ã‚  (masculine noun)plural  Ã‚  Ã‚  (adjective)plus  Ã‚  Ã‚  (conjunction)podium  Ã‚  Ã‚  (masculine noun)poignant  Ã‚  Ã‚  (adjective)police  Ã‚  Ã‚  (feminine noun)polio  Ã‚  Ã‚  (feminine noun)polka  Ã‚  Ã‚  (feminine noun)pollen  Ã‚  Ã‚  (masculine noun)pollution  Ã‚  Ã‚  (feminine noun)population  Ã‚  Ã‚  (feminine noun)pore  Ã‚  Ã‚  (masculine no un)port  Ã‚  Ã‚  (masculine noun)portable  Ã‚  Ã‚  (adjective masculine noun)portion  Ã‚  Ã‚  (feminine noun)portrait  Ã‚  Ã‚  (masculine noun)pose  Ã‚  Ã‚  (feminine noun)position  Ã‚  Ã‚  (feminine noun)possession  Ã‚  Ã‚  (feminine noun)possible  Ã‚  Ã‚  (adjective masculine noun)postal  Ã‚  Ã‚  (adjective)postnatal  Ã‚  Ã‚  (adjective)posture  Ã‚  Ã‚  (feminine noun)potable  Ã‚  Ã‚  (adjective)potassium  Ã‚  Ã‚  (masculine noun)potion  Ã‚  Ã‚  (feminine noun)prairie  Ã‚  Ã‚  (masculine noun)prescription  Ã‚  Ã‚  (feminine noun)prestige  Ã‚  Ã‚  (masculine noun)primate  Ã‚  Ã‚  (masculine noun)primordial  Ã‚  Ã‚  (adjective)prince  Ã‚  Ã‚  (masculine noun)principal  Ã‚  Ã‚  (adjective masculine noun)prison  Ã‚  Ã‚  (feminine noun)probable  Ã‚  Ã‚  (adjective)procession  Ã‚  Ã‚  (feminine noun)proclamation  Ã‚  Ã‚  (feminine noun)procuration  Ã‚  Ã‚  (feminine noun)production  Ã‚  Ã‚  (feminine noun)profession  Ã‚  Ã‚  (fe minine noun)profit  Ã‚  Ã‚  (masculine noun)profitable  Ã‚  Ã‚  (adjective)profusion  Ã‚  Ã‚  (feminine noun)programme (UK)  Ã‚  Ã‚  (masculine noun)progression  Ã‚  Ã‚  (feminine noun)prohibition  Ã‚  Ã‚  (feminine noun)projectile  Ã‚  Ã‚  (masculine noun)projection  Ã‚  Ã‚  (feminine noun)prologue  Ã‚  Ã‚  (masculine noun)promenade  Ã‚  Ã‚  (feminine noun)promotion  Ã‚  Ã‚  (feminine noun)pronominal  Ã‚  Ã‚  (adjective)propagation  Ã‚  Ã‚  (feminine noun)propane  Ã‚  Ã‚  (masculine noun)proportion  Ã‚  Ã‚  (feminine noun)propulsion  Ã‚  Ã‚  (feminine noun)prose  Ã‚  Ã‚  (feminine noun)prospectus  Ã‚  Ã‚  (masculine noun)prostate  Ã‚  Ã‚  (feminine noun)prostitution  Ã‚  Ã‚  (feminine noun)prostration  Ã‚  Ã‚  (feminine noun)protection  Ã‚  Ã‚  (feminine noun)protestation  Ã‚  Ã‚  (feminine noun)proton  Ã‚  Ã‚  (masculine noun)prototype  Ã‚  Ã‚  (masculine noun)provenance  Ã‚  Ã‚  (feminine noun)proverbial  Ã‚  Ã‚  (adjective)pr ovidence  Ã‚  Ã‚  (feminine noun)province  Ã‚  Ã‚  (feminine noun)provincial  Ã‚  Ã‚  (adjective)provision  Ã‚  Ã‚  (feminine noun)provocation  Ã‚  Ã‚  (feminine noun)prude  Ã‚  Ã‚  (feminine noun)prudence  Ã‚  Ã‚  (feminine noun)psoriasis  Ã‚  Ã‚  (masculine noun)public  Ã‚  Ã‚  (adjective masculine noun)publication  Ã‚  Ã‚  (feminine noun)punk  Ã‚  Ã‚  (adjective masculine / feminine noun)purge  Ã‚  Ã‚  (feminine noun)purification  Ã‚  Ã‚  (feminine noun)

Wednesday, December 18, 2019

America in the 1920s - 762 Words

Which were the more typical of 1920s of America: Prohibition and intolerance or the Jazz Age and increasing social freedom? The 1920’s were seen as a prosperous time for America, judging by the increasing economic strength, the development of new industries and new methods of production and, by the time of rebellion and liberation that came with it. The 1920’s are often reffered to as the ‘Roaring Twenties’ or the Jazz Age, a period of great fun and enjoyment. However, not everyone agreed with the statement that the 1920’s were completely successful, highlighting some major problems that America had to face at that time, specifically intolerance and prohibition. From an economic point of view, the USA entered an era of unparalleled†¦show more content†¦Due to corrupt alliances with politicians, policemen and judges they had an undeniable power. Al Capone had a huge influence in Chicago due to his high illicit earnings. There were several gang ‘wars’ as they were fighting for power, one of the most famous being The Valentine’s Day Massacre. In conclusion, the 1920’s had its good and bad parts. It has proved to be an incredibly prosperous period for middle classes and an unfortunate one for the immigrants and working classes. In this period the USA experienced major economic and social changes that made it a leading country around the world. As some young Americans were experiencing liberation, others were facing racism. This made the 1920’s a decade of contrasts. In my personal view, both prohibition, intolerance and the Jazz Age and increasing social freedom marked the 1920’s as a rich period that affected the whole population of America in a specificShow MoreRelatedAmerica in the 1920s729 Words   |  3 PagesAmerica in the 1920s, also known as the Roaring 20s or New Era, was a time of great changes and huge growth. 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Tuesday, December 10, 2019

State Bank of India free essay sample

It receives and pays money on behalf of the governments. Especially it ren ­ders the following functions as directed by the RBI in this regard. (a) Collection of charges on behalf of the government e. g. collection of tax and other payments (b) Grants loans and advances to the governments (c) provides advises to the government regarding economic conditions, etc. , (2) Bankers Bank: Commercial Banks have accounts with SBI. When the banks face financial shortage, the SBI provides assistance to them as it is considered a big brother in the banking industry. It discounts the bills of the other commercial banks. Due to the functions on this line the SBI is considered in a limited sense as the bankers bank. (3) Currency Chest: The RBI maintains currency chests at its own offices. But RBI Of ­fices are situated only in big cities. SBI, buy its wide network of branches operate in urban as well as rural areas. RBI therefore, in such places keeps money at currency chests with SBI. Whenever needs arise, the currency is withdrawn from these chests under proper accounting and reporting to RBI. Presently RBI entrust currency chest to other Public Sector Banks and a few Private Sector Banks also. 4) Acts as Clearing House: In all the places, where RBI has no branch, the SBI renders the functions of clearing house. Thus, it facilitates the inter bank settlements. Since, all the banks in such places have accounts with SBI; it is easy for the SBI, to act as clearing house. (5) Renders Promotional Functions: State Bank of India also renders various promotional functions. It provides various facilities to the following priority sectors: (i) Agriculture (ii) Small Scale Industries (iii) Weaker sections of the society (iv) Co-operative sectors (v) Small traders (vi) Unemployed Youth vii) Others. In this respect SBI is like any other commercial bank. B. General Banking Functions Besides the above spe cialized functions, the SBI renders the following functions under Section 33 of the Act. 1. Accepting deposits from the public under current, savings, fixed and recurring deposit accounts. 2. Advancing and lending money and opening cash credits upon the security of stocks, securities, etc. 3. Drawing, accepting, discounting, buying and selling of bills of exchange and other negotiable instruments. 4. Investing funds, in specified kinds of securities. . Advancing and lending money to court of wards with the previous approval of State Government. 6. Issuing and circulating letters of credit. 7. Offering remittance facilities such as, demand drafts, mail transfers telegraphic transfers, etc. 8. Acting as administrator, executor, trustee or otherwise. 9. Selling and realizing the movable or immovable properties that come into the banks in satisfaction of claims. 10. Transacting pecuniary agency business on commission stocks. 11. Underwriting of the issue of authorized shares debentures, and other securities. This function is done through subsidiaries now) 12. Buying and selling of gold and silver. 13. It operates Public Provident Fund Accounts for the general public. 14. It operates Non-Resident External Accounts and Foreign Currency Accounts. 15. Providing Factoring service (through subsidiaries). 16. Provides shipping finance. 17. Promotes Export through Export Credit. Provides Project Export Finance. 18. Provides Merchant Banking Facilities. 19. Provides specialized services like Global Link Services . 20. Promotes housing finance through SBI Home Finance Ltd . 21. Offers community services Banking. It provides grants to many socially relevant research projects undertaken by various universities and academic institutions in the country. 22. Provides Leasing Finance and Project Finance Facilities. 23. Participates in Lead Bank Scheme. 24. The State Bank may with the sanction of the Central Government, enter into ne ­gotiations for acquiring the business of any other Banking Institutions. State Bank of India The State Bank of India, is Indias largest and the oldest Bank and a premier in terms of balance sheet size, number of branches, market capitalization and profits. Apart from banking, SBI has also entered into new ventures strategic tie ups – Pension Funds, General Insurance, Custodial Services, Private Equity, Mobile Banking, Point of Sale Merchant Acquisition, Advisory Services, structured products etc – each one of these initiatives having a huge potential for growth. With its cutting edge technology and new banking models, it is expanding its Rural Banking base, looking at the vast untapped potential in the hinterland and proposes to cover 100,000 villages in the next two years. State Bank of India is also concentrating at the top end of the market, on whole sale banking capabilities to provide India’s growing mid / large Corporate with a complete array of products and services. It is consolidating its global treasury operations and entering into structured products and derivative instruments. State Bank of India is the only Bank of India that has been included in the list of fortune 500. It is the largest provider of infrastructure debt and the largest arranger of external commercial borrowings in the country. Survey of SBI Branches 850 Branches of Associated Banks- 5100 ATMS- 8500 ATMs, Other value added services Internet banking, debit cards, mobile banking, etc. Learning Colleges- Four national level Apex Training Colleges (For skill enhancement) Learning Centres 54 (For skill enhancement) Forign Offices 82 (in 32 countries) Subsidiaries in India- SBI Capital Markets, SBICAP Securities, SBI DFHI, SBI Factors, SBI Life and SBI Cards Subsidiary of State Bank of India State Bank of Bikaner Jaipur State Bank of Hyderabad State Bank of Indore State Bank of Mysore State Bank of Saurastra State Bank of Travancore The services of SBI Bank Personal Banking Gold Banking NRI Banking International Banking Corporate Banking Small Scale Industries Small Business Finance Rural Banking Government Business Home Loans The struggle for the soul of India’s biggest bank Apr 21st 2012 | MUMBAI |From the print edition TO WALK into State Bank of Indias headquarters in Mumbai is to enter, unmistakably, the sphere of the state. Men in khaki guard the gate, a protocol officer greets guests and the screen in the lift plays a clip of Indias finance minister. The chairmans suite has been occupied since April 2011 by Pratip Chaudhuri, and if his unflashy suit and modest manner are typical of Indias financial technocrats, his take on the past year at Indias biggest bank by assets, and Asias 20th, is unusually blunt. In this section Weather report Feeling peaky Kim selection Fair play or foul? My conflicted heart The ironing lady Joined-up thinking Reprints Related topics Asia India State Bank of India Just after he took the reins SBI booked an almost-$2 billion pension-related charge worth a tenth of its core capital, crystallising fears that SBI had become too aggressive (see chart 1). The reaction was â€Å"frankly something I was unprepared for†, he says. â€Å"The share price tanked. People worried if SBI was going down the tubes †¦people were writing our obituary. † That trauma, plus a more general sense that India has lost its appetite for liberal reform, has reopened old questions about SBIs strategic direction. Will it evolve into a Western-style private bank (preferably without the kamikaze gene), a path that the previous management team favoured? Or is SBI destined to be a state-led development bank, a model given new legs by the rise of Chinas mega-banks? It is easy to understand worries about SBIs strength. It got a shock when it was downgraded by Moodys, a ratings agency, last year. Asset quality is mediocre, with gross non-performing loans at 4. 6% of total loans, and another 3% classified as â€Å"restructured† (typically a fifth of these turn out to be dud). Yet SBI still has huge muscle. Mr Chaudhuri says bad-debt trends have turned a corner, despite a weak economy that led the central bank to cut rates by half a percentage point on April 17th. Its Tier-1 capital ratio is a passable 9%. Most rivals reckon SBI got a bit carried away with some products, such as mortgages, but is basically sound. And its business model works, with oodles of deposits from 19,000 branches, decent lending margins on a diversified loan book and an array of newish ventures from insurance to fund management. Perhaps a quarter of loans made, some to farmers, are not profitable, but over time SBIs deep national presence will prove a decisive advantage, Mr Chaudhuri says. For the year that ended in March 2012 profits should be almost $3 billion, more than any other Indian bank, although not enough to allow it to avoid government-backed capital increases every few years to fund growth. The debate over strategy had seemed settled under Mr Chaudhuris predecessor, O. P. Bhatt, a passionate figure who ran the bank between 2006-2011. His stated mission was to modernise SBI and his unspoken aim was to free it of state influence. In pursuit of the first goal, SBI took a less defeatist attitude towards the private banks that thrived after liberalisation in the 1990s, winning back business as a result of a push in mortgage lending and of the financial crisis, which saw depositors rush back to state banks. (Today SBI has about a fifth of the banking market. Mr Bhatt also raised SBIs horizons by suggesting it could play the role of an Indian champion, with a chunky presence abroad to help Indian firms globalise, and, in time, enough clout to rival Western and Chinese banks (see chart 2). Mr Chaudhuri says the broad strategy â€Å"continues†. He aims to exploit SBIs role as the biggest gatherer of savings in India, and to improve its efficiency and responsiveness to cus tomers. He would like a fifth of activity to be from the international business (which he used to run), up from about a tenth. More than that would be a stretch: â€Å"Its not every day that Ratan Tata buys Jaguar Land Rover,† he says. Yet despite this fairly clear statement of direction, outsiders tend to be confused about SBI right now. â€Å"Its meandering,† says the boss of a rival bank. â€Å"Its at a complete loss. † Another reckons little has changed: â€Å"Chaudhuri harbours the same ambitions as Bhatt, but has a more realistic timetable. † Part of the ambiguity centres on the role of the state. Mr Bhatt used to speculate privately about the state eventually ceding control over SBI (it owns 62% today). Mr Chaudhuri admires elements of both Western and Chinese banks, but says that state backing is â€Å"definitely† an advantage and wants to shift the bank towards infrastructure lending. This may be in the national interest, but not the banks. Many savvy private-sector rivals see infrastructure as a pit of politics, corruption and bad debts—and boast of steering clear of it. SBI is used to politics, however. It was formed in a state-backed merger in 1921 and nationalised in 1955, and at some point has been accused of neglecting every corner of the economy. Jawaharlal Nehru, Indias first prime minister, even complained about the â€Å"fantastic† salaries of the banks top brass (they are miserly today). In more recent times the bank has said that politicians and officials are fairly hands-off, and has claimed that â€Å"patriotic† loans are limited to special cases such as Air India. The risk of adopting a more relaxed attitude towards the state, of the type Mr Chaudhuri seems to have, is twofold. First, it may make tackling SBIs bureaucracy harder by encouraging politically-linked unions and staff to appeal to government officials to stall the reforms necessary to keep up ith the private sector. Indias state banks, unlike Chinas, enjoy only limited protection, and must face top-notch private competitors. Vested interests already present formidable problems—for years SBI has struggled to integrate a handful of subsidiaries whose claim to partial autonomy is derived from Indias pre-independence princely states. Second , anything other than polite belligerence towards the Indian state tends to be deadly for public-sector firms, given the government machines natural impulse to reoccupy the commanding heights. Without a very clear sense from SBI that it is on a gradual journey away from being a ward of the state, it is not too hard to imagine todays pretty desperate bunch of politicians and officials attempting to meddle more actively in the allocation of credit. The trick for Mr Chaudhuri will be to maintain an outward appearance of modest evolution, but to push for behind-the-scenes change and keep the state at arms length. As Indias exhausted economic reformers can testify, that is an incredibly hard balancing-act to pull off, but for SBI and the country it mirrors it is the only game in town.

Monday, December 2, 2019

Negotiation Strategy Article Analysis Essay Example

Negotiation Strategy Article Analysis Paper Negotiation Strategy Article Analysis Introduction In this world, the likelihood of being involved or exposed to a negotiation Is more common than one may think. In considering yourself, another individual, party, or group that Is Involved In a negotiation, a strategy should be followed. Although most people view negotiation as a fixed sequence (Clauses, 2007). Having a planning process allows for the negotiator(s) to review all issues and determine a bargaining mix based on the relevant facts (Lexical, Saunders, Barry, 2006). The proceeding ill depict negotiation processes used in real life scenarios where either distributive or integrative negotiation strategies were engaged in resolving a negotiation. Style and Strategies within Debt Negotiations As American people continue to deal with the nations economic downturn, many people are faced with the notion of debt negotiation. Lets face it; nearly someone has some sort of financial debt. People would rather file for bankruptcy than negotiate the possibility of a rate reduction (Brinier, 2007). This Is mainly due to peoples elegance of having anything to do with bill collectors or collection agencies. Considering an average savings cost of $0. 50 on the dollar or less (Brinier), creditors are still willing to negotiate debt settlement with debtors. When looking at the type of strategies that are imposed by either debtors or creditors to reach a negotiation, there needs to be collaboration between both sides. This allows for the two parties to reach a degree of assertiveness and cooperativeness that enables mutual goals to be met (Lexical et al. 2006). While no one intends on not paying back what they borrow, here can be many reasons for failing to meet a credit agreement. Despite the consequences of someone neglecting their financial responsibilities, creditors would rather settle with debtors for something and severing the relationship (Saran, 2008). Creditors are willing to accept a loss than to drag a futile situation on that would only Incur them paying collection agenc ies to track bad debtors down (Saran). We will write a custom essay sample on Negotiation Strategy Article Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Negotiation Strategy Article Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Negotiation Strategy Article Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The Debt Negotiation Process Nearly everyone has some sort of debt; so, engaging In some sort of debt negotiation is far better than not paying or declaring bankruptcy (Saran, 2008). Sing a planning process that first defines what type of outcome is desired by a given party is the initial move that must be determined. The initial thought of most individuals is to just stop paying. But as a means of getting out of debt, debtors can compromise with such creditors in a manner where only their credit rating Is placed at stake (Saran). What normally happens is rather than prolonging matters, both creditors and debtors can encompass their different conflict management styles to reach a negotiated agreement (Lexical et al. , 2006). Whether a debtor chooses to utilize the arrives of a debt settlement company or enter negotiation by engaging the creditor himself, the outcome, however, can find positive solutions (Saran). A successful debt negotiation will not only save the debtor money through a possible PAR reduction, but also the hassles of having to look or Walt for future offers to transfer balances (Saran). Styles and Strategies within union Negotiations Although organizations Ana nylons ay not always Ana up agreeing Walt alter sloes proposals, entering into negotiations is an effort for both sides to avoid collective arraigning as a means for reaching a compromise. Of course, if there is no compromise than either side can choose to walk away. Depending on each sides conflict management style (competing, accommodating, avoiding, collaborating, or compromising) will determine whether a distributive or integrative strategy will be employed (Lexical et al. 2006). The airline industry in comparison to other private industries differs in the way negotiations and dispute resolutions are addressed. For the most part, other industries usually agree to begin with direct negotiations which an progress towards mediation if no mutual agreement are reached (Jack, 2003). Although the negotiations may be conducted while union members chant no contract no work or settle or strike, these negotiations te nd to be expeditious and usually result in a prompt settlement (Jack, p. ). On the other hand, the duration of airline industry labor negotiations have a tendency to drag out. The average negotiation period, including mediation, for a standard airline contract is over a year, and to negotiate an initial contract is 31. 5 months (Jack, p. 8). The Union Negotiation Process The crucial aspect in dealing with any type of negotiations is the alacrity between parties to come to a compromise. The initial strategy employed by either party would be to win, thus utilizing a distributive approach. But as society has seen in the past, airline industry disputes have had a tendency to prolong themselves. Despite the duration of such cases, the outcomes usually progress towards mediation and or arbitration in the event that either party cannot reach a mutual agreement. The airline industry negotiation process has a tendency to draw out for long durations. Thus, having other options at addressing labor disputes amongst the airline industry could prove advantageous in inhibiting the tortuous, lengthy, statutory dispute resolution process lacking in any mechanism to assure finality (Jack, 2003, p. ). Debt Negotiations vs.. Union Negotiations Looking at both styles and strategies employed within debt and union negotiations, the outcomes have had similarities in the aspect of reaching compromises. Whether the initial approach is to come out ahead of the opposing party or work towards a mutual agreement, it is not rare to see both parties walk away indecisive. Regardless of the outcome, both usually incur a lengthy resolution process. Since time is of the essence when dealing with contract renewals, defining a bargaining mix that addresses the most important issues and determines whether the issues are linked together or separate can be used to prioritize issues on an agenda (Lexical et al. , 2006). Such strategies as those mentioned above can exist within any work environment. For example, Lucifer Gas Cylinders, a manufacturing company, there was the potential of having labor union negotiations. These would normally begin to reface as a contract approached its maturity. For the most part the renegotiations would have an integrative strategy approach in which labor-management negotiations would come to a mutual agreement within a months time. Conclusion The art of negotiating has been around for a long time. When dealing with individuals, parties, or groups, one must choose a style and strategy to the approach of a desired outcome. In some cases, a party can be aggressive at defining its Interests y taking a strategic approach Tanat Involves a win-lose strategy or a more elaborative approach that involves both parties coming to a mutual agreement or a win-win situation.