Search results

Purpose – The overall aim of the chapter is to explore how disputes between family members are accomplished and how the actions of copresent members (the mother and elder brother) contribute to the unfolding dispute.

Methodology – Selected from video recordings of the family breakfast, three extended sequences of mealtime talk were transcribed using the Jeffersonian system and analyzed using the analytic resources of conversation analysis and ethnomethodology.

Findings – This analysis establishes how both the mother and elder sibling intervene in matters to do with who has access to some bookclub brochures. Appeals to rules such as “you’ve got to share” are used by the mother to manage the local issue of the dispute. In intervening to resolve and settle disputes, the mother makes visible particular moral orders, such as sharing. Intervention is accomplished through directions, increasing physical proximity to the dispute, topic shift, and physical intervention in the dispute, such as gently removing a child's hand from the brochures. Justifications for sharing proffered by the mother that work to establish an alignment with one child are challenged by the other sibling, thus contributing to an escalation of the dispute. Also explicated is how an older sibling buys into the dispute, making visible his view about how sharing is accomplished; that is, you “just cope with it.”

Practical implications – This chapter has some practical implications for adults who interact with children (teachers, parents) highlighting that in some way, adults, through their actions may contribute to the continuation of a dispute and second, how adult attempts to settle or end a dispute may result only in a temporary settlement rather than a cessation of the dispute.

Value of chapter – The chapter contributes understandings about how family members manage disputes interactionally and how social and moral orders are accomplished during family mealtime. Additionally, it shows how some disputes are temporarily settled and connected across a section of action rather than ended.

Aims to capture the highlights and outcomes of the second annual Caribbean roundtable discussion of human resource challenges in the Caribbean hospitality industry, during which 33 participants and observers from industry and academia debated a series of themes: nurturing talent; curriculum issues; languages in the curriculum; alienation and low morale in the workforce; foreign ownership; unionization; training and development and managing human resources. Key points made by participants are clustered under these themes.

From the tourist point of view the chief purpose of travel is that the destination should be different from home and better in some ways. In Jamaica, the environment, both natural and man‐made, remains the backbone of the tourism product. The maintenance and protection of the environment is therefore crucial to the continuing growth of the island's tourist industry.

The growth of entrepreneurship in the Jamaican tourist industry has been a feature of that industry over the past three decades. Recent writings by such Jamaican tourism experts, such as Margaret Morris, have suggested that the explosion of the all‐inclusive concept in Jamaican tourism in recent years bodes ill for many small business people ‐ restaurant owners, craft vendors, taxi drivers ‐ establishments owned by small business people. Custom for these independent businesses will decline if more and more provisions are made within the hotels themselves.

Provides an overview on the current human resource challenges facing the Caribbean hospitality industry, drawing on a presentation made at the second annual Caribbean roundtable discussion, held in Barbados during April 2004, attended by 33 participants and observers from industry and academia. The outcomes are reported here and in the second of two articles, “Future human resource challenges in the Caribbean hospitality industry”.

Approche générale du problème Peu nombreux sont les parcs qui se prêtent à une visite de plus d'une journée. Une réflexion qui s'attache aux établissements majeurs pourra donc se cantonner aux réalisations conçues en vue d'accueillir le public pendant une journée, c'est‐à‐dire 5 à 7 heures d'activités entrecoupées de pauses et d'un repas pris sur place.