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I realize the importance of meeting deadlines and getting work done on time. What motivates you?
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I was responsible for several projects where I directed development teams and implemented repeatable processes. The teams achieved 100% on-time delivery of software products. I was motivated both by the challenge of finishing the projects ahead of schedule and by managing the teams that achieved our goals. I've always been motivated by the desire to do a good job at whatever position I'm in. I want to excel and to be successful in my job, both for my own personal satisfaction and for my employer. I have always wanted to ensure that my company's clients get the best customer service I can provide. I've always felt that it's important, both to me personally, and for the company and the clients, to provide a positive customer experience. I have spent my career in sales, typically in commission-based positions, and compensation has always been a strong factor in motivating me to be the top salesperson at my prior employers.
Do you prefer to work independently or on a team? I am equally comfortable working as a member of a team and independently. In researching the LMN company, your mission statement and the job description, I could see similarities to my previous position where there were some assignments that required a great deal of independent work and research and others where the team effort was most effective. As I said, I'm comfortable with both. In high school, I enjoyed playing soccer and performing with the marching band. Each required a different kind of team play, but the overall goal of learning to be a member of a group was invaluable. I continued to grow as team member while on my sorority's debate team and through my advanced marketing class where we had numerous team assignments. I'm very comfortably working on a team, but I can also work independently, as well. How do you evaluate success? I evaluate success in different ways. At work, it is meeting the goals set by my supervisors and my fellow workers. It is my understanding, from talking to other employees, that the GGR company is recognized for not only rewarding success, but giving employees opportunity to grow as well. After work, I enjoy playing softball, so success on the field is catching the winning pop-up. If you know your boss is 100% wrong about something how would you handle it? It depends on the situation and the personality of the supervisor." To elaborate, give examples: My present supervisor does not like to have his authority questioned. He's fairly new on the job and almost all of the people he supervises have been on the job longer than he has. He's never bothered to learn the procedures, how things are done or how the computer system works. But if any of us tell him that how he wants something done won't work, he gets extremely angry. So, I never tell him he's wrong. Never. Whatever he tells me to do, I smile and say "okay." Then if I know a way to get it done that will work, I do it that way, give him the results he wants and never tell him I didn't do it the way he told me to. He got the results and is happy. I saved myself the stress of being yelled at and gave him what he wanted, so I'm happy. My prior superviser was more easy-going and if I told her "you know, I think it might work better if I do what you asked in such and such a way," she say "okay, try it."
If I were a new hire on a job, I would probably not question a supervisor because I might think I didn't know enough. Except on the new job I'm going to. The director has admitted that she's new on the job and there are alot of things that a secretary does that she doesn't know how to do, so she will be depending on me to know how to keep the office running.
Mercator, the airline IT solutions provider of the Emirates Group, is a leading supplier of IT solutions to the global air travel industry. The company also meets and satisfies the full range of the demanding IT needs of the main constituent parts of the Emirates Group - the award winning Emirates Airline, and Dnata, the largest air travel services organisation in the Middle East. Through Mercator's vast experience in serving the IT requirements of these major organisations, it has developed an extensive portfolio of products encompassing airline financial solutions, air cargo and logistics solutions, passenger and airport solutions, airline process outsourcing and airline business consultancy. The philosophy behind the development of Mercator solutions ensures that each adds significant value by reducing costs, improving processes and increasing productivity. Mercator’s customers include major world airlines such as: Air New Zealand, British Airways, Emirates, Malaysia Airlines, Qantas, South African Airways, Singapore Airlines, SriLankan and Varig. Mercator's continuing mission is to establish itself as the professional IT services and business solutions provider of choice; trusted, valued and respected by the global airline community. Mercator achieves this by consistently meeting the individual needs of its customers through quality of product, service and delivery.
The driving force behind all Mercator solutions and services is our people. Our team of more than 1500 professionals is one of the most experienced in the business, with an incredible breadth and depth of airline knowledge and IT expertise. They pride themselves on finding the answers to the problems of today's aviation industry, and on providing proven solutions to future challenges. Quite simply, they know what needs to be done, and they do it. The Mercator team sets itself the highest possible quality standards, and abides by them. Our professionalism, attention to detail, and commitment to quality mean that you never have to worry. Every module, every function, every feature is tested and checked, until we know we've got it right. And it gets even better. Our consultants are dedicated to always adding the maximum value to your business, whether during product implementations or when shaping mission critical strategies. We're with you all the way
A fastgrowing international airline with one of the youngest fleets in the sky and more than 300 awards for
excellence worldwide, Emirates is one of two key corporations in the Emirates Group. The other is Dnata, one of the largest travel organisations in the Middle East with over 8,000 employees handling passenger, cargo, ramp and technical services for numerous airlines at Dubai International Airport. Emirates and Dnata are committed to providing their respective clients and customers with the highest possible level of professional service. For more information, we invite you to visit the Emirates Group website or the Emirates Group Media Centre.
A diverse travel and tourism conglomerate
Under Emirates and Dnata are the following operating divisions:
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Emirates airline Destination & Leisure Management Emirates Holidays Arabian Adventures Congress Solutions International Emirates Tours Emirates Hotels & Resorts Emirates SkyCargo Skywards EmQuest Emirates Aviation College Emirates Engineering Dnata Dnata Airport Operations Marhaba Dnata Cargo Dnata Agencies Mercator Transguard Dnata World of Events Just over twenty years ago, Emirates was born as the official international airline of the United Arab Emirates.On 25th October 1985, Emirates flew its first routes out of Dubai with just two aircraft—a leased Boeing 737 and Airbus 300 B4. Then as now, our goal was quality, not
quantity, and in the years since taking those first small steps onto the regional travel scene, Emirates has evolved into a globally influential travel and tourism conglomerate known the world over for our commitment to the highest standards of quality in every aspect of our business. Though wholly owned by the Government of Dubai, Emirates has grown in scale and stature not through protectionism but through competition—competition with the ever-growing number of international carriers that take advantage of Dubai’s open-skies policy. Not only do we support that policy, but we see it as vital to maintaining our identity and our competitiveness. After making its initial start-up investment, the Government of Dubai saw fit to treat Emirates as a wholly independent business entity, and today we are thriving because of it. Our growth has never been lower than 20 per cent annually, and the airline has recorded an annual profit in every year since its third in operation.
Continuing our explosive growth while continually striving to provide the best service in the industry is the secret of Emirates’ success. The Emirates Group announced record net profits of Dhs 3.5 billion (US$ 942 million) for the financial year ended 31st March 2007. The 28.8 per cent increase in profits versus the previous year speaks of a promising future of an airline we feel is greater than the sum of its many parts, which now include: An award winning international cargo division A full-fledged destination management and leisure division An international ground-handler An airline IT developer. Emirates Inaugural Flight Flying to more destinations on more aircraft every dayWith a fleet of 113 aircraft, we currently fly to over 100 destinations in 62 countries around the world, and our network is expanding constantly. Nearly 800 Emirates flights depart Dubai each week on their way to destinations on six continents. In fact, Emirates' flights account for nearly 40 per cent of all flight movements in and out of Dubai International Airport, and our aim is to increase this market-share to 70 per cent by 2010 without compromising our reputation for quality. Toward this end, Emirates has made numerous significant announcements regarding the future of its already state-of-the-art fleet. In 2001, Emirates demonstrated its confidence in the industry’s future growth by announcing the largest order in aviation history, valued at US$15 billion. A staggering 58 new aircraft, a mix of Airbus and Boeing, were to join the rapidly expanding fleet. In 2005, Emirates announced the largest-ever order for the Boeing 777 family of aircraft - 42 in all – in a deal worth Dhs 35.7 billion (US$ 9.7 billion). At the 2006 Farnborough Air Show, Emirates signed a Heads of Agreement for 10 of Boeing’s new 747-8F aircraft, to be powered by General Electric’s GEnx jet engines, in a deal worth US$ 3.3 billion. At the Dubai Airshow in November 2007, Emirates announced a historic civil aviation aircraft order when it signed contracts for a 120 Airbus A350s, 11 A380s, and 12 Boeing 777-300ERs, worth an estimated US$34.9 billion in list prices. The agreement with Airbus comprises firm orders for 50 A350-900s and 20 A350-1000s, plus 50 options for the A350-900s. The first A350 will be delivered to Emirates in 2014.
Emirates also firmed up orders on the eight A380s for which it had signed letters of intent earlier this year, and placed firm orders for an additional three of the double-decker aircraft, bringing its total firm order for the A380s to 58.
With the new order for 12 777-300ERs, valued at US$3.2 billion, Emirates now has 57 Boeing 777s pending delivery and is set to become the world’s largest 777 operator in the next few years.
Emirates’ current order-book stands at 244 aircraft, with a total value of approximately US$60 billion. In combination with what is already the youngest and one of the most modern fleets in worldwide commercial aviation, this commitment to the future reflects our goal to develop Dubai into a comprehensive, global, long-haul aviation hub. In the financial year 2006/2007, Emirates carried 17.5 million passengers and 1.2 million tonnes of cargo. We look forward to a bright future in which we carry many millions more across a growing network of international destinations.
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