Kite Festival

Rino Bnao EN 101-4 Karen Millam Sep 14, 2012 Taiwanese Kite Festival Kite Festival is the event where people made different kind of kites to fly them. Few days ago I went to Delap to attend the kite festival. I really enjoyed the event and although there are many reasons why I like about the kite Festival, few major facts why I like the event the most and catches my attention. First reason why I like the event is that the Taiwanese allowed the kids to fly and played their kites. Each kid that I saw during the event was really happy.They enjoyed playing with the different kind of kites. The Taiwanese even gave the kids each a small kite that they can play with it and fly it around and enjoyed the day. Another reason why I like the event is the Kites. There are about ten to fifteen kites that flying in the air. Each kite shape like different kind of animals and that one thing that catches my attention. I even asked myself why is all the kites shape like an animal. Later on after interv iewing or talking with one of the team member, I found out that an animal is the best shape that they used.He said that the every entire kite they fly will always be an animal’s shape. Each kite has different kind of color and they look bright with their color. Finally I like the event because I learn something from it. First thing that I learn is how to make it and what materials that used to make a kite. According to them, Bamboo stick and silk is the best material to make a kite. They show us how they made it and it was really awesome seeing them making a kite for the kids.I also learn that the event is really important because they bring back the Taiwanese or Chinese history and of course bring flying sport to Marshall Island. Also learned what are the kite for and there are many things that they can use for the kite. For example they used the kite for sport and also for war. Small or big kites can be both useful for many reasons. In conclusion, I really admired the color ful kites that surrounded me. I enjoyed the event because I learn good thing about kite and how useful, colorful, awesome they are. This entire thing catches my attention. I was surprise when I saw them.

You Suck: A Love Story Chapter 16~17

Chapter Sixteen Being the Chronicles of Abby Normal: Completely Fucked Servant of the Vampyre Flood OMFG-WOOT! I have failed, left my duty undone, like so much dog poop on the gloaming sidewalk of the tragedy that is my life. Even as I sit here at the Metreon Starbucks, writing this, the froth slaves seem to move like silver-eyed zombies and my nonfat, soy Amaretto Mochaccino has gone as bitter as snake bile. (Which is like the bitterest bile you can get.) If there wasn't a totally hot guy two tables away, acting like he doesn't notice me, I would weep – but real tears make your mascara run, so I'm staying chilly in my despair. Your loss, cute guy, for I have been chosen. Suffer, bitch! I had to leave Lord Flood to his own devices last night, but before I left, I confessed my undying love for him. I am a hopeless hose beast. All I had to do was say good-bye, but no, I just barked it out. It's like he has this power over me – like I have an eating disorder and he's a package of Oreo Double Stuff cookies. (I don't have an eating disorder, I'm just skinny because I enjoy eating mass quantities and then yakking it back up. It's not a body-image problem. I think my system has always wanted to live on a liquid diet, and until I'm brought into my Dark Lord's loving embrace, then it's Starbucks for me.) I have been trying to call my Dark Lord and the Countess all day on their cells, but I kept getting voice mail. Well, duh – they're vampires. They won't be answering the phone. I'm such a tard sometimes. So I went to the old loft early this morning, in fact even before dawn. I should be, like, made a Bronte sister for coming up with a story to get out of the house that early, but I wanted to talk to the master before his slumber. Thing was, the scary drunk guy and his huge cat were gone, but so were my master and the Countess. Everything had been moved except the statue of the turtle and the Countess. So I rolled out, headed for the new loft I rented, when I spotted two cops sitting in a POS brown car. I knew they were vampyre hunters right away. It must be the master's dark powers rubbing off on me. There was a big fat gay cop and a sharp-faced Hispano-cop. So I was like, â€Å"Could you guys look any more like cops?† And they were like, â€Å"Move along, little lady.† So I was forced to point out to them that they were not the boss of me and then I proceeded to humiliate them by verbally bitch-slapping them until they cried. What is it about the crusties? Their minds work so slowly that you have to, like, prompt them to stand up so you can slap them again until they faint like the little wuss-bags that they are. I never want to be crusty. And I won't be, because my Lord will bring me into the fold and I shall stalk the night for eternity, my beauty forever preserved as it is, except I'd like a little bigger boobs. Anyway, I wandered around on Market Street and up in Union Square to give the cops enough time to slink off to lick their wounds, then I returned to the master's street to check the new loft. This time there was this Asian guy sitting across the street in a Honda, looking all Manga-cool, but it was obvious that he was watching the loft door. He didn't look like a cop, but he was definitely watching, so I stopped and pretended to watch the sculptors work who have the space under the master's old loft. They are these two crusty biker guys, but they do some amazing shit. They'd left the garage door open so I stepped in. They were putting dead chickens on wires and dipping them in silver paint, then hanging them on sticks by the wires. So I was all, â€Å"What the fuck, biker? What are you doing?† And one of them was like, â€Å"It's almost the year of the cock.† And I was all), â€Å"Don't be gross, you crustacious fuck. You pull that thing out and I'll pepper-spray you until you fry.† (You have to be stern with weenie waggers – I've been exposed to on the bus over seventeen times, so I know.) And he was like, â€Å"No, it's the year of the cock in the Chinese zodiac.† Which I knew, of course. â€Å"We're making statues,† said the bigger biker, who was named Frank. (The other one's name was Monk. He didn't talk much, which might explain the name.) So they showed me how they took real dead roosters they bought in Chinatown, ran wires through them to pose them, then dipped them in a thin metallic paint, then put them in this big tank and attached electric clips to them. They pass some current through the clips and the current attracts bronze molecules or something to the metallic paint. It's like instant bronze rooster. I thought about the statue of the Countess upstairs and got a little creeped out. So I'm all, â€Å"You ever do a person?† And they were like, â€Å"No way, that would be wrong. You'd better go now, because we're behind and don't you have school and stuff?† So walking out, I saw the Asian guy checking me out and I was like, â€Å"Hey, it's almost the year of the cock. Shouldn't you be out shopping for one?† He looked really nervous, but he kinda grinned. Then started his car and drove off, but he wants me, I can tell, so he'll be back. I hope he wants me. He was so cute – in that Final Fantasy Thirty-Seven way. What I'm saying is, the Sex Fu is strong with this one. So there was no sign of my Dark Lord or the Countess at the new place. I wonder if they have crawled under the earth in some park and satisfied their perverse desires with each other among the worms and the tree roots. Eww! Oh well, almost dark. I'd better go back to the loft and wait for them. Addendum: The lice shampoo didn't work on my sister. Looks like we might have to shave her head. I'm going to try to talk her into getting a pentagram tattooed on her scalp. I know a guy in the Haight who will do it for free if you verbally abuse him while he's tattooing. More later. Sundown. Jody awoke to pain and the smell of cooking meat. She rolled away from the source of the pain and went crashing through the acoustical ceiling tiles to land in a commercial sink full of dishes and soapy water. A Mexican guy was backing across the dish room crossing himself and invoking saints in Spanish as Jody climbed out of the sink and brushed suds off her jacket and jeans. When she touched the front of her thighs she nearly leapt back through the ceiling the pain was so sharp. â€Å"Mother-fuck-that-hurts!† she said, hopping around on one foot, because that will generally help all manner of pain, regardless of where it's located on the body. Her boot heel clicking against the tiles sounded like a limping flamenco dancer. The dishwasher turned and bolted out of the dish room into the bakery. The bakery. When the alarm on her watch had threatened dawn she ran down the alley checking doors as she went, and the only one she found unlocked led into the stockroom of a bakery. She needed a place to hide where she'd be undisturbed while she slept, and although she considered hiding under a couple of the fifty-pound bags of flour, she had no way of knowing if the bakers would be using them today. She'd already awakened in a morgue once before (when Tommy had frozen her), and finding a rotund necrophiliac morgue attendant rubbing his hands and other bits over her seminaked body while she thawed had soured her to the whole morgue experience. No, she had to find someplace more secluded. One of the bakers had been coming into the stockroom, she could hear his voice and footfalls outside the door. She looked around for somewhere to hide, then spotted the grimy acoustic ceiling tiles suspended above. She leapt onto the pallet of flour, lifted a tile to see that the ceiling was suspended a full four feet below the structural ceiling. Bless old buildings. She grabbed a water pipe, pulled herself through the ceiling, jackknifed her legs up and around the pipe, then used her free hand to pull the ceiling tile back in place, all in less than two seconds. She listened as the man moved around below her, then scooped up one of the big bags of flour and left the room. That was a good call. She checked her watch. Less than a minute before she'd go out. She spotted four pipes running together parallel to the floor. They were slightly warm, which was why she could see them at all in the darkness, but each was two inches around and braced to the ceiling every few feet. They'd hold her. She scrambled over to the pipes, squirmed out of her leather jacket, and put it across the pipes, then lay facedown on top of it. This way, even if one of her legs slipped off, it wouldn't pull her off the pipes. She was trying to wedge the toes of her boots into the gap between the pipes when she went out. The problem was that the pipes weren't used that early in the morning. As the building awoke, hot water began coursing through them, and Jody had been subjected to the heat all day. Her jacket had protected her face and torso, but her thighs had been slow-cooked inside her jeans. She gritted her teeth and bolted through the dish room door into the back room of the bakery. So now it's deserted. Of course, bakers work in the middle of the night and the early morning. At sundown the dishwasher would be the only guy still in the building. She found her way to the stockroom, then out into the alley. She could see the entries to both of their lofts from the end of the alley, and fortunately, no one appeared to be watching from the street. There were lights on in the new loft and she made her way to the door, her legs burning with every step. She listened at the door – did what she thought of as â€Å"reaching out.† If she focused she could almost hear shapes, depending on the ambient noise. There was someone in the loft – she could hear the heartbeat, industrial music playing in headphones, the shuffling of a body – a light body dancing. It was the kid, Abby Normal. Where in the hell was Tommy? He couldn't be far from the loft – the sun had gone down only five minutes ago. Jody pounded on the door, but the shuffling sounds upstairs didn't change rhythm, and she pounded again, this time leaving a dent in the metal door. Fuck, the kid has the headphones cranked and can't hear a thing. Jody shivered, although not because of the cold, but because the hunger was rising in her. Her body telling her she needed to feed so she could heal. She'd only done it once before, and wasn't sure she could pull it off again, but she needed to get into the loft and leave a lockable door intact. She concentrated as the old vampire had taught her, and gradually, she felt herself fading – going to mist. Monet was no longer dressed as the statue guy, no longer in character – not that character, anyway. Now he was the masta-blasta, gansta-rappa, full-ninja-badass and a bag of mothafuckin' chips, bi-yatch – bent on revenge and whatnot. He'd given up midafternoon on making any money and had gone home to remove his makeup and lick his wounds. He'd taken a vicious ass-whuppin' today, even if it was only to his ego. But now he was rolling with his homies, P.J. and Fly, they would put that bronze muthafucka down – if he was still around. If he didn't run away like a little bitch. â€Å"You strapped?† Fly said, adjusting his do-rag as he drove his ten-year-old Honda Civic with rims worth more than the rest of the car. â€Å"Huh?† Monet inquired. â€Å"Do you have a weapon?† Fly said, enunciating all Royal Shakespeare Company precise. â€Å"Oh, yeah.† Monet pulled the Glock out of his waistband and showed it to Fly. â€Å"Nigga, put that shit down,† said P.J., who was in the backseat, wearing a Phat Pharm tracksuit that was four sizes too big for him. â€Å"Sorry,† Monet said, tucking the gun back into the waistband of his jeans. He'd borrowed the Glock – rented it, really – from a real gangsta in Hunter's Point, who needed it back in two hours or he'd charge another twenty-five bucks. Before he gave Monet the gun, he made him swear that no one would be wearing gang colors, so nothing Monet did could come back on him. Monet had made the assurance, then, after P.J. did a Google search for gang colors, they settled on orange do-rags, since no gang seemed to claim that one. â€Å"Highway Safety Posse, yo,† Monet had said. â€Å"Yo, Stone Tangerine Thugs, yo,† suggested Fly. â€Å"Yo, yo, yo, check it out,† said P.J., with enough hand gestures that any deaf person watching would have thought he had ASL Tourette's syndrome. â€Å"Cheesy Goldfish Crew.† â€Å"Yo, dog, that's so stupid it's not stupid,† Monet said. â€Å"Is that good?† asked Fly. â€Å"Yo, dog, get in character.† Fly was a bad actor. They were all in the same acting class. He should have just hired real gangsters to do this. P.J. was probably going to trip over the legs of his track pants and completely ruin their intimidation. â€Å"This is it,† Fly said, pulling off the street, right up onto the sidewalk of the Embarcadero by the Ferry Building. â€Å"That him?† â€Å"That's him,† Monet said. There was no one around but the occasional passing car, but the new statue guy still stood there. â€Å"Remember,† Fly said. â€Å"Walk. Don't run up. Just walk, like you got all the time in the world. Use your sense memories.† â€Å"Right, right, right,† Monet said. He and P.J. got out of the car and quickstepped across the bricks to where the statue guy was running his game. Damn, he was good, didn't even flinch. As he reached the statue guy, Monet raised the Glock and the barrel connected with the statue's forehead. â€Å"Bi-yatch!† There was a dull clank. â€Å"Whoa,† P.J. said. â€Å"Nigga really is a statue.† Monet tapped the statue, three dull clanks. â€Å"Yep.† â€Å"But he got all that money in his shoes,† P.J. said. â€Å"Well, take it, stupid,† Monet said. â€Å"Yo, step off, Monet. I'm not the one that got upstaged by a statue.† â€Å"Shut up,† Monet said. P.J. was grabbing handfuls of bills out of the Big Gulp cups at the statue's feet and shoving them into his pockets. â€Å"Must be a G here, G.† â€Å"Yo,† Monet said. â€Å"Help me get the statue into the car.† P.J. stood and got one shoulder under the statue and tried to lift it, while Monet tucked the gun in his pants and got under the other. They dragged the statue only a couple of feet before they had to set it down and catch their breath. â€Å"Motherfucker heavy,† P.J. said. â€Å"Would you guys come on!† Fly screamed from the car, totally out of character now. â€Å"Fuck this,† Monet said. This whole thing was just too embarrassing. He'd paid rent on the gun, hadn't he? He drew the Glock from his waistband and squeezed one off at the statue. â€Å"Shit,† P.J. said, ducking. â€Å"Are you crazy?† â€Å"Bi-atch need to learn a – † Monet's comment was choked off. P.J. stood up and looked back. There was smoke streaming out of the bullet hole in the statue, and in the second he watched, it had formed into a hand and grabbed Monet by the throat. P.J. turned to run, but something caught the hood of his tracksuit and yanked him back off his feet. He could hear Monet gagging and choking. Then he felt a sharp pain in the side of his neck and he felt suddenly light-headed. The last thing he saw was Fly peeling away in the Honda. Chapter Seventeen Being the Chronicles of Abby Normal: Newly Baptized Minion of the Night Bow before me, skeezy mortals, for now I see you for the pathetic little rodents that you are. Scurry before my dazzling darkness, daysters, for I am your mistress, your queen, your goddess – I have been brought into the fold – I am Abigail Von Normal, NOSFERATU, bitches! Sort of. OMG. It was so fucking cool – like coming twice with Skittles and a Coke. I was in the loft, spacing into my jams on my MP3 player. I had downloaded the latest Dead Can Dub CD (Death Boots Badonka Mix) at the Starbucks and it was totally transcendent. I was transported to an ancient Romanian castle, where everyone had done X and was dancing totally chill and sensuous (with perfect hair). I was grinding a free-form booty dance on the armchair – perfecting my dance gestalt – when I saw some smoke coming in under the door. (I can't wait to dance with Jared to this new CD. He's so going to love this move I do. That's what I love about dancing with gay guys. If they get wood during a booty dance, you can just take it as a compliment, not an agenda. Jared said that if I was a guy, he would totally suck my dick. He can be so sweet.) So I pulled out one of my headphones and I was like, â€Å"Whoa, fire in the staircase – sucks to be me.† There's only one exit, so, you know, blackened Abby coming up. But the smoke formed into a pillar, and then it started growing arms and legs. When I saw it had eyes I ran into the bedroom and shut the door. I wasn't trippin' or anything, just totally calm. But it wasn't like when your friends hold your hair while you puke and tell you it's just the drugs and you'll be okay – so I went for the safe thing of locking the door so I could assess the situation. Then the door just ‘splodes into splinters and there's the Countess, totally naked, standing in the doorway with the knob in her hand. And she was totally hot, except that her legs were all fucked up, like they were burned or rotted or something. So I'm all, â€Å"You totally wrecked your deposit.† And the Countess like grabs my hair and pulls me to her and bites my neck, just like that. It didn't really hurt – it was more surprising – like you woke up from getting a root canal to find your dentist going down on you. Well, not exactly like that – more mystical. But still, surprising. (Okay, it hurt, but not as much as the time Lily tried to pierce our nipples with a compass from geometry class and an ice cube. Youch!) She smelled like burning meat, and I tried to push her away, but it was like my limbs were paralyzed or there was a fat guy sitting on me – like I was buried alive or something, just watching it happen. And then I started to get lightheaded and I thought I was going to pass out. That's when the ho dropped me. She goes, â€Å"Go downstairs and get my clothes off the sidewalk. And make coffee.† And I'm like, Wait a minute, I just lost my mortality virginity, shouldn't I get a cigarette and a fucking towel or something? But I just said, â€Å"Okay,† because where the Countess was all burned was healing while I watched, and it was kind of freaking me out to be looking at her naked, burned-up thighs and her totally red pubes anyway. So I went downstairs and just outside the door there was a homeless guy digging through a pile of clothes. Well, really, he was sniffing her panties. And because I don't feel we always do enough to help the homeless, I was like, â€Å"Take them, and tell no one what you witnessed here tonight.† (I was already feeling the superiority of my Nosferatitude, so it only seemed appropriate that I go all noblesse oblige on his ass.) So off he went to sniff the lacy crotch of the undead while I went back upstairs to find coffee filters. So when I get up there the Countess is dressed and hair brushed and she's all, â€Å"Where is Tommy? Have you seen Tommy? Did you talk to those cops? And where's Tommy?† And I was all, â€Å"Countess, begging your pardon and shit, but you need to chill. The vampyre Flood was gone when I got here this morning, and so was that bronze statue from the other side. I thought you guys went off to sleep in the damp womb of your native soil or something.† â€Å"Yuck!† goes the Countess. Then she tightens down all of sudden. â€Å"Make me a cup of coffee, two sugars, and squeeze one of those vials of blood into it – and call us a cab.† And I was like, â€Å"Hey, step off, Countess. I'm one of you and you are not the boss of me and – â€Å" And she said, â€Å"I said for us, didn't I?† So I did her bidding – well, our bidding, really – and we took a cab over to the Marina Safeway, but why we didn't transform into bats and fly is beyond me. Anyway, we were there in ten minutes. But as we start to pull in, the Countess tells the driver to keep going. She was all, â€Å"It's Rivera and Cavuto. This is not good.† The POS brown cop car was parked in front of the store. I was all, â€Å"Cops? Their shit is weak.† She seemed surprised that I knew the cops, but I told her how I had owned them like the little wussy-boys that they are and I could tell that the Countess was feeling pretty good about bringing me into the dark fold of the coven. Then she was all, â€Å"Fucking Clint – he's telling them about Tommy.† But I couldn't even see what she was looking at beyond the big glass front of the Safeway. I guess my powers will develop as time goes on. Five hundred years is a long time to get your vampyre kung fu down. The Countess had the driver drop us at Fort Mason, so we could still see the front of the Safeway, and we stood in the fog like the creatures of the night that we were while we waited for the cops to leave. Then the Countess put her arm around my shoulders and she was all, â€Å"Abby, I'm sorry I, uh, attacked you like that. I was hurt really badly and to heal I needed fresh blood. I wasn't really in control of myself. It won't happen again.† â€Å"No worries,† I told her. â€Å"I'm honored to be promoted. Besides, it was kind of hot.† Which it was, you know, except for the smell of burning flesh and stuff. And she was all, â€Å"Well, thanks for looking out for us.† And I was all, â€Å"Pardon, Countess, but why are we at the Safeway?† Because it's not like we needed groceries. And she was all, â€Å"These guys used to work with Tommy, and one of them knows that he is, uh, one of the children of the night. I think they might know something about where he is now.† Then, over at the Safeway, we saw this goofy-looking guy with frizzy hair and glasses unlock the front door and let the cops out. They got in their car and the frizzy guy locked the front door behind them. â€Å"Showtime,† said the Countess. She zipped up her leather jacket, took a pair of sunglasses out of her jacket pocket, and put them on. She goes, â€Å"Stay back, Abby. I'll be right back.† Then she started across the parking lot toward the Safeway, taking big strides and looking all angel of vengeance, with her red hair flying out behind her, and the lights shining down on her through the fog. I was like, â€Å"Oh shit!† She didn't even slow down. When she got about ten feet from the front window she snatched up one of the steel-reinforced trash cans like it was made of cardboard and flung it through the window. And she just kept walking! Little cubes of safety glass rained down on her and she just walked through the front of the store like she owned it and everyone in it – which she did. Before I even got in the store, she was coming back around the corner, dragging the frizzy-haired guy by the throat. She threw him up against a rack of wine bottles, which shattered, spilling red all over the floor and splattering the registers and stuff. I was all, â€Å"Oh, dog, Countess gonna crack open a forty of whup-ass on you now. Oh, you in the shit now, wigga!† (I am not inclined to use hip-hop vernacular often, but there are times when, like French, it just better expresses the sentiment of the moment.) Just then the whole crowd of guys I'd seen in the limo came running around the corner. The Countess snatched a wine bottle off the rack, and without a second of hesitation, she threw it and it hit the first guy, a tall, hippie-looking guy, right in the middle of the forehead and he went down like he was shot. She goes, â€Å"Back!† and they all headed back around the corner the way they came, except the hippie-looking guy, who was out cold. Then the Countess picked up the guy with glasses by the throat. And even though he was like a foot taller than her, she whipped him around like a rag doll until he was screaming stuff about Satan and Jesus and telling her to get behind him and shit. And the Countess was all, â€Å"Where is Tommy?† And he was all, â€Å"I don't know. I don't know.† And the Countess grabbed him by the hair and held his head steady against the wine rack. Real chilly, she says, â€Å"Clint, I'm going to take your right eye now. Then if you don't tell me where Tommy is, I'm going to take your left. Ready. On three. One†¦ Two†¦Ã¢â‚¬  Then he's all, â€Å"I didn't have anything to do with it. She's the spawn of Satan, I told them that.† â€Å"Three!† goes the Countess. â€Å"He's in Lash's apartment on Northpoint. I don't know the number.† And the Countess just yells â€Å"Number?† out to the whole store. And the black guy pops up from behind a display of Cheerios and is all, â€Å"Six ninety-three Northpoint, Apartment 301.† And one of the other guys pulls him back down. Then the Countess is all, â€Å"Thank you. If he's hurt, I'll be back.† And she throws the Clint guy through a rack of Doritos, which exploded their nacho cheesy goodness all over the place. Then she's all, â€Å"Well, that's a nice surprise.† And I'm all, â€Å"That Lord Flood is in an apartment on Northpoint?† â€Å"I didn't think they would really know. I just didn't know where else to start.† â€Å"Probably your senses attuned to Lord Flood's presence over the eons,† I said, like a total tard. And she's all, â€Å"Let's go, Abby.† And I don't know why, I guess because I had like low blood sugar or something from blood loss, but I was like, â€Å"Can I get some gum?† And she was all, â€Å"Sure. Grab some coffee, too. Whole beans. We're almost out.† So I did. And when I caught up with her, she was halfway across the parking lot, headed back toward Ghirardelli Square, and little pieces of safety glass were still shining in her hair and she smiled at me when I caught up and I just couldn't help myself, because that was the coolest thing I'd ever seen. Ever! And I was all, â€Å"Countess, I love you.† And she put her arm around me and kissed me on the forehead and goes, â€Å"Let's get Tommy.† I guess I'll start feeling my vampyre powers tomorrow night, but right now I feel like a total fucking loser. But I am so going to rule when school starts again.

Letter to Government Essay

I am writing to you on behalf of your article in this weeks paper I think the curfew is a fantastic idea I am in full support of the Council proposing this great curfew. Where I live under 16’s are taking over my neighbourhood me and the other residents in the area are feeling threatend by these gangs of ‘yobs’ hanging around our area. All they do is go around drinking and creating uneeded noise which I and the rest of our neighbourhood would agree on. While we adults are staying indoors scared of going out they are out commiting crimes and going round doing under age drinking and under age sex and if the parents of these children could see what I see nearly every night then I’m sure they would be in support with me. As I said before I am scared to go out of my house to go to the shops or to the pub or anywhere! because I am scared of getting jumped or mugged or even killed. Also this curfew would be a good idea because it would give new employees in the police force good experience of dealing with these situations so they are confident and experienced when it comes to a really big proper crime. Also if this curfew goes through then once all of the under 16’s are indoors then it will make life easier for the police patrolling to catch the proper criminals because they won’t have to put up with the cheek and disrespect that they recieve off the under 16’s, also the under 16’s need to respect the police force and realise that they are trying to protect them but they are just trying to show off in front of friends.

Organzational change, values, and leadership Research Paper

Organzational change, values, and leadership - Research Paper Example On the hand, leadership is a scenario in which one individual exercises influence over the roles and operations of other individuals with the aim of achieving a common goal (Northouse, 2009). A strong connection exists between organizational change, values, and leadership. Vision and leadership are essential for successful change while change should be considered a core organizational value (Durant, 1999). Organizations face certain issues that may pose challenges to their operations. Change is one of the current issues encountered in organizations. In the event that these organizational changes are encountered, there is need for the companies to strive to adapt their employees to the new organizational requirements. A change in the organization’s policy, vision, or mission may cause certain challenges to the employees, who in turn must be ready to execute the changes. An organizational change may often lead to a difference in opinions among the employees of the organization. The other issue is the diversity that exists among the employees of an organization. Organizations comprise individuals with different values by which they live. The organizations also have their values by which the employees have to act and operate. Conflict between personal values of the employees and the organizational values may lower overall output of the organization. Similarly, effective leadership is an essential management tool in enhancing organizational effectiveness. The managers mobilize others to get things done in an organization. They need to acquire skills for peoples’ management through effective training. The management of organizations is charged with the responsibility of detecting and responding to these changes accordingly and in good time. The changes affect the organizational objectives as well as the way employees

Assignment 1: Essay Example | Topics and Well Written Essays - 1500 words

Tasks of HR Managers - Essay Example It covers numerous areas of the human resource like recruitment, performance, and compensation among others. Designing HR strategies refer to formulating ideas, which will make an organization achieve its goals (Graham, 2010).   A Human Resources manager, director, or generalist plays many roles in an organization (Leatherbarrow, 2010). Basing on the size of the company, these HR jobs, might have overlapping duties. In larger organizations, the HR manager, generalist, or director has clearly defined and separate roles in HR management. These duties or responsibilities bring extra responsibility and authority in the hands of the HR manager, then the director, and eventually, the Vice President who might lead several departments such as the administration. HR managers, and occasionally HR directors, oversee numerous different departments, which are each led by specialized or functional HR staff such as the compensation manager, the training manager, or the recruiting manager. Human R esource managers are supporters of both the company and the persons who work for the company. Therefore, a talented HR professional conveys a constant balancing performance to meet both needs productively (Martin, 2010). Therefore, HR managers should have full choice in implementing and designing HR strategy. There is an ever-present jeopardy that the idea of strategic HRM can become somewhat nebulous, meaning pleasant to have but difficult to realize. The risk of creating a rhetoric or reality gap is heightened. Broad and habitually bland statements of strategic intent can readily be created (Mayo, 2011).  Ã‚  

Finality of arbitral awards under Islamic or sharia law Dissertation

Finality of arbitral awards under Islamic or sharia law - Dissertation Example Islamic countries ‘too often have impermissibly interfered with international arbitration cases.’4 Many different cultural, political, and geographical factors have constituted the foundation of the Islamic legal system, and pure knowledge of the law does not suffice to understand the Islamic jurisdictional system.5 While international arbitration as a contemporary legal system is relatively new to Arab nations, arbitration per se in the Islamic world dates back to 622 A.D. ... Jarrar8 called the finality of arbitration as arbitrary, and the principle that the results of arbitration are binding and final is a myth. This is not to say, however, that the teachings of Sharia are directly contradictory to the recognition and enforcement of arbitral awards. It is actually to the greater interest of Islamic countries which issue Sukuk bonds to streamline arbitration proceedings to reduce the perceived risks investors assume when investing in these Sharia-based financial instruments. Arbitration is invaluable for the average investor to pursue claims in any dispute, including Islamic finance, because arbitration is usually less costly and therefore favourable to individual investors. Added to these is the absence of uniformity among remedies and the complexities of navigating conflicts of law issues makes litigation an unfavourable means of obtaining relief. Therefore, it is to the advantage of Islamic financial institutions, in particular, and Islamic business in general to enhance systematic procedures that affirm and enforce arbitral awards, both domestic and international. 1.2 Conventions influencing the enforcement of arbitral awards in Islamic member states As of January 1, 2009, 143 out of a total of 192 member States have adopted the New York Convention of 1958, among whom are all the major players in the Sukuk bonds market, namely Malaysia (1985), Bahrain (1988), Qatar (2003) and the UAE (2006). This is because Sukuk issuances have come to be accepted globally, and its compliance with arbitration is most useful in the resolution of international disputes arising out of the terms of the Sukuk contracts. Increasingly, the Gulf States have over the years acceded to the Convention, including Kuwait

Love Article Example | Topics and Well Written Essays - 500 words

Love - Article Example Based on the new ability to scan the brain, researchers have developed new theories about language acquisition that focus on â€Å"critical windows of learning† (Wasserman, 2007). This theory that emphasizes critical windows of learning states that children’s brains can learn certain skills, such as language, only during short windows of time. Once the window has closed, the child cannot learn that skill. Wasserman argues that educators must embrace this new research in order to address the needs of at-risk students. Though Wasserman acknowledges that this research is still being debated, she believes that educators should use the theory just as educators in the past used the research of Piaget, Skinner, and others before it was officially accepted. Classroom accommodations that Wasserman emphasizes are using neuroscience to identify at-risk students. Once a brain scan identifies a student, the educator should use the critical windows of learning to identify what the child has learned and is capable of learning. Additionally, she calls for educators to use brain-based research to change the way they teach. In her words, â€Å"Sequential knowledge is harder for the brain to process. Nonlinear learning in bits and pieces is easier for the brain to process† (Wasserman, 2007). Public education classrooms focus entirely on sitting in a desk and learning knowledge sequentially. Educators should adopt teaching that allows for nonlinear learning. In other words, the classroom that Wasserman envisions does not have students all sitting quietly at a desk listening to the teacher. Instead, it is a classroom that is full of energy where students are learning and discovering as their brains lead them. Wasserman’s article covered the basics of brain-based research in a method and language that was easy to understand. Since the audience is public educators, language that is too complex would be detrimental to her purpose as an educator would not read

English midterm Essay Example | Topics and Well Written Essays - 1000 words

English midterm - Essay Example Greed triggered the people to find their own American dream riches (Hill 2). The Miller novel and movie story emphasizes certain factors affect the successful reaching the hard to pin down American dream. Mr. A. Miller’s novel and movie story correctly pertains to the average person’s elusive attainment of the coveted American dream during the 1940s (Benedek 1951). The novel shows Willy Loman’s difficulties affirm the American Dream is very wrong elusive (Miller 103). The novel shows Willy Loman failed in his wrong American dream to be one of the top sales persons in Brooklyn, New York City. Similarly, Willy failed in his dream to become one of the most sought after and well liked American environment sales persons. Further, the Miller story critically rightfully espouses Charles Darwin’s survival of the fittest animal kingdom concept influences the attainment of the American dream (Nelson 90). The concept states that there are many competitors for the scarce good and customers. Consequently only those who offer the best services and products to the target customers will survive. Those who fail to deliver quality goods and services will drive away current and future customers. This is the essence of the Willy Loman story. Furthermore, the Miller story correctly scrutinizes Mr. Willy Loman’s discussing having to survive in the saturated highly urbanized New York City community. Mr. Loman’s small and impoverished New York is dwarfed by the many bigger modern apartment buildings. The buildings crowd out the sunshine and fresh air from reaching the diminutive Loman home (Miller 8). Willy blames the maddening competition and the overcrowded New York City landscape for his failure to achieve his American dream, being one of North America’s top selling salespersons (Miller 9). Consequently, only the fittest American residents will survive the American’s economic rat race environment. The current and future customers will prefer

Your More Than A Label Essay Example | Topics and Well Written Essays - 500 words

Your More Than A Label - Essay Example In an attempt to get the labels off their children, parents try things like changing children’s school or shifting to a different city. Any decision they take costs them a lot of time, effort, and also money. As children grow up with the labels, their irritation and repulsiveness toward the labels recedes and they start to unintentionally accept the labels. Labels bother them no more. They accept the labels as a fundamental part of their identity. This serves as a sign that reflects that the child has been mentally tortured and psychologically harmed to the extent where he/she does not sense the gravity of the label as something negative. Although this happens gradually and unintentionally, yet its effects reflect in the behavior of the children as they grow up. If a child is given a certain label because of being diagnosed with Fetal Alcohol Syndrome and ADD, the child understands that he/she is integrally linked with alcohol in people’s perception. Drinking and becoming alcoholic is much easier for such a labeled individual as compared to others that are not expected to do such things. The labeled individuals easily endorse and adopt roles and behaviors that are expected of them according to their label. In this way, these individuals not only put their own health and life in risk, but also pose risks to the safety of others around them. A potential example of this is the accidents caused because of drunk driving. Pastor Joel Osteen puts forth a wonderful example of how powerful can labeling be if people accept the labels they are assigned and yet how fake it can be if people do not get rid of the labels they are assigned, â€Å"Albert Einstein’s teacher told Einstein’s father, â€Å"No matter what Albert does, he will never be successful†Ã¢â‚¬ ¦friends, people don’t determine our destiny, God does† (Osteen cited in â€Å"Pastor Joel Osteen†). Neither

IT Applications and Groupware Essay Example for Free

IT Applications and Groupware Essay The three most important things that a company has to do so as to implement the use of groupware systems effectively starts with ensuring the collaboration of workers regarding the introduction of the technology. This initiative helps to create an image of the required culture in their mind. Further, it helps the workers to learn more about each other and creates a sense of respect among them. This strategy helps to break any antagonistic cultures in which they grew up whereby they may have been taught to work as individuals. This viewpoint creates the notion of selfishness amongst the workers. Conversely, ensuring worker cooperation helps to create a feeling of security with regard to employees providing support to the company (Thierauf, 2001). This makes them to be joint owners of the company, thus taking part in implementing the project. The workers are thus not dictated on what to do. Rather, the executive helps them to remove the obstacles amongst themselves and eliminate their resistance. Afterwards, the retraining of the workers about sharing takes place. This helps to recreate the attitude of sharing which have been eliminated from the workers’ minds by the prevailing environment. Such an undertaking begins with the introduction of education to individual persons whereby they are instructed to work as individuals. Further, they learn that to share equates to cheating within the school perspective. The employees thus tend to have a culture in them that disowns sharing. Such a culture calls for retraining. The concept of sharing helps them to work together. In turn, this development benefits the company in the sense that each employee will be allowed to make their decisions. The business thus retains the knowledgeable employees within the company. This group work also makes the output of the company to increase more than individual output. Such an outcome stems from the fact that a group can accomplish more tasks than an individual when each person is offered the opportunity to decide on how to accomplish a task (Galliers, Markus Newell, 2007). The people are thus empowered to perform by themselves. During training, the influential leaders usually start early in helping the people to change and teaching the people about the importance of groupware. This undertaking promotes every idea regarding all opportunities in the planning of any specialized training in the anticipation that all the needed users are covered. In addition, it helps to create an awareness of what will be expected of them when the group ware system will be implemented. This is because the workers regain their trust in all people with whom they were formerly taught to be distrustful by their environment. It also gives each worker an opportunity to contribute their techniques in the business whereby the best are charged with the running of the company (Khosrowpour, 2001). It also helps to make sure that all the intended people are reached and that the barriers among them broken. This creates an atmosphere within which each individual is worthy in the business and wherein their views are incorporated into the running of the premise. After training, one should plan for the growth of the firm and be prepared to rise up quickly after the implementation. This improves the attitude of the workers because they derive satisfaction from the work output. Such a development promotes and improves their working life. Consequently, the lessons which they had learned in the training are articulated in the production process. This action helps to gauge the results of the project so that one can know if to sell the project to others if the results are tangible (Khosrowpour, 2000). Further, he owners are facilitated to gauge if the groupware system is productive and if its productivity can be replicated in other related firms.

Looking At The Subtleties Of Language English Language Essay

Looking At The Subtleties Of Language English Language Essay Have you ever read a poem and realized that a word has a meaning other than the literal meaning? Thats because words can have both denotative and connotative meanings. A denotative meaning is a words literal meaning. Its the definition you find in the dictionary. Connotation, on the other hand, is the association people tend to make with a certain word. A words connotative meaning often evokes an emotional response. The denotative and connotative meanings of words coexist. Think about the word snake. The denotative meaning is a reptile that typically has a long body, no limbs, fused eyelids, and a jaw that can expand to swallow large prey. Connotatively, snake means a deceitful, untrustworthy, or dangerous person. Even simple everyday words carry connotations. Think about the words home and house. The words may mean the same thing, but they have different connotations. House, meaning a structure where people can live, carries little or no emotional connotation. Home, a place where a family comes together, has a warmer, friendlier connotation. The connotative meanings of words can change over time. The word democrat, which now means a system of government by the people, used to have a negative connotation. It meant a prejudiced politician or leader. The word guy is now just a synonym for man. But back in the seventeenth century, the word guy referred to a grotesque person. This connotation came from Guy Guido Fawkes, who plotted to blow up the English Houses of Parliament. On November 5, 1605, the English burned a grotesque effigy of him, which was called a guy. Can you think of other words that have changed meaning over time? SCREEN 2 Word choice and context determine whether the connotation of a word is positive, neutral, or negative. For example, saying that someone is headstrong is neutral, as it is without judgment. Saying that a person is really determined has a positive connotation, while saying that a person is very stubborn is negative. Consider the words youd use to describe a project. Saying that the work is really challenging has a positive connotation, while saying that it is really difficult has a negative connotation. Similarly, a word can have different connotations depending on the context its used in. Think about the word genius, which means someone who is brilliant. It has a positive connotation, such as describing Robert Frost as a poetic genius. But genius also can have a negative connotation. Have you ever sarcastically called a friend who did something really foolish a genius? Lesson Activity Self-Checked Read more about denotative and connotative meanings of words. Then complete the Shades of Meaning table in the Lesson Activities. SCREEN 3 Denotation and Connotation in Poetry The French mathematician and philosopher Blaise Pascal said, Words differently arranged have a different meaning, and meanings differently arranged have a different effect. This saying holds true for poets, who often use both denotative and connotative meanings to add to a poems meaning. To achieve this, poets employ figurative language, such as simile, metaphor, symbolism, imagery, irony, and transferred epithet. Read Robert Burnss poem A Red, Red Rose to see how he uses simile to convey connotations of love. He compares his love to a red rose in the line, O my Luves like a red, red rose. Here, the word rose has connotations of delicacy and beauty. The word red connotes the passion he feels about his beloved. Burns also compares his love to a melody, O my Luves like the melodie, where the word melodie connotes his loves sweetness and harmony. SCREEN 4 Robert Frosts poems are also rich in connotation. Read or listen to Mending Wall, which is about two neighbors walking along the wall that separates their properties and replacing the loose stones. The neighbors were getting to know one another, but have started putting up defenses, which comes through in the lines: And on a day we meet to walk the line And set the wall between us once again. We keep the wall between us as we go. Denotatively, the wall is a boundary that separates properties, but it has a negative connotation of being a boundary between people. The negative connotation comes through using the words savage and darkness to refer to the neighbor who insists on the barrier: In each hand, like an old-stone savage armed. He moves in darkness as it seems to me Lesson Activity Self-Checked In the Mending Wall section of the Lesson Activities, write a 100- to 150-word essay about connotative meanings that you identify in Frosts Mending Wall. SCREEN 5 Like Mending Wall, Frosts Desert Places uses words rich in connotative meanings. Read Desert Places to see how Frost combines loaded words with transferred epithet in this poem. Consider the word benighted as it describes the snow in the line, A blanker whiteness of benighted snow. While benighted literally means nightfall or being overtaken by darkness, the word has the negative connotation of doubt, which relates to the speakers feelings of being hopeless and alone in the world. The vast emptiness of the landscape reflects the speakers loneliness. Frost also uses different denotative meanings of the word desert. In this poem, desert means a sandy barren area and it also means to abandon or leave behind. These meanings show that the speaker feels abandoned and lonely. SCREEN 6 Twentieth-century American poet Elizabeth Bishop was known for her use of detailed imagery and wit. Her poem The Fish is rich in denotation and connotation. At first glance, this poem is about how the speaker caught a fish and, after some consideration, let it go. The poet describes the fish as tremendous because the word tremendous has the connotation that the fish was not only large but also wonderful. Its a fish that has been through a lot and fought for survival. The rainbow that appears at the end of the poem has biblical connotations. It is reminiscent of the rainbow that appeared when Noahs animal-filled ark reached safety: à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬until everything was rainbow, rainbow, rainbow! And I let the fish go. The speaker makes a moral decision to let the fish live. Lesson Activity Teacher-Graded Read Elizabeth Bishops The Fish and then write a 250- to 300-word essay in the Lesson Activities about the use of denotation and connotation in the poem. Explain what denotation and connotation add to the poem and how they affect its meaning. SCREEN 7 Like Frost and Bishop, Ezra Pound is another twentieth-century American poet. Read Pounds In a Station of the Metro to see how he uses different connotative meanings in this two-line poem. In this poem, the poet uses the word apparition to describe the crowds of people at a metro station. The denotative meaning of the word apparition is the supernatural appearance of someone or something. Used connotatively, it evokes images of ghosts and the spiritual world and, in that context, death. When the poet goes on to compare the faces to petals on a black bough, it reinforces the idea that the crowds at the station make him think about death and mortality, because the word black has the negative connotations of death and funerals. Lesson Activity Teacher-Graded In the Writing Connotative Poetry section of the Lesson Activities, write a short poem that has at least two rich, connotative words. Explain how the emotional or historical uses of your word choices influence the meaning of your poem. SCREEN 8 Throughout the ages, poets have used connotation to add to the meaning of their poems. Read Emily Dickinsons poem There Is No Frigate like a Book to see how she compares books to means of transportation to show that a book can take people to faraway lands. In this poem, Dickinson compares a book to a frigate, which is a nineteenth-century ship propelled by sails and oars. She also compares a book to a courser (a spirited horse) and a chariot. The meaning of this poem is best understood when you consider the historical context of the words frigate, courser, and chariot. These now-outdated modes of transportation were considered grand in the nineteenth century. The poet, writing in the context of her time, lends books an air of romance, pomp, and grandiosity. Now examine the meaning of frugal in these lines from the poem: How frugal is the Chariot That bears the Human soul. Dickinson uses frugal, with its positive connotation of being economical, to convey that traveling through reading books is inexpensive and accessible to everyone. Lesson Activity Self-Checked Identify five words from Dickinsons There Is No Frigate like a Book that help convey how the poet feels about books. Write the words in the table in the Lesson Activities, along with their definitions, connotative meanings, and some synonyms. Then replace the five words from the poem with synonyms that have a different connotation. Notice how the changes alter the poems attitude. SCREEN 9 African American poet Langston Hughes uses connotation to express how he feels about the plight of African Americans in twentieth-century America. Read Hughess Will V-Day Be Me Day Too? In this poem about the African American struggle for civil rights, he compares the condition of African American soldiers to that of Jews in Europe during World War II. Hughes uses words that have connotations of equality to highlight the predicament of African Americans. Consider his use of the word uniform, which means both same and a distinctive outfit worn by members of a group, in this case U.S. soldiers. Hughes uses this word ironically because racial segregation was still rampant in the United States during World War II. So although the army uniform was a standard outfit for all U.S. soldiers, it didnt make the wearers uniform, or equal. Hughes also uses the word connotatively. A uniform is not just an outfit for soldiers but a symbol of national pride and loyalty to ones country, as depicted in the lines: I am a Negro American Out to defend my land Army, Navy, Air Corps Even though African Americans donned the army uniform and fought side by side with other races, their honorable service did not ensure acceptance and safety for them, as these lines suggest: When I take off my uniform Will I be safe from harmà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ SCREEN 10 Like other great poets who use shades of meaning in their poems, William Shakespeares poetry is rich in connotative meanings. Read Shakespeares Sonnet 138, which is a lovers lament that his beloved doesnt take him seriously because hes young. Look at how Shakespeare uses the word lies in the line, I do believe her, though I know she lies. Here, the word lies has negative connotations. Not only is the speakers beloved dishonest, she is also unfaithful, as she lies down with other men. This can be derived from the sonnets first line When my love swears that she is made of truth, wherein the speakers love is claiming to be faithful but he doesnt believe her. The word vainly also has negative connotations in the line Thus vainly thinking that she thinks me young. The poets mistress is proud of her own maturity but thinks the speaker as immature, while he tries unsuccessfully to make her think otherwise. Lesson Activity Teacher-Graded Explore the nuances of the words used in Shakespearean sonnets. Choose one sonnet from the collection of Shakespearean sonnets. Go to the Lesson Activities to chart examples of denotative and connotative language used and describe their effect. SCREEN 11 Summary Poets often use denotative and various connotative meanings of words to add to their poems meaning and depth. Recall that denotation is the literal dictionary definition of a word while connotation is the association people have with a word or the emotional response that a word evokes. Since connotations change over time, it is important to consider the contextà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬whether historical or culturalà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬of a poets words to understand what the poet is truly trying to say. Poets also make use of figurative language, such as simile, metaphor, symbolism, imagery, irony, and transferred epithet, to add to the denotations and connotations of the words they use.

Choice of leadership styles

Choice of leadership styles In the process of certain incidents with in the group of people whether it formed temporarily or permanent which requires someone to lead or conduct the group of people in a way that drives towards right direction. For any organization it is difficult to run a business without a leader. It is alike driving a car without knowing the road. The person who is appointed or selected as a leader needs to have certain influential skills which cause the organization to follow. To be a leader the individual must be able to induce followers to act for certain goals that represent the values and motivations the wants and needs, the aspirations and expectations of both leaders and followers (Burns, 1978). There are some differences and similarities between the companies followed leadership style. It depends on structure of a company, area of a business and other factors which would influence the leadership style of the organization. Managers need to have certain skills to run their business in any situation and need to reflect feedback gathered from other people, on their business process and sometimes they need to delegate someone to complete the specific task within a particular time frame and the outcome would show how successful and inspirational managers they are. 1. Identify factors in organisations that would influence choice of leadership styles and explain why leadership styles are likely to positively affect team building. Mainly there are four basic factors which influence leadership style in certain organization (US. Army, 1983), which are leader itself, follower, situation and communication. Leader: The knowledge, personality, beliefs, skills, ethics and values of the leaders (his/her) will affect the leadership style. The leader will reflect his or her personal characters on the process of strategy or way of doing. Followers: Any organization consists of numbers of followers with different backgrounds and personalities. Leaders should use the most appropriate strategy in a way that followers to respond their best and they need to know their people well. Situation: Leaders stay had to choose the strategy in many different situations. Every strategy does not work for every situation. The one strategy you used in one situation may not work for in other. Communication: The way of communication shows the relationship between the leader and an employee. The relationship between leader and an employee affect the leading style. Adams Equity Theory: According to this theory, when fair balance between employees inputs and outputs settled productivity of work is to improve with motivated employees. Employee Inputs include: Effort Loyalty Hard Work Commitment Skill Ability Adaptability Flexibility Tolerance Determination Enthusiasm Trust in superiors Support of colleagues Personal sacrifice, etc. Employee Outputs include: Financial rewards (salary, benefits, perks, etc.) Intangibles that typically include: Recognition Reputation Responsibility Sense of Achievement Praise Stimulus Sense of Advancement/Growth Job Security When employees think their inputs are more than their outputs, some employees are to work hard to bring the balance whereas some may feel de-motivated and could look for another alternative employment. Therefore manager needs to keep the balance of input and outputs as fair as possible. In the practical life these inputs and outputs of employees are balanced differently, based on organizational structures and its management style. There are five kinds of leadership styles can found in organization which are: Autocratic, Collaborative (Participatory), Democratic and Laissez-Faire. Autocratic leadership style: Manager has as much power of authority as possible and does not seek input from team. Employees are expected to do their work as whatever manager said. Also this type of leadership is likely to reduce motivation of employees. Collaborative (Participatory) Leadership style: This leadership style is the most effective one for team building. Every one from each department, appointed for certain task within the organization and encourages creativity, productivity and responsibility. Democratic Leadership Style: Managers inform their employees for everything and encourages employees to participate in a decision making process through gathering information, suggestions and ideas from members and employees. Laissez-Faire: Managers leave their employees free for decision making, determining goals and objective and all authority is given to employees. Among these leadership styles most appropriate one for to create effective team building is the collaborative leadership style. For instance, at STARBUCKS, the managers wanted to develop a deep relationship with their employees in order to achieve their trust from trust other employee carer UNIONS. Starbucks has increased the employees outputs to motivate their employees such as providing them opportunities to practice their skill, allow them to contribute to organization, improved the working condition, created a part of the organization environment and recognised employees achievement awards like; Warm Regards, MUG Award and Spirit of Starbucks Award. When employees achieved their task or exceeding the targets, they are to get motivated and rewarded when. 2. With reference to a relevant leadership model, explain how an organisations working practices could be improved, by collecting feedback from others. : Any organization is in battle to continuous improvement of its product and service. One of Japanese most famous management model is KAIZEN. Kaizen means on going improvement involving everyone, top managements, managers and workers. Kaizen refers to removal of 3MUs (Muda- waste, Muri-strain, Mura- discrepancy) and application of 5Ss (Seri- straighten up, Seiton- Put things in order, Seiso- clean up, Seiketsu- personal cleanliness, Shitsuke-discipline) at any level of the organization in order to improve the process of the organization continually. When any problem is seen in the organization, it demands some changes for improvement and as a matter of fact only the honest and realistic feedback would affect to bring sustainable growth and change in the organization. Gathering feedback from others is one of the most important techniques for both individual itself and for the company to improve its ongoing performance. The feedbacks can be gathered through different ways such as surveys, suggestion box, face to face conversation, telephone, online comments etc. The output of the company could be more effective, when managers reflect the gathered feedback information on their decision making process. Employees are one of the main factors for operating business and managers are able to know how employees think, feel and behave, through a relevant survey. The employee attitudes, opinions and suggestions in the survey would provide opportunity for managers to see the organization from different angle. The survey should aim to understand what makes their employees motivated or discouraged and what factors that can provide a job satisfaction or dissatisfaction, what do employees think about current situation of the company, what changes they want, then managers would be aware of the problem and they would be able to know what steps needs to be taken and which helps the company to operate in more productive and profitable ways. The most recent and effective appraisal, for individual and organization is the 360 degree feedback and which has widely implemented in numbers of organizations. 360 Degree or multi-rater feedback is a process which is a tool of individual or organizational self assessment through multi raters feedback and anybody who is related to individual or to the organization can be involved in the process such as managers, direct reports, clients, customers, suppliers etc. In this process you are not assessed by one person like only by your manager, you are also assessed and rated on your performance by other people who know about you and your work well. Your own completed assessment will be compared with others opinion and feedbacks and the result will be much more realistic and objective as assessment involved large number of raters than as involved only one rater. When this process implemented well and effectively, which will help the organization move towards bright and successful future. 3. Explain why it is so important to make effective and efficient use of your teams knowledge and skills while planning to achieve work objectives More or less someones help encourages an achievement of success for any reason. No one could be successful without receiving any help from others. Specially, a manager in any organization works with other people as a team for a certain goal and whose success can not be measured on its own, without his/her employees. There are numbers of tasks need to be completed by team members to reach the set objectives. However it does not mean that everyone can do whatever they want. As a manager it is important to use knowledge and skills of his/her employees, in effective and efficient way. Manager needs to consider and identify which employee is good at what and what skills of employee need to do what task, during the planning and task allocating process. When manager identifies the strength and weakness of the employees it will be easier for the manager to delegate the task. If managers delegate the tasks without having any idea of their employee skills and knowledge, a team can face quality and cost related problems and it could cause not to achieve the set objective on time. The outcomes are as written bellow when managers use skills and knowledge of their employee in a right way: Save time to accomplish a task on time A good quality of work Save cost and money Ready for next similar task, since manager knows who good at what 4. Identify and describe one barrier to delegation in the workplace and one mechanism to support delegation in the workplace Delegation is a part of a managers job and which gives responsibility, authority and accountability to employees and also gives opportunity to show their skills and talent to their managers. Some managers avoid delegating works because of mistrust and try to complete the whole work on his/her own. It brings workloads and stress to the manager and even can cause to failure of work. Therefore delegation of work is useful for manager him/herself, employees and for the company as a whole. However there are some advantages and disadvantages of delegation. Advantages of delegation: Efficient use of time and skills Provides professional growth opportunities Promotes teamwork Increase productivity Develop trust with your employees Save money Gives employees pride in their work and improve job satisfaction Disadvantages of delegation: Delegated work may not be done correctly Employees may focus more on their own work than delegated work Employees may not be sure who to consult because of unclear structure of authority The numbers of obstacle can appear in front of delegation though the barrier that seen most frequent is the own attitudes and traits of delegators or managers themselves. Delegation means allowing someone to do something through giving an authority to make their own decision to complete the certain task. The main barrier appears when the manager to decide whether to delegate or not and the reasons which influence managers to not to delegate are, having a mistrust with their employees and having a fear of loosing their authority to others. If manager do not trust his/her employees skills or having a fear of loosing his/her authority to someone, manager would prefer to do it on his/her own, rather than delegating to someone. Even though there are some factors which push managers to delegate the task to someone, which are; size of organization, more demanding tasks to complete, task complexity, qualities of subordinates and importance of the duties and decision. These supporting factors are more situational and the most influential one, which supports the delegation, is having workloads in a workplace. When managers have to complete massive works in a short time, they will prefer to delegate someone to complete the task behalf of them. Otherwise managers can not be complete their task on time and which could influence their work performance negatively. 5. Explain one technique that could be used to monitor the outcomes of delegation in the workplace A manager as a delegator needs to make sure that delegated tasks are being done correctly and effectively before its accomplishment. Every tasks need to be completed in a certain period of time and employees supposed to be aware of what work needs to be done, how it should be done, whom they are going to consult when problem appears and what outcomes do managers expect. If manager re-inform about deadlines and establish checkpoints and ask members if there is any problem or if they need any help to support them for finishing the relevant tasks which would help managers to get successful outcomes from their staffs. However the one thing that managers always need to remember is not to interfere too much to their employees work where you delegated. Because, it could influence employees decision, to accomplish the task on their own way and which can not be effective when something has done under someones pressure. Conclusion: The numbers of organizations are being established day by day and they would choose their own management style adapting to their business situation. There is no such leadership style, which is always successful and its effectiveness would depends on what organizational culture they have and what type of business they run. Managers need to have certain influential leadership skills which are to accomplish the certain task successfully through making their employees motivated. On the other hand, managers decision will not be right all the time, sometimes they need to listen to other peoples opinion, suggestion and ideas and should reflect those things on their decision making process to reach a successful outcomes.

Essay on Things Fall Apart and Heart of Darkness -- comparison compare

The Tragic Fall in Things Fall Apart and Heart of Darkness      Ã‚   In Achebe's Things Fall Apart and Conrad Heart of Darkness, the role of Africa is intertwined. It is seen as extremely primitive and the African's belief system is belittled. The two heroes in the novels also are very similar, and most especially in one aspect. They both experience a downfall. This is a vital theme throughout both books. Aristotle would say it is the fall of two "tragic heroes". However, even though these two characters share these similar incidences, the readers are given several different perceptions of one event. The colonization of the Europeans paid a heavy toll on the Africans and their way of life. The Europeans are consistently portrayed at the outsiders. Okonkwo is also quite familiar with Africa, yet Marlow was not. In his eyes, the Africans are seen as the outsiders. Okonkwo's father, Unoka, was seen as a person who was very lazy and who made no contribution to their society. This made Okonkwo hate him and any trait of any kind that correlated wit h that of his father. One way that this is displayed is that "Okonkwo never showed emotion openly, unless it be the emotion of anger. To show emotion was a sign of weakness, the only thing worth demonstrating was strength" (Achebe 28). Okonkwo's greatest weakness was fear, yet this a contradiction in it's own terms. His fear of fear played such a big part of his adult life that it came back to haunt him. He never wanted to be considered a victim. Yet, ironically, he was only setting himself up to self-destruction and tragedy. Because of fear, it drives him pull his machete and strike a blow, first killing Ikemefuna and later the Court Messenger. Finally, this drives him to be physically abus... ...d, but instead because he could have been so great. Instead, he becomes cruel, unfeeling, and greedy. The true tragedy is that Kurtz did not become the great man that he could have been. Okonkwo and Kurtz were two men from the opposite ends of the spectrum. Their beliefs did not coincide, but they did have one aspect in common. They both brought themselves to the point of a tragic fall. For some reason or another, they both had to leave their homes. This is the marking of their fall. As soon as they do leave, the downfall begins, and it does not stop until there is nothing else to lose.    Works Cited Achebe, Chinua. Things Fall Apart. New York: Bantam Doubleday Dell Publishing Group, 1959. Conrad, Joseph. Heart of Darkness. New York: W.W. Norton & Company, 1988. Daniel, Patsy J. ConradÕs Heart of Darkness. Explicator. 54(3):164-165.      

Tatparya and its role in verbal understanding :: Concept of Intention Sentence Papers

Tatparya and its role in verbal understanding I examine the concept of intention (tatparya) and its role in the phenomenon of verbal comprehension (sabdabodha) with special reference to Navya Nyaya, followed by some critical and evaluative remarks. An effort has been made to give an account of the apprehension of intention (tatparya) in four types of sentences: a) the ambiguous sentence b) the non-ambiguous sentence c) the vedic sentence and d) the sentence uttered by a parrot. I. The present paper gives an account of the concept of intention (tatparya) and its role in the phenomenon of verbal comprehension (sabdabodha) with special reference to Navya Nyaya, which is followed by some critical and evaluative remarks. In this connection, an effort has been made to give an account of the apprehension of intention (Tatparya) in four types of sentence: (a) ambiguous sentence; (b) non-ambiguous sentence; (c) vedic sentence and (d) sentences uttered by a parrot. II. The Naiyayikas have pointed out the philosophical significance of intention (Tatparya) first in the context of enquiring the seed of implicative meaning (Laksana). To them the non-realisability of intention or tatparya (tatparyanupapatti) is the seed of laksana i.e. implicative meaning. In fact, the implicative meaning of the term, ganga as found in the sentence gangayam ghosah is the bank of the ganga.. The primary meaning of the terms ghosah and ganga are ghosapalli and a particular flow of water (Jalapravaha-visesa) respectively. The milk-man-colony cannot remain in a particular flow of water and hence there is the non-realisability of the relation (anvayanupapatti) between them. This can be removed, if the bank of the ganga is taken as the meaning of the term ganga through laksana. In the same way, the implicative meaning of the term ghosah is also possible. In the former case laksana in the term ganga is accepted, but not in the term ghosah. In another, the reverse case is accep ted. If laksana is accepted in either of the terms, there will not be the non-realisability in respect of relation (anvayanupapatti). If it is argued that the removal of the non-realisability of relation is the result of laksana, the rule that the implicative meaning of the terms ganga and ghosah are to be accepted becomes meaningless. In reply, it can be said that the rule becomes contradicted if it is accepted that the removal of the non-realisability of relation is both the result and seed of laksana. Tatparya and its role in verbal understanding :: Concept of Intention Sentence Papers Tatparya and its role in verbal understanding I examine the concept of intention (tatparya) and its role in the phenomenon of verbal comprehension (sabdabodha) with special reference to Navya Nyaya, followed by some critical and evaluative remarks. An effort has been made to give an account of the apprehension of intention (tatparya) in four types of sentences: a) the ambiguous sentence b) the non-ambiguous sentence c) the vedic sentence and d) the sentence uttered by a parrot. I. The present paper gives an account of the concept of intention (tatparya) and its role in the phenomenon of verbal comprehension (sabdabodha) with special reference to Navya Nyaya, which is followed by some critical and evaluative remarks. In this connection, an effort has been made to give an account of the apprehension of intention (Tatparya) in four types of sentence: (a) ambiguous sentence; (b) non-ambiguous sentence; (c) vedic sentence and (d) sentences uttered by a parrot. II. The Naiyayikas have pointed out the philosophical significance of intention (Tatparya) first in the context of enquiring the seed of implicative meaning (Laksana). To them the non-realisability of intention or tatparya (tatparyanupapatti) is the seed of laksana i.e. implicative meaning. In fact, the implicative meaning of the term, ganga as found in the sentence gangayam ghosah is the bank of the ganga.. The primary meaning of the terms ghosah and ganga are ghosapalli and a particular flow of water (Jalapravaha-visesa) respectively. The milk-man-colony cannot remain in a particular flow of water and hence there is the non-realisability of the relation (anvayanupapatti) between them. This can be removed, if the bank of the ganga is taken as the meaning of the term ganga through laksana. In the same way, the implicative meaning of the term ghosah is also possible. In the former case laksana in the term ganga is accepted, but not in the term ghosah. In another, the reverse case is accep ted. If laksana is accepted in either of the terms, there will not be the non-realisability in respect of relation (anvayanupapatti). If it is argued that the removal of the non-realisability of relation is the result of laksana, the rule that the implicative meaning of the terms ganga and ghosah are to be accepted becomes meaningless. In reply, it can be said that the rule becomes contradicted if it is accepted that the removal of the non-realisability of relation is both the result and seed of laksana.

Motivation and Emotion Essay

Motivation The process by which activities are started, directed, and continued so that physical or psychological needs or wants are met. Came from the Latin word â€Å"movere† which means â€Å"to move† Two Kinds of Motivation 1. Intrinsic Motivation – occurs when people act because the act itself is satisfying or rewarding (e.g. charity). 2. Extrinsic Motivation – occurs when people receive an external reward for the act (e.g. money). Approaches to Motivation 1. Instinct Approach – proposes that some human actions may be motivated by instincts (e.g. motherly instinct, survival instinct). 2. Drive –reduction Approach – when an organism has a need, the need leads to psychological tension that motivates the organism to act; fulfilling the need and reducing the tension (e.g. sleep). 3. Arousal Approach – a person has an optimal level of arousal to maintain (sensation seekers). 4. Incentive Approach – an external stimulus may be so rewarding that it motivates a person to act toward that stimulus rather than another stimulus or to satisfy a drive Maslow’s Hierarchy of Needs (Abraham Maslow) Self Determination Theory (Edward Deci & Richard Ryan) Biological Basis of Hunger Lateral Hypothalamus – gives off the biological feeling of hunger. Ventromedial Hypothalamus – causes a person to feel full. Digestive System – the stomach and intestines send nerve and impulses to the brain to recognize that they are already full. Glucose – it is what food is converted to; also called blood sugar; if the glucose is low, it increases a person’s hunger, if it is high, it decreases it. What motivates you to eat? the most common reason why people eat is due to stress and problems, other reasons may be of culture and tradition since other foods which are not considered edible in one country is considered a delicacy in another (such as insects). Eating Disorders group of condition defined by abnormal eating habits that may involve either insufficient or excessive food intake to detriment one’s physical and mental health Anorexia Nervosa – a condition which reduces eating to a point that a weight loss of 15% below the ideal body weight or more occurs (under eating). Bulimia Nervosa – a condition in which a person develops a cycle of binging or overeating enormous amount of food at one sitting, and purging or deliberately vomiting after eating (overeating). Causes of Eating Disorders These include depression, substance (drug) abuse, family history (heredity), difficult relationships with family and friends, stress, being overly concerned with being slim. Warning Signs these are the signs that could result the person to have an eating disorder: missing meals complaining about being fat refusing to eat at restaurants cooking feasts but not eating the food prepared repeatedly checking weight Emotion the â€Å"feeling† aspect of consciousness and include physical, behavioral and subjective components Physical: increase in heart rate, rapid breathing, dilation of pupils, dryness of mouth, fidgeting Behavioral: facial expressions, body movements and actions Subjective: anger, fear, happiness, and sadness James-Lange Theory developed by William James and Carl Lange states that a stimulus creates a physiological response that then leads to the labeling of the emotion event arousal interpretation emotion I see a snake muscle tenses, heart races feel nervous and scared Canon-Bard Theory developed by Walter Canon and Philip Bard states that emotions are felt first given a specific stimulus followed by a physiological change event simultaneous arousal and emotion I see a snake feel nervous and scared muscle tenses, heart races Lazarus Theory developed by Richard Lazarus states that a person decides what to feel depending on how he interprets an instigating stimulus or event event thinking simultaneous arousal and emotion coworker gets promoted think that you should have been the one promoted feel bitter Negative Emotions: fear anger guilt depression horror pride jealousy envy regret sad grief self-pity anxiety resentful denial How to become happy enduring happiness does not come from success take control of your time smile seek activities that engage ones skills get moving get necessary sleep prioritize relationships focus beyond the self make a gratitude journal nurture your spiritual self

Analysis of the Fragments from ‘The Passionate Year’ by James Hilton Essay

The fragments from ‘The Passionate Year’ written by English writer James Hilton is under our interpretation. The problems of teacher and pupil are touched upon in these passages. Here we can read about the problem of a new teacher and how children rag him. But a teacher can have a strong will and won’t let his pupils make jokes at him, how to manage them. The author of this story is omniscient, he goes through the psychological characterization, and using the third person narration, tells us a straight-form story about a young teacher, Kenneth Speed, who is the central character, who came to his new class and had been warned about the children’s possible misbehaviour. The story is set in a class-room and this is a realistic setting. The plot of the story is simple and the story is divided by the author to two parts: ‘Speed in class’ and ‘The conversation between Speed and Clanwell’. But I want to offer the further division: the first part can be subdivided to three more – ‘Speed’s expecting worse’, ‘Misbehaviour’ and ‘Punishment’. I think such a division of the story to logical parts was made to form the matches: the first sub-part is the opening, the second is the climax (the passage telling about laughter), and the third is the denouement. The last part which is separated by a line, is the closing paragraph added to the fragment of the story in order to come to the conclusion that the victory over the children was full and Speed had passed his ‘ordeal’. At the beginning of the fragment Speed is in nervous condition which is expressed by the epithets: ‘nervous’, ‘an atmosphere of subdued expectancy’, ‘keenly conscious’; similes: ‘as if he were sitting on a powder-magazine ’. To show the atmosphere after Speed’s confusion with the names, the author uses rhetorical exclamatory sentence, even with inversion in it. And then goes Speed’s flashback to his past. Elliptical sentence (‘in hot indignation’) is used to show how really indignant Worsley was. The closing paragraph contains metaphor (‘ordeal’). There are also repetitions in this extract of the word laughter (‘roared with laughter’, ‘went away laughing’ ). The tonal system of the story is ironic and humoristic, though there are some points of tense there.

The Effect of the Northern Drilling

A deep subsurface rock core for paleoclimate reconstruction was collected in October and November 2007 during the South McMurdo Sound Project (SMS) of the Antarctic Geological Drilling Program (ANDRILL). To allow for deeper penetration and more efficient core recovery, water-based saline drilling fluids were utilized. A total of 5. 6Ãâ€"105 L of fluids was lost in the subsurface. The fluid was comprised of surface seawater from the sound, as the wetting agent mixed with densifying compounds (mainly potassium chloride and small amounts of fourteen other compounds including biodegradable organics).When exploring pristine locations a main goal needs to be minimizing the amount of biological and chemical contamination. Introducing a contaminant such as drilling fluids could negatively alter the in situ conditions; affecting the environment even after the exploring party has departed the system. The fate of contamination on the subsurface environment from invasive exploration methods int o pristine environments is not well known.In this study, computer models (MODFLOW, SEAWAT) that are used by hydrogeologists to establish the fate and transport of contamination were utilized to determine the extent of the drilling fluid contamination from the sea floor to 1100 mbsf. In these models, previously collected logs for lithology, porosity, fracture density, drilling fluid loss, drilling fluid characteristics, and temperature were used as different parameters in the model.In addition, biodegradation and sorption constants for the drilling fluid were determined. These factors are important to determine the extent and half-life of the drilling fluids in the subsurface. Samples of drilling fluids used during coring and return fluids were collected from the drill site and were used to determine the biodegradation of the drilling fluids. The overall goal of this research project is to utilize the rich data set provided by SMS ANDRILL and some basic la

Sg Cowen

9-402-028 REV: JANUARY 19, 2006 THOMAS DELONG VINEETA VIJAYARAGHAVAN SG Cowen: New Recruits We are who we recruit. — SG Cowen professional Chip Rae, director of recruiting at SG Cowen, looked out the conference room window at the falling flakes and wondered how fast the snow was accumulating. Most of the firm’s bankers had come in from Connecticut or Westchester to participate in the Super Saturday recruiting event, and he knew they were anxious to get home before the weather deteriorated and made travel dangerous. The interviews had finished at noon, and the candidates from various graduate schools had left for their flights right away.Now, the bankers were eating lunch, discussing interview results and making decisions. They were sitting in â€Å"Giants Stadium,† the bank’s largest conference room, and Rae had set the tables up in a U-shape so that he could stand in the front and still communicate with all 30 bankers. He posted placards with all the cand idate names on the bulletin board and moved them around as they came up for discussion. The hiring meeting had moved rapidly through a number of candidates. The decision makers had agreed on candidates who were firm â€Å"yeses† and some other clear â€Å"nos. † Now was the tricky part: there were four candidates still left.Each person had some strong support among their interviewers but had also raised some questions. To reach the ideal class size after factoring in expected yield, Rae wanted to give out only two more offers. Investment Banking Industry in 2001 Consolidation in the investment banking industry was widespread, as major firms bought small banks, bought retail brokers, and considered partnering with commercial banks. Mergers and acquisitions (M&A) and equities remained the highest-margin businesses but also very volatile, as deal volume and initial public offering (IPO) issuances could dry up very quickly in a downturn.In a down market, fixed incomeâ€⠄¢s more stable revenue stream was especially welcome. Integrated banking groups such as Citigroup or JP Morgan Chase were sometimes able to win investment banking business away from the traditional bulge-bracket firms because of their ability to offer loans and other commercial banking capabilities. Some strategists believed the lending business was the ________________________________________________________________________________________________________________ Professor Thomas DeLong and Research Associate Vineeta Vijayaraghavan prepared this case.HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2002 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu.No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 402-028 SG Cowen: New Recruits wave of the future, while others targeted the custody business. The custody business, which involved holding and processing the buying and selling of securities for investors, was a low-risk fee-based business that was considered mundane but offered regular opportunities for interaction and service to potential clients.Several investment banks reported declining profits, and some laid off staff to cut costs. The biggest expense on Wall Street was compensation costs, averaging 50% of revenue. 1 In the prosperous years on Wall Street in the late 1990s, some firms had salary and bonus costs upwards of 60%, since firms signed multiyear contracts promising fixed bonus payouts to keep tale nt and also signed separate profit-sharing agreements with individual business groups to prevent them from spinning out on their own.Investment banks were also under increased scrutiny from regulators and the public, who were concerned about conflict of interest. Many new equity issues, especially in technology, had been supported by research analysts, particularly at the firms that had executed the IPOs. This loyalty to the banking clients came at the expense of the investors who followed analyst recommendations and bought stock in companies that often continued to decline. Firms were now developing better guidelines for keeping research teams independent from bankers and their clients.Investment banks fought for talent with firms in venture capital, private equity, hedge funds, consulting, and, for the last few years, tech companies. Banks were reassured to see students return to the fold, as they exhibited much more interest in established brand-name companies for secure jobs. Ho wever, the interest level had gone from one extreme to the other. Where banks had once feared they were only seeing second-tier candidates, now they had recruiting yields much higher than expected and struggled with how to handle all the new recruits as business slowed down.SG Cowen SG Cowen was born when Societe Generale purchased Cowen and Company in July 1998. Societe Generale was an international bank based in France, founded in 1864, nationalized in 1945, and privatized in 1987. By 2000, it was one of the world’s largest banks, with assets of over $430 billion as of December 2000. Like many European banks, it wanted a foothold in investment banking in the United States. Many of these banks had tried to create a beachhead in the U. S. but had not succeeded.Societe Generale had flirted with buying one of the CHARM banks for the past five years and decided Cowen was the best match culturally. 2 By 2000, Societe Generale’s $600 million purchase of Cowen had started to pay off: SG Cowen went from an operating loss of $75 million in 1999 to an operating profit of $34 million the following year. Cowen began business as a bond brokerage house in 1918 and grew into a firm known for top-tier research and strong equity sales and trading capabilities. It was now also focused on building up its investment banking and M&A advisory services.The new entity SG Cowen, numbering 1,500 professionals, planned to remain a boutique-sized firm but had access to the parent firm’s balance sheet. SG Cowen’s investment bankers focused on emerging growth companies in two volatile but highly profitable areas, health care and technology. This focused approach to banking depended on deep knowledge collected through its equity research team, highly regarded for its coverage of both 1 The Economist, August 4, 2001. 2 CHARM banks was the Wall Street nickname for this set of boutique banks: Cowen, Hambrecht & Quist, Alex Brown,Robertson Stephens, and Montgomery S ecurities. 2 SG Cowen: New Recruits 402-028 health care and technology. Kim Fennebresque, president and CEO of SG Cowen, often described research as the â€Å"edge of a wedge† that created inroads with new clients. The firm had strong roots in Boston but had now opened several other offices, as far apart as San Francisco, Dallas, and London. This raised concerns about making sure employees in smaller offices were not isolated and also that they had full knowledge of and access to the resources of the global firm.As the firm grew, there were concerns that groups should make sure there were frequent interactions and that people should know about one another’s deals and proposals and make sure they coordinated their client activity. Fennebresque believed that SG Cowen should continue to grow geographically but stay industry focused: â€Å"We will, under all circumstances, remain an emerging growth investment bank. Our geographical reach will extend to Europe, Asia, and o ther parts of the world, but we will not stray from that focused sectoral agenda.We have in our midst, and will continue to attract, the highest-quality professionals who believe in that business model. † The Hiring Process Like most firms on Wall Street, SG Cowen made hiring decisions in the early winter and spring of each year to fill a new class of associates who would begin that summer. Some associates had previously been employed by SG Cowen as analysts and were promoted to first-year associate at the end of their third year with the firm without going to business school. Other associates started out as interns in the summer between their first and second year of business school and subsequently were offered full-time employment at the end of their internship commencing the following summer. The hiring process for new outside associate hires began in the fall, when SG Cowen would make company presentations at its â€Å"core business schools,† where it participated in the on-campus recruiting programs. These schools were NYU, Chicago, Columbia, Cornell, Emory, USC, Washington University, Notre Dame, and Berkeley.SG Cowen would also accept resumes from students at noncore schools, where it was not participating in the on-campus program. Often SG Cowen professionals would conduct â€Å"informational interviews† with students in the office in advance of official first-round interviews. These interviews, which were not part of the formal process, were a chance for SG Cowen to gauge how serious and enthusiastic the candidates were and a chance for candidates to learn more about the firm and the industry before the interview in which they would be actually evaluated.Rae assigned team captains to every school at which SG Cowen recruited on campus so that students had a constant and familiar point of contact. Ideally, these team captains were banking professionals and not human resource professionals, and as often as possible, Rae would try to match up alumni with their own school. Gregg Schoenberg was team captain at the Johnson School of Business at Cornell, the school that currently provided SG Cowen’s highest recruiting yield. Schoenberg had joined the firm in August 1998 and now worked in the Equity Capital Markets Group.He became actively involved in recruiting at Cornell upon joining for two reasons. First was that he believed SG Cowen would benefit from the high quality of candidates at Cornell. Second was that he wanted to make it easier for Cornell grads to obtain investment banking positions on Wall Street. Schoenberg averred: In the bull market years, the Goldman’s of the world would back up the recruiting truck to places like Harvard and invite slews of students to climb aboard.It was tougher for us because 3 Analysts were recruited from Babson, Colby, Columbia, Georgetown, Harvard, New York University, University of Pennsylvania, Tulane, Vanderbilt, Massachusetts Institute of Technology, and Ya le. 3 402-028 SG Cowen: New Recruits we didn’t have the alumni base in New York. We came down here on our own nickel and really pounded the pavement. But you can turn a negative into a positive. Because Cornell students who do want to do banking have to show more initiative and be more focused, generally this makes them great hires.When Schoenberg had been hired, Cornell was not a core school, and Schoenberg described SG Cowen at the time as â€Å"so-so receptive† to people from noncore schools, mostly because the lack of an on-campus round made for disproportionate hassles to pin bankers down to do interviews and set up individual interview times in the middle of a regular workday. Coming from a nontraditional background in politics, Schoenberg felt SG Cowen’s interest in him really gained momentum once they knew he had been called back for second rounds at Lazard Freres.When Schoenberg recruited for SG Cowen, he said he always told candidates, â€Å"It doesnà ¢â‚¬â„¢t matter what you did before, what matters is that you have demonstrated a pattern of success. † But he also said candidates had to be realistic about their â€Å"fit,† as he himself was. â€Å"I couldn’t outmodel a former Morgan Stanley analyst,† he said. He moved to Equity Capital Markets from M&A within his first few months because â€Å"it played to my interests in the markets and my personality. † People need to be fast learners, he said, because â€Å"Wall Street doesn’t have the patience to allow someone to develop slowly. Rae’s Strategy Schoenberg’s advocacy for making Cornell a core school converged perfectly with Rae’s new strategy for choosing core business schools. â€Å"We used to go to the top 10,† Rae said, â€Å"but at some of the top schools we were getting people in the middle of the class. † Paying more attention to the next 15 schools in the top 25 was Rae’s new strategy. R ae, who graduated from Amos Tuck School of Business at Dartmouth, had originally been a banker himself at JP Morgan before moving into recruiting positions there and at Merrill, Smith Barney, and then SG Cowen.His previous employers were giants on the top 10 campuses, with huge recruiting budgets, recognized brand names, and, most importantly, much larger hiring needs, which meant that they received immediate student interest. At schools such as Emory and USC, SG Cowen could be a relatively bigger player and attract more attention from the best students. There was resistance initially from senior management, as this was viewed as going downstream. But Rae said, â€Å"Senior managers eventually saw the wisdom. We were hiring at the top of the class, and these students also tended to be more loyal.We were not missing much by not going to the top schools. † At each of the core schools, Rae scheduled a company presentation in advance of the interview dates. At the presentation, R ae guided the team captains to make sure they answered four questions quickly: who are we, what do we do, what distinguishes us from competitors, and what are the next steps. SG Cowen promoted the advantages of a boutique firm, arguing that there was less bureaucracy than at larger banks, that people could move much faster in their careers than at other banks, where they would be hired and promoted lockstep as part of a large class.Team captains talked about the advantages of small deal teams, which allowed for more exposure to clients, more responsibilities, and more entrepreneurship. Rae encouraged team captains to make a very short formal presentation and then allow a substantial amount of time to informally talk and answer questions. At schools like NYU, SG Cowen would be represented by an MD, who made the presentation, and then perhaps 20 alumni who could then have fairly substantial interaction with the expected 100 students who would show up.Some team captains like Schoenberg would tell students they could call him or come and see him (at their own expense) for informational interviews. This would help self-select students who really wanted to be prepared for first-round interviews by knowing more about the firm and also establishing a 4 SG Cowen: New Recruits 402-028 relationship with him. However, he admitted there was a fine line between helping students who were self-starters and giving them unfair advantage in the process. Some team captains put in a lot of time and effort, while some put in less.SG Cowen did not directly compensate or reward bankers for being involved in recruiting activities, but recruiting was included on the performance reviews leading to year-end bonuses. On-Campus Round At every core school, SG Cowen had two or three schedules comprising at least one open one, whereby students signed up based on interest, and the rest closed, whereby SG Cowen selected among previously submitted resumes. Rae said, â€Å"In the past, I’ ve found as many good people on the open as the closed list. † In the first rounds, interviewers tried to focus on which of these candidates could make it through Super Saturday.Schoenberg said, â€Å"When I go up to interview, I’m tough on candidates because I don’t want to embarrass myself later on by endorsing weak candidates. † Interviewers knew they would be held liable for the quality of candidates they brought back for Super Saturday, and their own reputation was diminished if they wasted the time of senior bankers at the firm interviewing candidates at Super Saturday who were clearly not appropriate. At the same time, Schoenberg said, â€Å"When I see people who are prepared and have the eagerness, I fight very hard for them. †While some bankers were especially tough, others were especially easy and wanted to be generous in their assessments of all the candidates. Rae said, â€Å"This is where you see the beauty of writing comments down. â €  At the end of a day of first-round interviews, the two or three people who had been interviewing would discuss whom they had seen. Rae tried to make detailed notes on resumes or on the evaluation sheets he had created, and he encouraged the bankers to do the same so they could recollect specific details about each candidate (see Exhibit 1 for a sample of Rae’s notes from past interviews).Most often there were two schedules, which would amount to 24 candidates. They would then try to narrow the list to six candidates and quickly have a second round, even that same night, on campus in order to cut half and invite the other half to Super Saturday. Rae said the firm usually wanted associates or senior associates to conduct first-round interviews: â€Å"We’re not aggressive about sending our most senior people out; we want to downstream the identification of talent and upstream the responsibility of closing on offers to senior people. Rae felt that often the senior-m ost people were removed from day-to-day concerns and tended not to be as demanding about the basic skills an associate needed, whereas those just a few years ahead of a firstyear associate would be much more rigorous about assessing skills. He made sure senior bankers would be at Super Saturday, however, to judge whether potential associates also had the makings of a good long-term banker. In Rae’s view, long-term success did not come from building models, it came from loving the work, loving to teach and sell, and loving the hunt.The successful bankers had to feel the excitement of serving clients and the excitement of competing at the highest level. In this first round, he also instructed interviewers to test for culture fit. This could be as simple as asking someone whose work and education experience was entirely in the Midwest, â€Å"Are you comfortable living and working in New York? † Rae said, â€Å"Sometimes they might be a diamond in the rough and they can m ake the transition, but cultural fit is important. † Other bankers at SG Cowen agreed. One banker, Ryan Daws, pointed out, â€Å"It’s mportant having Chip in the process because there are only so many personality types in the world, and he’s seen a lot more than we have. † Daws said, â€Å"HR at every bank has to earn credibility with bankers, but when you have someone like Chip who used to be a banker, it makes it easier. † He also said, â€Å"Certain types 5 402-028 SG Cowen: New Recruits fail to succeed once they get here, which colors the interviewing process. † For Daws, alarm signals went off when people did not dress appropriately, or when they asked questions like, â€Å"Are the hours really as bad as they say? He acknowledged there was some ego involved on the interviewing side. â€Å"No one’s ever as good as I thought I was,† he joked. Super Saturday Super Saturday in fact began on Friday afternoon, when candidates ar rived from their various schools and convened with many of the interviewers for dinner and cocktails in the wine cellar of an elegant midtown restaurant. Fennebresque spoke at dinner, and, because he was a great speaker and because it was rare to get the attention of a CEO during recruiting, candidates were usually visibly impressed.On Saturday morning, interviews began at nine, and each interviewer and each candidate had five half-hour sessions with short breaks. Rae tried to keep these interviews moving and spent a lot of time gently tapping and then firmly knocking on bankers’ doors when they lost track of time. Super Saturday was exhausting for the interviewers as well as the interviewees, and Rae wanted to make sure the bankers saved some energy for the collective decision making. Thirty candidates had attended, which meant Rae had commandeered 30 bankers to come to Super Saturday.Rae said, â€Å"They’re giving up a Saturday, and they want to get out of here as f ast as they can. But they get to make the decisions, and that brings them in here every year. † Rae estimated from previous years that he should make 20 offers if his target was 15 acceptances. There were already eight hires from the summer associate program, and seven third-year analysts were being promoted, so this would achieve his objective of a full associate class of 30. Successful candidates received offers to join investment banking.Those who accepted returned for an orientation in April to meet with the banking groups that interested them most. By the time the training program started, each new associate was assigned to a group. The hiring meeting started as the bankers ate their lunch. The bankers usually felt very confident that they could whip through the list of candidates quickly, as they often assumed that others would have shared their view on the interviews they conducted. Bankers were always surprised at these meetings to find out how strong the disagreement could be.One managing director might be turned off by a candidate for â€Å"being too salesy, I thought he was trying to snow me,† and that same candidate could have appealed to another director for having â€Å"great attitude, eager to contribute. † Rae had to figure out how to let everyone weigh in and then build consensus around a decision. Building a Culture through Hiring Rae said, â€Å"I try to get people to act and behave like a firm. † He wanted to make sure bankers were not overly partial to candidates from their own alma maters and also that bankers did not hire people who would only succeed in their own group.At the same time he wanted to make sure that bankers did not relax standards and hire a candidate whom they thought of as â€Å"good enough for the firm† but â€Å"not good enough for my group. † Sometimes he would try to push a banker to a conclusion by saying, â€Å"If you could only take one new associate to the CEO’s of fice with you, which one would it be? † Or at the other extreme, â€Å"If I can’t place her, she’s going to be yours, how do you feel about that? † 6 SG Cowen: New Recruits 402-028 One HR manager at SG Cowen commented:People on Wall Street are too hard on people who took some time to figure out what they want to do. But look at Kim Fennebresque, our CEO. He started out as a lawyer, and he’s been incredibly successful in banking. But when people are hiring, they don’t think of that. Personally, I think anyone who tells you in an interview that they wanted to be an investment banker since age 12 has led an incredibly dull life. Fennebresque said, â€Å"We want to make sure people who are attracted to a place like this understand what this is. We want to ferret out people who love technology, who love emerging growth. Making the firm more visible to both potential clients and potential employees was one reason Fennebresque agreed to frequent ap pearances on CNBC and business segments on other news shows. â€Å"So many people come to Wall Street for the wrong reasons,† he said. â€Å"They’re dazzled by dough and dazzled by stature. People should figure out what they like to do, it matters even more than what they’re good at. I was perfectly good at law, but I sat in that law library at night and I thought the librarian was the Marquis de Sade torturing me.If you don’t like what you’re doing, even if you’re good at it, eventually you and God are going to figure it out. † Fennebresque spoke fondly of having started out in banking at First Boston in the 1980s during the firm’s heyday and in close view of the rise of Joe Perella and Bruce Wasserstein. Fennebresque said, â€Å"I used to believe culture was an overrated Harvard buzzword,† but First Boston made him realize how much culture mattered. â€Å"We were young punks trying to elbow in on the big boys, and it worked,† he said proudly. He was trying to bring some of that dynamism to SG Cowen.Because the investment bankers had all been hired from different firms to build SG Cowen’s banking platform, Fennebresque often used the metaphor of Ellis Island to exhort his bankers to come together and create a unified new culture. He also wanted to make sure they felt they had the support they needed to get their work done, and Fennebresque tried to give bankers as much autonomy and decisionmaking power as possible. Fennebresque’s involvement in recruiting events and his visibility with new and young employees stemmed from this desire to provide support. â€Å"The most important clients are inside, not outside. I really believe that,† he said.Hiring Criteria Rae tried to formalize the criteria by using grid sheets for the bankers to fill out and having them vote and make a case on behalf of their candidate. There were definitely bankers who resisted any kind of â€Å"sc ience† in this process. Bill Buchanan, HBS ‘86, was head of Equity Capital Markets and had also come to SG Cowen from First Boston, like Fennebresque. â€Å"The type of person who does well here doesn’t want to be told what to do. He or she is far less regimented. This is not the Navy. We want the self-starter. † Buchanan said he did put a lot of stock in resumes: â€Å"It makes a big difference if they have been an entrepreneur. Most important, though, he hired for fit. He was even known to change the structure for fit, in that he had created jobs for people he thought SG Cowen should hire. As Buchanan put it, â€Å"We can stretch for personality, and we can stretch for sparkle. † Especially in ECM, Buchanan said, â€Å"The human element, especially our creativity and energy, is why a company chooses us as financial advisor in the first place, especially on commoditized products. We’re very hands on and high touch. We’re not the volu me leader, but we are a service leader. † 7 402-028 SG Cowen: New Recruits Candidates for HiringThe bankers assembled had assigned almost all the magnetic placards representing the applicants into decision groups. They had two spots remaining and four people in the â€Å"maybe† category from whom to choose. 4 Natalya Godlewska Natalya Godlewska was an MBA student at Cornell and had earned an undergraduate degree in finance at an eastern European university. As an undergraduate, she had been the student with the highest grade point average (GPA) in the finance department, and she went on to serve as a graduate teaching assistant in the finance program at Cornell’s business school.She was originally from Poland and had moved to the U. S. at the age of 22. She spoke fluent Russian, Polish, and German and some French. Prior to business school, she had worked for four years for CommScan, a company that developed M&A modeling software used by many major Wall Street fir ms. She had gone to the SG Cowen presentation at Cornell, called the bankers she had met to have informational interviews, and then had been one of the top candidates from Cornell sent on to Super Saturday.At Super Saturday, her interviews had mostly gone well, although there was some hesitation from two interviewers. Everyone was uniformly impressed with her finance background, her analytical knowledge, and her understanding of the financial markets. When one of the bankers had telephoned her references, her previous supervisor had responded positively about Godlewska’s skills and also commented, â€Å"This is the person I would want to bring to a tough negotiation. † She seemed very determined, ambitious, and ready to work hard.But one associate and one managing director each expressed strong reservations for different reasons. The associate felt that Godlewska might not be a good culture fit with the other associates and that she had seemed stiff and uncomfortable d uring small talk at the opening of the interview and also at dinner the night before. The managing director felt that some bankers might lose patience with Godlewska’s less-thanperfect English and that this would affect her ability to work smoothly with her managers. Other people on her interview schedule spoke up in her defense.Associates should be made to deal with people with different backgrounds, and it was all too easy to use â€Å"culture† as an excuse. One banker said he thought Godlewska would be a hit with clients because she was a go-getter and radiated positive energy and a â€Å"can-do attitude. † He said that though it might be an issue with impatient bankers on her team, her language skill would definitely not be an issue with clients because â€Å"most of our clients think Wall Street types speak too fast anyway. † Martin Street Martin Street was a second-year Wharton MBA who had previously served four years in the military.He had no busin ess experience, but he had substantial leadership experience, most notably having led a rescue operation in war-torn Bosnia. He was president of his section at Wharton and also of the Running Club, having completed two marathons and one triathlon in the past year. All of his interviewers agreed that he came across as a dynamic personality and that he was confident and articulate. SG Cowen came to Wharton toward the middle of the recruiting period, so as one banker said, â€Å"People either really want SG Cowen, or they didn’t get offers from other firms. Street had told them he was taking several finance courses, but SG Cowen was not allowed to ask him about his grades because that was forbidden under Wharton recruiting rules. Cowen had difficulty scheduling Street for Super Saturday because he was always involved in recruiting events at other firms. He had said that he liked smaller firms and liked SG Cowen’s areas of specialization, but they still were 4 Note: These candidates are composites of many candidates and are not meant to describe any actual candidate. 8 SG Cowen: New Recruits 402-028 nsure what the likelihood was that Street would accept the offer if it was extended. They were also wary of whether he would play firms against one another in terms of wanting additional time to interview and consider offers, which might prevent SG Cowen from being able to fill that slot with another top-choice candidate. One professional in recruiting said, â€Å"If a person doesn’t sign and accept the offer letter right away, we’ve made a mistake. † Ken Goldstein Ken Goldstein was a second-year MBA at Berkeley who had previously worked at PricewaterhouseCoopers for five years.He had quickly risen to be a manager at PWC, managing multiple audit teams simultaneously, drawing up budgets and pricing for projects, making presentations to win business, and resolving technical accounting issues for clients. When SG Cowen called his refere nce at PWC, he confirmed, â€Å"Ken’s performance appraisals put him in the top 5% of the firm. † Everyone who had interviewed Goldstein liked him and thought he would represent SG Cowen well. In fact, when Rae looked over the written comments on all the evaluation forms, they were uniformly positive.Why hadn’t Goldstein been an immediate â€Å"yes,† why was he one of the â€Å"maybes† that warranted this discussion? One banker said, â€Å"I can tell you what everyone’s afraid to say. Ken is married and has two sons, a newborn and a two-year-old. Whatever he did at PWC, we can’t tell at this stage of his life whether he really will be willing to work 24/7 like the rest of the associates. † One of the senior associates said, â€Å"It’s hard on the other first years if we make allowances for Ken to pick up his kids at daycare or not work on a weekend when his wife’s away.None of the first years expect to have a lif e, so what happens when they see Ken having a life? † Some interviewers said Goldstein had openly talked about his intention to be able to balance a family with being a banker. One of his interviewers said, â€Å"I commend him for trying, but I break promises to my kids all the time, to take them to the first day of school, to get home for a game. † Another banker said, â€Å"It’s weird to say this, because we always say we’re looking for maturity, but I almost think Ken’s too mature. If he were on my team, I wonder if he would do what I tell him to do, or if he’ll dislike taking orders.He’s used to having a lot of responsibility and being in charge. † Andy Sanchez Andy Sanchez was a second-year MBA at the University of Southern California and had completed his undergraduate degree in economics at UCLA. Sanchez had found early success as an entrepreneur, having started his own business during his first year of college, a Kaplans tyle tutoring business to prepare students in Los Angeles for high school achievement tests and the SATs in both English and Spanish. After college, he ran the business full time for three years and then continued to run it while he enrolled in business school.Last year, his business had served 4,000 students at an average price of $500 per course, resulting in $2 million in revenue and clearing $400,000 in profits divided between himself and an equity provider. Sanchez’s interviewers all found him enthusiastic and personable. He had talked to a lot of people at SG Cowen and had stopped into the New York office to have informational interviews or talk to other associates on several occasions when he was in the city for other meetings. He always sent follow-up e-mails and notes to everyone he spoke to, was friendly to the other candidates at Super Saturday, and was great at making people relax.He was well informed about the firm, telephoned other alumni from USC to talk to the m about their banking experiences, and seemed as though he had been reading up on investment banking, speaking very cogently about recent landmark deals in some of his interviews. When asked whether he was sure he wanted to leave his business, he said he was ready for new challenges and that his younger brother was going to run it in his absence. The biggest concern interviewers had with Sanchez was from his resume, which listed a 2. 8 for his undergraduate GPA.When asked about his business school GPA, Sanchez had said it was a 3. 1. At a time when most schools including USC had a fair amount of grade inflation, SG Cowen bankers were 9 402-028 SG Cowen: New Recruits concerned that he had had so many â€Å"Cs† on his record over the years. â€Å"We’re not looking for rocket scientists, but a 2. 8 really sticks out,† one banker said. Sanchez had pointed out to one of his interviewers that his SATs and GMATs were quite high and that his low grades only reflected th e amount of work he was putting into running his business.Rae looked over the other resumes of the Super Saturday candidates, and Sanchez had a very competitive SAT score and one of the highest GMAT scores. Sanchez had told one of his interviewers, â€Å"There was a lot of demand for our services, so we got excited and grew the business pretty fast, and I also needed to make enough money to put myself through school and then put my two brothers through school. Unfortunately, that left me little time for studying. † Decision Time The bankers were having a hard time deciding among the four candidates, and they were running out of energy. The snow was coming down faster, and most f the food was gone, the bankers now going back to the buffet for a second sandwich or some lukewarm pasta. They had made good progress, but choosing these last two candidates was not turning out to be an easy task. Rae remembered Fennebresque’s admonition to make the hiring process â€Å"our mo st important priority. † One banker spoke up, â€Å"Chip, let’s keep this meeting moving. The roads look bad, and it’s my anniversary tonight. If I don’t get home soon, I’m in deep trouble. † 10 SG Cowen: New Recruits Exhibit 1 402-028 Sample Pages from Rae’s Evaluation Book (Prior Candidates) Candidate: Bill Berry Bill BerryLarry Larry Fromkin,Vice President, Health Care Linda Conway, Managing Director, Technology Daniel Jones, Associate Technology Lynn Smith Carl Havens, Vice President, Technology Gloria Watson, Associate, Barr Devlin K. C. *K. C. 11 402-028 SG Cowen: New Recruits Exhibit 1 (continued) Candidate: Damon Sam Sam Damon Vijaya Vijaya Parbhu, Managing Director, M&A Aaron Solomon, Associate, Technology Sam Chung/Lewis Anderson, Associates, Technology M&A Lynn Smith Tom Tedlow, Director, Technology Danny Lewis, Director, Technology 12 SG Cowen: New Recruits 402-028 Exhibit 1 (continued) Candidate: William XuWilliam Xu Ken K en Arendt, Associate, Technology Samantha Adams/Lewis Anderson, Associates, Technology M&A Charlotte Williams, Managing Director, Equity Private Placements Lynn Smith Michael Brennan, Associate, Barr Devlin Cal Pava, Managing Director, Technology with maturity 13 402-028 SG Cowen: New Recruits Exhibit 1 (continued) CSara Wicher Wicher andidate: Sara Mitch Mitch Madison, Director, Technology Sam Downing, Managing Director, Equity Private Placem ents Daniela Galvin, Associate, Technology Lynn Smith Bill Friedan, Associate, Technology Darrell Rawlins, Managing Director, TechnologySource: Company. 14 SG Cowen: New Recruits Exhibit 2 402-028 Associate Evaluation Form SG Cowen Investment Banking Division Associate Evaluation Form CANDIDATE: SCHOOL: EVALUATOR: DATE: GROUP INTEREST: OUTSTANDING GOOD FAIR UNSATISFACTORY COMMITMENT TO FIRM JUDGMENT/MATURITY INTERPERSONAL SKILLS Impact/Presence Communication Skills LEADERSHIP Initiative Motivation TECHNICAL SKILLS Creativity Modeling Accountin g/Finance Prioritizing WORK ETHIC Team Player Flexibility/Versatility Motivation OVERALL RATING COMMENTS: RECOMMENDATION(CIRCLE ONE): HIRE DON’T HIRE Source: Company. 15