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CAT-180 CA Service Desk Manager r12 Professional(R)

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CAT-180 exam Dumps Source : CA Service Desk Manager r12 Professional(R)

Test Code : CAT-180
Test name : CA Service Desk Manager r12 Professional(R)
Vendor name : CA-Technologies
exam questions : 40 actual Questions

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CA-Technologies CA Service Desk Manager

Oceana neighborhood Reels in CA technologies to expand consumer service | actual Questions and Pass4sure dumps

long island--(company WIRE)--CA technologies (NASDAQ:CA) nowadays introduced that Oceana group, South Africa's largest fishing enterprise, has efficaciously applied CA provider administration options to optimize their IT operations and raise client service stages.

Oceana community’s Chief suggestions Officer, delectation Hilton, says the company required expertise that would enrich carrier birth to its users, and that could exist applied privilege now.

“stronger carrier delivery and speedy implementation is what they desired – and it’s what they received from CA,” says Hilton. “CA carrier Desk manager’s reporting capabilities permit us to control their efficiency degrees and list changes made to the device. Their clients can additionally log into the device to music evolution on their carrier requests.”

Hilton explains other vital elements that influenced the option of CA had been the robustness of the expertise, its great acceptance and the high levels of aid.

Now geared up with an built-in view of barnone service requests in method, Oceana can privilege now identify bottlenecks in addition to persistent gadget faults, as a consequence permitting IT to hone in on the root factors of issues. CA carrier management furthermore gives Oceana the skill to pinpoint—and for this understanding reward—the high performers in the branch. additionally, comprehensive reporting makes it effortless to video array the carrier offered via Oceana group’s IT companies.

“global developments are seeing inner IT branch’s Place themselves as specific carrier providers to the enterprise, and now not as imbue centres. main agencies relish Oceana group are counting on CA carrier administration to contour this alternate efficaciously, and organising IT as a actual strategic enabler of the enterprise,” says Gary Lawrence, managing director, CA Southern Africa.

CA Southern Africa assisted Oceana in the implementation of CA carrier management.

“all over the solution deployment, CA Southern Africa facilitated key user consciousness and alter administration classes,” says Sue Dods, account supervisor, CA Southern Africa. “The sessions performed an essential position driving consumer involvement and acceptance, helping Oceana achieve highest capitalize from CA carrier administration and further dashing time to value.”

Hilton says that Oceana neighborhood is furthermore planning to prolong CA service management to its procurement, collectors and HR departments to assist control interactions with clients more with ease.

About CA applied sciences

CA technologies (NASDAQ: CA) creates application that fuels transformation for groups and enables them to seize the alternatives of the application economic climate. software is at the heart of each enterprise in each industry. From planning, to development, to management and security, CA is working with businesses worldwide to alternate the style they live, transact, and communicate – across cellular, private and public cloud, allotted and mainframe environments. exist taught more at

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Stefanini becomes CA’s know-how companion | actual Questions and Pass4sure dumps

October 23, 2017 14:00 ET | source: Stefanini

interesting recognition in Latin the us includes options with introduced cost

Stefanini's cognitive intelligence platform Sophie integrates with CA applied sciences' leading market tools

SOUTHFIELD, Mich., Oct. 23, 2017 (GLOBE NEWSWIRE) --  Stefanini, probably the most captious international suppliers of expertise-based mostly company solutions, has been identified as a technology associate by means of  CA technologies, its world associate for very nearly two many years. The awareness is pleasing in Latin the usa and awarded to options that, at the side of the CA products, build technological choices with introduced cost.  

With the partnership closer than ever, Stefanini will integrate the Sophie cognitive provider platform into CA service Desk supervisor (CA SDM) and CA Automic systems. The CA SDM platform is designed to assist IT provider desk analysts greater leverage time with a dynamic event devoid of worry of restricted procedures and metrics. CA Automic already offers cloud automation capabilities for the entire CA portfolio, extending its attain across distinctive markets.

"Sophie's integration with CA's trade-main tools has enabled us to create a robust and particularly efficient reply to seriously change their consumers' event of use," stated Paulo Sgroi, account director, revenue associate, CA applied sciences.

in keeping with the government, joint labor between agencies has reached a stage of world collaboration, allowing CA and Stefanini to set long-time period desires for a enhanced integration of their equipment. "The simple integration of Sophie with the SDM platform and the means to automate incredibly advanced tactics by means of Sophie/Autonomic are singled out as key advantages of the assignment," says Sgroi.

For Alexandre Winetzki, director of analysis and evolution at Stefanini, "CA's focus is a validation of the Sophie platform's capability to compete in the international market by using offering technology with transformative skills for their clients, sustained and developed by means of authorities on three continents who labor to contour Sophie one of the vital competitive cognitive trust structures on this planet." presently, Stefanini counts on purchasers who Have already automatic sixty nine% of barnone open calls in carrier desk. "overall, the automation index in their operations is up 25%, expected to attain forty% via 2018. basically barnone of Stefanini's operations Have already got some sort of automation, and they are working with CA to raise now not simply the index but the complexity of automated techniques," adds Winetzki.


Stefanini's cognitive carrier platform, named Sophie, is in a position to interacting with human users and methods via a starting to exist set of textual content and voice interfaces. via synthetic intelligence (AI) algorithms, the solution is specialized in managing service calls for on barnone verticals and is conquering different countries. at present, there are ongoing tasks in Latin the united states, the united states and Europe.

With the enlargement of the projects with the Sophie platform, Stefanini now has a team committed to synthetic intelligence, centralized in Brazil, however already involves greater than 200 specialists in different regions. "Internationalization demonstrates its capability to system increasingly extra tangled calls for and skills bases, facilitating the day-to-day labor of service specialists and users," explains Alexandre Winetzki.

"Our journey in implementations of cognitive trust allows for us a different level of maturity, from the assessment of tactics to exist implemented to the assist and improvement of the platform for their shoppers," adds Winetzki.

talk over with the company’s web site,

Editorial ContactVanessa +1 248 263.8612

Tasktop Sync three.0 Brings carrier Desk, DevOps assist | actual Questions and Pass4sure dumps

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‘Unprecedented Consolidation’ in Specialty Market Is Imminent According to Experts at WSIA zenith | actual questions and Pass4sure dumps

In a robust and open conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.

In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a powerful deal.

He served his country as share of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from current York Law School.

Now he was ready to contour his vestige on the industry world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not Have imagined what a vestige it would be.

Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its Place as the largest insurance and financial services company in history.

This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology evolution and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.

R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the significance and longevity of that relationship. Can you bid us more about C.V. Starr’s history with China?

Hank Greenberg: We Have a long history in China. I first went there in 1975. There was shrimp there, but I had industry throughout Asia, and I stopped there barnone the time. I’d discontinue there a yoke of times a year and build relationships.

When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. They helped them to grow.

I furthermore received the first alien life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other alien life insurance company in China. It took me 20 years of arduous labor to secure that license.

We furthermore introduced an agency system in China. They had none. Their life company employees would secure a salary whether they sold something or not. With the agency system of course you secure paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

Hank Greenberg: That’s partly why we’re going to exist celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International industry Leaders’ Advisory Council), an international industry advisory group that was rescue together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract alien companies to invest in Shanghai.

“It turns out that it is harder [for China] to change, because they Have one leader. My guess is that we’ll labor it out sooner or later. Trump and Xi Have to meet. That will result in some agreement that will secure to them and they will Have to finish the ease of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in common were just coming out of the doldrums then; there was a lack of alien investment. Zhu asked me to chair IBLAC and to befriend secure it started, which I did. I served as chairman of that group for a yoke of terms. I am noiseless a share of that board, and it will exist celebrating its 30th anniversary along with their 100th anniversary.

We Have a well-behaved relationship with China, and we’re candid as you can bid from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and alien companies doing industry there.

On August 29, Mr. Greenberg published an belief piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders select pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on current trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, common Secretary of the Communist Party of China) made himself the emperor. barnone the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

R&I: sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to exist treated relish the second largest economy in the world, which it is. And it will exist the number one economy in the world in not too many years. That means that you can’t exhaust the selfsame terms of trade that you did 25 or 30 years ago.

They want to Have access to their market and other markets. Fine, but you Have to Have reciprocity, and they Have not been very well-behaved at that.

R&I: What stands in the passage of that happening?

Hank Greenberg: I mediate there are several substantial challenges. One, their structure makes it very difficult. They Have a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not exist sure what they want him to do.

For example, the president made a speech many months ago proverb they are going to open up banking, insurance and a yoke of additional sectors to alien investment; nothing happened.

The understanding was that the head of that division got changed. A current administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to enact that and you didn’t enact that.”

So the structure is such that it is very difficult. China can’t react as hastily as it should. That will change, but it is going to select time.

R&I: That’s interesting, because during the financial exigency in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

Hank Greenberg: It turns out that it is harder to change, because they Have one leader. My guess is that we’ll labor it out sooner or later. Trump and Xi Have to meet. That will result in some agreement that will secure to them and they will Have to finish the ease of the negotiations. I believe that will happen.

R&I: Obviously, you Have a very unique perspective and tang in China. For American companies coming to China, what are some of the current challenges?

Hank Greenberg: Well, they very much want to enact industry in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very roomy market and not just for insurance companies. It’s a gross purview of companies that would relish to Have access to China as easily as Chinese companies Have access to the United States. As I said previously, that has to exist resolved.

It’s not going to exist easy, because China has a history of not being treated well by other countries. The U.S. has been pretty well-behaved in that way. They haven’t taken handicap of China.

R&I: Your op-ed was very enlightening on that topic.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a powerful country. share of that was his takeover of the South China Sea rock islands during the Obama Administration; they did nothing. It’s a shrimp late now to try and enact something. They promised they would never militarize those islands. Then they did. That’s a actual problem in Southern Asia. The other countries in that region are not jubilant about that.

R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. They mediate you’re the only great insurance company with that structure at that scale. What advantages does that give you?

Hank Greenberg: Two things. First of all, we’re more than an insurance company. They Have the traditional investment unit with the insurance company. Then they Have a sunder investment unit that they started, which is very successful. So they Have a source of income that is diverse. They don’t Have to underwrite industry that is going to lose a lot of money. Not knowingly anyway.

R&I: And that’s because you are a private company?

Hank Greenberg: Yes. They attract a different ilk of person in a private company.

R&I: enact you mediate that enables you to react more quickly?

Hank Greenberg: Absolutely. When they left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to Hurry the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. They started with three people and now they Have 3,500 and growing.

“I mediate technology can play a role in reducing operating expenses. In the terminal 70 years, you Have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore exist required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t Have been in the position it was in 2008 if you had noiseless been there.

Hank Greenberg: Absolutely not. They had barnone the privilege things in place. They met with the financial services division once a day every day to contour sure they stuck to what they were reputed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not Have imploded the passage it did.

R&I: And that fateful conclusion the AIG board made really affected the course of the country.

Hank Greenberg: So many people lost barnone of their net worth. The current management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial exigency blew up was grossly unfair.

From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a crude misuse of the Martin Act. It gives the Attorney common the power to investigate without probable antecedent and bring fraud charges without having to prove intent. Only in current York does the law grant the AG that much power.

R&I: It’s especially frustrating when you account the attribute of his own character, and the scandal he was involved in.

In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

Hank Greenberg: Yes. And it’s been successive. glance at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the selfsame thing. To me it demonstrates hypocrisy and misuse of power.

Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and noiseless growing. As you continue to expand, how enact you deal with the challenge of attracting talent?

Hank Greenberg: They did something terminal week.

On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

Hank Greenberg: They Have recruited from St. John’s for many, many years. These are green people who want to exist in the insurance industry. They don’t secure into it by accident. They study to become skilled in this and they Have recruited some very qualified individuals from that school. But they furthermore recruit from many other universities. On the investment side, outside of the insurance industry, they furthermore recruit from Wall Street.

R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to exhaust it.

Hank Greenberg: I mediate technology can play a role in reducing operating expenses. In the terminal 70 years, you Have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore exist required.

R&I: So as the pre-eminent leader of the insurance industry, what enact you note in terms of where insurance is now an where it’s going?

Hank Greenberg: The country and the world will always need insurance. That doesn’t addupto that what they Have today is what we’re going to Have 25 years from now.

How quickly the change comes and how far it will fade will depend on individual companies and individual countries. Some will exist more gallant than others. But change will select place, there is no doubt about it.

More will fade on in space, there is no question about that. We’re involved in it privilege now as an insurance company, and it will secure broader.

One of the things you Have to worry about is it’s now a nuclear world. It’s a more hazardous world. And again, they Have to find some passage to deal with that.

So, change is inevitable. You need people who can deal with change.

R&I:  Is there anything else, Mr. Greenberg, you want to comment on?

Hank Greenberg: I mediate I’ve covered it. &

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Distance Learning Students Inspire Through Educational Success Stories | actual questions and Pass4sure dumps

While a formal post-secondary degree is not required for many hospitality positions, professional evolution and education can befriend employees to foster and exceed in their careers.

For nearly 65 years, the American Hotel & Lodging Educational Institute has offered Distance Learning courses to befriend people achieve their educational goals, even if they can’t attend college.

We’d relish you to meet a few of these students.

Georges Farhat, common manager of the Crowne Plaza Dubai, UAE, completed AHLEI’s 12-course Hospitality Management Diploma through online learning in a record five months. He said that completing the program taught him the strength of his determination and boosted his professional confidence. He furthermore said he wanted to set an instance for his staff.

Age is no barrier for acquiring and constantly upgrading knowledge.

“Age is no barrier for acquiring and constantly upgrading knowledge,” he stated. “I was able to inspire my team to enroll for a higher education by giving personal examples and build a culture of high performance not only for myself but for the entire team.”

Farhat cited several examples of how he used the scholarship and information gained through his AHLEI coursework to help performance at his property.

“I enhanced my marketing scholarship to showcase their product in a strategic manner. I Have streamlined the recruitment process and am working toward greater employee engagement through focus group discussion for teams,” he said.

Tesa Lopez, public district supervisor, Terranea Resort, Manhattan Beach, California, began taking Distance Learning courses to befriend her contour the transition from a retail background to a hospitality career. Because she has a son in college and because of her labor schedule, pursuing her own college degree was not an option, but AHLEI’s program was. Scholarships from the American Hotel & Lodging Educational Foundation (AHLEF) and the California Hotel & Lodging Association Education Foundation furthermore made it feasible for her to pursue her educational goals.

“I was very motivated to pursue my education to expand my understanding of the hospitality industry and enhance my leadership skills,” said Lopez. “My courses helped me to understand not only my district of labor in public district housekeeping, but I can note how barnone the departments are connected to each other in providing service to guests and maintaining an outstanding customer experience.”

Terranea is a 102-acre, eco-friendly resort, which means that Lopez must select into account issues of sustainability and recycling as well as cleanliness and order while managing her team.

I luxuriatein what I enact and I Have a ardor to note and admire the view of my refer every single day.

“When I foster to labor at Terranea, I don’t just fade to work, but I fade to drill what I Have erudite and to Have fun with guest, my team, and co-workers,” said Lopez. “I luxuriatein what I enact and I Have a ardor to note and admire the view of my refer every single day.”

Shawn Sands, CRM, CFBE, restaurant manager IV, Mosaic, the Cove Atlantis, Bahamas, has earned both the Hospitality Management and Food & Beverage Management Diplomas. He is a long-time AHLEI student, having earned the Food & Beverage Certificate of Specialization in 2007. He has furthermore earned the professional designations of Certified Restaurant Manager (CRM) in 2011, and Certified Food & Beverage Executive (CFBE®) in 2013.

I realized that what I did was not just a job, it was a full-time career that truly made an everlasting dissimilarity in people’s lives.

Sands began his career as a cook and has been promoted to sous chef, and then through various levels of restaurant manager for various F&B outlets at the property. He has used information from his coursework to implement procedures that Have resulted in greater efficiency and improved customer satisfaction scores. For instance, at The Cove Atlantis, he implemented current systematic service operating procedures that increased both profits and guest satisfaction. As restaurant manager at the Mosaic at The Cove, he has established customer service training, health and safety programs, and maintenance/ cleaning programs that Have increased employee productivity.

Sands said that he chose AHLEI’s courses to feel more confident and to gain scholarship to share with others.

“I am from the Bahamas, where tourism is their number one industry. With representing one of the biggest employers — Atlantis — I wanted to exist the best at what I do,” he said. “I realized that what I did was not just a job, it was a full-time career that truly made an everlasting dissimilarity in people’s lives. This program encourages me to continue to select more steps in ensuring that I continue to progress in my career and hearten others to enact the same.”

Marion Green, common manager, Naval Station Everett Navy Gateway Inns & Suites (NGIS), Marysville, Washington, began taking AHLEI’s hospitality management distance learning courses in 2007, after first earning the Certified Front Desk Representative certification in 2005. He completed the Hospitality Management Diploma in 2014, and credits his coursework with giving him the foundation he needed to exceed in his career and exist promoted to common manager.

“The courses gave me the tools I needed to exhaust as a supervisor,” he said. “As a tangled manager, they provided me with the core materials necessary to exist an efficient leader. My promotion to common manager was a testament to my willingness to learn and grow in the hospitality industry.”

Green oversaw a $3 million total renovation project for his property, which has been honored multiple times with Navy Lodging’s 5-Star Admiral Elmo R. Zumwalt Award for Excellence.

The AHLEI education provided me a greater understanding and respect for customer’s needs, wants, and expectations.

“The AHLEI education provided me a greater understanding and respect for customer’s needs, wants, and expectations. It has absolutely provided me the confidence in my scholarship and a solid foundation of hospitality management,” said Green.

Christine Saldanha, executive housekeeper at the Crowne Plaza Hotel & Resorts, Dubai, UAE, decided to select AHLEI’s hospitality management courses through to enhance her scholarship and achieve career growth, while boosting her professional confidence.

“In-depth scholarship of barnone operational departments has enabled me to effectively participate in hotel strategy and goal setting meetings,” she said. “It has helped help my leadership competencies and effectively communicate my ideas for the hotel.”

Some of those ideas Have included a “reward and recognition” program for team members that raised employee satisfaction scores; revised departmental disciplinary action procedures; and encouraging the property’s participation in several “green” and sustainability programs locally. Saldanha furthermore encourages employees at her property and other district hotels to enroll in AHLEI’s Distance Learning courses and mentors them through the e-learning process.

AHLEI gives us barnone the necessary tools they need for a better future, or simply to pursue a current birth as they embark on their unique career paths.

“Education is the key to the future and the process of learning never ends. Today, I feel empowered and energized to fulfill my personal and professional goals and progress towards a brighter future,” said Saldanha. “AHLEI gives us barnone the necessary tools they need for a better future, or simply to pursue a current birth as they embark on their unique career paths.”

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