The Busiest Subway and Metro Systems in the World

Subways, also known as metros or the Underground, are an easy and economical form of rapid transit in approximately 160 world cities. After paying their fares and consulting their subway maps, residents and visitors to the city can quickly travel to their home, hotel, work, or school. Travelers can get to government administration buildings, businesses, financial institutions, medical facilities, or religious worship centers. People can also travel to the airport, restaurants, sporting events, shopping venues, museums, and parks. Local governments closely monitor the subway systems to ensure their safety, security, and cleanliness. Some subways are extremely busy and crowded, especially during commuting hours. Here is a list of the fifteen busiest subway systems in the world and some of the destinations that the passengers might be traveling to. It is ranked in order of total annual passenger rides. The Worlds Busiest Subway Systems 1. Tokyo, Japan Metro – 3.16 billion annual passenger rides Tokyo, the capital of Japan, is the world’s most populated metropolitan area and home to the world’s busiest metro system, with approximately 8.7 million daily riders. This metro opened in 1927. Passengers may travel to the many financial institutions or Shinto temples of Tokyo. 2.Moscow, Russia Metro – 2.4 billion annual passenger rides Moscow is the capital of Russia, and about 6.6 million people daily ride beneath Moscow. Passengers may be trying to reach Red Square, the Kremlin, St. Basil’s Cathedral, or the Bolshoi Ballet. Moscow metro stations are very beautifully decorated, representing Russian architecture and art. 3. Seoul, South Korea Metro – 2.04 billion annual passenger rides The metro system in Seoul, the capital of South Korea, opened in 1974, and 5.6 million daily riders can visit financial institutions and the many palaces of Seoul. 4. Shanghai, China Metro – 2 billion annual passenger rides Shanghai, the largest city in China, has a subway system with 7 million daily riders. The metro in this port city opened in 1995. 5. Beijing, China Metro – 1.84 billion annual passenger rides Beijing, the capital of China, opened its subway system in 1971. About 6.4 million people daily ride this metro system, which was expanded for the 2008 Summer Olympic Games. Residents and visitors can travel to the Beijing Zoo, Tiananmen Square, or the Forbidden City. 6. New York City Subway, USA – 1.6 billion annual passenger rides The subway system in New York City is the busiest in the Americas. Opened in 1904, there are now 468 stations, the most of any system in the world. About five million people daily travel to Wall Street, the United Nations headquarters, Times Square, Central Park, the Empire State Building, the Statue of Liberty, or theater shows on Broadway. The MTA New York City Subway map is incredibly detailed and complex. 7. Paris, France Metro – 1.5 billion annual passenger rides The word â€Å"metro† comes from the French word â€Å"metropolitan.† Opened in 1900, about 4.5 million people daily travel beneath Paris to reach the Eiffel Tower, the Louvre, Notre Dame Cathedral, or the Arc de Triomphe. 8. Mexico City, Mexico Metro – 1.4 billion annual passenger rides About five million people daily ride the Mexico City metro, which opened in 1969 and displays Mayan, Aztec, and Olmec archaeological artifacts in some of its stations. 9. Hong Kong, China Metro – 1.32 billion annual passenger rides Hong Kong, an important global financial center, opened a subway system in 1979. About 3.7 million people ride daily. 10. Guangzhou, China Metro – 1.18 billion Guangzhou is the third largest city in China and has a metro system which opened in 1997. This important trade and commercial center is an important port in Southern China. 11. London, England Underground – 1.065 billion annual passenger rides London, United Kingdom opened the world’s first metro system in 1863. Known as the â€Å"Underground,† or â€Å"The Tube,† about three million people daily are told to â€Å"mind the gap.† Some stations were used as shelters during the air raids of World War II. Popular sights in London along the Underground include the British Museum, Buckingham Palace, the Tower of London, the Globe Theater, Big Ben, and Trafalgar Square. Other Busy Subway Systems The metro in Delhi, India is the busiest metro in India. The busiest metro in Canada is in Toronto. The second busiest metro in the United States is in Washington, DC, America’s capital. Subways: Convenient, Efficient, Beneficial A busy subway system is very beneficial to the residents and visitors in many world cities. They can quickly and easily navigate their city for business, pleasure, or practical reasons. The government uses the revenues raised by fares to further improve the city’s infrastructure, safety, and administration. Additional cities around the world are constructing subway systems, and the ranking of the world’s busiest subways will likely change over time.

The Pain of Achieving the Good Life - 865 Words

The cost of the good life is personal as displayed in Akira Kurosawas Village of the Watermills, Martin Luther Kings Letter from a Birmingham jail, and Dr. Colburns common lecture Rosewood. The cost of the good life is the sacrifice of some sense of security with each personal choice we make and each action we take to acquire the good life. It seems that in America we are blessed with continuously evolving innovation that provides us with so many conveniences. However, it is these conveniences that deter us from the good life by clouding our sense of purpose in life. Once we discover the power of money, many of our goals and purposes in life are driven by the desire to attain money in an attempt to live a luxurious lifestyle. In†¦show more content†¦In this case, our sense of security is concentrated in our conveniences. Detaching ourselves from so many of our conveniences and desires by choosing to live a simpler and more natural life threatens our security of familiarit y, but it is a cost for living a good life. We need to look at ourselves as individuals but also recognize ourselves as a part of something larger. Being a part of society gives us a moral responsibility to help others in need. Responsibilities come with effort and action. The trade-off for choosing to take action is giving up idleness. Injustice is everywhere but little is done because many people arent affected directly and many of those who are arent taking action to address the issue. In the Letter from a Birmingham Jail, Martin Luther king mentions that, whatever affects one directly, affects all indirectly. This is true as long as humanity possesses any sense of empathy that allows one to feel anothers pain. Suffering of one will perpetuate to others until it is eliminated because suffering does not end with time; it ends with direct action. In his letter, King emphasizes nonviolent direct action because violence is injustice itself and will only stimulate more violence. T he purpose of Kings letter was to emphasize the impossibility of obtaining any justice with taking action and acting immediately and directly. If we want to see change we cant be afraid toShow MoreRelatedThe Nature of Death Essay1508 Words   |  7 Pagesnature of death and its impact on the human psyche. Accepting these philosophies requires an inherent selfishness that cannot possibly lead to achieving a tranquil and essentially good life. Epicurus argues all good and bad things derive from a sensation of pleasure or pain. He advocated the absence of pain and the attainment of a happy, tranquil life. Achieving this state of mind includes expelling the fear of death, which he attempted to philosophically refute. 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Change Management - the One Right Way free essay sample

However the offer is often illusory, for particular change approaches usually apply to particular situations, and simple solutions sometimes ignore the complexities of real life. (Stace and Dunphy, 2001, p 5) To utilise a single change approach is to assume that all organisations, all situations and all internal and external variables and influences remain constant. It applies the same logic to all changes without consideration of the many and varied influencing factors. I generally agree with the statement presented by Stace and Dunphy but am interested in the reasons underlying the requirement for simple, easy and fast change interventions. Are managers and change agents lazy and only looking for simple solutions? Does management consider change unimportant? Do management really believe that a single solution is going to work in every case? What is behind this trend? Bold (2011) suggests that change itself is becoming the only constant or ‘business as usual’ in the modern business environment. With technological advancements over the past 10 years, organisation now have the ability to access, collect and process enormous amounts of business data very quickly. This has provided management with the ability to understand the current health of their organisational processes and track against set goals and targets quickly and accurately. Previously, managers may have waited for end of month or end of quarter reporting from all business units to be collated and presented to gain an accurate understanding of the current business position and gauge the results from previous decisions made. Now, when a manager wants to make a change, they want it implemented as soon as possible so they can assess the impact of the change. Due to the high amount of change occurring in modern organisations and management’s requirement for immediate solutions, I believe that pressure is placed onto the change agents to provide solutions, often without the resources or time to perform adequate analysis to plan and implement the best change approach. As Bold (2011) suggested, change is becoming ‘business as usual’ and management may expect change managers to be able to develop a change process (i. e. the one right way), in the way that other parts of the organisation develops other repeatable ‘business as usual’ processes. Corporate competencies for change management constitute the critical capacity that is needed to create a learning organisation which is flexible, dynamic and adaptable in a rapidly changing and volatile environment. (Turner and Crawford 1998) As recent as the 1990’s, research was being undertaken by Romanelli Tushman (1994) that proposed an alternate viewpoint. Their punctuated equilibrium paradigm argues that relatively long periods of stability (equilibrium) are punctuated by short periods of more radical, revolutionary change. I believe that most organisational change researchers would now agree that this is no longer the case and further progression into the information age has meant that very few industries operate within a long term, stable business operating environment. Although many different change models and approaches have been developed by academics, consultants and practitioners, none has yet to be accepted as a standard that can be used for all change interventions. Bold (2011) argues that there is no right or wrong theory for change management. It is not an exact science. However, through the ongoing research and studies by the industry’s leading experts, a clearer picture of what it takes to lead a change effort effectively will continue to emerge. Andriopoulos Dawson (2009) agree that in the case of organisational change, there remains considerable debate over the speed, direction and effects of change and on the most appropriate methods and concepts for understanding and explaining change. Kanter, Stein Jick (1992) found that it would be very difficult for a single solution or approach to meet all the types of changes required and to take into account all of the required aspects as organisations are fluid entities. In an attempt to provide a more broad solution, Stace Dunphy (2001) proposed a situational approach or framework for change. They argued that there is no single path to successful change implementation that holds true in all situations. This framework however has been criticised by Andriopoulos Dawson (2009) for neglecting the role of organisational politics and the internal power relationships within organisations as shapers of the organisational change process. Pettigrew (1985) presented a holistic, contextual analysis approach providing a multi-level approach to encapsulate the complexities of change management. Pettigrew argued that strategic change is a continuous process with no clear beginning or end point. However, Buchanan and Boddy (1992) argued that the richness and complexity of the multi-level analysis presented by Pettigrew, while comprehensive, it did little to simplify or clarify the processes of change and thereby rendered the research as largely impenetrable for the organisational practitioner. Change within an organisation is ongoing and involves many variables which are covered by different change models, processes and frameworks. Variables include the type of industry, the geographical location, the organisations size, the style of management leadership, the capability of the people involved, the organisational culture, the local and global economic environment, timing in regard to other events, the organisational structure and many more. This list is not meant to be exhaustive, but demonstrates the length and breadth of variables to be taken into account when assessing and managing change. Senior (2002) argues that the trigger for internal change is often in response to external influences which then links the internal and external drivers for change. Often, the change strategy or mechanism used by an organisation is chosen by the change manager and may not necessarily meet the needs of the organisation. This can lead to the change manager selecting an approach that may have worked before, that they feel comfortable with, or that suits their personality. This may not be however, what the organisation really requires. For example, a change manager may have had previous success utilising a consultative and collaborative approach which would take time to fully consult with all impacted parties while the organisation may actually require a fast, dictatorial type approach due to it losing market share which is putting the very existence of the organisation at risk. Kanter (1983) notes that managers sometimes make strategic choices based on their own area of competence and career payoff. A model of change strategies that seeks to develop our understanding of change processes is unfortunately restricted if it excludes considerations of anything other than management as some sort of ‘black box’ wherein environmental fit is sought. Stace and Dunphy argue that change managers need to develop a varied behaviour repertoire rather than remain fixed on a particular approach to change. They argue the compelling need for in our modern economies to create and build more dynamic and innovative corporations which can compete successfully in global terms. Remember that change involves people, is instigated by people and controlled by people. There are many internal and external influences and forces that affect change but the interests of the change agents themselves and their political interests must also be considered. You cannot expect a change manager to ignore their own self-interest when making rational decisions. (Dunford 1990) Stace and Dunphy argue that the critical requirement for longer term viability and success in the corporation of the future is the ongoing development of what is increasingly being referred to as organisational capabilities or corporate competencies. These are capabilities for the flexible initiation of new strategies and environmental responsiveness that reside in the corporation itself rather than only in the capabilities and skills of the individual members. This will allow organisations to respond quicker to changes and effectively make change management part of the organisational culture. Change would then be regarded as ‘business as usual’. Many of the change approach methods, tools and techniques proposed by researchers and practitioners have overlapping ideas and cover a lot of the same ground. Rather than working independently towards defining improvements to existing ideas or new ideas, it may be more beneficial to take a collaborative approach and create an international standard for change or a recognised body of shared knowledge that could be used as a guide for organisational change.

Peter Drucker free essay sample

Peter Drucker is considered the founding father of modern management. How did he influence the business of management? Discuss the benefits of Management by Objectives; discuss the criticisms. Peter Drucker influenced the business of management by being the first person to as he wrote, depict management as a distinct function, managing as specific work, and being a manager as a distinct responsibility. Mr. Drucker is also credited with creating the management consulting industry. For more than half a century, he was consultant to some of the largest corporations in the US, Drucker directly influenced a huge number of leaders from a wide range of organizations across all sectors of society. Among the many: General Electric, IBM, Intel, Procter Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm Workers and several presidential administrations. To leaders, students, and admirers everywhere, he is `the father of modern management and `the man who invented corporate America. We will write a custom essay sample on Peter Drucker or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Forbes magazine. His ideas, expressed in countless books, made management a subject worth studying. He saw the task of modern management as making people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. Peter Starbuck The Guardian. According to George Odiome who was one of Mr Duckers student , MBO is a process whereby superior and subordinate managers of an Organization jointly define its common goal, define each individuals major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contribution of each of its members. The MBO concept was popularized by Peter Drucker it is the most widely acceptable philosophy of management today. It is a demanding and rewarding style of management which is closely connected with the concept of planning. The Benefits of MBO (management by objectives) are; MOB ensures better and more effective management it forces management to think of planning for results, rather than merely planning activities. MBO force managers to think how the objectives can be achieved and what resources would be required. MBO provides the standards of control. MBO elicits peoples commitment for performance. MBO results clarification in organizational roles, structure and responsibilities of individuals for achieving the goals. MBO reveals organizational deficiencies such as overlapping of authority, ineffective delegation and communication. MBO helps in the areas of employee motivation, high morale, effective and purposeful leadership The Criticism of MBO (management by objectives) are; MBO is time consuming, increases paperwork e. g. training manuals, newsletters, instruction booklets and questioners. MBO has organizational problems creates more problems than it can solve. MBO develops conflicting objectives, sometimes an individuals goal my come in conflict with those of another e. g. marketing mangers goals for high sales turnover may find no support from the production managers goal for production with least cost. Under these circumstances individuals follow paths that are best in their own interest but which are detrimental to the company. MBO problems of Co-ordination, managers may face problems of measuring objectives when the objectives are not clear and realistic. MBO lacks durability the first few rounds of MBO are motivating later it tends to become old hat. New opportunities are lost because of individuals adhere to rigidly to established goals.