Taking a Look at Starbucks Coffee - 943 Words

The first Starbucks Coffee, Tea and Spice store was opened in 1971 in Pikes Place Market in Seattle by three academics; History teacher, English teacher and writer Zev Siegel, Jerry Baldwin and Gordon Bowker respectively. Apparently the name Starbucks came from Moby Dick, an American classic novel about the whaling industry in the nineteenth century, by Herman Melville. Instead of selling the drink that they are famous for today, Sarbucks initially only sold coffee making equipment and coffee beans. The rather brilliant idea and decision to sell drinks rather than just machines and beans was brought up by Howard Schultz who was then the Director of Retail Operations for the company after 10 years of operation. However, his idea wasnt in favour of the company entrepreneur as he wasnt successful in convincing them about the crazy idea. Hence in 1986, he started a chain of coffee bars which he called II Giornale as he went his own way. Just over a year after that, Siegel and the other t wo sold Starbucks to Howard Schultz who then renamed his coffee bar chain to Starbucks and swiftly started expanding. The Coffeehouse chain started spreading across the United States of America after conqueting Seattle and then internationally. Tokyo, Japan was the first destination outside North America that Starbucks had ventured internationally (Coffee.org, 2014). The first company logo was an image of a two-tailed mermaid on a wood-cut style design. Over the years, severalShow MoreRelatedTaking a Look at Starbucks Coffee891 Words   |  4 PagesStarbucks coffee is a well-known around100 years ago. in the 1970s , three Americans to turn it into a coffee shop signs to promote the spirit of America`s coffee, and since then, Starbucks coffee growing to recently the worldwide fascinating companries. Starbucks coffee using a unique way to make coffee, refresh resources, high quality coffee beans,environmental products and the different foods provided. As it able to keep a long-lasting, high value-added brands, strong culture backgroud, thoseRead MoreStarbucks Keeps It Brewing in Asia Essay example927 Words   |  4 PagesCase 2-1 – Starbucks Keeps it Brewing in Asia 1. There are several barriers facing Starbucks as they try to â€Å"teach† people to change their consumption habits from tea to coffee. The most obvious being that tea is the most common drink in China. The Chinese view tea to be both medicinal and beneficial, whereas coffee does not have the same value to the Chinese. In addition to this, one has to take into consideration the vast area of China; it would be very difficult to get coffee to the more ruralRead MoreMarketing Analysis : Starbucks s Marketing1152 Words   |  5 PagesAnalysis Starbucks is diversifying into other related industries including bottled water, and even the music retailing industry. When a customer enters a Starbucks, they get a wide choice of many different types of products. They provide bagels, souvenirs, pastries, yogurt, wraps, fruit, Frappuccino, Espressos, Tazo teas, and many other items. Starbucks uses contemporary design of all promotional, web-related, and other material to keep it appealing to young generations. This contemporary look and feelRead MoreStarbucks and Tips to Enhance its Business787 Words   |  3 Pagesattract the customers and make coffee such a huge and profitable business. In almost any civilized city today, a cup of coffee is never too far away and in urban environments, it’s hard to walk for five minutes without seeing a vendor. Its 41 years of existence makes it a pretty solid company in the grand scheme of coffee stores. The main person behind Starbucks and CEO of this company is Howard Schultz who bought a Seattle coffee company in 1987. He transformed the coffee stores into a national, publiclyRead MoreCase Study #1: Starbucks Essay1169 Words   |  5 PagesCase Study 1: Starbucks 1. What are the barriers facing Starbucks as they try to â€Å"teach† people to change their consumption habits from tea and instant coffee? a. China is country with a population of about 1.3 billion people. It is considered a tea-drinking nation rather than a coffee-drinking nation. This is partly due to the benefits that tea is believed to offer, which include medicinal qualities that coffee does not have. As a result, Starbucks has the barrier of tradition in their wayRead MoreCase 1-1: Going Global Fast1582 Words   |  7 PagesCase Study 1-1 Starbucks- Going Global Fast Starbucks is one of the world’s largest success stories when it comes to the business world. What began as a little shop in Seattle has turned into more than a house hold name; it’s a name that everyone everywhere can associate with. Even if you have never stepped foot in a store, or don’t drink coffee at all you know the name. Starbucks has spread into global markets in the last few years, and with its U.S. ventures has been received very well, evenRead MoreCase Study for Starbucks1569 Words   |  7 Pages6. Evaluation of Starbucks social responsibility strategy? Is it sincere? In assessing Starbucks Social responsibility strategy, one would have to look at certain key elements of the strategy and what makes it a good strategy, a great strategy or even a poor strategy. One would have to ask question such as; * When was the social responsibility strategy adopted? * Did the social responsibility strategy contribute to Starbucks success? * Has the strategy been used to defeat more resourcefulRead MoreDescriptive Essay About Coffee Shop1671 Words   |  7 Pages Coffee, cafe, koffie, kahvi, caffe, otherwise known as the worldwide waker-upper made out of roasted beans. This special drink is a craving in the bright, early morning, or a regular 5 o’clock coffee time. Certain people believe roasting their coffee at home is a delicious morning tradition, and others do not want to deal with the uncertainties of technology, so going to the local coffee shop is perfect. For those coffee enthusiasts, there are two coffee shops that hold the key to Atlanta’s heart;Read MoreSummary : The Coffee Day 1489 Words   |  6 PagesCafà © Coffee Day was opened on July 11,1996, at Brigade Road, Bangalore, Karnataka in India. It is the biggest coffee chain in India founded by V.G. Siddhartha. Mr. Siddhartha had clear goals of becoming 2nd or 3rd place in the world of coffee business. It rapidly expanded to various cit ies in India; by 2013 it had 1,468 cafà ©s. CCD did not have that many challenges until Starbucks entered Indian market by partnering up with TATA. Starbucks is a leader in the world coffee business. Starbucks can takeRead MoreMarketing Analysis : Starbucks Inc.1679 Words   |  7 Pageswell-recognised retail coffee company, Starbucks Corporation. Starbucks has introduced numerous innovations over its long history. From its signature terms (like barista, venti, chai, Frappuccino ®) (Michelli 2007), the drive-thru cafà © concept, the Starbucks Card, the digital app ‘shake to pay’ to the corporate culture that overall makes the Starbucks Experience are some of the reasons why Starbucks has maintained its dominance in the coffee industry. This report will look in to its activities involving

Nurse Management Free Essays

This paper will discuss the various ways in which the nurse acquires critical and sensitive knowledge in going about the roles and functions of Nursing Management. This paper will attempt to justify the schools of thoughts that compose the principles of nursing management beginning with the various nursing theories that defines and elaborates the nursing profession. Among the central paradigm that this paper purports is the qualities necessary in becoming effective as a nurse manager. We will write a custom essay sample on Nurse Management or any similar topic only for you Order Now This paper is however limited to presenting current situations that defines the actual practice, because hospital setting differs according to state. The overall idea that this paper suggest, is that nurse management is just among the various skills that nursing profession equips itself with. Introduction According to Patricia Donahue (1996), the origin of the word nurse and nursing have shifted and evolved into a variety of perception according to roles and functions not only in the healthcare industry but to society in general.   With its earliest form of Latin derivative nutrite meaning to nourish, or nutrix translated as a nursing mother, Donahue furthers that nursing is highly synonymous with an act of a mother feeding her infant. Over the years, the experiences we’ve encountered and received from a nurse have evolved into an integration of variety of discipline that makes this word more of an art and a science. McFarland (2001) claimed that the current trend in today’s nursing professionals is expected to coordinate and facilitate an interdisciplinary system that makes use of appropriate and timely resource allocation and management. A nurse is required to be equipped with academic scientific proficiency and sophisticated technological know how to meet the expectations and demands of quality oriented health care provision industry. Consequentially, a nurse is expected to excel in broad areas of expertise including genetics, biotechnology, informatics, as well as skills relative to chronic care management (p.141). Relative to the evolution of the meaning of nursing from a perceived maternal care provider is the theory purported by Florence Nightingale (Kenworthy, Snowley ; Gilling, 2002) back in the early 18th century, where she emphasizes the importance of theory and process in health care. The impetus of this theory has encourage many other theories to come up with their own schools of thoughts relative to what nursing ought to be, thus owing to several great modern perceptions of this as a profession and a career (Kenworthy, Snowley ; Gilling, 2002). For instances, UK currently requires their nurses to be well trained and efficient in clinical setting, to be equipped with updated knowledge on measures and advances applicable in the actual practice, one that is being advanced by Nightingale as the necessary tools that defines nursing as a method, theory and practice (NMC, 2004 ; Aggleton ; Chalmers, 2000). Out of the necessity to define Nursing as a profession many imperative theories have been conceived and applied (Tierney, 1998) to distinguish nursing from its ideal medical orientation (Wimpenny, 2002). These theories promoted empowerment and autonomy of the nurse (Holland, 2003), providing a concrete purpose, defined roles within the multidisciplinary collaborative team (Colley, 2003). Notwithstanding specific model or theory set for nurses’ guidelines, certain essential ethical and code of professional conduct must define who a nurse should be in the work place. These codes set the standards on matters such as patient respect, consent, teamwork, confidentiality, professional competence, trustworthiness, and risk mitigation (Alexander, Fawcett ; Runciman, 1999). One pertinent yet highly critical role of a nurse in the health care industry is Nursing Management. The elaborations of such function in the succeeding paragraph is acquired through a compound ideas from an actual interview of a nurse manager as well as text book theories of what they are as defined by many authors. According to Allen (1998), an â€Å"effective nurse leader must be able to navigate successfully in the current turbulent health care environment† (p.15). A nurse manager is often tasked with more responsibilities than ordinary staff nurse where in that manager is expected to demonstrate the use of interpersonal relationship and communication skills, critical thinking, and organization skills. Allen (1998) furthered that the â€Å"unique attributes of the healthcare industry make the work of nursing leadership challenging and complex, requiring diverse expertise and knowledge, superb critical thinking skills and exceptional interpersonal capabilities† (p.15). In a profession where health and well-being is of the essence and priority, the likelihood of errors and the probability of neglect due to various reasons are inevitable, especially when the staff is being run by a manager who is inept in looking for obvious signs of poor performance which requires immediate attention and solution. As a professional, it must be considered that there are many obstacles arising from the provision of poor quality care to patient, and among which should highlight the capacity of the manager to lead motivate the group into the inherence of quality in their performance. The current deteriorating and unsafe staffing conditions in hospitals and other institutions prompted workplace advocacy to become the universally accepted concept for maintaining professional nursing standards. The Arkansas Nurses Association and the Louisiana State Nurses Association define workplace advocacy as a planned, organized system of services and resources designed to support the professional nurse in the workplace (White Paper on Workplace Advocacy, 1997). Their definition provided the core foundation of the skills and strategies that ensure the involvement of nursing practice in workplace decision makings relative to health care provision. â€Å"The ethical norms of the profession, Standards of Clinical Nursing Practice, and nurse practice acts validate the nurse’s professional obligation to provide quality care and protect clients and families† as stated by the Arkansas Nurses Association and the Louisiana State Nurses Association in the White Paper on Workplace Advocacy (1997). Workplace Advocacy educates and empowers nurses to effect changes in the workplace that will foster a high quality of performance as well as a healthy working environment, furthermore it intends to facilitate strategies for employers, nurses, and healthcare providers to work collectively toward high quality of health care and safeguard the standards of the health care industry. Its ultimate goal is the improvement and maintenance of quality and cost-effective client care. According to the Center for American Nurses (2006), in order to confront these issues, nurses must have a clear vision of their responsibilities in the workplace. They must have the personal, professional, and legal background to ensure their own well-being as well as that of their patients. Workplace issues are of great concern to the professional nurse because of its direct impact to the kind of service rendered in the actual setting, which consequently reflects to the personality of the providers in general. The dominant factor that determines the probability of this to happen lies in the manner with which nursing management takes place. In order for a manager to maintain cohesion and loyalty within the organization, he/she must employ the qualities of fairness and equality, treating everyone without prejudice, decreasing animosity amongst team members, boosts their morale and allows each one the opportunity to prove their best ability. Broad mindedness and acceptance to changes and diversity is likewise necessary in keeping the team together. A good leader must accept the individual’s positive attributes, because â€Å"diversity has proven valuable in all types of organizations in generating innovative ideas; broadening the appeal of the organization; expanding its network of donors and volunteers; and making it more open, flexible, and responsible† (Leadership Advisory Commission, 2003). Not only should a good leader be equipped with excellent communication skills, motivation and academic proficiencies, he/she must acquire the confidence, trust and respect of his members since this is indicative of their belief in the manager’s/leader’s capacity to achieve their goals. In conclusion, the Nursing indeed involves an intricate yet well defined characteristic that completes the ideals of what the profession should be. Like any other profession, a career can only be taken at face value if and when the services rendered are purely mechanical. A career becomes an art when the mind and the heart gets involve in the action, as in the caring of a sick and wounded soldier during the Crimean war. It can also be a science when allied theories gets implemented to suppose and insure the wellness of a patient, as in the case of collaborative nursing which employs the techniques of various discipline. But most of all, the nursing profession can truly become an art when all the aspect of humanity is integrated into the practice thus becoming a lifestyle and devotion aimed at promoting over all wellness. â€Å"What might be an expectation in the future is that all study of human experience, as lived or as imagined, should include a specific link with art and the truth about lived experience that is embedded there† (Mitchelle Cody. 2002. p.77). Reference Page Aggleton, P., Chalmers, H. (2000). Nursing models and nursing practice, 2nd ed. Basingstoke: MacMillan Press. Allen, D. (1998). How nurses become leaders: Perceptions and beliefs about leadership development.   Journal of Nursing Administration, 28(9), 15-20. Alexander, F., Fawcett, N., Runciman, J. (1999). Nursing Practice: Hospital and Home- The Adult. Edinburgh: Churchill Livingstone. ANA House says ‘no more’ mandatory overtime.   (2000). TAN, 1-24.   Retrieved on October 16, 2006 from http://nursingworld.org/tan/julaug00/bu/anawork_v1.htm. Colley, S. (2003). Nursing theory: its importance to practice. Nursing Standard, 17(46), 33-37. Donahue, MP. (1996). Nursing, the Finest Art: An Illustrated History. St. Louis: Mosby. Holland, K. (2003). An introduction to the Roper-Logan-Tierney model for nursing, based on Activities of Living. Chapter 1 in HOLLAND, K., JENKINS, J.,SOLOMON, J. Kenworthy, N., Snowley, G.    Gilling, C. (Eds.) (2002). Common foundation studies in nursing. 3rd Edition. Edinburgh. Churchill Livingstone. Leadership Advisory Commission. (2003). Developing a culture of leadership excellence in the AAPA. Retrieved October 26, 2006, from the American Academy of Physician Assistants Web site: http://www.aapa.org/policy/leader_excellence.html Mitchell, GJ., Cody, WK. (2002) â€Å"Ambiguous Opportunity: Toiling for Truth of Nursing Art and Science†. Nursing Science Quarterly. Vol. 15, Issue. 1. pgs. 71-79. Nursing Midwifery Council. (2004). The NMC code of professional conduct: standards for conduct, performance and ethics. London: NMC. Tierney, A.J. (1998). ‘Nursing models: extant or extinct’, Journal of Advanced Nursing,. 28,   1,   77-85. Wimpenny, P. (2002). The meaning of models of nursing to practicing nurses. Journal of Advanced Nursing, 40(3), 346-354.    How to cite Nurse Management, Essay examples Nurse Management Free Essays Our services are provided to those who have a private insurance, Medicare, Medicaid, or have the ability to pay for themselves. No individuals in need of our help will be denied, because of their inability to pay. I believe that management currently employs an instrumental leadership method. We will write a custom essay sample on Nurse Management or any similar topic only for you Order Now The instrumental leadership method has a category that includes the strategic leadership method. According to Rowel (2014), strategic leadership â€Å"influences organizational performance indirectly through actions and sections taken by the leader and his or her follower. Essentially it a follow the leader method, that seems to have taken on quite well with the majority. Our unit leader does not lead vocally, but through her actions. She works hard and which set the bar and example for the remainder of staff to follow. I believe that one of our biggest problems is the lack of accountability from some staff member. It is unfortunately really tough for some people to own up to their own mistakes, which would ultimately help the staff as a whole cause it is something that we all learn from. Our duty is to provide our patients with a multi-disciplinary team throughout their tenure with us, with the hopes of helping them reach a maximum level of dependability. This way they can gradually ease back into society. Ideally, the typical patient to nurse ratio is six to one. I reiterate the fact that is ideally, as with most nurses, in most facilities, we are normally understaffed. So that patient to nurse ratio can sometime reach to ten to one. Which in behavioral health, can be extremely dangerous. Many of our patients are very unstable individuals, and require extra care and supervision. Imagine having multiple patients needing that same care and supervision, at the same time. I simple solution would like for this, is for us to monitor our admissions. Take in account how many nurses are on staff, before admitting several patients at one time. How to cite Nurse Management, Essays

Epidemiology Of Varsity Sports Essay Research Paper free essay sample

Epidemiology Of Varsity Sports Essay, Research Paper Epidemiology of Varsity Sports Varsity athleticss is in many schools every bit of import as faculty members, particularly in the United States. These schools rely a great trade on the success of their squads for fiscal stableness and enrollment involvement. The jocks as good take their athletics really earnestly, if merely for the interest of their pride. It hence follows that each squad strives to be the really best, and merely 100 % attempt is adequate. Unfortunately, when competition flood tides, more frequently than non hurts result. This survey is a outline of the informations collected in a figure of past articles concerned with hurts incurred by collegiate jocks in many different varsity athleticss. For the intent of this survey, an hurt has been defined as any unnatural status that has caused an jock to be removed from pattern or competition for one or more yearss, because public presentation has been impaired ( Hanes and Murray, 1982 ) . The undermentioned statistics will cover with hurts of collegial athleticss incurred by jocks involved in Men # 8217 ; s and Women # 8217 ; s Basketball, Baseball, Gymnastics and Track and Field, Men # 8217 ; s Soccer, and Wrestling, and Women # 8217 ; s Field Hockey. Basketball The survey of the nature and extent of athletic hurts Happening in Women # 8217 ; s Basketball by Hanes and Murray in 1982 found an hurt rate of 41.7 per 100 participants. Of these hurts 56.9 % were ankle sprains, 24.1 % were musculus strains. 76.2 % of the sprains and strains occurred to the lower appendages. Injured fingers ( which were the lone upper appendage hurts ) accounted for 14.3 % of the hurts and 4.8 % of the hurts were reported as seventh cranial nerve. All information for this survey was collected through the usage of hurt signifiers completed by the managers, and information signifiers by each participant, injured or non. In a separate survey for the American Journal of Sports Medicine by Clarke and Buckley in 1980 on hurts incurred in collegial Women # 8217 ; s Basketball, there was an hurt rate of 20.3 per 100 participants. There was a reported incidence of 53 % sprains, and 4 % strains. 40 % of all hurts sustained were to the lower appendages. In the same survey Clarke and Buckley found similar consequences in Men # 8217 ; s Varsity Basketball to that of the Women # 8217 ; s. The work forces reported 20.7 per 100 participants enduring hurts, 54 % of those being sprains, 6 % being strains with 37 % of the hurts Happening to the lower appendage. All the informations collected by Clarke and Buckley was received from the National Athletic Injury/ Illness Recording System ( NAIRS ) . Baseball Clark and Buckley have besides examined Men # 8217 ; s and Women # 8217 ; s Baseball in their survey The reported hurt rate for this peculiar athletics was 9.2 % ( work forces # 8217 ; s ) and 8.7 % ( adult females # 8217 ; s ) . Sprains occurred 37 % and 40 % severally, strains accounted for 28 % and 12 % . Men # 8217 ; s baseball saw 69 % of the hurts in the lower appendage, adult females # 8217 ; s baseball reported 82 % of the hurts in the lower appendages. FIELD HOCKEY Women # 8217 ; s Field hockey had a likewise low hurt rate harmonizing to Clarke and Buckley, at merely 5.5 % . Sprains one time once more were the most common hurt, consisting 37 % of the incidence rate, and strains made up 21 % . As might be expected by the nature of the athletics, the lower appendages received 72 % of the hurts. TRACK AND FIELD The incidence rate of the Men # 8217 ; s and Women # 8217 ; s Track and Field squads were 10 % and 12 % severally. Although as Clarke and Buckley found, this athletics entirely saw different hurts come to the head. It was musculus strains that seemed most prevailing, Happening 48 % ( work forces # 8217 ; s ) and 26 % ( adult females # 8217 ; s ) of the clip. Sprains accounted for merely 18 % and 16 % of the hurts. But every bit would look suiting the work forces were inflicted with 72 % of the hurts to the lower appendages, and the adult females 92 % . Wrestle After a five-year survey of two University wrestling squads, Snook ( 1982 ) found wrestle to hold the highest incidence of hurt of all those examined in this article, with an hurt rate of 35.7 per 100 participants. The type of hurt was reasonably equally divided between sprains ( 31.03 % ) and strains ( 27.58 % ) as it was between hurts to the upper ( 43 % ) and lower appendages ( 55 % ) . Soccer As should be expected, Men # 8217 ; s socc Er saw a really high incidence of hurt to the lower appendages. Harmonizing to Davis ( 1977 ) 85.02 % of all hurts occurred to the legs and mortise joints, with sprains consisting 31.03 % and strains consisting 27.58 % . There was an overall hurt rate of 33.21 per 100 participants for his survey. Clarke and Buckley likewise found that 76 % of the hurts ( an overall rate of 13.2 % ) occurred to the lower limbs, with 49 % of those being sprains, and 12 % strains. Gymnastics Harmonizing to Clarke and Buckley, Women # 8217 ; s Gymnastics followed merely Wrestling in sum of hurts. With an incidence rate of 28.4 % , Gymnastics is one of the most unsafe athleticss in varsity sports ( within the range of this survey ) . 66 % of the hurts were sprains and 17 % were strains. Of the overall hurt rate 67 % occurred to the lower appendage. In contrast, Garrick and Requa found that sprains accounted for merely 24 % of the overall hurt rate of 39 % , while strains comprised 47 % . Both nevertheless, were consistent in their findings of hurt to the lower appendage ( 67 % and 60 % severally ) . Remark It becomes apparent as the statistics are revealed throughout this article that it is really hard to compare such a broad assortment of athleticss from an epidemiological point of position. The differences between each in the possible hurts, mechanisms of hurt and type of athlete typically suited for any given athletics make it inappropriate to try to pull lines of comparing between them. If one were to look at the athlete playing for the Men # 8217 ; s Baseball squad and an jock with the Men # 8217 ; s Wrestling squad, the differences in physical features entirely would do it difficult to pull any executable decisions refering to causing, tendencies, or even with regard to methods of rehabilitation merely because of the drastic differences in conditioning plans, developing methods, and strength of competition. This statement becomes even more pertinent when 1 begins to look at incidence rates of those hurts incurred in each athletics which have therefore far non been mentioned in this article, such as caput, cervix and spine hurt, or something less drastic such as articulatio genus hurts. As Snook cites in his article, caput, cervix and spinal column hurts account for 12 % of the overall incidence rate in wrestle. The nature of the athletics predisposes the jock to a greater hazard of such an hurt. When this is compared to baseball, whose incidence of caput, cervix and spine hurt histories for merely 2 % of the overall hurts it becomes evident wherein the jobs occur. Similarly this may be farther illustrated by comparing the incidence of articulatio genus hurts between the two ( 7 % in baseball and 25.7 % in wrestle ) . Problems can even originate when comparing Men # 8217 ; s and Women # 8217 ; s squads of the same athletics, merely because differences in physical features of work forces and adult females. If we are to look to baseball one time once more, the incidence of articulatio genus hurts to work forces is reported in Clarke and Buckley # 8217 ; s article as 7 % , while articulatio genus hurts to adult females account for 19 % . Large differences can besides be observed in the incidence of breaks in male ( 7 % ) and female ( 25 % ) baseball participants. On the other manus, while a survey such as this may be inappropriate for comparing, it does let one to detect the possible jeopardies of many different athleticss and possibly promote those take parting in such sports to develop or better on a conditioning plan for a given athletics, in order to minimise the hazard that any such bad luck may happen. Bibliography Clarke, E. A ; Buckley, J. # 8220 ; Women # 8217 ; s Injuries in Collegiate Sports # 8221 ; . American Journal of Sports Medicine. Vol. 8, No. 3 ( 1980 ) . pp188-93. Davis, Michael Stewart. # 8220 ; The Nature and Incidence of Injuries to the Lower Extremity of College Soccer Players # 8221 ; . Mar, 1977. Hanes, A. A ; Murray, C. # 8220 ; Athletic Injuries Occuring in Women # 8217 ; s Highschool Basketball # 8221 ; . Sept, 1982. Garrick, James G. # 8220 ; Women # 8217 ; s Gymnastics Injuries # 8221 ; . American Journal of Sports Medicine. Vol. 7, No. 4 ( 1979 ) .pp. 261-64. Snook, George A. # 8220 ; Injuries in Intercollegiate Wrestling # 8221 ; . American Journal of Sports Medicine. Vol.10, No. 3 ( 1982 ) .pp. 141-43. Snook, George A. # 8220 ; Injuries in Women # 8217 ; s Gymnastics # 8221 ; . American Journal of Sports Injuries.Vol. 7, No. 4 ( 1979 ) pp.242-45.

Is Fast Food to Blame For Childhood Obesity free essay sample

Has the enjoyable tastes of a double bacon cheeseburger with extra everything, large fry, and a diet coke really had an effect on the obesity epidemic? The choice of picking this meal, which is fast and efficient enough to hit the spot and cure hunger, is caused by having fast food restaurants around every corner. People are so fast paced in today’s society that the number of home cooked meals has decreased tremendously compared to the number of families waiting in line to get their order and eat on the go. Many people don’t just choose fast food because it is fast and efficient, but they also choose fast food because it is affordable and pleases children. Not only does fast food cause obesity, but obesity contributes too many different diseases that can be long-lasting or have deathly effects. Obesity has been a rising quality in people since the dawn of time. We will write a custom essay sample on Is Fast Food to Blame For Childhood Obesity or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page â€Å"Since 1980, the rate of obesity has been increasing so steadily that nearly half of all Americans are expected to be obese by 2020† (Anderson) Most overweight people blame their obesity on a genetic deformity that you are born with. If this is true, then how is it possible for someone to weigh 400 pounds and get down to 230 after healthy eating and exercising? There is a new concept called the â€Å"Thrifty gene† people are referring to. According to Isabel Remedios, in 2008, â€Å"the gene, which allowed for more fat storage, was thought to be an adaptive mechanism to help man survive periods of famine. † In the 20th century that is not the case anymore, â€Å"starvation is not a big threat† (Remedios). A passage quoted by Bray stating that ‘The genetic background loads the gun, but the environment pulls the trigger† (Candib 550) indicates that surroundings have completed what genetics has begun. Obesity can also be found in children more these days than at any other time in history. When I was young I remember walking 10 blocks to school twice a day, 5 times a week. I would even walk their on the weekends because there was a huge playground to play on. We rode our bikes, played hide-n-seek with the other neighborhood kids, and when our parents were at work we’d walk or ride our bikes to our friends house 3 streets away. Also, the limit on television was, if we were lucky, one show a night! Kids these days have replaced walking to school with car rides and big yellow busses. They have also got rid of gym and other physical activities for children to do. Kids would rather play video games and sit around and watch television then do something physically productive with their lives. Also a child’s food intake has increased tremendously. â€Å"Thirty years ago, kids ate just one snack a day, whereas now they are trending towards three snacks, resulting in an additional 200 calories a day. One in five school-aged children has up to six snacks a day. † (LetsMove) If this laziness in childhood continues, the upcoming generation increases our obesity rates through the roof. Someone needs to keep these little tykes active for their own health and life. The environment plays a big role in how society bases its decisions. They choose effective ways like advertising Fast food restaurants on television and radio commercials, or even billboards that are high enough to see a mile away. Our surroundings play a big factor in what we do in life, which also includes what we choose to conquer our hunger with and where. No one sees billboards advertising apples and oranges. There’s nothing like feeling the craving of hunger crawl through the body and passing a sign that says McDonalds, KFC and Wendy’s at the next exit. The fact that there are these restaurants at every turn on every block completes the deciding factor of where a person will devour his/her next unhealthy meal. Many advertisements are directed toward children because they do not have a sense of nutritional knowledge at such a young age, not to mention a child’s mind is like a sponge. â€Å"McDonalds spends $1. 4 billion a year on advertising while the FDA spends only $2 million to educate consumers on the damaging health effects of fast food. As a result, children see 10,000 fast food advertisements per year† (Cordo). They use products like brand new toys and their own personal kid’s bag that their meal goes in to grab their attention. Then, places like McDonalds and Burger King gives a child a place to play and enjoy themselves while eating their meals, which includes slides and tunnels for kids to trample on. According to Caroline Shaw, a writer from the Journal of New Zealand Medical Association, 2009, there are three main reasons why you should market to children. One of the big reasons is that â€Å"Children and young people are tomorrow’s consumers and companies want to ensure today’s children and youth will continue to buy their products as adults. Therefore, many have an elected interest in ensuring young people are made aware of their brands at a young age. † Regardless of the fact that children do not understand that these multibillion fast food companies are brainwashing them to believe something so harmful is actually good, children will always be a key target in the advertising world. One main leading factor in the choice of fast food restaurants is net income. â€Å"For the first time in history, the poor are fat and the rich are thin,† (Lorimer). This is contributed by the price rise and decline in certain foods. â€Å"In the past 30 years, the price of fruit and vegetables rose much faster than the prices of all other consumer goods in the U. S. † (Harvard School of Public Health), while processed foods have become the cheap food on the totem pole. Processed foods have become the prime items that are sold in stores all over. (Candib 548). This is why the desire to intake unhealthy processed food has become a reality for low income families. The location of supermarkets is scarce compared to the location of fast food restaurants. Many towns do not have a supermarket within five miles. On the way to the supermarket it becomes more convenient and time efficient to stop at one of the 10 fast food restaurants a person sees on the way there. Another factor is time. Even if a family has the income to purchase healthy foods, the fact that today’s society is so fast paced, these more fortunate families still just do not have the quality time to put into making a healthy home cooked meal. It is so much easier after a long stressful day at work to just stop the closest place to home and grab enough food for the entire family to munch on before bed. Although Fast food restaurants are inexpensive and convenient, their food has carefully been planned to taste good. (Mike) â€Å"Fast food is generally used to describe quickly prepared, ready-to-eat food. Unfortunately, fast food contains high levels of fat, sugar and sodium and they may be described as energy-dense, nutrient poor food† (Waikato District Health Board). Some people would actually call this food quite toxic. A man by the name of Jonathan N. Mike, a Doctorate student at the University of New Mexico wrote a paper on Fast Food. In his paper there is a section called â€Å"The Mixing Bag†, which talks about how there are â€Å"Approximately 10,000 new processed-food products that are introduced every year in the United States. Almost all of them require flavor additives, and about nine out of ten of these products fail. † He also goes into detail about how the Food and Drug administration have no laws that make Fast Food Restaurants give their information on flavor additives â€Å"as long as all the chemicals in them are considered by the agency to be GRAS (â€Å"generally recognized as safe†). He closes this with an example of a strawberry milkshake. His example shows how a strawberry milkshakes is made up of 50 different chemicals. These chemicals may not cause obesity, but they give you the desire to want more from the perfected taste by science. I’ve explained to you factors and reasons as to why people choose fast food restaurants, but not why their unhealthy. Processed food is one of the most popular foods sold in stores and in fast food restaurants, but is this type of food what we really should consume daily? Processed food is defined by Sheeren Jegtvig as â€Å"Foods that have been altered from their natural state, either for safety reasons or for convenience. The methods used include canning, freezing, refrigeration, dehydration and aseptic processing. † When a company process’s food it is so they can make the food safer, extends their shelf life, or can become very convenient. Many of the foods we intake today can are actually processed foods including Milk, Orange Juice, and White bread. One good thing about processing food is that when food is processed it kills any bad bacteria. A few of the bad things that happen during processing is that many nutrients are removed, the good nutrients are exchanged for the bad nutrients, they give you more unneeded calories, and remove valued things including fiber. (Jegtvig) Yes, there are good things about processed food, but if the bad overpowers the good how is processed food truly helping Americans. Many people are also getting a bigger intake of calories when they eat out. They make unhealthy decisions when deciding what to order at any fast food restaurant rather than what they would make at home for themselves to eat. Many people do not understand the effect of calories in a person’s daily life. Calorie is just the term used to describe the amount of energy a food or drink provides when you eat it. Carbohydrates, fat, protein, and alcohol all provide energy — and this energy is measured in calories. Think of calories as a measurement unit — like inches, pounds, or gallons. You need energy from foods and drinks to fuel your body — for everything from breathing to physical activity. But if your foods provide more energy than you use, your body stores the rest as fat†. (USDA. ) The average amount of calories a 23 year old woman, who weighs 120 at 5’4† and exercises very little should intake is 1543 calories a day. (Calorie Calculator, 2012) Well if you get a burger (700 calories), fries (300 calories) and a milkshake (530 calories) at McDonalds you are looking at 1,530 calories in one sitting. (McDonalds) If a person followed their calorie intake for the day they would only be able to consume on fast food meal a day and could not eat another meals for the remainder of the day. â€Å"The average American eats three hamburgers and four orders of French fries per week† (Aicardi). If this is true then that leaves them no room for anything healthy, only sodium and salt that contributes to their â€Å"soon to be† obesity. Another lying factor of unhealthiness in fast food is the Trans Fat, also known as Trans Fatty Acid. Trans Fat is formed two different ways: naturally and through food processing. Trans fat that is formed naturally is a type that is â€Å"produced in the gut of some grazing animals† (USFDA). Because of this you can find little amounts of Trans Fat in products like milk and meat. Trans Fat that is formed during the processing of food is a type that’s â€Å"created when hydrogen is added to vegetable oil (a process called hydrogenation) to make it more solid. Partially hydrogenated oils are used by food manufacturers to improve the texture, shelf life and flavor stability of foods† (USFDA). According to the American Heart Association, Americans are only supposed to consume 2 grams of Trans Fat per day; not per meal, or per piece of food, but per day. There is no nutritional value found in Trans Fat. In fact in New York they’ve determined Trans Fat as so unhealthy they passed a petition to ban it in the entire state. Maybe other states should follow in their footsteps and make our daily intake of fast food a little more on the healthy side. â€Å"According to the National Institutes of Health (2004), the large amounts of fat, sugar, salt, and artificial additives in processed food can have a negative effect on long-term health. † (Cordo) While consuming what has been determined from above as unhealthy food, the citizens of America are becoming obese. In turn, they are gaining unhealthy diseases that can be permanent or deadly. Our food systems are making people sick. â€Å"According to the National Institutes of Health, the unbalanced diet resulting from the consumption of fast food increases the chances of fatal health conditions† (Cordo). Just a few of the disease someone can get from consuming fast food are hypertension, coronary heart disease, diabetes, strokes and colon cancer. Because of the additives these companies are including with a person’s daily intake of fast foods, the end result for most will not be good. One disease that is long lasting and a slow killer is diabetes. There are many different types of Diabetes that a person can be diagnosed with. â€Å"Diabetes is a disease in which blood glucose levels are above normal. Most of the food eaten is turned into glucose (sugar) for the body to use for energy. † (Health Department of Illinois) One cause to getting this disease is from being overweight. There are two types of diabetes; type 1 and type 2. When someone has Diabetes they have to watch everything they eat. You do not have the luxury of eating what you want, when you what, or however much you want. My cousin has type 1diabetes and was diagnosed when he was two. Now at seven years old he has to wear a pump every day. He also has to test his blood three or four times daily to make sure his sugar is not too high or not too low. Having this disease is definitely a curse, and far from a blessing. When you have diabetes you have to test your blood like my cousin does. If your sugars are low, you have to â€Å"treat† yourself with insulin. â€Å"The National Institutes of Health further states that those who eat fast food more than twice a week have a two-fold increase in insulin resistance. † (Cordo). Cordo also goes on in detail saying that if a person has a high resistance to taking the insulin then the process can be ineffective. This will cause â€Å"abnormal amounts of sugar to circulate in the blood stream†(Cordo). This can also cause heart disease. Statics show that from 1972 and 1995, the diagnosis of diabetes in Americans has doubled, and so has fast food restaurants. Another bad disease someone can have encounter their life because of eating fast food is Coronary Heart Disease, abbreviated as CHD. A study done by the Centers for Disease Control and Prevention said â€Å"about 600,000 people die of heart disease in the USA, and coronary heart disease is the most common heart disease killing more than 385,000 people annually. † CHD is defined by the PubMed Health as â€Å"a narrowing of the small blood vessels that supply blood and oxygen to the heart. † A victim of CHD gets this disease because the fat someone intakes create a buildup of plaque in the coronary artery. This artery is the pipes that let blood flow and oxygen go into the heart. When you get a fatty buildup like this it will make your arteries real narrow and this will decrease blood flow, or even stop blood flow to its ending point: the heart. (PubMed Health). There are a few things doctors can prescribe anyone with this dreadful disease to help make it not so painful. Although there are treatments and medicine someone can take, they are still cursed with coronary heart disease for the remainder of their lives. Was having these diseases a person’s destiny or was it because of no self-control for fast food, and a lack of physical activity in someone’s life? The Center for Disease Control and Prevention states the United States spends $108. 9 billion per year from health care services to medications. It would make more sense if instead we spent that money on making better fast food, so in turn fast food consumer chances of heart disease and diabetes would slowly diminish. While researching this paper there was a lot of intriguing information to be found. It is all a revolving process. The average American eats a cheeseburger because it’s what they can afford thanks to the economy, and in turn gets a deadly disease that now America itself has to assist in helping them pay for that. Fast food has its perks thanks to cheap and quick service, but the end result is only damaging to a person’s life. Instead of making quick decisions we must think of the future repercussions. Children especially should not suffer from the lack of healthy meals and physical activity. Soon our society will be overrun by obesity, diabetes, and heart disease. Those are just a few of the disastrous things to our body that our coming our way. The government needs to â€Å"Understand how the food environment influence our weight and then they can help policy makers identify ways to change the environment – and in turn, reduce obesity risks for everyone. † (Harvard School of Public Health). Obesity and these other diseases will never not be around but it’s time for the government to realize how toxic this food is, and make it healthier, so we can all live a longer and fuller life. Works Cited

Don Pedro Paterno Essay Example

Don Pedro Paterno Essay Example Don Pedro Paterno Paper Don Pedro Paterno Paper He was the 13th child from the rich and well-known family of Don Maxima Pattern and Dona Carmen De Vera Gigantic. He finished a degree of Bachelor en Rates at Atone De Manila and graduated with honors. He continued studying at Unlaundered De Salesmans with a degree In Theology and Philosophy. Then he transferred to unlaundered Central in Madrid where he graduated with a Masters Degree In Law In the year 1880. When he came back to the Philippines, he served as a mediator during the peace negotiation between Spain and Philippines. He said that we should give Spain a chance because they were associated with us for more than a hundred years. But, the Flossing disagreed because they wanted to fully end everything In a violent way. He was a poet and a writer. He was the flirts Filipino to write an opera in the Filipino language entitled, Sandstone Panging. He also made some literary works such as, Sympathies y Poesies Varies and Poesies Lyrical y Dramatics. During the evolution, he became one of the most prominent persons during the proclamation of the First Philippine Republic. He was elected as in the Mammals Congress on September 15, 1898. He leads whenever there is a meeting and he always suggests that everything should be settled in a peaceful, diplomatic way to avoid conflicts within the government. When the Mammals government was turned over to the Americans, he suggested that the Filipinos should make a deal with the Americans. He tried to win the sympathy of the Americans by organizing a holiday for two days July 28 and July 29) wherein one of the guests of honors are General Arthur MacArthur and a few official of the Taft Commission. But he did not succeed because of the photos of President Gondola that were posted. In the end, the posters were confiscated and kept in the hands of the Americans. Don Pedro Pattern died In the age of 53 on March 11, 1911 because of cholera. Bibliography Gondola, T. A. (1960). Mammals: The Crisis of the Republic. Guenon City. Qualities of a Hero. (n. D. ). Retrieved from Ms. Marlboro. Du/dept/dad/psych/ eve/Payoff/hero/qualities. HTML Don Pedro Pattern By Reese Manila and graduated with honors. He continued studying at Unbraided De Salesmans with a degree in Theology and Philosophy. Then he transferred to Unbraided Central in Madrid where he graduated with a Masters Degree in Law in the year 1880. When he came back to the Philippines, he served as a mediator during the peace negotiation between Spain and Philippines. He said that we should give But, the Filipinos disagreed because they wanted to fully end everything in a violent He was a poet and a writer. He was the first Filipino to write an opera in the Filipino Lully 28 and July 29) wherein one of the guests of honors are General Arthur MacArthur and a few officials of the Taft Commission. But he did not succeed died in the age of 53 on March 11, 1911 because of cholera. Agonizing, T. A. (1960). Mammals: The Crisis of the Republic. Guenon City. Qualities of a Hero. (n. D. ). Retrieved from Ms. Mauricio. Du/dept/dad/psych/ deep/Payoff /hero/qualities. HTML

Why They Extend Contest Deadlines

Why They Extend Contest Deadlines I have a writing friend who gets downright angry when a contest extends the deadline. He considers it an insult, or that the editors are looking for specific people who didnt make the deadline. In reality, contests are run Heres how I see it when a contest announces a later deadline for submissions: 1. The obvious. They didnt receive enough quality submissions.   Keep in mind that their reputation is based upon what they publish as a result of contest entries. So, if they extend the deadline in order to obtain better material, is that so wrong? However, if I had entered on time and saw an extended deadline, admittedly, I would interpret that as my work not being acceptable enough. Professionally, however, I see this as the contest not being organized enough to get the word out properly. Just my two cents. 2. They received fewer entries than expected.   Contests like to grow over time. When I ran the FundsforWriters Essay Contest for nine years, the submissions grew in number each year. . . such that I could not manage it any longer and write novels at the same time. That number is representative of a contests success in reaching the masses the talented writers out there. If last year a contest brought in 325 entries, and this year, a week before the deadline, theyve only received 150, something went awry. The contest doesnt want it known that the numbers dropped, so they extend the deadline. 3. They need more money to cover prize money. This reason isnt as common as one might think, but Im sure it happens. Lets say a journal promotes a $1,000 prize and publication. The entry fee is $15. The first prize figure merits a need for 67 entries to break even. Thats not considering the cost of publication and paying a judge . . . maybe advertising. Even in the world of the arts, budgets are a factor. But again, I read this as poor planning. 4. Crisis management.   You never know if something happened that sabotaged the event. Maybe the ads didnt make it out in time. Maybe the judge got sick. A sponsor may have backed out. What if the online entry form was down for a week prohibiting entries? So, you can look at deadline extensions as tricks

Distinction Between Leadership in Educational Organisation and Essay

Distinction Between Leadership in Educational Organisation and Business Organisation - Essay Example This research will begin with the statement that leadership has been an aspect of human civilization from time immemorial and has been exercised in ruling tribes to nations and in winning wars and facing adversities of natural disasters. Leadership is defined as â€Å"the ability to influence individuals and groups to work toward attaining organizational objectives†. While leadership, in general, remains essentially an influencing process, the styles of leadership vary greatly and to suit the different situations and follower profiles. While different schools of thoughts extend different views on leadership, they are grouped under four wide categories of trait, behavioral, situational and transformational theories. Trait theories believe that leaders have specific qualities and characteristics in them that make them a leader. Subsequently, leadership studies turned to leaders’ actions and behaviors. Leadership studies evolved further to accommodate the idea of situation al aspects that required different leadership styles. Alternative approaches have emerged in the form of Transformational vs. transactional approach. In order to compare and contrast the different styles of leadership adopted by two leaders in two different organizations, a leader in an educational organization – Principal of Washington Elementary School and CEO of Slim Line Limited – an apparel manufacturing International Joint Venture of MAST Industries USA have been interviewed.

Regulation Of Auditing Profession In UK Essay Example | Topics and Well Written Essays - 2500 words

Regulation Of Auditing Profession In UK - Essay Example He says that the need to furnish useful information to shareholders with due integrity nurtured the growth of auditing professionalism in the UK. Anderson et al. (1996) corroborate that in the United Kingdom, the professional accountants from the Institute of Chartered Accountants in England and Wales generally performed the external audit of all the listed companies even before the legal requirement was actually imposed on companies to get their financial statements audited from qualified accountants. It therefore suggests the need and criticality of auditing profession in the UK corporate environment, where the shareholders are desperately relying on the profession to carry out a check on the utilisation of their investments. Auditing profession in Britain captures every sector of the society and dominates the regulation no matter how often this profession has been found to be involved in corporate scandals. Regardless to what happens to both the sides i.e., the shareholders and ma nagement, this profession remains to be the beneficiary class (Sampson, 2004). The level of professionalism demonstrated by the auditing firms enhances the importance of a keen eye that needs to be placed over the auditing profession in the form of regulations. Cousins et al. (2000) emphasise that the shareholders and investors coming from the general public in UK have been victims of corporate scandals owing to audit failures and the oversight of auditing firms. The auditors in UK are proficient enough in their profession to play around.... onal accountants from the Institute of Chartered Accountants in England and Wales generally performed the external audit of all the listed companies even before the legal requirement was actually imposed on companies to get their financial statements audited from qualified accountants. It therefore suggests the need and criticality of auditing profession in the UK corporate environment, where the shareholders are desperately relying on the profession to carry out a check on the utilisation of their investments. Auditing profession in Britain captures every sector of the society and dominates the regulation no matter how often this profession has been found to be involved in corporate scandals. Regardless to what happens to both the sides i.e., the shareholders and management, this profession remains to be the beneficiary class (Sampson, 2004). The level of professionalism demonstrated by the auditing firms enhances the importance of a keen eye that needs to be placed over the auditing profession in the form of regulations. Cousins et al. (2000) emphasise that the shareholders and investors coming from the general public in UK have been victims of corporate scandals owing to audit failures and the oversight of auditing firms. The auditors in UK are proficient enough in their profession to play around with the standards set by the regulatory bodies. Hence, it is increasingly important to continuously revise the efficacy of standards in protecting the shareholders' interest. One of the major causes behind such exploitation of professional influence is to a great extent brought about by the concentration of 'auditing power' among a few firms in UK. Arnold and Sikka (2001) illuminate that UK accountancy profession is highly dominated by a handful number of firms

Visual Aid that Illustrates a Problem Essay Example for Free

Visual Aid that Illustrates a Problem Essay Organizations these days are facing numerous problems related to recruitment, job assignment, fair performance evaluation, and encouraging diverse workforce within the workplace. Nevertheless there is another growing problem for the organizations that has significant impacts over the performance and as well as reputation of a company. It does not create a mouth-opening effect on us when we get to know any issue related to sexual harassment that is happening somewhere in the country, whether it is any organization, community, educational institution, or village. It is because there is no such country in the world that has totally eliminated this issue, even if they have, then other diversity issues such as, discrimination, hatred, and glass-ceiling occur. The paper would discuss a problem of sexual harassment, analyze the legal concerns, highlight the thoughts regarding the issue, and suggestions for overcoming the problem. Introduction to the Problem Sexual harassment is a term that is used to define any act of harassment where a person or employee ‘makes continued, unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature, to another employee, against his or her wishes’ (Heathfield, 2010). There is not any specific way of harassing the opposite gender in the workplace; in fact, there are variety of ways that can be used depending on the circumstances. People pass on jokes, non-verbal gestures, or other offensive comments on the physique, dresses, or way of walking or talking of the other party. Touching and making some bodily connection also comes under sexual harassment, where patting someone’s back, holding him or her from waste, and scratching is done. Moreover, requests to the other party are made to have date even that party has refused before. And finally, sending emails or texts that contain some lewd text or pictures and playing sexy music are also part of sexual harassment. Significance of the Problem Sexual harassment has increased to so much extent that now it is considered to be a common thing, which would not have any negative impact towards the organization or its performance. But in reality, it does have several legal concerns over the confidence and self-esteem of the harassed one, performance of the organization, violation of the ethical and moral principles, and also the corporate culture. Starting from the moral and ethical issues, one does not have any right to sexually harass anyone else in the workplace even if the other party does not entertain the offer or gets reluctant to it. It violates the ethical principles because one does not feel the sense of freedom where he or she is working, and since it is the workplace so protest or condemnation cannot be done openly. Second of all, it diverts the mind of both the harasser and harassee from their work since they continue to disturb and get disturbed from each other’s reactions. Therefore, the time is wasted and focus is not made on the everyday tasks, hence resulting in the decline in productivity of both parties. As far as the self-esteem and confidence of harassee is concerned, it gets hurt seriously because the harassee cannot openly raise voice in front of others to either protect him/her or complaint about the harasser. Moreover, there is a great chance of other people perceiving the harassing situation as the consensual relationship or flirting of both the parties, which might degrade one’s image. Not only this, once the rumors about sexual harassment being happening in an organization spread, it exacerbates company’s image and so many of the women or minorities would hesitate to join it in the future. This growing issue in the workplaces have tarnished the image of many organizations and as well as the countries where minorities are harassed either sexually or for some other purpose. Although this is a silent issue that has not been considered to deal at the upper level either by the companies or governments; nevertheless, employees are the only one who can help themselves and get out if this nuisance. Overcoming the Problem Sexual harassment can be prevented by the organizations if they develop and introduce certain stiff rules about the issue, which ensure that whoever is found to be harassing others would either be fired or suspended. Of course, the employer would not want this issue to prevail in the company so the harassee must complain secretly to the immediate boss or manager who could take the issue seriously in dealing with it. Also, harassee must have proper proofs and records of harassment been done by the harasser, so that he or she could take legal actions against the harasser and let him or her face the music (Heathfield, 2010). This would not be it; in fact the role of government and law-making bodies is very decisive here that can introduce certain laws especially for the workplaces where sexual harassment usually takes place. Once the rules are implemented, the issue would certainly take a rain check and minimize. Gantt Chart Conclusion Therefore, there are many diversity issues prevailing in the organizations, one of them is sexual harassment that involves the passing of certain remarks, words, jokes, or some physical contact with the other party. Its outcomes are quite gloomy where the performance level of employees goes down, image is tarnished and corporate and ethical principles are violated. The issue can be managed by taking action on-the-spot by the harassee and the employer, and also by implementing stiff rules and regulations. Moreover, encouraging diversity and providing autonomy to both minorities and women must be incorporate within the organizational culture over which every employee would have to act on. This issue is not the one that cannot be stopped and would always happen like others mentioned in the start of the paper, in fact proper measures along with stiff rules for implementation would definitely help the companies to nip this problem in the bud and eliminate all the concerns related to it. References Heathfield. S. M. (2010). Address an Employee Sexual Harassment Complaint. Retrieved on August 17, 2010. From http://humanresources. about. com/cs/workrelationships/ht/sexualharass. htm Heathfield. S. M. (2010). Sexual Harassment. Retrieved on August 17, 2010. From http://humanresources. about. com/od/glossarys/a/sexualharassdef. htm

Normandy Essay example -- essays research papers fc

The battle of Normandy was the major turning point in the Second World War. It was a very well planned out attack of the Allies on western France against the Germans. Many people know a little about the day, but few know about the long planning, strategy, and results for both sides. At the end of November, Roosevelt and Churchill journeyed to Tehran for their first meeting with Stalin. The president and the Prime Minister had already approved, under the code name Overlord, a plan for a cross-channel attack. Roosevelt wholeheartedly favored executing Overlord as early in 1944 as the weather permitted. Chief Meteorologist for Eisenhower said, â€Å"By the time the conference was due to start we could not expect to have a complete set of surface level and upper air charts but a handful of reports from one or two critical areas west and south-west of Ireland, if consistent among themselves, would decide the issue- the terrifying issue whether Overlord would be definitely postponed for at least 24 hours or go irrevocably forward to the assault on the coasts of France at dawn next mourning†(Stagg 100-101). At Tehran, Churchill argued for giving priority to Italy and possible new offensives in the Balkans or southern France, but he was outvoted by Roosevelt and Stalin. Overlord was set for May 1944. After the meeting, the CCS recalled Eisenhower from the Mediterranean and gave him command of the Supreme Headquarters Allied Expeditionary Forces (SHAEF), which was to organize and carry o...

The Beneatha’s Dreams

Hansberry's play â€Å"A Raisin in the Sun† is the story of the Youngers, a poor African- American family in the 1940s. All of the Youngers have important dreams that they wish to realize but due to their economic status and the abundant racism of the time, and they are forced to put aside these dreams. However, due to the insurance money from â€Å"Big Walter†Ã¢â‚¬Ëœs death, they have a chance to overcome these obstacles and achieve their dreams. Beneatha is a good example of a character whose dreams have been deferred. Beneatha dreams of being a doctor and throughout the play, struggles to determine her identity as a well-educated black woman. Beneatha is a collage student and is obviously the best educated member of the Younger family. Her education is very important to her and she hopes to one day become a doctor. Beneatha believes in education as a means to understanding and self-fulfillment through knowledge and wisdom. It was rare at this time to find a poor well-educated black woman with such high ambitions. Beneatha took pride in this fact and often flaunted her intelligence to her family. Mama, knowing how much her education meant to her, instructed Walter to save $3000 for Beneatha's medical schooling. When it was discovered that Walter had invested the money in his liquor store scheme and Willy had run off with all the money, Beneatha was devastated. She had lost all hope and even though her spirits may have been lifted after her talk with Asagai in act III and the chance to move into a new house, it seems that Beneatha will never realize this dream. Another major dream that Beneatha wants is to have her own identity. In the play she does this by trying to gain a better grasp on her cultural identity as an African-American. The rest of her family, after living in America for five generations, seem out of touch with their African heritage, so Beneatha turns to Asagai, a native Nigerian, to see if he can supply the lost part of herself. Beneatha dresses in Nigerian garb, dances to African music, and lets her hair grow naturally in an attempt to become more African. Beneatha does this in part because she sincerely wants to identify herself as an Africa-American but she also does it in protest of what she calls an â€Å"oppressive† white culture. Beneatha also dreamed of overcoming not only the prejudice against blacks, but also the prejudice against women. In the 1940s, it was common belief that a woman's place was at home and it was very rare for any woman to become a doctor. Even Walter suggests that she become a nurse, a traditionally woman's job, instead. Beneatha was an early feminist and did not take the traditionally submissive role of a woman. Instead, she spoke up against anything she perceived as an injustice. She became particularly passionate about freeing the Africans from French and English colonizers after talking to Asagai. In the play â€Å"A Raisin in the Sun,† all of the main characters were guided by their dreams, and the same is true for Beneatha. In the play, Beneatha struggles to create her own identity while battling against the abundant prejudice of the day. While she partially succeeds at creating her own identity, her dreams of becoming a doctor fall short when Walter losses the necessary money. However, Beneatha is a strong, intelligent woman and will most likely succeed later in life.

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