Self-confidence

s'entendre p.131 an appointment un rendez-vous pp.132-133 the edge le bord, la limite to stand supporter to take hard prendre mal pp.134-135 a blow un coup the ghost le fantôme to entwine s'enlacer stubborn têtu to overlay recouvrir self-confidence confiance en soi p.136-137 to scare faire peur lonely seul pp.138-139 scorn mépris vault coffre-fort to hire louer to tease taquiner, se moquer de pp.140-141 dim faible, pâle to subdue contenir, réfréner a leap un bond eaves l'avant-toit

Maslow: Maslow’s theory highlights 5 needs that human must satisfy to be motivated increasingly. Each one satisfied generates another motivation. The needs are hierarchically physiological needs, Safety needs, social needs, esteem needs and finally self actualization. Each need satisfied will motivate to satisfy the next need. That is what create motivation. Hertzberg two factors theories: he described two distinct factors which motivates employees. On one hand the factors such as the working conditions

utilisation comme instruments de crédits). La protection du crédit n’est pas recherchée mais la loyauté est définie avec bcp d’exigence et de précision. * Distinction entre confidence et reliance montre que l’on peut faire une distinction entre la confiance accordée pour des raisons intime et subjectives (confidence) qu’extérieures et objectives ( reliance). Le dt anglais est gouverné par une morale pragmatique et commerciale tend a ne protéger que dans le second cas au moins en dt des affaires

diversity Strategic thinking Program/project management Change leadership Description Expressing thoughts, feelings, and ideas effectively in individual and group situations Deals effectively with the broad range of customers Developing other people’s confidence in leadership through consistent action, values, and communications Using appropriate interpersonal styles and communication methods to work effectively with business partners to meet mutual goals and objectives Creating a clear view of the future

early research techniques, researchers conducted over a hundred studies proposing a number of characteristics that distinguished leaders from nonleaders: intelligence, dominance, adaptability, persistence, integrity, socioeconomic status, and self-confidence just to name a few.[4] Rise of alternative theories In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940;[5] Stogdill, 1948;[6] Mann, 1959[7]) prompted researchers to take a drastically

the just and adequate response to faith. Moreover, the support of the Church is a great contribution towards the Church’s self-reliance. This is a need and a request that the Holy See and the Conference of Bishops of Congo are very much insisting on today. Considering the progress of the Church in Bunia, the Christian faithful have to do something urgently. It is a call for self-reliance. A new way of acquiring and administering ecclesiastical goods must be worked out, to achieve more effective evangelization

relations with jihadists. III. Actors National Governments ➢ India India claims the whole of Kashmir. Until now, doubting about the fairness of Kashmiris in the Indian Union, India has always refused to hold the referendum on self-determination advocated by the UN. It accuses Pakistan to conduct a proxy war in Kashmir and to encourage raids of Islamist fighters, who would benefit from using the secret services of Islamabad's ISI. For India, the Indian federation is

management au ménagement .................................................. 1.1 1.2 1.3 1.4 2 Un management à taille humaine ............................................ Pratiquer le management relationnel ....................................... Le self-management, clé du management durable .................. Une compétence pour mieux vivre ensemble .......................... IX 1 11 13 13 19 26 31 33 34 41 50 Un management avec ménagement ............................................... 2.1

américain et Vincent Papale Micro-tâches / activités Let’s act! Book p. 17 Define the job of your dreams. DREAMS JOBS (1) A. What’s your dream job? Book p. 18 Debate on success and keys to happiness. FROM RAGS TO RICHES (1) B. A famous self-made man Book p. 23 DOOR TO LANGUAGE pp. 28-29 Let’s act! Book p. 18 Defend your dream job and interact with your parents. DREAM JOBS (1) C. Job ads Book p. 19 Script LDP p. 36 CD 1 piste 4 EXAM FILE Book pp. 30-31, pp. 52-53 Interact on dream

identity (Holbrook & Hirschman &, 1982). In other words, patrons’ motives for attending arts events are linked to the desire of fulfilling hedonistic, aesthetic and symbolic needs. People search emotions, sensorial stimuli, entertainment, excitation, self-esteem through learning, and pleasant social interaction (Swanson, Charlene & Zhao, 2007). 2- Attracting patrons a- Arts marketing Arts’ marketing is usually done by sending press releases to local newspapers, seasonal brochures, mail shots, posters