Current Trends in Human Resource Management Essay

Technology is ubiquitous. Whether you are in the industrialized world or developing markets, a growing number of people are connecting with mobile devices like colorful cell phones and very portable computers like Apple’s iPad. This allows people to communicate across archaic boundaries within companies or externally across the world. They have instant access to information and to people. brilliant CEO’s are thinking about ways to leverage this technology explosion. Many are already experimenting with virtual teams, non-traditional workplaces, and flatter corporate structures. How will your company leverage technology? Are there ways to connect more effectively with co-workers, customers, or investors? Can access to information abet to hurry the company more effectively? Have you identified what information is necessary to your success and how it should be shared? Will you exercise an enterprise platform like SAP or Peoplesoft, or will you simply spend basic services like email and the Internet? So, the basic examine from a human resource perspective is how to utilize technology to connect people and information to your advantage. If you are not thinking about all of this, rest assured that your competitors are already experimenting with the modern technologies. originate positive that you don’t pick up left in the dust. Global Marketplace As demonstrated during the unusual downturn, worldwide economic activity is more interdependent than it ever has been in the past. Although trade has crossed borders even before the Silk Road was traveled by Marco Polo, in today’s global marketplace what happens in one country usually has a dramatic impact in another. The largest economies like the US, China, Japan, nd Europe are so interdependent that their leaders meet periodically at the G-20 summits to discuss issues of mutual interest and favorite strategies. Smaller countries that were formerly called third-world countries are now called emerging markets because they have the most robust growth. It is now also possible to do business across borders more easily using global transportation services like DHL , FedEx, and UPS. Even minute businesses have the opportunity to compete or bewitch supplies from outside their local marketplace. This is a growing trend and remarkable of the growth will be outside of the developed countries. So, how is your company positioned to participate in this growth? Can you tap into modern markets or get suppliers or contract workers at lower cost? Can you partner with other businesses or agencies in different markets at home or abroad? If you are looking for recent customers, project workers or current opportunities, then it only makes sense to believe about strategies that would allow your company to participate in the global economy. How can your company tap into the growth in the emerging markets? More specifically from an human resources perspective, can you leverage contract workers for projects or benefit staff? While this may not be feasible for every business, it might be more viable than you deem. Workers who do their job primarily at a computer can do this unbiased as well in another space or country. This is especially proper if you have the just technology platforms or exercise cloud computing. While there are security, cultural, and other issues to address, don’t let the opportunities pass you by honest because you haven’t understanding globally about your business in the past. The future is a global marketplace. deem globally. Rising Costs of Benefits In the United States, health care and succor costs generally have been rising at an unsustainable rate. modern federal health care legislation may address some issues; however, it is tranquil very likely that the costs will continue to rise. Thus, companies will be looking to shift the burden for the costs of benefits. Some of this will be shifted to the government, some will be shifted to workers, and peaceful other benefits will unbiased be chop because they are no longer affordable. Many companies have already chop their defined benefits pensions and retirement programs. Others have modified them to lower matching contributions when they aren’t making a profit. Others have shifted their health insurance to high-deductible plans which offer lower premiums, but also require workers to lift up mighty of the basic cost even when they exhaust health savings accounts. Thus the trend for many companies is to be more frugal with employee back offerings; however, other companies will consume their enhanced abet programs as a recruiting tool to attract the top talent in their industry. So each company must analyze their benefits in relation to their overall strategy to attract and support talent for their firm while balancing the overall costs of the programs. You must be able to reply the basic expect, â€Å"What is our compensation and benefits philosophy and how does if fit into our overall business strategy? Flexible Workplace The workplaces in the future will be more flexible. Once again, technology might be one of the driving considerations that makes this possible; however it is not the only factor. Younger generations are not only more accustomed to being treated differently, but in some cases examine that employers are flexible so that they can balance work-life issues. Unless there is a compelling reason for workers to be on spot during obvious hours, such as a doctor in an emergency room or a shift manager at a manufacturing facility, then employers should contemplate about how they can be more flexible in their workplaces. Allowing workers to tele-commute has both disadvantages as well as advantages, so there is not a simple legal or unsuitable retort for every company. However, design no mistake; some companies are working through these issues honest now so that they can offer flexibility for their employees that compliments their business strategies. This will be their key to attracting top talent. Demographics Demographics are definitely changing. In the United States where there is a tradition of immigration, there is a shift from the venerable white-male dominated workplace to a multi-cultural environment. This is happening at all levels from line-workers to management. Additionally, women will smash through the â€Å"glass ceiling† and rise to more senior management ranks. Beyond ethnic and gender considerations, age is also likely to play into the equation of workforce planning. Many leadership and managerial positions are now occupied by aging â€Å"baby-boomers† who will be retiring over the next five to ten years. This will inaugurate up current opportunities for younger workers, but only if they are prepared. On the other hand, some older workers will be working well past retirement age either because they haven’t saved for retirement or because they will be retained as famous employees due to their job experience. They might be willing to cease if their employer offers some flexibility like job sharing or a four-day work week. Outside of the US, industrialized nations will also need to deal with aging populations while the emerging countries will have younger workers who are involved to allotment in a more affluent lifestyle. Thus, CEO’s and HR managers are thinking about ways that their workforce will change in the next few years. Will you have ample leaders to replace aging baby-boomers? Will you need to relate younger workers to transfer the institutional knowledge that is currently retained by your more experienced staff? How will your company retract advantage of shifts to a more diverse workforce? These are all very famous questions that must have an reply if your firm is going to thrive in the future. Looking into the future is hard to do, especially in the 21st Century, but trends offer some clues. We live in a more complex and interconnect world. Events in one allotment of the world are speedily news everywhere over the internet, cable TV and mobile phones. Although it is an exaggeration to say that the gentle flutter from a butterfly’s glide in Asia can result in a hurricane on the other side of the globe, we seek the far reaching effects from events in one plot to other regions that would not have known about them in the past. Thus, it is notable to ogle for trends that will impact our world. If you can capitalize on the changes that result from the trends, then you can prepare to either pick advantage of them or minimize their despicable impact. These five trends in human resources trends are already impacting the diagram we do business. They will definitely continue to impact our world, and it is up to you to figure out how to leverage them to your advantage.

The Art of Rhetoric in the Metamorphoses

The Art of Rhetoric in the Metamorphoses Among the numerous passages covered in The Metamorphoses of Ovid, there are many stories regarding the origins of the Earth, the activities of the Roman gods, and some of Rome’s significant rulers and founders. Within each of these stories, Ovid injects an overall idea that can be taken away from the text. Many of these overall ideas are themes and lessons, but also there are arts that are illustrated to the reader such as poetry, singing, or weaving. One idea in particular that Ovid portrays is the art of Rhetoric in Greco-Roman culture.Rhetoric was used in Greco-Roman culture often as a means of putting together words in a certain order to persuade or inform your audience of a specific idea. The two stories regarding the discussion between Ajax and Ulysses over Achilles armor exemplifies the idea of rhetoric. Ovid uses the episodes of Ajax and Ulysses in book thirteen f the Metamorphoses to illustrate to the readers the art of rhetori c. Ovid draws upon previous texts covered in class such as Homer’s Odyssey and Virgil’s Aeneid to form some of his stories in the Metamorphoses. However, Ovid’s style of writing is much different than that of Homer and Virgil.Homer and Virgil both write about post Trojan War events, but from two different perspectives, the Greeks and the Trojans respectively. Despite their difference in perspective, their style is the same in that they both focus on the glorification of war. They both portray violent events vividly and give praise to war heroes. Ovid, on the other hand, talks about certain parts in the Odyssey and the Aeneid that Homer and Virgil did not discuss such as the rescue of Achaemenides, the crewman Ulysses left behind on the island of Polyphemus, in book fourteen.Ovid seems to dismiss the glorification of war and briefly pass over violent scenes or portray them in a different, more comical, manner. Rather Ovid focuses on the arts of Greco-Roman cultur e. Ovid focuses on stories of Mythology concerning poetry, singing, crafting, and even the art of rhetoric. Rhetoric is â€Å"the study and practice of effective communication,† (Nordquist). There are three types of rhetoric employed: epideictic, judicial, and deliberative. These three branches of rhetoric can be used in various ways to communicate to your audience.Epideictic rhetoric is the commemoration or blame of an individual. Epideictic rhetoric is often used in â€Å"funeral orations, obituaries, graduation and retirement speeches, letters of recommendation, and nominating speeches at political conventions,† (Nordquist). Judicial rhetoric is â€Å"primarily employed by lawyers in trials decided by a judge or jury,† (Nordquist). Deliberative rhetoric is the use of communication to persuade or dissuade an individual or audience of a statement or action.Ovid does not only use the three branches of rhetoric however, he also shows the use of a technique called amplification and minimization through Ajax and Ulysses which is essentially amplifying good qualities and minimizing bad qualities. The technique of amplification and minimization goes hand in hand with deliberative and epideictic rhetoric. Ovid employs all three branches of rhetoric in his stories of Ajax and Ulysses to demonstrate their arguments and to illustrate the art of rhetoric itself. The bulk of Ovid’s illustration of rhetoric is contained within the stories of Ajax and Ulysses in book thirteen.After the Trojan War is over, the Greeks set aside Achilles’ armor and decide, through a debate, who the receiver of the armor will be. The two in debate over the armor are Ajax and Ulysses. Both employ deliberative rhetoric as their means of persuading the audience to decide who will keep the armor, but they also use the other branches as well to strengthen their argument. The discussion between the two as a whole is a deliberative and judicial rhetoric battle, but both make use of epideictic rhetoric to strengthen their positions.Ajax is the first to present his argument. Immediately Ajax makes use of epideictic rhetoric by slandering Ulysses’ actions, â€Å"he was one who did not hesitate to beat retreat when he was forced to face the torches Hector threw, while I withstood those deadly flames: the fleet was only rescued because of me,† (Ovid 427). Ajax gives evidence that Ulysses was a coward by exposing his retreat in the face of Hector. He also uses amplification and minimization to show how detrimental it was that Ulysses fled, and how great it was that Ajax held his position.Ajax then uses another epideictic statement when he brings in his heritage: And even if you were to doubt my courage, it’s I who claim the nobler lineage. I am the son of Telamon, the friend who helped the sturdy Hercules destroy the walls of Troy and, then, in Jason’s ship, sailed off and reached the distant coast of Colchis. And Telamon was born of Aeacus, who is a judge whitin the silent world—precisely in the place where Sisyphus, the son of Aeolus, must struggle with the weight of his great stone; and Aeacus was born of Jove—as Jove himself admits. (Ovid 427-428) Once again Ajax draws upon a feature that will increase his deservingness.Throughout the rest of his presentation, Ajax continually employs epideictic rhetoric to commemorate his actions and defame those of Ulysses. The use of only one dimension of the three branches of rhetoric by Ajax shows that the body of his presentation is insulting Ulysses. This weakens Ajax’s argument, â€Å"Many amateur rhetors think of debate as an ‘us-versus-them’ sort of affair, and that the readers who disagree are the enemy whose inferior arguments must be ground into the dirt. Accordingly, they mistakenly believe that ridiculing or attacking these mistaken beliefs is the most effective way to ‘win’ the argument,† (Whe eler).The constant insults diminish in value in their numerous quantities. Ulysses is fortunate to present after Ajax. Ajax is at a disadvantage because of his eagerness to present first. This gives Ulysses a chance to gather his argument and also turn what Ajax says against him. Ulysses begins in a different manner. Ulysses sets the tone of somberness by recalling Achilles, â€Å"If things had gone as you and I had wished, o Greeks, we would hat ask who should succeed to this extraordinary weaponry; Achilles, you’d still have your arms, and we would still have you,† (Ovid 432).Ulysses uses epideictic rhetoric not to depreciate Ajax’s deeds, but to honor Achilles as one does at a funeral. Soon after Ulysses honors Achilles, he begins to strengthen his image through more epideictic rhetoric just as Ajax did. Ulysses draws upon his own lineage on page 433 claiming to be descendent of not only Jove but Mercury as well. He also minimizes Ajax’s lineage by cla iming that one of Ajax’s ancestors was an exiled criminal. Ulysses then moves on to say, â€Å"Just judge by deeds—and deeds alone . . . it’s only one’s worth that weighs,† (Ovid 433).Ulysses defeats Ajax’s argument about his kinship to Achilles, but then claims that the victor should be determined by his actions not his external goods. Aristotle, in Nicomachean Ethics, talks about the importance of external goods, but he says that the goods of the mind (deeds and actions) are more important. So Ulysses goes on to give a myriad of good deeds he has performed such as convincing Achilles to return to battle, going as an ambassador into Troy to try to negotiate the return of Helen, the plan for the Trojan horse, and inciting the warriors and Ajax with courage when they ere on the brink of retreat.As an entirety, Ajax is only able to spill insults and talk down about Ulysses, but Ulysses is able to combat all of Ajax’s insults and turn th em against him. Also going second plays into Ulysses’ favor because Ajax has no opportunity for rebuttal whereas Ulysses does. Therefore Ulysses is declared the victor of the argument and wins on the basis of his rhetorical skills. Ovid pays more respect to the battle between two rhetors than he does to two warriors clearly through the great detail he goes into in the discussion between Ulysses and Ajax.Instead of depicting great violent battle scenes, he depicts a great rhetoric argument between two individuals. Ovid briefly touches on the Trojan War itself, but takes great measure in illustrating the use of rhetoric in the discussion after the War.Bibliography Ovid, Metamorphoses Nordquist, Richard. About. com, â€Å"Rhetoric. † Accessed November 28, 2011. http://grammar. about. com/od/rs/g/rhetoricterm. htm. Wheeler, Dr. L. Kip. â€Å"Rhetoric. † Last modified September 26,2011. Accessed November 28, 2011. http://web. cn. edu/kwheeler/resource_rhet. html.

It & Entrepreneurship Essay Example | Topics and Well Written Essays - 2000 words

It & Entrepreneurship - Essay Example It also provides the facility of connecting to people located anywhere in the globe with minimum cost (Bertucci & Alberti, n.d.). However, it has been viewed that with the growing competition and globalisation, large business houses are implementing strategies that not only aid them in making a business process more effective but also enable them to decrease various operational cost by a considerable extent. In this regard, intranet is considered to be one of the most common forms of computer network that is observed to be applied in many organisations to make the entire working process more efficient. It is a form of computer network that implements Internet Protocol (IP) technology to spread data, operating systems or computing systems within an organisation. In general, Intranet is a process through which all the computers within a defined area are connected using networking technologies in order to facilitate a smooth flow of communication amid individuals or group of individuals within an organisation (SlideShare Inc., 2011). The main objective of this study is to evaluate the basic notion of intranet along with its key features. Additionally, the study would also provide a few of the best features that can be built into an organisation’s intranet that would help the entire set of employees to learn and mutually inspire each other to work better. Discussion Employees within an organisation are considered to be one of the most valuable assets as they are responsible for conducting activities that would aid the organisation to achieve its pre-set goals and objectives. However, in many aspects, it has been viewed that improper construction of the organisation’s intranet at times fails in motivating to learn and inspire employees within the workplace (Weidenhammer Systems Corporation, 2013). A few of the facets that results in establishing such aspects within an organisation are stated hereunder: Problems Relating to Intranet Organisations At Tim es Ignore End Users: It has often been viewed that organisations often put business needs in-front of end user needs. However, it can be proclaimed that end-users do not see value in portals that directly do not help them in completing the assigned tasks lucidly (Prescient Digital Media Ltd., 2013). Change in the Working Process: With the growing literacy rate around the globe, it has been observed that individuals who have just come out of colleges or universities are being recruited as they are viewed to be more active and equipped with modern organisational needs. However, it has been determined that this group of individuals are most active and work in the process they think is the best suited for the completion of the assigned tasks (Prescient Digital Media Ltd., 2013). Organisations Underestimate the Cost and Complexity of Redevelopment of the Portal: It is predicted that the aspect of rapid change in the technological aspect would continue forever. Thus, organisations often a re not able to update the intranet in accordance with the recent developments made for high cost which results in ultimately stopping the working process (Prescient Digital Media Ltd., 2013). Intranet At times Lack Fresh and Relevant Contents: Creating content or updating the intranet within an organisation is very essential as things go on changing rapidly. However, it has often been viewed that the network lacks proper updating of data that would aid employees to complete their tasks efficiently. This ultimately results in demotivating the individuals to learn or

Conflict and Ethical Issues Essay Example | Topics and Well Written Essays - 500 words

Conflict and Ethical Issues - Essay Example The federal agency approaches banks, telecom agencies etc. to go to the bottom of the plans. And thus the process of further investigation begins. Now there's one very crucial issue which gets overlooked in this episode. The conspiring guys could be just a small group of people and the federal agency ends up with huge personal data of thousands/ millions. For the sake of argument we can even think that at the leisure time federal agency people would start monitoring the intimate bedtime telephonic conversation/ net-chatting between two renowned Hollywood actors/ actresses or two well known republicans/ congressmen. This conversation could then be recorded and next morning the tabloids would be full of hot stories. Well, the federal agency would never come out with assurances that they won't allow this to happen and maintain the privacy of all such 'monitored' people, for the simple reason that they will never admit of having any such data.

Analyzing Data in a Mixed Methods Research Essay

Analyzing Data in a Mixed Methods Research - Essay Example The study will involve comparing student achievement levels using quantitative analysis of academic results and qualitative survey findings but the qualitative component will in addition seek to identify if there are any underlying differences in student interest and motivation. One hundred participants will be drawn from the student population of Northcentral University School of Education with an equal number of students studying online and studying in classrooms. Online learning as opposed to face-to-face traditional classroom learning became a possibility with the advent of computer networks, most notably the Internet. It usually takes place over a distance, in which case it is a form of ‘distance learning’, or it can be combined with the traditional methods either in-class or remotely, in which case it is known as ‘mixed-mode’ or ‘blended learning’. For this study, the researcher proposes to examine online learning by comparing it to traditional classroom learning with a view to ascertaining whether it leads to any greater achievement among online students. A brief background of the study overviews the rise and growth of online learning pointing out that it is roughly commensurate with the growth of the Internet and online educational technologies. The problem statement highlights the concern among providers of online education and the complications involved in making comparisons between online and traditional learning and justifying the former in the face of counter evidence showing no significant differences. The purpose statement sets out the purpose of the study by detailing the aim, method, control variables and sample characteristics. This is followed by the theoretical framework, which is a prelude to a full literature review and sets the proposed study in context by mentioning other studies that have previously made similar comparisons. The research questions formally define the precise questions that will be

Strategic Management Essay Example | Topics and Well Written Essays - 2500 words - 10

Strategic Management - Essay Example Positioning of the organisation through strategy, responding to real time issues through strategic management and managing the resistance offered by the competitors through systematic planning are some of the broader aims of strategic management (Ayanda, M., n.d.). There are a few key attributes that strategic management addresses. It helps the organisation to move towards its goal and achieve its objectives. It helps the stake holders to be a part of the decision making body. The need of incorporating short term and long term goals can be identified. It also helps in understanding the trade off between efficiency and effectiveness in order to achieve the goals of the organisation. Some theorist do believe that the traditional approach is the standard approach to strategic management however it can no longer cope up with the complexities of the new demands (Dess, et.al., n.d). Brinkerhoff had a very simple way of defining strategic management. He defined strategic management as ‘looking out’, ‘looking in’ and ‘looking ahead’. According to Brinkerhoff looking out means, evaluating the environment in order to set organisational goals and also recognise the potential stakeholders. By looking in he means to identify the strengths that the firm possesses meaning the resources like finance and the man power. Looking ahead points out at formulating strategies and allocating resources to set targets and evaluate performance. Strategic management mainly consists of the following five factors. They are setting goals, analysing, strategy formation, strategy implementation and evaluating the strategy. These factors need continuous interaction and feedback between them (Susan. n.d.). The Balance Scorecard is an effective tool by which organisations can evaluate its performance which in turn helps to accomplish the vision.

A Play emulating Poe in The Raven and QUestions Essay

A Play emulating Poe in The Raven and QUestions - Essay Example The â€Å"tapping† that rhymes with â€Å"napping† also is a great contrast because â€Å"tapping† wakes up the â€Å"napping.† Poe knows how to tell a story that comes alive through the sounds of his rhymes and alliterations. I grew up with my grandmother who treated me like I was the most favorite grandchild. She always cooked my favorite meals and she always listened to me. She is the kind of grandmother whom some might say have spoiled me because she always understood me and took my side when I am arguing with others. After she died, I miss her so much. I remember that when I am sad and I feel lonely, I sometimes feel someone hug me, even if it is just the wind. For me, it is my grandmother’s way of showing me that she is still with me, loving me and taking care of me. Sometimes, I also feel a craving for my favorite food, and when I come home, I smell my grandmother’s cooking even when it is just in my head because I miss how she takes care of me. Other times, when I have problems, I dream of my grandmother. In my dreams, she listens to me and helps me think of solutions to my problems. I remember her sweet apple smell because she loves baking apple pies that I love so much. I also hear her humming old songs when she puts me to sleep. My grandmother is long dead, but her memories are forever alive with me. Restate the question in your response and support your answer with evidence from the story. Explain the use of repetition in the Raven... What does Poe repeat, and why? what is his purpose in repeating...? Support response. For example, when the narrator says â€Å"†¦rapping, rapping at my chamber door†(4), the effect is onomatopoeic melody, as if the reader can hear the rapping at their own doors. The repetition also contributes to the sad tone of the poem because the choice of words. In addition, in this example, the

Addressing Nursing Shortages Article Example | Topics and Well Written Essays - 750 words

Addressing Nursing Shortages - Article Example A recent survey, conducted by the NurseWeek/AONE research advisory council, was aimed at a large population of existing nurses to gauge their perceptions on whether the nursing shortage in America was actually causing problems with the delivery of health care. The results revealed that an alarming seven out of 10 nurses involved in the survey agreed that staffing shortages at many hospitals had actually caused significant problems in the delivery of quality healthcare (Graham, 2002). With this acknowledgment in place, and with the recognition that patients were actively suffering due to insufficient volumes of nursing care, it is important to identify that an inability to recruit new nurses is dramatically impacting patient (and nurse) perceptions about the troubles associated with low levels of competent care givers across the country. However, why are recruitment levels in the field down from previous years? One particular author, in this case, a registered nurse with many years of experience in the field, suggests that the main reason is that public perceptions about nursing positions are that today's potential nursing students do not realize the important role they play in delivering patient care (Begeny, 2004). According to this author, teaching existing nurses as well as incoming nursing students the reality of the connection between care and the patient is a bridge which can be gapped by changing the public perception of the field from one in which people believe nursing is less rewarding today than it was years ago (Begeny). Further, a national funding program known as the Nurse Reinvestment Act is cited as being grossly under-funded, causing individuals who are considering nursing to be worried about potential loan repayment increases as well  as not being able to receive the appropriate funding needed to secure a nursing degree.

Fare .v. Michael. C Case Study Example | Topics and Well Written Essays - 500 words

Fare .v. Michael. C - Case Study Example Additionally, despite the defendant claiming that, police officers violated his Miranda’s Fifth Amendment right of being silent; he is ignorant of the law. Since, regardless of stating the right of silence, which the police violated, he waived the law by admitting interrogations when he had already declined (Scherr & Madon, 2012). The case entails a murder committed by an unknown person but after the arrest of Michael C. by the police and interrogating him while, in custody, they find him quilt. Hence, they file a case against him claiming the defendant was involved in the murder of Robert Yeager where he ought to face the law (U.S. Supreme Court, 1966). However, the defendant claims that, what he uttered during the interrogation was due to the police’s compulsion; hence, they did violate his Fifth Amendment. Therefore, the information attained in this manner according to him, the court cannot utilize it in determining his fate before the court of law. Conversely, the court rules he was aware when he chose to continue with the interrogation despite the soldiers informing him about his privileges; so his action was due to ignorance (Scherr & Madon, 2012). The court eventually resolves that the defendant gave the required information voluntarily thus; California’s court erred in admitting there wa s an invocation of the right of silence when he asked for a probation officer instead of an attorney (Blackmun, 1979). The court holds that, California’s Supreme Court erred in stating there was an invocation of the defendant rights of inquiring the probation officer to be present during the interrogation incident (U.S. Supreme Court, 1966). This is because the probation officer despite charged with the responsibility of safeguarding the defendant rights, his capacity does not qualify him to replace an attorney in legal matters. Since, the probation is a state’s employee responsible for ensuring the defendant’s conduct especially in

The history of art Essay Example for Free

The history of art Essay The history of art is closely related with the common history. With this statement I’d like to highlight the close connection between â€Å"culture wars† and the history of civil rights, especially in the USA. After the struggle for equal treatment for people of any gender or race it was time to start struggle for equal treatment for people of different sexuality. The issue of norm and perversion in the human sexuality is always under debate in the society. Jonathan Katz made some researches of the social aspect of homosexuality, in particular he observed the relationship between the art and â€Å"culture wars†, but I’d like to point out his other observation. In his article â€Å"The Invention of Heterosexuality† Katz tells that the very term â€Å"heterosexuality† has the medical origin, and it gained the meaning of social norm only after the World War II. The term â€Å"heterosexuality† as the sexual norm has, according to Katz, social not biological nature. Thus, the taboo on open homosexuality had not natural but social origin and thus it could be lifted. In 1980s the struggle against the taboo on open homosexuality reflected in the different forms of postmodernism art. Thus, Robert Mapplethorpe created a series of black-and white photography with the homosexual thematic. He proclaimed the aesthetics of naked male bodies including genitals and the homosexual erotic. His works as well the works of other artist, who proclaimed homosexuality, had a wide social resonance. Some influential Senators started the campaign against the homosexuality, contrasting it with Christian moral and family values and linking homosexuality with the AIDS epidemic. The role of art in the â€Å"culture wars† was to convince the society to change the attitude to homosexuals. For now it is possible to say that the attitude really changed to more tolerant. The art proclaiming homosexuality undoubtedly was one of the influential factors in changing the situation. References Jonathan Ned Katz. The Invention of Heterosexuality. 1995. Retrieved July 11 2010 from http://kasamaproject. org/2008/06/27/katz-the-invention-of-heterosexuality/ Robert Mapplethorpe Foundation website. Retrieved July 11 2010 from http://www. mapplethorpe. org/foundation. html Robert Summers, Art History Visual Culture. http://ospace. otis. edu/robtsum/Contemporary_Video_and_Body_Art_Practices, accessed 09 July 2010

Assessment Centres: Advantages and Disadvantages

Assessment Centres: Advantages and Disadvantages Assessment centres were introduced at the middle of the 20th century. It also gives the idea and use of assessment centre. It uses to check the ability and skills of the employees. History of assessment centres explore, how and why assessment centres help us to appreciate, what the original user were trying to get and how can be assessed the skills, attitudes, personal skills and abilities as well as knowledge of the participants with the help of interview, exercises and leading practice. Basically, the origin of assessment centres started for the selection of the soldier in the Germany. That time there was a great frustration between the boundaries of the countries due to the atmosphere of the war, and every country wanted to get Prestige on the other countries. So, assessment centres used to check the ability and quality of the employees, and referred the position according to his knowledge and capabilities. We can be seen certain example throughout the history. Germany used to check the ability and performance to select the officers. In the book Spies and Saboteurs, by Dr W.J.Morgan (1955, London Victor Gollancz Ltd), the author describe how a German psychologist, Dr Simoneit watched officer performing a variety of tasks. The duties of assessment centres were to check the abilities thorough different implications of test and exercises. It also checked the rate and standard of the officers and according to this, the promotions have been announced by the army. This process had been started because; it showed the performance and their promotions. It also explored the certain reasons, why certain offices did not reveal or proceed in the way. They would have been promoted once. After this, the assessment centres emerged from Germany to USA. USA was one of the fast growing economies and USA used to judge the ability of the spy. It also used select the officers for intelligence. For checking of mental ability of officers they used further research of psychological and scientific method had been to add the work by assessment centres. The concept of assessment centres populated in different economy from one side of the world to another part of the world. British Government checks the qualities of on board selection committee and testing method. British government added more tests and exercises analysing the capability, British were pioneers to add the physical and psychological tests during an interviews and selections for employees. Dr WJ Morgan illustrates that it is how you performed your tasks, whether as an individual or within a group, that matters not how quickly an exercise was done. With the passage of the time, it growth and, different business have been adopted by different countries. Then most businesses used the assessment centres to assessing the hold jobs to employees. But sometimes man has more ability but at the position sometimes, it can be showed by an organisation. In this matter the assessment centres help the organisation as well as to emerged the capabilities of the employees and the employees have better opportunities to do best. It is right that an assessment centres started for militaries bias to check the abilities but now it very common in between every aspect of the life such as businesses and other public service as well. Now in this era, there is a great competition in the world, so, it is not easy task to check the capabilities of any employees. So in this matter assessment centres is helpful to check the abilities and capabilities through the interviews and exercises the personality of the employees. (http://www.psychometric-success.com/faq/faq-assessment-centre-origin.htm) INTRODUCTION OF ASSESSMENT CENTERS: An Assessment Centres does not refer to a location, DEFINE ASSESSMENT CENTERS : It can be usefully defined as A method for assessing aptitude and performance; applied to a group of participants by trained assessors using various aptitude diagnostic processes in order to obtain information about applicants abilities or development potential. Assessment Centres are mostly utilized in the initial stages of the selection process; this is due large amount of time and expenditure involved in it. This is followed by initial job interview. Assessment centres involve assembling in one place several candidates who applying for the same position and putting them through a variety of different tests. They can be operated over one day, but usually involve an overnight stay. Assessment Centres are seen as one of the most effective ways of identifying top candidates wholl get on well with others and fit in with the organizations culture. According to the Chartered Institute of Personnel and Developments Recruitment, Retention and Turnover 2009 Survey, 34% of employers now use assessment Centres when recruiting managers, professionals and graduates. (http://www.psychometric-success.com/psychometric-tests/psychometric-tests-assessment-centers.htm) IMPLEMENTATION OF ASSESSMENT CENTERS: Implementation of assessment centres should be carried out properly. When the structure and content of the assessment centre have been established, the issues involved are organising, managing and giving proper direction. The assessment centres should have a range of activities that allow candidates to demonstrate teach competency more than once during the course of the centre. The range of activities should considered exercises that sample job content and mirror real-life situations. The assessment centres should have different department heads which can manage too many candidates or too many exercises and maintain a sensible ratio of assessors to candidates. The assessment centres should have proper clear goal in mind so that they achieve the success. Adopt a competency-based approach with assessment criteria appropriate to the target role. Training is necessary for assessors in technical areas, such as observation and interview techniques, and raises their awareness of diversity issues. Feedback should be given to both the successful as well as unsuccessful candidates. The assessment centres activities should regularly refresh to avoid over-familiarity on the part of candidates and assessors. DESIGN OF A SUCCESSFUL ASSESSMENT CENTER: The successful assessment centre is well defined on how well it has been designed. Before designing its best to review the nature and purpose of an assessment centre. The important feature is to consider the skills and abilities assessed are actually relevant to the job in question. An assessment centre is a step further in selection procedure, it is held either on employers premises or in a hotel, which normally lasts one or two days. The process which usually involves in designing is as follows: While designing the assessment centre the time duration of the centre is taken into consideration. For instance, for senior most people, one day might not be sufficient. The second most important criteria is the location of the assessment centre, which deals with the proper surroundings and accessibility for candidates. Create a Task list and match with roles and goals given by the company. Create a questionnaire related to the task list. Use the competencies well through knowledge and skills. DIFFERENT TYPES OF COMPETENCIES: Different competencies generally are developed as framework to be used as a reference or resource. The purpose of the resources database is to assist users to identify the many existing competency-based resources currently in use. The database is not exhaustive, but contains numerous examples of the resources that were tapped to identify competencies in the development of the high growth industries. A competency is demonstrated or mastered in a job and can be easily transferred to another job. These resources generally contain descriptive information about the knowledge, skills, and abilities required for success in the field. Managerial Competencies: The competencies which are considered to be important for staff with managerial or supervisory responsibility with sizeable budget to manage, which includes directors and senior posts. Some managerial competencies could be more relevant for specific fields; however they are applied in the organization. These competencies include: 1) Team leadership 2) Change management 3) Analysis and decision-making. 4) Interpersonal sensitivity. Technical/ Functional Competencies: Some specific competencies which are taken into consideration to perform any job in the organisation within a defined technical or functional area of work. Those competencies are as follows: 1) Industrial process sectors. 2) Finance and administration 3) Human resource management and environmental management. Generic Competencies: Competencies which are considered essential for all staff, regardless of their function or level include: 1) Communication programme execution. 2) Processing tools. 3) Business awareness. 4) Achievement and motivation. STEPS INVOLVED FOR SUCCESSFUL ASSESSMENT CENTRE: The assessment centre should be very clear about the objectives. They should have a proper planning and organising of all the departments which are involved with them for two or three days. The assessor should look for different competencies which are being evaluated in the assessment centre. When the assessor is assessing the candidates working environment is taken into consideration. The assessment centres should be well known for their good and different variety of exercise so that the candidates feel motivated. The vital step involved for successful assessment centre is giving feedback to everybody. Successful as well as those candidates who did not get selected. MAIN ELEMENTS OF ASSEMENTS CENTERS: Elements of assessment centres are used in anglicising and zeroing in on relevant behaviours to be assessed and evaluated. The assessment centre use different exercises and techniques to select or assess the candidates. The assessor carefully examines the candidates while the candidates are doing exercises, on the bases of performance the candidate which has potential or capable for the job they got selected. The assessors who are selected for conducting interview they are trained, the assessor must be external of the organisation or the organisation needs to hire them or it should be from organisation itself like the HR managers. The assessor observes the candidates and records the observed behaviour of the participants. The assessment centre does job analyses before conducting interviews. There are seven important element of the assessment centre: PRESENTATION: In the interview process this is the most important exercise because the assessor or the management team will assess the candidates, in this exercise the candidate gets a topic and they have to prepare that topic in specific time and that topics are highly job specific. The candidates shows their communication skills, problem solving skills, and confidence level, how they interact with the assessor. GROUP INTERVIEWS: The purpose of the group interview in the assessment centre exercises is to observe candidates interpersonal skills and personality when he or she is working with other people in a group. After the group interview, the assessors reduced the number of candidates and one-on- one interview is set up. The important employers working in organisation can check the candidates interactions with other people. In the group interview the employees give the candidates a task to solve hypothetical problems in order to work in a group. 3) IN-TRAY EXERCISES: In this kind of exercises the employers involves the candidates in some paperwork from the role in question and asking them to deal with it. The in-tray exercise items will be specifically designed to measure job skills such as: ability to organise and prioritize work; analytically skills, written communication skills, and their delegation. In-tray exercise are the most vital components of assessment centres, not only because of variety of skills, attitudes and knowledge can be judged but because this exercise also has considerable face validity. In this way the candidate can see how it relates to the job they are applying for and therefore they tend to take it seriously. 4) ROLE-PLAYS: Role play is a type of assessment centre exercise which offers a chance to place candidates in the kind of situation. In role play the candidates get the role of employee who has to resolve the problems of the customer. In this exercise the management team assess the candidates who have problem solving skills and see that how they communicate in that situation and how they can handle. The assessor usually plays the role of the customer and the candidates play the role of the employee. 5) PSYCHOMETRIC EXERCISE: Psychometric test assess the ability and personality test, the assessment centre hire the professional assessor it is expensive. The external assessor are qualified, they can manage the recruitment process, interpret results and give feedback to the candidates so they can know about their strength and their weakness. The two types of psychometric tests: ABILITY TEST: The rough ability test, it can be checked that and purified the ability of the employees by assessment centres. It is also helpful to check the skills and ability for the vacancy. Ability testing is a very common and effective selection tool, particularly for identifying unsuitable candidates. PERSONALITY TEST: The personality assessment provides the evidences and direct selection process. It also highlights the area where candidate can work. Personality assessment also provides the opportunity to glimpse in the candidates personality during the interview. Personal questionnaire is important to provide feedback for candidates as well as it also helps to understand the personal profile of the candidate. The feedback session is the best idea for decision making process for any position. Personality test remains contentious but is widely used in United Kingdom. GROUP EXERCISE: Interpersonal competency is usually tested by means of variety of group exercises that a group of four or five candidates carry out together. The aim in group exercise is to allow assessors to observe how each candidate behaves in relation to the others. Here the leadership qualities are anglicised and the negotiating skills of the candidates. Some assessment centres give groups some task to complete, which include management games more commonly used for developmental purposes. EVALUATIONS OF ASSESSMENT CENTRES: The selection and decision for hiring and promotion of the employees can be made by evaluation of assessment centre. Assessment centres also identify the training and development according to requirements and needs of vacancies or positions. The most essential characteristic of assessment centre is to evaluate participants potential and management skills. The emphasis is to identity the selection and promotion decisions of participants are on the basis of essential job performance dimensions. Deficiencies on critical job dimensions of participants can be anglicised by using training and development purposes. The feedback and employee development suggestions that result from an assessment form the basis for training programs that are designed to correct performance problems. In an organisation assessment centers can serves as needs assessment programs that identify employee development and hiring needs. ASSESSORS: In the assessment centers the role of an assessor is very vital. The assessors are given their own briefing packs. These packs contain description of the exercise and a list of the behaviors or answers that they should be looking for. Organisation usually recruit trained additional assessors if required for selection process, however trained internal assessor are used from the centre. This comprises a combination of HR specialists with experience in assessment techniques and line managers. CANDIDATES: Here the candidates are also presented with the briefing pack which contains the objectives of task and any information required to complete it. In each exercise, candidates are rated independently by two or more assessors, using behavioral scales for each competency being assessed. TEST VALIDITY: ADVANTAGES OF ASSESSMENT CENTERS: The most important advantage of an assessment is their flexibility. They are not time-restricted as interviews. The data which is collected by the assessment center helps them to recruit the right candidates for the right position; by this process the reliability and validity of the selection decision is improved. The assessment centers which are designed well provide evidence of the most valid method of predicting a candidates performance in a job. The way in which the assessment center collects data is the most fair and objective to make recruitment decision. Assessment center improves planning and administration. Now a days many organisation choose assessment center for recruiting large number of candidates because to avoid juggling interviews and managing the recruitment process. Assessment centers apply these for recruitment such as graduate recruitment, training scheme intakes. The nature of the assessment centre also allows organizations to get closer to the selection process by observing how candidates perform the sort of tasks actually found in the role for which they are being assessed. These sorts of real life exercises can provide a good indicator of a candidates probable future performance. LIMITATIONS OF ASSESSMENT CENTERS: An effective centre requires a considerable investment in time and resources-the design process alone can take many months. Many organizations already have detailed job descriptions and competency frameworks in place, simplifying this part of the design process. Assessment centers are expensive to run but appear to be rated highly by employers and candidates alike. Aside from psychometrics test and interviews, candidates can expect to undertake in-tray exercises, role-plays and group activities, as well as being required to make presentations. Care should be taken when using high-validity selection methods to ensure that they operate fairly and are free of bias against any particular group of candidates. CONCLUSION: http://www.howto.co.uk/careers/questions-at-interview/assessment_centres/

Teenage Themes in The Wave - Morton Rhue Essay -- essays research pape

The Wave by Morton Rhue (Todd Strasser) is a novel from a student’s perspective, as an authoritarian right wing movement called â€Å"The Wave† changes her school. Ben Ross, one of the teachers in the school, created it to try to show his class the reasons for the inexplicable behavior of the Germans when the Nazi movement spread through Germany. Laurie, one of the students, finds out how she is alienated from her classmates when she does not accept their values of conformity through unity. Thus, it demonstrates how easily people can be swept up by a movement not only in Nazi Germany, but also in the modern day classroom, where students are learning about the evil influence of the Nazi movement in World War II. This can be applied to teenagers, as it is a period of their lives where they are easily influenced, and in the book, relevant themes to teens such as bullying, alienation and peer pressure are conveyed. Bullying is the act of intimidating a weaker person to make them do something. As the Wave spread rapidly through the school, those who refused to participate or join as a member were bullied into doing so. Such was the case according to the article submitted to Laurie â€Å"Join the Wave— or else† where a boy was warned â€Å"he’d (I’d) lose all his (my) friends if he (I) didn’t join† by a senior boy. This is clearly an intimidation tactic to make the boy join, and hence you could class it as bullying. Another case of bullying happened when David tried to intimidate Laurie to discontinue producing the magazine that condemns the Wave movement by showing the bad parts to it. He â€Å"held her arm† and when she â€Å"struggled harder to get out of his grasp†, he â€Å"threw her down on the grass.† Immediately after, he realized he had hurt his friend, ... ... instead of following the majority. The issue of peer pressure can relate to teens, as they are in constant pressure to be ‘cool’ or to be in the ‘in’ group. It does not really promote individualism, so people cannot develop their own ideas but rather follow the leader of their group. Overall, the themes of bullying, alienation and peer pressure that are shown in The Wave reflect the negative aspects of the lives of teens. It focuses on how they affect people, in general, by showing the consequences for all the scenarios (e.g. someone being bullied). This is done whilst revealing the important history lesson from the Nazi movement as well as from the school –- you have to be vigilant because it can happen to anyone. Even though the students were taught of the evil the Nazi party was committing, they did not think that they would do the same, although they were.

The Lost World: Summary :: essays research papers

The Lost World: Summary The Lost World by Michael Crichton is a great science fiction novel about a group of scientists of different fields that go on an expedition to an island to bring back a rich and stubborn scientist from a test expedition that he cared about more than his life. The "lost world" is an island off the coast of Costa Rica called Isla Sorna on which a company named InGen (Short for International Genetics Corps.), genetically engineered and contrived dinosaurs which were extinct since 65 million years. This island was used as an incubator for the dinosaurs before they were shipped to another island close by called Isla Nublar. Isla Nublar was leased by InGen for a biological preserve for tourists to see the dinosaurs at a certain cost. After a tremendous tragedy at Isla Nublar, the company went bankrupt and destroyed Isla Nublar. They did not bother to mess with Isla Sorna because of publicity reasons. For six years no one knew about this lost world. Many times there were cases of large unknown animals at Costa Rica, but no one found out what they actually were or where they had come from. A rich scientist named Dr. Richard Levine performed research on some of these animals and found some clues which led him to the lost island. He set out on a test expedition with his colleague to find out exactly if he was on the right island. He missed his boat back home to the states. So, he called his friend, Dr. Thorne with his satellite phone and left a message asking him to come down to the island and get on with the expedition. Dr. Thorne, Ian Malcolm, Dr. Sarah Harding , and two kids that sneaked in with them, went to the island to rescue Dr. Levine and explore the behaviors of the dinosaurs on the island. When they get to the island, they find out that they aren't the only ones that were looking for dinosaurs. Three men led by Dodgson from another genetics company called Biosyn, were also there, looking for dinosaurs to open up their own theme park. Many things go wrong on the island. Some of the people get too close to the dinosaurs and they get into trouble, Sarah Harding takes a baby from the Tyrannasaurus's nest because it looked sick and the mother comes looking for her baby. This island was lost by InGen for six years, and it was the only place in the world that time had passed by. Since 65 million years, the dinosaurs

How Education Shapes Life Chances Essay

Education in the largest sense is any act or experience that has a formative effect on the mind, character or physical ability of an individual. In its technical sense, education is the process by which society deliberately transmits its accumulated knowledge, skills and values from one generation to another. In sociology we have various schools of thoughts or theories and each of these have their own view on the impact of sociology on â€Å"life chances† Functionalist one of the â€Å"theories† of sociology are mainly concerned with the function of education to society and to seek solution to the following questions, â€Å"what is the relevance of education to the social system and â€Å"what are the relationship between education and economic system†. The functionalist believe strongly in value consensus, value consensus is a social contract entered into by members of the society on how best they can leave together. They believe education is aimed to produce social stability, to keep society smooth and to resolve conflict. In the words of a functionalist the individual has to submit to this higher order, which exist outside them and which was there before they were born and will continue after their deaths. That goes to say that the functionalist believes that every human being should succumb to this great order since the society is greater than any individual. Moore and Davis (2006) claimed that education carry’s out three major far-reaching functions which are firstly, socialization, where youths per take in key cultural values such as achievement, individualism, competition, equality of opportunity, social solidarity, democracy and religious morality. â€Å"Emile Durkheim† on the other hand argues that increase in individuality has an optimistic relationship to deviancy and could threaten social solidarity among members of the society and especially the youth who are more prone to these circumstances. But â€Å"Talcott Parsons† an American sociologist believes that the main social significance of education is its capacity to channel a viaduct between the family and broader society by aiding children to drop the particularistic standard of the family and adapt to the universalistic values of the wider society, which is solely grounded on achievement and not attribution, since all students are provided with equal chances. Functionalist Davies and Moore argued further as their second point that â€Å"meritocracy† influences success and failure and this would show the position of all individual level. Highly endowed and skilled persons would take up the most tasking challenges and would be sufficiently compensated. Making some people above or placed high on the social ladder, as every student is handed the same equivalent opportunity to prove their talent they won’t have the feel swindled for any social inequality that would be produced. So no matter your class or gender, race so far you are possess any skill and you are willing and able to strive hard you would succeed in life. Talcott Parsons also believed that education is an instrument for the assigning of roles in the society. Examinations and qualifications are created to show, establish and to make known of students talents to skill and capacities to the career which is best well-matched for them. The school is therefore a tool to assign these positions hence the school is a â€Å"microcosm of macrocosm†. In reference to the functionalist education teaches skill need for industrial society, it might be general skill that everyone requires such as numeracy and literacy or the specific skill needed for particular work. For Marxists the education system is seen as an important part of the superstructure in society. This is along with other institutions such as the media, religion and the family. They also argue that education does not give everybody a fair chance and that it uses the â€Å"alienation of schoolwork†, (the idea that children will do the work if they are rewarding for doing so), to socially control people until they are ready for â€Å"exploitation† in the world of work. Schools are considered to be unfair on working-class children because they are generally middle-class institutions and so middle-class children will generally do better. Marxists also strongly believe that â€Å"the hidden curriculum† is being used too strongly by schools. By teaching pupils to follow instructions (e. g. â€Å"sir† and â€Å"miss† and folding their arms) they are preparing them for the â€Å"exploitation† during work of when being asked to do something and then automatically doing it. This means that workers could be â€Å"used† in the process and then fined out about the capitalist system that we live in the hard way. While Marxists do share many ideas of functionalists e. g.the fact that education prepares us for out acceptance of the values of society they also see how the education system is alienating children. Functionalists, on the other hand, seem unable to see this and believe that the education system can only do well to children by teaching them norms and values. The interactionist theory believes that the teacher is the most significant tool to pupil’s educational achievement. It implies that teaches assess pupils not by ability or intelligence, but by traits that relates to class, gender and ethnicity, such as attitude, appearance and behavior. According to an internationalist the way pupils are influenced by teachers include: labeling-involves two people in an interaction with one have the power to label stick on the other. For example when teacher tag students as â€Å"smart and bright† or as â€Å"troublemakers and lazy† this forms a mirror through which the students skills and performance is viewed, when there is an occurrence of any mishap in the school those labeled as trouble makers would be called first also when the teachers when marking the works of those label bright tend to have pity for them. A This can cause what is known as self-fulfilling prophecy; this signifies a situation whereby an individual student will behave in the way that he or she has been labeled. For instance the bright labeled children would have a high esteem while others would be discouraged and may not prepare properly for school work and some may resolve into cheating and this would result into trouble. Also students might have different teachers and therefore each teacher might have a different labeling for the same child . Peer groups label might have a different label from that of the teachers, for example the teacher label some students as smart and bright but in peer group label they can be labeled as nerd or dweebs and lose respect from peers. Students also label teachers normally in accordance to their strictness or openness, rule enforcement, punishments given and the amount of worked handed to the students by the teachers this would determine which category either good or bad is the label for the teacher. These labels can be negotiated, that is the ‘bright’ child might start misbehaving or the ‘trouble-maker’ might turn , Life chances refer to the opportunities open to individuals to better the quality of life of themselves and their families. Therefore this definition suggest that there are opportunities available for individuals and families to improve their lifestyles, and suggests that this is possible if there is no poverty, and for people to be socially inclusive. The concept was introduced by German sociologist Max Weber. These opportunities refer to length to which an individual gain’s access to resources, such as food, clothing, shelter, health care and our main area of study education. How does education (shape) people’s life chances? The question appears to be seeking an investigation into the relationship between the education a person receives and the opportunities which it provides. The (key) words seem to be education, shape and life chances. shape strikes me as a very definite word, defined in the (merriam-webster dictionary as meaning, form,create, especially. to give a particular form or shape to). For the purposes of this essay I am going to look at education in the sense of learning opportunities provided by the state and concentrate on issues of social class, race and gender. Life chances is a very vague phrase which could be construed as having a variety of different meanings, but in this case I would interpret it to mean opportunities of economic and social (That goes to say that education is an opportunity given to an inidivial to improve his or her life quality). Aside the fact that education might be considered boring, expensive, stressful and time consuming. From a personal view I (believe) that education surely does improve or aids to better one’s life chance, education Serve the ruling class to shape people’s thinking, also to improve the level of people so that from a natural person into a social person, education brought (rise of r technological advancements) , education brings about understanding and this has helped in settlements of many disputes also wars amongst countries, education helps to improve the welfare of the individual and the society, It promotes civilized, progressive, competent and efficient development of the individual and the society and lastly Dissemination of culture, transforming culture, and create a culture, to intellectuals to raise people’s literacy. These and many more is how education has helped. Education also (comes) in, in its relation to the economy.

Amadeus Training Manual

Training Module Edition 1. 0 Travel Agency Basic Functionality Course Copyright AMADEUS Development Company All right Reserved Edition 1. 0 Published & Printed by: Amadeus Pakistan 1st Floor, Service Ext. Club Building Mereweather Road Karachi Fax + 9221 5674682 www. pk. amadues. com Table of Contents Welcome †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. About Amadeus †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Where is Amadeus Located †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Course Objectives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Introduction to the Amadeus Selling Platform Vista†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Where Do I Go for Help ? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. What’s This? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. How To†¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦.. Introduction to Amadeus Vista†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. Signing In †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦. Signing-In Message.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. Signing Out †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Working with the Graphic Page †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Graphic Page Tabs †¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Frequently Used Icons †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Making a Reservation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Create a PNR from a Profile . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Making an Air Booking . †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Making a Meal Request †¦ †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Reserving a Hotel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Pricing the Itinerary †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦..Printing the Itinerary and Ticket . †¦. â₠¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. Saving the PNR †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Customizing the Graphic Page †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. The Command Page. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Working with the Command Page †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Speed Mode †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. Customizing the Command Page.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. Amadeus Vista Smart Keys †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. Public Smart Keys †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Creating Smart Ke ys †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦. Testing a Smart Keys †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦. Amadeus Basic Functionality Course †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Signing In and Signing Out †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Practice Training †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. .. Amadeus Work Areas †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Displaying the Mini-Office Profile †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. †¦.. Amadeus Information Pages †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Amadeus Information System (AIS) †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ †¦. †¦.. AIS Scrolling Commands †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Online Help System †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ †¦. †¦.. Online Help Scrolling Commands †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Encoding and Decoding†¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Encoding City and Airport Names †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. Decoding City and Airport Codes . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Encoding and Decoding Countries †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Decoding States and Provinces †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Encoding and Decoding Airlines.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.Encoding and Decoding Equipment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Encoding and Decoding Car Companies.. †¦Ã¢â‚¬ ¦. 1 2 3 4 5 6 6 6 7 8 9 9 11 12 12 12 13 14 16 17 19 20 21 22 23 24 25 27 27 28 29 31 33 34 35 36 38 39 40 41 42 43 45 46 47 47 48 48 48 49 -i- Encoding and Decoding Hotel Chains.. †¦. †¦Ã¢â‚¬ ¦. Minimum Connecting Time †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦. Date and Time Calculations †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦. Amadeus Air†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Availability Displays. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Access Indicators †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Availability Options †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Availability Scrolling Commands †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.Dual-City Pair †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. â⠂¬ ¦Ã¢â‚¬ ¦. Direct Access †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Schedule Display .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Timetable Display .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Flight Information †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Timatic †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦ PNR†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Itinerary Elements .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Short Sell †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Long Sell †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Waitlist Segment †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Open Segment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Arrival Unknown Segment †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Ghost Segment †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. Rearranging Segments †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Name Element .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Telephone Contact Element .. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Ticketing Arrangement Elements .. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Received from Elements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. End Transaction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Ignore Transaction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. Combining PNR Elements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Retrieving a PNR †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Retrieval within a PNR †¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Search by Flight . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Other / Optional PNR Elements . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. †¦.. Other Service Information †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Remarks Elements . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦..General Remark †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Confidential Remark †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Itinerary Remark †¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Special Service Request . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. Meal Request †¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Special Message †¦. †¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Advance Seat †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Seat Wish †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Seat Request †¦. †¦Ã¢â‚¬ ¦.. †¦. †¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Seat Maps †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦. †¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Frequent Flyer †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦. †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Passport Information †¦Ã¢â‚¬ ¦. †¦. †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. APIS New SSR DOCS/DOCO/DOCA †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Manual ticket Number †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.Address Elements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Option Element †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Modifying a PNR †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Canceling PNR Elements †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Modifying PNR Elements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ Updating a Name †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ Rebooking a Segment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ Splitting a PNR †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ 49 49 50 51 52 55 56 57 57 59 61 62 64 68 71 72 72 72 73 73 74 75 75 76 77 78 79 79 80 80 82 82 83 84 84 85 85 85 86 86 87 87 88 88 89 90 91 92 92 94 95 95 98 99 100 101 102 103 -ii- PNR History †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. History Options †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦History Codes †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. Amadeus Advance Functionality †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Unaccompanied Minor .. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. †¦ Non-Homogeneous PNR .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦. †¦ Copying a PNR .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦. †¦ Creating a Group PNR .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦. †¦. †¦ Non Homogeneous Condition .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Splitting Names in a Group PNR . †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Printing an Itinerary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Website of NMC Pakistan †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Check my Trip †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Avoid multiple entries in single EOT . †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦. †¦. †¦ Past Date PNR Retrieval †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Claiming a PNR consists of two steps . †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦ Responsible Office †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Married Segment .. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. †¦. †¦. †¦ PNR Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. †¦ Amadeus Queues †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Queues †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Date Ranges †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Queue Handling †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Queue Count Entries †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Queue Start Entries †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Queue Processing Entries †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦.. Queue Print Entries †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Queue Placement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Sending a Queue Message †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Amadeus Fare Quote and Informative Pricing †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦ Help †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦ Fare Quote Display †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦ Fare Quote Display Option †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Requesting a Fare Type †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. à ¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ Fare Quote Notes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Fare Quote Routing . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. †¦.. Currency Conversion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦.. IATA Rates of Exchange †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Mileage Calculation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Excess Baggage Charges †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Informative Pricing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Pricing an Itinerary .. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Adding Options †¦ †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Itinerary Pricing †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Pricing Follow-up transactions .. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Pricing an Itinerary and creating a TST . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Pricing Options †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Pricing by fare basis †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Selecting a fare and creating a TST †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Best Buy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Automatic Pricing and Rebooking†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Pricing and Manual Rebooking †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. Displaying the Lowest Possible Fare †¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦ †¦.. Amadeus Email †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Setting up your terminal †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦ Sending an Email with free flow text message †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ 04 105 106 109 110 110 111 111 112 113 114 114 114 115 115 115 115 116 116 117 118 120 120 120 121 121 122 122 123 125 126 126 127 128 129 129 130 130 131 132 132 132 134 135 135 135 137 138 139 139 139 140 141 143 144 144 -iii- Specifying Email title †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. Email Itinerary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Email Contact Element†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Sending Amadeus display †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦ Requesting a detailed display †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Sending appended documents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Displaying a particular message †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. Deleting a Particular message †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Adding a reply to address †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Display a reply to address †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Delete a reply to address †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. Message Log †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦.. Amadeus Email Directory †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Printing a message †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Amadeus Hotel. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. †¦Ã¢â‚¬ ¦ Encoding and Decoding a Hotel Chain †¦Ã¢â‚¬ ¦.. †¦. Amadeus Information Pages †¦. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Requesting Help †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel List display .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel availability and rates display .. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Multi-Company Availability and Rates Display†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Room-Type Codes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bed-Type Codes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Rate-Type Codes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Single-Property Display †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel availability option codes †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Availability and Rates from a PNR†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Hotel features display .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel terms display †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel Pricing and Features Display†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Hotel rate change display .. †¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel sell †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Hotel sell option codes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Modifying a hotel element †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Amadeus Car†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Car†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Encoding and Decoding a Car Company. †¦ †¦ Amadeus Information Pages †¦. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Requesting Help †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Car Location List Display†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Car availability and Rates Display†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Multi-Company Display†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Single-Company Display †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Car Availability and Rates from a Flight Segment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Car-Type Codes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦ Car Terms†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Car Sell †¦. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Short Sell †¦. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Special Equipment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Modifying a Car Element†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Amadeus Customer Profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦ Amadeus Customer Profiles Course †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Accessing and exiting profile mode †¦. †¦Ã¢â‚¬ ¦.. †¦. Profile End Transaction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦. 144 144 144 144 145 145 145 145 145 145 145 146 146 146 147 148 148 148 148 148 149 150 152 153 153 153 155 157 157 157 157 158 158 159 161 163 164 164 164 165 165 167 168 170 173 174 175 176 177 177 181 183 185 186 186 186 -iv- Profile Ignore †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦.. †¦. Creating a customer profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Creating a tr aveler profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦. Displaying customer profiles †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. Creating a company profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. Displaying a customer profile by record locator. Creating a profile from a PNR †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Creating a profile from a Profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Displaying Information Section†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Displaying a list of companies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Displaying a list of travelers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Displaying a list of travelers associated to a Company†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Deactivating a customer profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Reactiv ating a customer profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Accessing and exciting profile notes †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. Amadeus Travel Assistant†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. Amadeus Travel Assistant †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Provider List †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. †¦. Insurance Products List †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦. Product Feature †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦.Insurance Sell †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦ Information adding/modification of an Informative pricing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Confirm the insurance pricing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cancellation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦. Print / Display Insurance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. †¦Ã¢â‚¬ ¦.. †¦. Information pages †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. †¦Ã¢â‚¬ ¦.. †¦. Amadeus Central Ticketing Course†¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ticketing Table†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Area Reporting Plan †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ticketing agreement table. †¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Itinerary Pricing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Pricing Follow up transactions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Pricing an Itinerary and Creating a TST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Pricing Options†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Select Fare and Creating a TST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Fare Remarks Element†¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mandatory Elements for PNR†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Published Fare†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Validating Carrier. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Travel agency commission†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Form of Payment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Endorsement & Restrictions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Tour Code†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Net Remit Fare†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Validating Carrier. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Travel agency commission†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Tour Code†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Form of Payment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Endorsement & Restrictions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Manual Ticket Number†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Automatic Ticket Number†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Automatic Amadeus Interface record Sequence †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Transmission Control Number†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Transitional Stored Ticket†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Displaying a TST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 186 187 187 187 187 188 188 188 189 189 189 189 190 190 190 191 192 192 192 192 192 193 194 194 194 194 195 196 196 196 196 196 197 197 197 198 198 198 198 199 199 199 200 200 200 200 200 200 201 201 201 201 202 202 202 -v- Canceling a TST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Displaying TST History†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Confidential TST†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Updating TST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Issuing Tickets†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Document Bank†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦ Display Document Bank†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Registration Ticket Stock†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ticket Stock Next†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Deleting Document Bank†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Sales Report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦.. Display the Daily report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Display query report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Displaying the transaction report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Displaying the net remit report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Display the item Sales Period Report†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Display the summary Sales Report Period†¦Ã¢â‚¬ ¦. Manual Document Registration†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Registering a cancellation of an inventory type document†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cancellation of a Sales†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ To Cancel a Sales†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Reinstating a Cancell ed Sale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Print Queue†¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Display item on the Print queue†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ticket Delivery Mechanism†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ticket Quota†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Amadeus Electronic Ticketing†¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Help Pages†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. E – Ticketing agreement Table†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Issuing E – Ticket†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Published Fares. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Form of Payment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Tour Code†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Net Remit Fare†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 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Flight status code†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ To print ITR†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Revalidation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Splitting†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ To change ticket status to Refund†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 202 203 203 204 204 205 205 205 205 205 206 206 206 206 206 207 207 207 207 207 207 207 208 208 208 208 209 210 210 210 211 211 211 212 212 212 212 212 213 214 214 215 215 215 216 216 216 -vi- Welcome Welcome to your Amadeus Basic Course.This course is designed for travel agents who have not used a Computer Reservation System (CRS) or have recently joined the travel industry. It can also be used by travel agents who are converting from one reservation system to another. 1 About Amadeus The leading provider of IT solutions to the travel and tourism industry Within a very short timeframe, Amadeus has become a world leader in providing the travel industry with superior solutions to manage the distribution and selling of travel services. We regularly enhance our products and services with the benefit of input from our various custo mer groups who actively participate in forums.This way we ensure that the solutions we offer fulfill the required expectations. Our products and services are used by our distinct customer groups in differing ways. Nearly 75,000 travel agencies and more than 11,000 airline sales offices use the Amadeus System to run their business. Many of the industry's leading travel service providers use our modular technology to optimize their distribution and internal operational requirements. Our tagline, â€Å"Your technology partner†, reflects the approach we take towards our clients. We focus on building and maintaining mutually beneficial long-term relationships.Through this stability we develop a deep understanding of where we can maximize our clients’ success and all this is provided via the outstanding customer service that forms the backbone of the Amadeus experience. Amadeus, a truly global company Amadeus has established a global presence for the world-class service it d elivers: †¢ †¢ †¢ †¢ †¢ †¢ †¢ 75 local Amadeus commercial organizations present in over 215* markets worldwide 5 regional centers 3 Research & Development centers 6,500 employees and above over 100 nationalities in our central sites alone we power over 120 airlines from around the world 2 Where is Amadeus Located?Amadeus is the leading provider of technology solutions to the travel and tourism industry. Our central sites are in Madrid (Corporate Headquarters & Marketing), Nice (Development) and Erding (Operations). Our regional offices assist our sales and marketing offices in marketing, Helpdesk support and customer service. They also coordinate commercial relationships with Amadeus providers in their region. We have regional headquarters and marketing centers in Miami, Bangkok and Buenos Aires Today, there are 75 local and regional offices covering front-line activities in more than 215 markets 3 Course ObjectivesUpon completion of this course, p articipants will be able to: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Operate in the Amadeus Vista Selling Platform and Pro-web environment Display general information in the Amadeus Information System Display airline availability, schedules and timetables Book, waitlist and cancel airline reservations Construct a Passenger Name Record Retrieve and modify Passenger Name Record information Issue an itinerary Request a fare display Price a PNR itinerary 4 Introduction to the Amadeus Selling Platform Vista 5 Where Do I Go for Help? Amadeus Vista Online Help provides you with both field-level and task-based help.Different options on the Help menu are available to you depending on where you are in Amadeus Vista. What’s This? What’s This? provides you with a description of a field’s purpose and defines related terms. To display field-level help: 1. 2. 3. Place your cursor in any field and press F1 on your keyboard. This will display a di alog box containing information about the field or option. To review the information, scroll down. To close the dialog box, click on in the top-right corner. How To†¦ How To†¦ provides you with instructions on how to perform a task, as well as related tasks, and background information.To display task-based help: 1. 2. Click on the question mark and select How To†¦. Scroll through the list of topics and click on the one you are interested in to expand it. The information usually a list of numbered steps, will be displayed. Similarly, you can collapse a topic by clicking on it again. Then, you can choose another topic. To close the dialog box, click on in the top-right corner. 3. 4. 6 Introduction to Amadeus Vista With Amadeus Vista, the Amadeus browser-based reservations system, you can book reservations through a graphical interface called the Graphic page or by entering formats in the Command page.Here are some of the features Amadeus Vista offers: Graphic page Trans lates Amadeus System functionality into a fill-in-theblanks interface with graphical responses that are easily understood. You can book and price flights, reserve hotel rooms and cars, and view information on a full range of travel services. Pop-up instructions and explanations guide the novice user. If you are familiar with Amadeus System formats, you can enter them in the Command page. Displays field-level and task-based help. Customizable toolbar buttons that send formats automatically. Command page Amadeus Vista Online Help Amadeus Vista Smart KeysAmadeus Vista also provides advanced features such as interactive seat maps, Travel Choice and Amadeus Insurance. Additional Amadeus products, such as Cruise, Ferry, +QC, +Ace and Ticket Writer can also be integrated into the Amadeus Vista working environment according to the needs of the agency. 7 Signing In You can log into Amadeus Vista by following these steps: 1. Launch Amadeus Vista. The sign-in window appears. 2. 3. 4. 5. Enter your agent sign and initials. For example: 0001AA Select your duty code from the drop-down list. Enter your password. Enter a password in the New Password field to change your current password.If you do not want to change your password, leave this field blank. Under Work areas, select the check box for the areas you want to sign in. Select the Practice Training check box, if you want to sign in to Practice Training. Click on Sign In. The next time that you sign in, your sign is automatically pre-filled. 6. 7. 8. Note: 8 Sign-In Message When you sign in, informative messages are displayed. For more information about one of the messages, click on . Otherwise, click on OK. Signing Out To sign out of Amadeus Vista: 1. Click on the tab at the bottom of the screen for the area you are working in. 2. Click on Sign-out.You can't sign out if you have an active PNR in your work area. 9 To close Amadeus Vista: 1. Click on the Amadeus Vista menu. 2. 3. Click on Exit. To close the Amadeus Vista window, click on of the screen. in the upper-right corner 10 Working with the Graphic Page The Graphic page is the main area in Amadeus Vista. In the page, you can access most of the Amadeus system functions by clicking on one of the tab at the top of the screen. Each tab represents an area of the Amadeus system. If you are not sure what a tab’s picture represents, hold your mouse pointer over it for a few seconds and you will see a tool tip or description.The Graphic page also gives you access to work areas A-F, you click on the tabs at the bottom of the screen. Having different work areas allows you to work on different tasks at the same time. You will need to sign into each new work area. Command page Air Hotels Fares Doc. Print Help Vista Menu AIS Insurance PNR Car Profile Queue Work Area Tabs 11 Graphic Page Tabs PNR TAB:- The first tab you normally see when you open Amadeus Vista. You can use it to create, retrieve, modify and claim PNRs. DOCUMENT TAB:- This feature hel ps in display, fax or print invoices, itineraries and print tickets.PROFILE TAB:- This can use the Open screen to retrieve traveler or company profiles. You can also add, update and delete profile elements or transfer profile elements to a PNR. AIS TAB:- Access to the Amadeus Information System. AIR TAB:- By clicking we can view availability, flight information and make reservations. CAR TAB:- To find out details of rental cars available for passengers traveling to other designations. HOTEL TAB:- To book a hotel or obtain information about hotels and other kinds of accommodation. AMADEUS INSURANCE TAB:- You can review and book various types of travel insurance policies.FARE TAB:- To find fare, price a PNR or store a fare. QUEUE TAB:- To display queue counts and perform a variety of queue functions including queue messages and printing. Frequently Used Icons The following table provides a list of the most frequently used icons: Clears all fields and reset values to the default Closes the input window Moves to the previous/next page [MU/MD] Reopens the input window Modifies the selected line Deletes the selected line Making a Reservation In the following scenario, a traveler, Mr. Johnson, wants to fly from London to Los Angeles on business class.He would like to stay for one week in a hotel and rent a car. Here are the steps that you can take to make a simple reservation for him in the Graphic page. †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Creating a PNR from a profile Making an air booking Making a meal request Reserving a hotel Making a car booking Pricing the itinerary Printing the itinerary and tickets Saving the PNR 12 Creating a PNR from a Profile You can create a PNR from an existing profile by following these steps: 1. 2. 3. 4. Click on the PNR tab. Click on the from Profile sub-tab. Enter Mr. Johnson’s profile information. Click on Send.The PNR is then displayed. 13 Making an Air Booking You can book the flights for Mr. Joh nson for his trip to Los Angeles. 1. 2. Click on the Air tab. Enter the flight information, such as the From field, To field and departure date. 3. 4. Click on to activate the dual availability input screen. Enter the details for the return flight. By default, the From field, To field and departure date are the same as the outbound flight, but you can modify any field if necessary. 5. Click on Search to display the Availability screen. The outbound and return availability displays are shown on the same screen.Use the toolbar of each availability to move to the previous, next day or to scroll through the screens. 14 6. Click on the classes of service for the flights he wants to book. 7. Click on Sell to book the segment. The flights you have booked are then displayed, along with the mini-itinerary. 15 Making a Meal Request Mr. Johnson would like to reserve a vegetarian meal. 1. Click on the PNR tab. 2. In the Services section, click on the Meal icon . 3. Select the type of meal from the drop-down list, in this case VGML. 4. Click on Send. 16 Reserving a Hotel Now we can reserve a hotel for Mr.Johnson's stay in Los Angeles. 1. Click on the Hotel tab. Most of the information is pre-filled, however, Mr. Johnson would like to stay at the Hyatt, enter the code in the Preferred Chain(s) field. 2. 3. Click on Availability. From the Multiple Hotel Display, click on the specific hotel that you want to book, then on Rates. 17 4. From the input screen that appears, enter any other booking details if necessary, then click on Rates. 5. 6. From the Single Hotel Display, select the appropriate rate code. Click on Book. 7. If prompted, specify a guarantee, then click on Send to book the room. 8 Pricing the Itinerary You can now price the itinerary by following these steps: 1. 2. Click on the Fare tab then click on the Price PNR sub-tab. Click on Send. The ticket image for the PNR is then displayed. 19 Printing the Itinerary and Ticket Now that all the segments are booked and t he PNR has been priced, you can print the itinerary and tickets . 1. 2. 3. Click on the Doc Print tab. In the Ticket sub-tab, select the ticket options and the type of itinerary that you want to print. Click on Send. 20 Saving the PNR To finish by saving the PNR: 1. 2. 3. Click on the PNR tab.Click on the PNR Save icon the down arrow. . To access other save options, click on Select the Save option that you want to use. 4. Click on Send. 21 Customizing the Graphic Page You can customize the tabs in Amadeus Vista by using the Options dialog box. To do this: 1. Click on the Amadeus Vista menu from the screen header. 2. Select Options. The Options dialog box is displayed: From this window, you can: Choose which Graphic page tab will appear first when you open Amadeus Vista. (You select it in the Default column. ) Reorder your tabs by selecting a tab and then using the to move it. and buttonsSelect the Preload check box option to quickly load the tabs you use most. Restore the default se ttings by using the Reset button. 22 The Command Page 23 Working With the Command Page If you are familiar with cryptic formats, you can use the Command page to process transactions in the Amadeus system. To access the Command page, click on the Command Page tab. There are thirteen tools available in the Command page: 1 2 3 4 5 6 7 8 9 10 11 12 13 Component 1) PAUSE SMART KEY 2) RESUME SMART KEY 3) STOP SMART KEY 4) OPEN SMART KEY EDITOR 5) PREVIOUSLY SENT AMADEUS COMMANDS 6) CLEAR PAGE 7) CLEAR ALL PAGES 8) SPLIT WINDOWIdentifies Pauses the current Smart Key. Resumes the current Smart Key. Stops the current Smart Key Opens the Smart Key Editor, which allows you to create, modify, copy and delete Smart Keys. Displays a list of previously sent commands that you can modify and resend Clears the current screen. Clears the current screen and buffer. Splits the window into two work areas. A horizontal drag bar appears and you can change the size of each area. Customizes your Command page colors and fonts Selects the current screen and buffer. Copies the selected area. Pastes the selected text into a file or an e-mail.Prints the current screen. 9) CUSTOMIZE 10) SELECT ALL 11) COPY 12) PASTE 13) PRINT SCREEN 24 Speed Mode Speed Mode is a useful tool that will help you decrease the time you spend making reservations by allowing you to use your mouse more often while in the Command page. To activate Speed Mode, click on the Customize icon, and select the Configuration tab. Select the Speed Mode check box, then click on OK. When Speed Mode is activated, a toolbar appears with buttons for commonly used formats. In certain displays, Air Availability for example, the display items are shown in different colors.You can use the buttons on the toolbar to run formats based on the information in these items. For example, in the display below you can click on the FQD (Fare Quote Display) button, and then double-click on line 1. 25 With just a few clicks, Amadeus Vista will send a format to the system for you. In this case, it will pick up the date and city pairs from the flight on line 1. The response is a Fare display. Notice that the Speed Mode buttons have changed according to the new display. Try this a few times to familiarize yourself with how it works. If you need help at any time, press the spacebar and F1 keys simultaneously to display help. 6 Customizing the Command Page Amadeus Vista gives you the ability to change the color scheme and fonts on your Command page. To customize your Amadeus Vista Command page: 1. On the Amadeus Vista Command page toolbar, click on Customization Web Page dialog box appears. . The 2. 3. 4. Select your Background/Foreground colors from the drop-down menu. Under Font Assignment, select the name, style, and size of your fonts. You will see a preview in the sample text on the right. From the Configuration tab, select which graphical displays you want to use, for example Seat map or TST.You can also activate or disactiva te Speed Mode. Click on OK when you have finished. Amadeus Vista closes the Customization dialog and displays the desktop with the new settings. 5. 27 Amadeus Vista Smart Keys Smart Keys are customizable toolbar buttons that send formats automatically to the Amadeus system. Amadeus Vista comes with 21 pre-defined Smart Keys, called Public Smart Keys, for frequently used formats. Additionally, agents in your office with a supervisor (SU) duty code can create Office Smart Keys for all agents in the office to use. You can also create My Smart Keys for personal use. Public Smart KeysHere is a description of the Smart Keys that come with Amadeus Vista: Component ET ER RT IG IR TQT XI MD MU QT QD QN QI QU RL AP ARNK FXX HE/ RH TTP Identifies End the transaction End transaction and redisplay the PNR Redisplay the current PNR Ignore the PNR Ignore the PNR and redisplay it Display the TST for the PNR Cancel the itinerary Move down Move up Display a queue count Delay to the bottom of the queu e Remove from the queue and display next Ignore and exit queue Redisplay message from queue Display airline system record locator Add a phone contact Add an ARNK (Arrival Unknown) segment Price a PNR without creating a TST Display format-sensitive help Display PNR History Print a ticket 28 Creating Smart KeysSmart Keys can make your job easier by automating certain tasks such as displaying availability and fares. The following is an example of a Smart Key that displays availability and fares in a split screen. 1. 2. 3. 4. 5. 6. In the Command page click on to open the Smart Key Editor. Enter a name for your Smart Key (no spaces) in the Smart Key name field. For this example, let’s use AVL_FQD. Enter a name for your Smart Key’s button in the Label field. It should be four letters long, no spaces. Let’s use AVFQ. Select My Smart Keys or if you are a supervisor and want your whole office to be able to use this Smart Key, select Office. Enter a short description of your Smart Key in the Description field. In the Definition text box,