Using the Spanish ‘Estar’ With Prepositions

The verb estar is frequently followed by a preposition in ways that are uncommon with the English equivalent to be. Here are some of the common combinations: Estar a Estar a doesnt have a consistent meaning, although it is used in a variety of contexts. It can often convey the idea of being at or in a situation. As in the first four examples, it is often used this way in the first-personal plural or we form. Està ¡mos a tres dà ­as del inicio de los juegos. (We are three days away from the games. Literally, we are at three days from the start of the games.)Estamos a 14 de febrero. (Today is Feb. 14. Literally, we are at Feb. 14.)Estamos a 30 grados. (It is 30 degrees. Literally, we are at 30 degrees.)Mi hermana està ¡ a oscuras. (My sister is ignorant of whats going on. Somewhat literally, my sister is in the dark.) Estar con In addition to indicating who someone is with, estar con can be used to indicate illnesses, what a person is wearing, and other characteristics: Tengo un amiga que està ¡ con la influenza porcina. (I have a friend who has swine flu.)Hay dà ­as que estoy con dolor constante. (There are days Im in constant pain.)Estaba con pantalones cortos y una playera blanca. (He was wearing short pants and a white T-shirt.)Cuando estamos con prisa, es fà ¡cil pasar por alto algunas prà ¡cticas de seguridad. (When were in a hurry, its easy to overlook some safety measures.)La carne estaba con mal olor. (The meat smelled bad.)Estamos con duda sobre estos medicamentos. (We are in doubt about these medications.) Estar de Temporary situations including roles, employment, and emotions are often expressed using estar de. Some examples: La red social mà ¡s popular està ¡ de cumpleaà ±os. (The most popular social network is having a birthday.)No te pongas serio. Estaba de broma. (Dont take it seriously. He was joking.)Estoy de acuerdo contigo. (I agree with you.)Mi hermano està ¡ de chofer. (My brother is working as a driver.)Estamos de vacaciones. (Were on vacation.) ¿Quà © tipos de vestidos està ¡n de moda? (What types of clothing are in style?)Los Smith està ¡n de aniversario. (Its the Smiths anniversary.)Los conductores està ¡n de huelga. (The drivers are on strike.)El jefe està ¡ de un humor muy feo. (The boss is in a very ugly mood.) Estar en Estar en is often used much like to be in. Està ¡ en buena condicià ³n la carretera. (The road is in good condition.)Las autoridades locales estaban en conflicto con los operadores de turismo. (The local authorities were in conflict with the tourism operators.)Esta pà ¡gina web està ¡ en construccià ³n. (This web page is under construction.) Estar por When followed by a noun, estar por typically means to be in favor of someone or something. Estoy por la inmigracià ³n legal. (I am for legal immigration.)No es verdad que todos està ©n por la democracia. (It isnt true that everyone is for democracy.) When estar por is followed by an infinitive, it can mean that the the infinitives action has yet to occur. Often, estar por followed by an infinitive suggests that the action will occur soon. Estoy por salir de viaje desde Buenos Aires a Asuncià ³n. (I am about to leave on a trip from Buenos Aires to Asuncià ³n.)Raquel estaba por comer cuando se dio cuenta de que todos la estaban mirando. (Raquel was about to eat when she noticed that everyone was looking at her.) ¡Estamos por comenzar nuevas aventuras! (Were on the verge of beginning new adventures!) Estar sin Estar sin is used much like estar con but with the opposite meaning. (Of course, it can also mean to be without): De momento estoy sin dolor. (At the moment Im not in pain.)Unas 8.000 personas estaban sin hogar en la ciudad. (There are some 8,000 homeless people in the city.)Estoy sin dinero y sin amigos. (I am penniless and friendless.) Estar sobre Although estar sobre is usually used literally to indicate being above a person or thing, it can also be used figuratively in a way similar to the English stay on top of, meaning to closely watch or supervise. En el trabajo no es necesario estar sobre los millennials. (On the job, it isnt necessary to keep a close eye on millennials.)Todo el tiempo estoy sobre mis hijos para que estudien. (Im always hounding my children so that they study.)

New Zealand Introduced A Tax Based Financing Health Care...

New Zealand introduced a tax-based financing health care system in 1947 (Cumming et al, 2013) and Singapore had a similar system after its independence in 1965 (Haseltine, 2013). Due to the increasing pressure on public spending in financing health care, both countries have introduced health care reforms since the 1970s to ease the pressure (Li, 2006). New Zealand has experienced a series of reforms which represented a major restructuring of the health system. The reforms have led to the creation of a devolved health care system that uses available health care resources efficiently (Cumming et al, 2013). In contrast, the Singaporean government overhauled the whole system by removing the tax-based financing system and adopted the medical savings account system called the Medisave in 1984 (Haseltine, 2013). Under the Medisave system, health care is mainly funded by private financing, which requires each person to make savings in an individual account just for health care spending. In both countries, health related policies are formulated by the Ministry of Health. It also supports the government in setting the health policy agenda, service requirements for the health system, and the annual publicly funded health budget. In New Zealand, the National Health Board has been established to provide advises to the Minister of Health and its responsibilities are for funding, monitoring and planning of the District Health Boards, stronger alignment of services, and supporting theShow MoreRelatedComvita4918 Words   |  20 PagesAccounting Report- Jessica Miller Prepare a report for an external user that interprets the annual report of a New Zealand reporting entity. 91407 By: J. Miller To: Lydia Paper: Accounting 91407, Annual report review Executive summary This report is prepared for Lydia who is considering purchasing shares in Comvita. 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Wolf Motors Success Story Free Essays

John Wolf, president of Wolf Motors, had just returned to his office after visiting the company’s newly acquired automotive dealership. It was the fourth Wolf Motors’ dealership in a network that served a metropolitan area of 400,000 people. Beyond the metropolitan area, but within a 45-minute drive, were another 500,000 people. We will write a custom essay sample on Wolf Motors Success Story or any similar topic only for you Order Now Each of the dealerships in the network marketed a different make of automobile and historically had operated autonomously. Wolf was particularly excited about this new dealership because it was the first â€Å"auto supermarket† in the network. Auto supermarkets differ from traditional auto dealerships in that they sold multiple makes of automobiles at the same location. The new dealership sold a full line of Chevrolets, Nissans, and Volkswagens. Starting 15 years ago with the purchase of a bankrupt Dodge dealership, Wolf Motors had grown steadily in size and in reputation. Wolf attributed this success to three highly interdependent factors. The first was volume. By maintaining a high volume of sales and turning over inventory rapidly, economies of scale could be achieved, which reduced costs and provided customers with a large selection. The second factor was a marketing approach called the â€Å"hassle-free buying experience. † Listed on each automobile was the â€Å"one price–lowest price. † Customers came in, browsed, and compared prices without being approached by pushy salespeople. If they had questions or were ready to buy, a walk to a customer service desk produced a knowledgeable salesperson to assist them. Finally, and Wolf thought perhaps most important, was the after-sale service. Wolf Motors had established a solid reputation for servicing, diagnosing, and repairing vehicles correctly and in a timely manner—the first time. High-quality service after the sale depended on three essential components. First was the presence of a highly qualified, well-trained staff of service technicians. Second was the use of the latest tools and technologies to support diagnosis and repair activities. And third was the availability of the full range of parts and materials necessary to complete the service and repairs without delay. Wolf invested in training and equipment to ensure that the trained personnel and technology were provided. What he worried about, as Wolf Motors grew, was the continued availability of the right parts and materials. This concern caused him to focus on the purchasing process and management of the service parts and materials flows in the supply chain. Wolf thought back on the stories in the newspaper’s business pages describing the failure of companies that had not planned appropriately for growth. These companies outgrew their existing policies, procedures, and control systems. Lacking a plan to update their systems, the companies experienced myriad problems that led to inefficiencies and an inability to compete effectively. He did not want that to happen to Wolf Motors. Each of the four dealerships purchased its own service parts and materials. Purchases were based on forecasts derived from historical demand data, which accounted for factors such as seasonality. Batteries and alternators had a high failure rate in the winter, and air-conditioner parts were in great demand during the summer. Similarly, coolant was needed in the spring to service air conditioners for the summer months, whereas antifreeze was needed in the fall to winterize automobiles. Forecasts also were adjusted for special vehicle sales and service promotions, which increased the need for materials used to prep new cars and service other cars. One thing that made the purchase of service parts and materials so difficult was the tremendous number of different parts that had to be kept on hand. Some of these parts would be used to service customer automobiles, and others would be sold over the counter. Some had to be purchased from the automobile manufacturers or their certified wholesalers, and to support, for example, the â€Å"guaranteed GM parts† promotion. Still other parts and materials such as oils, lubricants, and fan belts could be purchased from any number of suppliers. The purchasing department had to remember that the success of the dealership depended on (1) lowering costs to support the hassle-free, one price–lowest price concept and (2) providing the right parts at the right time to support fast, reliable after-sale service. As Wolf thought about the purchasing of parts and materials, two things kept going through his mind: the amount of space available for parts storage and the level of financial resources available to invest in parts and materials. The acquisition of the auto supermarket dealership put an increased strain on both finances and space, with the need to support three different automobile lines at the same facility. Investment dollars were becoming scarce, and space was at a premium. Wolf wondered what could be done in the purchasing area to address some of these concerns and alleviate some of the pressures. How can supply-chain management concepts help John Wolf reduce investment and space requirements while maintaining adequate service levels? How to cite Wolf Motors Success Story, Essay examples

Edvard Munch Example For Students

Edvard Munch Biography Edvard Munch  (1863–1944) Norwegian painter, born in Là ¶ten. The misfortunes and miseries that surrounded him as he grew up seem to have embittered his attitude to life and left him with a feeling of the malignancy of fate. Having been much influenced in Paris by the work of van Gogh and Gauguin, and by the ideas of Ibsen and Strindberg he held an exhibition in Berlin (1892) which caused an immediate scandal but paved the way for the German Expressionist movement. His most famous work, The Scream (Skrik, in Norwegian), full of angst, dates from 1893. He painted sets for Ibsen and Strindberg. In later work he depicted emotional states by colour and form alone thus the ‘Threat’ in the picture of that name is conveyed by the black treetops. From 1899 to 1908 he worked mainly in Paris, thereafter mainly in Norway. A nervous breakdown (1908) was followed by a happier period during which he painted murals at Oslo University (1909–15) and found solace in the serene Norwegian landscape. He did much, too, to revitalise the woodcut and other graphic arts.