RE20147535 ART. WHAT EXPECTATIONS DO PASSENGERS HAVE IN FRANCE?

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Article: What expectations do passengers have in France?

By Daniel BURSAUX

Director general of Infrastructures, Transportation and the Sea, Ministry of Ecology, Sustainable Development and Energy

Abstract

During the decade starting in 2000, the French significantly changed their behavior in relation to transportation. The number of rides per day per person, which had considerably increased till the mid-1990s, now tends to be stable. Although “unnecessary” reasons still account for the majority of trips, rides for “necessary” reasons — typically from home to work or school, and vice-versa — are becoming longer everywhere around the country. This is a major factor behind the increase in the distance traveled daily. Although the use of cars has slackened in urban areas, population growth in the exurbs has augmented automobile traffic at the national level. Meanwhile, public transit, thanks to the tramway revival, is carrying more passengers, especially in agglomerations with good transit systems that respond to passengers’ ever stronger demands for quality services. Bicycles have reappeared on city streets; and new behavior patterns, such as car-sharing or -pooling, hold promise for the future. Public authorities are backing these trends.


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Much has been said and written about work motivation since the advent of modern organizations. Management theories of motivation have focused their input on the identification of external stimuli that could be operated by organizations and over, the managers, with a view to stimulate the motivation of individuals. This article proposes a reversal of approach. Work motivation is understood as a highly dynamic individual resulting from the investment activities of three registers: Bonds, Initiatives and Aspirations. These three books are indispensable to each individual to work and are specific to each (the content varies from one individual to another) and are constantly changing, as and when they are actually invested and that the individual gets older. This conceptualization builds a new approach to the management of organizational motivation: the direction it proposes is to make each individual work of both the guardian and regulator of its Obligations / Initiatives / Aspirations.

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