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

Quick Reference Guide to MLA

Quick Reference Guide to MLA MLA (Modern Language Association) style is most commonly used to write papers and cite sources within the liberal arts and humanities. MLA style specifies guidelines for formatting papers and for referencing sources through parenthetical citation and pages. The rules and guidelines for MLA style are set forth in the MLA Handbook for Writers of Research Papers (6th edition) and the MLA Style Manual and Guide to Scholarly Publishing (2nd edition).This article will discuss the most commonly referenced MLA rules and serve as a quick reference guide for students.1. General Guidelines for Formatting Your PaperDouble: Kinsella, Sophie. If the book has no author, you can list and alphabetize by the title of the book.5. : BooksBooks with One Author Basic Format: Last name, First name. Title of Book. Place of Publication: Publisher, Year of Publication.Example: Kinsella, Sophie. Shopaholic Baby. New York: Bantam Press, 2007.Book with More Than One AuthorFirst author name is written last name first; subsequent author names are written first name, last name. If there are more than three authors, you may list only the first author followed by the phrase et al. in place of the other authors names, or you may list all the authors in the order in which their names appear on the title page.6. : PeriodicalsArticle in a MagazineBasic Format: Author(s). Title of Article. Title of Periodical Day Month Year: pages.Example: Smith, James. The Iraq War. Time 20 Nov. 2000: 70: How to Make Eggs. eHow.com. 10 May 2006 .

Encourage your students to learn with Pokémon Go

Encourage your students to learn with Pokà ©mon Go Tricking students into studying with Pokà ©mon Go Have you ever wondered that there can be many teaching ideas around the popular game Pokà ©mon Go? It sounds really strange. But just understand how the game works and find out why it is so popular among the students. So, why not bring some new teaching ideas into your own class? You can easily teach children some important things using Pokà ©mon Go and make everything understandable in such way. There are many beneficial ways that it can be adapted for learning. Let`s find out which learning opportunities this game can generate for your classroom. Develop student`s mapping skills Pokà ©mon Go app can help your students find out more about the area around their school and home. Just ask them to draw a detailed map with route and stops where they are going to collect virtual items. Study iconic spots in your state This game is a wonderful opportunity to learn about the geography of your state. Pokà ©mon goodies are usually placed at significant landmarks, so you can ask your students to find some interesting and relevant information about the history and culture of their chosen spots. Practice metric system Pokà ©mon Go measures distance in kilometers. Give your students a task to convert the hatching distances to miles. Discover the real-life animals As Pokà ©mon Go is played in the real world, it can help students find out more about the animal world in the area you live in. Ask your students to take photos of the real animals and then post them with the tag #PokeBlitz. You can also guide them to research endangered and common species. Let your student become a journalist You can easily cultivate the journalist`s curiosity of your students. Just visit some very popular places in your city in order to find other children who are fond of this game. Ask your pupils to interview other players about their interests and progress in Pokà ©mon Go.   Practice English Your students can enjoy playing Pokà ©mon Go and at the same time practice their English accomplishing various tasks. You can use the game introduction as the material for your reading class. You can ask your pupils to write a story about their experiences of playing. They should describe as many details as possible. Make mathematics interesting with Pokà ©mon Go Ask you students to estimate the amount of time they spent to catch a Pokà ©mon or calculate the probability of Pokà ©mon appearances. They can also calculate distances travelled and total for caught Pokà ©mon. This game is a great opportunity to practice data literacy skills. Use Pokà ©mon Go to explain theory Let your students predict their own evolutionary timeline for a Pokà ©mon. Explore the world around and explain the ecosystem in which Pokà ©mon live. Expand the technological knowledge of your students Explain your students how to stay safe while playing Pokà ©mon Go. Ask your pupils to develop their own soundtrack that could accompany the game using their favorite music program. They can also create an online database with all the important information on all Pokà ©mon characters. Use Pokà ©mon Go for creative writing classes Students can write a newspaper article about their adventures catching Pokà ©mon, a manual in which they can explain how to play, a diary to chronicle their experiences or create a comic strip about Pokà ©mon.

North American Culture and Multinational Firm Advertising Research Paper

North American Culture and Multinational Firm Advertising - Research Paper Example This essay "North American Culture and Multinational Firm Advertising" outlines the importance of the right international marketing strategy. Multinational firms may either succeed or fail in their endeavor to incorporate cultural traits and behavior into their marketing and sales initiatives in foreign locales. Multinational firms are usually structured in the same way as a typical local firm (Sankar and Rau 27). However, there are differences in terms of adopting a standard structure, which has to be followed by the sub-companies in line with the complexity of their business practices. In general, these firms may put emphasis on functionality, product, and/or geography, when planning on the standard organizational structure of their subsidiaries (Sankar and Rau 27). The exposure of multinational firms, to an environment where technology and the level of competition are changing is the factor that forces them to adopt new strategies to make sure that their structure is fit to what i s needed in the foreign industry. In most cases, multinational firms adopt a regional organization structure because of the need to develop customized marketing activities that is appropriate to the local culture and situation in a foreign market (Britton 199). This structure is deemed to be the most appropriate organizational form if firms consider localization. This structure is headed by a regional manager instead of a subsidiary manager, who has limited reach to regional offices. Specifically, Avon Products take this organizational form. ... Operation of International Advertising Firms The burden of formulating the right advertising concept for a brand is placed on international advertising firms. Since their services are project based, there is often pressure in meeting the demands of clients, especially when these are multinational firms that have high expectations. The basic goal is to promote the same product under the same brand using a uniform strategy (Sotomayor 131). However, because the goal of a multinational firm is to make an advertisement campaign charismatic to various cultures, localization needs to be adopted (Sotomayor 131). Multinational firms now exist in a global market, where there are varied local rules and expectations (Sotomayor 132). As a result, international advertising firms have to suit the campaign to what is culturally acceptable. For instance, when the first novel in the Harry Potter series was promoted in the United States the title was Harry Potter and the Sorcerer’s Stone whereas in other locations, the title was Harry Potter and the Philosopher’s Stone (Sotomayor 132). A change like this has to be made so that the audience may well understand the context of the movie and be enticed to watch it. Fundamentally, the type of product or service, that is set to be promoted, is an important element to consider in international marketing. The factor is crucial because there is a possibility that the product or service will not be acceptable, as per the local culture. The study conducted by Chang of multinational firms and localization in China showed that multinational firms from differing industries have differing growths (Figure 2.0). This figure supports those consumption rates of the types products vary from one industry to another (30-31). Figure 2.0 Industry