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EN
This article discusses the reason for the suspension of railway traffic on the Jelenia Góra - Karpacz route. The possibility of reactivating the transport on this route was indicated. Based on the equation of the train movement, calculations of the theoretical travel were carried out, as a result of which the technical and total travel time were determined. A rational interval of train runs was determined and a timetable was proposed, taking into account relations going beyond Jelenia Góra. The article justifies the need to introduce supplementary connection operated by electric buses. The concept of reactivating traffic in this area should be supplemented with the construction of a P + R car park. The possibility of further development of the transport system in the discussed area was also proposed.
PL
Tekst poświęcony jest analizie dokumentów, jakimi są rozkłady jazdy pociągów w odniesieniu do sześciu popularnych polskich destynacji turystycznych, wykonanej dla odcinka czasowego sprzed i z czasu trwania pandemii COVID-19. Autor dąży do uchwycenia ewentualnego wpływu pandemii na transport kolejowy oraz na turystykę. Badanie dotyczyło liczby połączeń kolejowych na dobę w dni robocze oraz wolne od pracy.
EN
The text is related to the analysis of documents such as train timetables in relation to 6 popular Polish tourist destinations, made for the time section before and during the COVID-19 pandemic. The author aims to capture the possible impact of the pandemic on rail transport and tourism. The study concerned the number of railway connections per day on working days and non-working days.
6
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Projekt INFODORADCA+ z perspektywy zarządzającego

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EN
The INFODORADCA+ project was one of the biggest and most complicated undertakings referring to the labour market, including the development of 1000 professions. It was a challenge from the point of view of the methodology and importance for the labour market institutions but also from the perspective of managing the whole process. The project was implemented by five different institutions representing both state-owned research institutes and private companies. All of them were fully responsible for the components of the project assigned to them; on the other side, the management team had to introduce unified procedures that enabled control and management of the project’s team, quality, costs and risks. In total, some seven thousand experts were involved in the project; vast majority of them were engaged using time-consuming (and unified) contracting procedures. In addition, there were hundreds of stakeholders also involved in the process. The project’s success was based on the combination of “soft” management measures, respecting the project’s partners autonomy and based on consensus building with the implementation of obligatory procedures, forms and checklists, binding for all the Partners.
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