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Cambodia A "spy" Guide Volume 1 Strategic Information
The Kingdom of Cambodia is a country in South East Asia with a population of over 14 million people. The kingdom's capital and largest city is Phnom Penh. Cambodia is the successor state of the once powerful Hindu and Buddhist Khmer Empire. which ruled most of the Indochinese Peninsula between the 11th and 14th centuries. A citizen of Cambodia is usually identified as "Cambodian" or "Khmer." though the latter strictly refers to ethnic Khmers. Most Cambodians are Theravada Buddhists of Khmer extraction. but the country also has a substantial number of predominantly Muslim Cham. as well as ethnic Chinese. Viemamese and small animist hill tribes.
The Kingdom of Cambodia is a country in South East Asia with a population of over 14 million people. The kingdom's capital and largest city is Phnom Penh. Cambodia is the successor state of the once powerful Hindu and Buddhist Khmer Empire, which ruled most of the Indochinese Peninsula between the 11th and 14th centuries. A citizen of Cambodia is usually identified as "Cambodian" or "Khmer," though the latter strictly refers to ethnic Khmers. Most Cambodians are Theravada Buddhists of Khmer extraction, but the country also has a substantial number of predominantly Muslim Cham, as well as ethnic Chinese, Vietnamese and small animist hill tribers.
The recovery of Cambodia's economy slowed dramatically in 1997-98, due to the regional economic crisis, civil violence, and political infighting. Foreign investment and tourism also fell off drastically. Since then however, growth has been steady. In 1999, the first full year of peace in 30 years, progress was made on economic reforms and growth resumed at 5.0%. Despite severe flooding, GDP grew at 5.0% in 2000, 6.3% in 2001, and 5.2% in 2002. Tourism was Cambodia's fastest growing industry, with arrivals increasing from 219,000 in 1997 to 1,055,000 in 2004. During 2003 and 2004 the growth rate remained steady at 5.0%, while in 2004 inflation was at 1.7% and exports at $1.6 billion USD. As of 2005, GDP per capita in PPP terms was $2,200, which ranked 178th (out of 233) countries.
The older population often lacks education, particularly in the countryside, which suffers from a lack of basic infrastructure. Fear of renewed political instability and corruption within the government discourage foreign investment and delay foreign aid, although there has been significant assistance from bilateral and multilateral donors. Donors pledged $504 million to the country in 2004, while the Asian Development Bank alone has provided $850 million in loans, grants, and technical assistance. The tourism industry is the country's second-greatest source of hard currency after the textile industry. Between January and December 2007, visitor arrivals were 2.0 million, an increase of 18.5% over the same period in 2006. Most visitors (51%) arrived through Siem Reap with the remainder (49%) through Phnom Penh and other destinations.  Other tourist destinations include Sihanoukville in the south east which has several popular beaches, and the area around Kampot and Kep including the Bokor Hill Station.
Final economic indicators for 2007 are not yet available. 2006 GDP was $7.265 billion (per capita GDP $513), with annual growth of 10.8% Estimates for 2007 are for a GDP of $8.251 billion (per capita $571) and annual growth of 8.5%. Inflation for 2006 was 2.6%, and the current estimate for final 2007 inflation is 6.2%.
Cambodia's per capita income is rapidly increasing, but is low compared with other countries in region. Most rural households depend on agriculture and its related sub-sectors. Rice, fish, timber, garments and rubber are Cambodia's major exports. The International Rice Research Institute (IRRI) reintroduced more than 750 traditional rice varieties to Cambodia from its rice seed bank in the philippines. These varieties had been collected in the 1960s. In 1987, the Australian government funded IRRI to assist Cambodia to improve its rice production. By 2000, Cambodia was once again self-sufficient in rice. However, few Cambodian farmers grow other crops leaving them vulnerable to crop failure. In recent years, various international aid organisations have begun crop diversification programs to encourage farmers to grow other crops.
A Tourist, He Thought
The tourist does not have a name. He does not have luggage. He does not have conversations, at least when he can help it. If anyone asks, he has a whole range of explanations about why he is travelling alone, ranging from the mundane to the macabre.
No one ever asks.
Which is good because wherever the tourist shows up, people die. Then he moves on.
Another man - a world-renowned secret agent, perhaps - would enjoy this lifestyle. The tourist hates it. Roaming a world of famous cities barely noticed, forever stuck in the underbelly of all those exotic locations, the tourist feels so bad it is funny.
Slowly revealing the conflicts and forces which shaped this cipher of a man, this is a story about loneliness and what it does to people, a story about what makes people want to die and what makes them want to live.
New Directions In Management Information Systems Management
Thierauf's work develops a number of interesting and potentially useful approaches to management information systems (MIS) practice. The author presents a number of techniques (some well known, others more recent) that practicing MIS managers may adopt to facilitate effective MIS planning for the 1990's by focusing on problem finding rather than on problem solving. A primary recommendation of Thierauf's is the restructuring of the MIS organization using a functional (end-user) departmental approach. Discussed at length are various issues relevant to this restructuring, such as staffing, motivating MIS personnel and end users, and MIS 'soft' controls. Recommended for upper-level undergraduate and graduate students as well as practicing managers and MIS specialists. Choice With new developments in hardware and software, MIS managers are increasingly faced with the need to develop more sophisticated managerial--as opposed to purely technical--skills.
Here, an acknowledged expert in the field of information systems draws on his own original research and experience to develop a set of workable strategies and techniques that MIS managers can use to function more effectively as we move into the next decade. Thierauf identifies probable trends in the field in coming years and outlines ways in which MIS managers can anticipate predictable problems, apply improved management skills to the end-user interface, and effectively motivate MIS personnel. Thierauf concentrates particularly on four major areas of managerial responsibility: planning, organizing, motivating, and controlling. In planning, he shows how to use problem-finding techniques to anticipate and solve potential problems between MIS personnel and end-users. To help reduce this conflict, Thierauf argues, there is a need for a new direction in organizing MIS departments. He proposes bringing MIS and end-use departments together by using a functional departmental approach. In motivating MIS personnel, there is need to go beyond self-actualization by emphasizing mutual actualization as well as self donation.
Finally, in the area of control, Thierauf advocates the use of soft controls to replace stringent controls that have had a tendency to restrict personal freedom on the job. A common thread througout the discussion is a focus on effective guidelines for the MIS manager to follow in order to come to grips with the changing realities of the 1990s.
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