Chinese landscape painting between pre-20th century and modern time Essay

Chinese scene painting between pre-twentieth century and present day time - Essay Example The article Chinese scene painting between pre-twentieth century and present day time examines Chinese scene painting. Be that as it may, comparability exists in the artistic creation showed in the twentieth century and the 21st century. The likeness in the Chinese work of art depends on the focal point of the craftsmen which to a great extent was on the scene and the nature condition. The focal point of the Chinese craftsman or painters was not exclusively to catch the issues showed by the scene, yet to likewise catch the substance of the vitality. Chinese craftsmanship was situated in the instructing of the Ying-Yeng which is seen as the wellspring of vitality. Indeed, even in the scene artistic creations the attention was on the substance of vitality. The fruitful western aesthetic developments can't be repeated in the Chinese craftsmanship in light of the fact that the Chinese workmanship and painting did not depend on development or closeness yet dependent on the perspective on the individual specialists. Along these lines, when concentrating on the Chinese scene painting, it is essential to comprehend the likenesses and contrasts of the cutting edge and the twentieth century scene artistic creations as far as material and the focal point of the composition. In Maoism china, the emphasis was on oil based painting which is unique in relation to the conventional ink based artistic creation. Oil based canvas was a component related with the western world particularly the Europe nations with the attention being on the perspective on the craftsman. The Chinese workmanship didn't follow the woman's rights approach are time knowledgeable about the western craftsmanship however centered around the conservatism introduced by the Chinese culture.

Entrance Exam

Virgen Milagrosa University Fondation San Carlos City, Pangasinan College Of Computer Science SY (2012-2013) Entrance assessment System of Psu Programmers: Julius Eric S. Tuliao CS II-B Arnel Soriano CS II-B Kenneth Gatpo CS II-B Data Dictionary Database Name : StudInfo Table Name: Table StudInfo Field NameData TypeField SizeDescription ID NumberAutonumberLong IntegerRefers to the ID number of the examinee. NameText28Refers to the name of the examinee. AddressText30Refers to the location of the examinee AgeText15Refers to the age of the examinee.GenderText6Refers to the sexual orientation of the examinee. StatusText10Refers to the common status of the examinee ReligionText25Refers to the strict conviction of the examinee Contact NumberNumberLong IntegerRefers to the contact number of the examinee. No. Of CorrectNumberLong IntegerRefers to the quantity of right answers of the examinee. Grant DiscountText5Refers to the proportionate grant rebate of the number right answers of the exami nee. CourseText10Refers to the favored course of the examinee. Table Name: AdminField NameData TypeField SizeDescription ID NumberAutonumberLong IntegerRefers To the ID number of the overseer UsernameText25Refers to the username of the director PasswordText25Refers to the secret phrase of the understudy Screenshots With Description When the client run the framework a progressbar will show up when the progressbar is full a message box will be shown that says that stacking is finished. In the wake of Clicking the alright catch in the message box the landing page will show up. The client will see that at the menu bar there is a File, Help, and Exit menus.The menu File contains the submenus: Administrator and Examinee Under the Help menu is the submenus: About the software engineer and about the framework which contains the data adjoin we the developers and the framework. The leave menu permits the client to leave the framework however before the client could leave the framework a messa ge box will be appeared in which he will be request to affirm exit. This login structure will show up once you click the submenu director under the File menu. It will at that point request that the client enter his/her secret key and username.After the client enters the right username and secret word the director structure will show up which has four distinct menus in particular: File, Account, View, and Report. The File menu contains the submenu logout which is utilized to leave the manager structure. The Account menu contains the new record. The View menu contains the View All submenu which permits the client to see all the enrolled data about the examinees. The Report Menu contain the submenus: View All, 100% markdown, 75% rebate, half rebate, 25% rebate and 0% discount.These submenus permits the client to have a printable duplicate of the examinees data and he could likewise pick among the distinctive order of the examinee who previously took the assessment. In this structure yo u could include new record that will permit you to approach the head structure. This is the structure that shows the enrolled data of the examinees who previously took up the assessment. It permits the client to alter the data of the examinee (with the exception of the quantity of right and the grant rebate) and spare it to the database. The client could likewise erase not required records.The client could likewise move starting with one data then onto the next just by tapping the following, past, first and last fastens. This structure is the about the framework structure it expresses the capacity of our framework and other data about the framework. This is the about the software engineers structure it permits the client to peruse the data of the developer of his/her decision by tapping the catches whose inscriptions relates to the name of the developer. This is the data around one of the software engineers of this framework Arnel Soriano. This is the data about Kenneth Gatpo. This is the data of Julius Eric Tuliao.This is the information report of the considerable number of examinees. This is the data about the understudies who has 100% markdown on their education costs. Screen captures With Codes: Private Sub Timer1_Timer() If (pb. Worth) = 16 Then txtper. Content = â€Å"50%† ElseIf txtscore. Content >= 10 Then txtper. Content = â€Å"25%† ElseIf txtscore. Content >= 0 Then txtper. Content = â€Å"0%† End If DataEnvironment1. rsCommand1. Update Dim an As Integer a = MsgBox(â€Å"Thank You†¦ You Have Just Finished The Entrance Examination†, vbInformation + vbOKOnly, â€Å"message†) frmhomepage. Show Unload Me End Sub Private Sub Form_Load() DataEnvironment1. rsCommand1. AddNew txtnam.Text = frmexamsignin. txtname. Content txtage. Content = frmexamsignin. txtage. Content txtadd. Content = frmexamsignin. txtaddress. Content txtstat. Content = frmexamsignin. cmbstat. Content txtgen. Content = frmexamsignin. cmbgende r. Content txtrel. Content = frmexamsignin. txtreligion. Content txtcon. Content = frmexamsignin. txtcontact. Content txtcourse. Content = frmexamsignin. cmbcourse. Content txtscore. Content = 0 framea. Obvious = True Frameb. Obvious = True framec. Noticeable = False surrounded. Noticeable = False cmdsubmit. Noticeable = False End Sub Private Sub opt1_Click(Index As Integer) cmdsubmit. Noticeable = True End Sub Private Sub opt2_Click(Index As Integer) mdsubmit. Obvious = True End Sub Private Sub opt3_Click(Index As Integer) cmdsubmit. Noticeable = True End Sub Private Sub optcheck30_Click() cmdsubmit. Obvious = True End Sub Private Sub Timer1_Timer() If (Val(lbltimer2) = 0) Then lbltimer1. Subtitle = Val(lbltimer1) †1 lbltimer2. Subtitle = 59 Else lbltimer2. Inscription = Val(lbltimer2 †1) End If (Val(lbltimer1) = 0 And Val(lbltimer2) = 0) Then Timer1. Empowered = False If optcheck1. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck2. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck3. Worth = True Then txtscore.Text = Val(txtscore. Content) + 1 End If optcheck4. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck5. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck6. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck7. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck8. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck9. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck10. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck11.Value = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck12. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck13. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck14. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck15. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck16. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck17. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck18. Worth = True Then txtscore. Content = Val(txtscore.Text) + 1 End If optcheck19. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck20. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck21. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck22. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck23. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck24. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck25. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck26. W orth = True Then xtscore. Content = Val(txtscore. Content) + 1 End If optcheck27. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck28. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck29. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If optcheck30. Worth = True Then txtscore. Content = Val(txtscore. Content) + 1 End If txtscore. Content >= 25 Then txtper. Content = â€Å"100%† ElseIf txtscore. Content >= 19 Then txtper. Content = â€Å"75%† ElseIf txtscore. Content >= 16 Then txtper. Content = â€Å"50%† ElseIf txtscore. Content >= 10 Then txtper. Content = â€Å"25%† ElseIf txtscore.Text >= 0 Then txtper. Content = â€Å"0%† End If DataEnvironment1. rsCommand1. Update a = MsgBox(â€Å"Sorry your time is up†, vbInformation + vbOKOnly, â€Å"message†) frmhomepage. Show Unload Me End If End Sub Codes: Private Sub cmdCancel_Click() txtname = â€Å"† txtage = â€Å"† txtstat = â€Å"† txtreligion = â€Å"† txtcontact = â€Å"† txtaddress = â€Å"† cmbgender = â€Å"† cmbcourse. Content = â€Å"† End Sub Private Sub cmdhome_Click() frmhomepage. Show Unload Me End Sub Private Sub cmdsave_Click() Dim an As Integer If txtname. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf txtaddress. Content = â€Å"† Then = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf txtage. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf txtcontact. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf txtreligion. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf cmbgender. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. â€Å", vbInformation + vbOKOnly, â€Å"message†) ElseIf cmbstat. Content = â€Å"† Then a = MsgBox(â€Å"Please Fill Up All The Fields. , vbInformation + vbOKOnly, â€Å"message†

Blog Archive mbaMissions Exclusive Interview with Dustin Cornwell, Former Director of Admissions at Southern Methodist Universitys Cox School of Business

Blog Archive mbaMission’s Exclusive Interview with Dustin Cornwell, Former Director of Admissions at Southern Methodist University’s Cox School of Business Update: Dustin Cornwell left Southern Methodist Universitys (SMUs) Cox School of Business in September 2014.   We had the pleasure of chatting with Dustin Cornwell, who is the director of admissions at Southern Methodist University’s (SMU’s) Cox School of Business and who provided us with some interesting insights on various aspects of the MBA program it offers. In addition to addressing Cox’s identity as a business school, Dustin shared his thoughts on the following: What drew him, as a veteran of the admissions world with more than a decade of experience, to want to be a part of SMU Cox The unique nature of the school’s primary mentoring program Cox’s new business analytics concentration and one-year master’s degree The program’s compelling dual degree and specialty programs, including its MA in arts administration and exciting CFA Fast Track offering What makes an applicant stand out in a positive way and what he sees as red flags What alumni tell him was their “favorite and most memorable” part of the Cox experience mbaMission: Thanks so much for joining me today, Dustin. Dustin Cornwell: You’re welcome. I’m happy to be taking part in this. mbaMission: We’ve been trying to for a couple years now to interview admissions directors to get beyond the surface-level questions and the things you can basically pick up on a school’s Web site. We want to get people learning more about different aspects of the experiences the programs have to offer. DC:  That’s great. I think that is key for candidates, too, standing out with their story, because part of what the admissions committee does is looking beyond the stats and seeing what’s really there. Somebody with the same metrics as somebody else might get admitted and the other person might not, you know? And it’s because of other things in their background, their goals, their work experience, that kind of stuff. mbaMission:  True. So when I think of the Cox MBA, I think of small class size, I think of Dallasâ€"and I’ve heard from a variety of people that Dallas has a tremendous trajectory for the next couple decades. And I was surprised when I looked through the employment stats and saw that the percentage of graduates entering the financial industry is just slightly higher than the percentage entering the energy industry. So, do you feel that you’re an energy school, or a financial school, or basically, what you feel your professional identity should be? DC:   Sure. Well, about half of our students are interested in some aspect of finance. That tends to be our largest area of concentration. And within finance, we have four tracks. So within a concentration, sometimes there are different tracks. Energy finance is one of those. So energy is kind of a subspecialty within our finance concentration, and we see some overlap there with students looking at working in the financial aspects of the energy industry. We see a lot of students who are going into other roles in energy as well, things like consulting opportunities, project management opportunities, things like that, particularly for our students who come from an engineering undergrad background. Primarily, though, when students are interested in the energy industry, it tends to be more on the financial side, the investing sideâ€"investing in the growth of that industry, because it is booming right now in the United Statesâ€"or working with wealth management, working with corporate fi nance with one of the energy companies, something along those lines. So they are kind of intertwined within our program. mbaMission: Sure. So how would you describe Cox’s identity as a school? DC:   That’s a tough question. It’s interesting talking with alumni and talking with students. I think it means different things to different people. The thing that really attracted me to come work here at SMU Cox was the strength of the alumni. I’ve worked at three other MBA programs in the past, and I’ve been in the industry for over ten years, and I think every school’s going to have a core of dedicated alumni. That’s going to be true just about anywhere. You’re going to have people who really enjoyed their experience and want to give back. I think what’s really distinctive here is how large that group is, how many alumni want to stay involved. And you see that in so many ways. For example, when we have events for admitted students on campus or for prospective students, we often invite alumni to come and mix and mingle and talk with students about their experience. And I always have more volunteers than I need when I send out an invite to alumni, and I haven’t had that experience in other places. So that’s something that kind of struck me right away when I first started here over two years ago. And also, alumni join us for a number of events we have on campus, whether it’s as guest speakers, on panels or to talk to our current students, even tailgating events for football games in the fall. Typically, that’s associated with undergraduate alumni at most schools. You really have that affiliation very strongly with your undergraduate school, and here we get a lot of MBA alumni who come to those events and hang out with current students and have that sense of identity as part of SMU Cox. I think that really strengthens it. So to get back to your question, I think in the Dallasâ€"Fort Worth area and across Texas, SMU really enjoys a very strong reputation. It’s well known in the area. It’s something everybody’s familiar with, and it has the identity of a high-quality program. Students are well qualified for their positions, regardless of whether it’s marketing or finance or any other area, and they give back, you know? They really have that affiliation and affinity for the school and want to stay involved. So all those types of things are what come to mind when you’re talking about the identity of Cox. mbaMission: Right. I’m pretty impressed by the Associate Board Mentoring Program  and how vast it is. I think the number was like 260 executives who volunteer to be mentors in that program. Can you tell me more about how it works? Would a student ever not participate for some reason? DC: Well, students are not required to; it’s not a requirement, but it’s very rare for someone not to. I think there have been instances in the past where students have opted out for whatever reason, but it’s very rare. I mean, 90% or more of our MBA students do participate in that program. The way the program worksâ€"and I think this is one of the distinctive features of our programâ€"you’re not just assigned a mentor. I think at a lot of programs, you say, “I’m going to be focusing on X industry” or “I want to work at such-and-such a company,” and they assign you a mentor, someone who works there or someone who works in that industry. And that’s as far as it goes, and you kind of have to build that relationship. Here, we do something really great where we hold a couple of receptions during the students’ first semester in the program, and we invite all of our Associate Board Mentors to come. And we have all the full-time MBA students attend those events. And ahead of time, the students get brief biographies about all of our mentorsâ€"what their professional and academic backgrounds are, what they’ve done in their industry, that type of thingâ€"so they can go through that and decide who they really want to meet. They can prioritize who they’d like to meet at these events. So at the event, they can spend their time actually talking one-on-one with the mentors. They can hopefully meet a dozen or more different mentors during the receptions. Then afterward, the students will make a list of their top five or six choices. So after having met them and read about their backgrounds, they can prioritize who they want as their mentor. Now, we do a one-to-one matching process. So if ten students want the same mentor, nine people are going to be disappointed, unfortunately. They maybe won’t get their first choice, but the idea is that you’ve got a lot of people out there who can help you in your career, and hopefully you’ve met several people who you feel would be good matches for you. And we try to give every student one of their top few choices on their list, so that they are excited about working with that person. Then the mentor and the mentee are notified of the match, and it’s up to the student to make that first contact after they’ve been matched. We want the students leading their own professional development and their own networking strategies, so we have them contact their mentor and set up the initial visit. That might be going to lunch. It might be visiting them at their office, whatever it is, and it goes from there. And many students stay in touch with their mentors throughout the program and beyond. I’ve talked with many alumni who have stayed in touch with their mentors well beyond their time here at Cox. And how often they meet and in what way they meet is really up to them, whatever works with their schedule and their style. So for some people, it’s a lot of phone and email contact. Other people meet on a pretty regular basis with their mentor in person, so it’s really up to them. mbaMission: I was impressed also that a lot of mentors make themselves available even if they’re not actively mentoring someone. There’s a willingness to just do their part and be in it for anyone who needs or wants help. DC: Absolutely. I mean, the associate board, that’s a more formalized mentoring program, and these are really high-level executives, people with 20, 30 years of experience who are very accomplished in their careers. There are other, more informal mentoring opportunities within the program, too. For example, we have second-year students who serve as mentors for our first-year student teams. So we’ll have a second-year student who will work with five of our students in their first year and help them navigate the elective course selection process, how to balance searching for a job and maintaining your activities, doing well in class, things like that. So someone who’s just gone through it helping them through that. We also have other more informal mentor relationships with more recent graduates. So people who are maybe one to five years out of the program can address that transition period from school to the work force and how to make that transition. What are the steps to take? How do you get yourself noticed within your company if you want to be on the ladder to rise to higher-level positions? That sort of thing. So all those different points from being a student to being a recent alum to being a more experienced alumnus, those are all important targets for our students to have contacts with. mbaMission: Are there any aspects of the program that possibly are not as well known right now that you want to highlight? DC: Yeah, one of the newer programs that we’re really excited about is our business analytics concentration. Business analytics has had a lot of media coverage the past few yearsâ€"big data, that type of thingâ€"and we offer quite a bit of course work in that now for our students. That can be done as an MBA concentration, which many of our students are doing, and it’s a great complement either to marketing or to finance. Really being able to work with data and do data analysis, that’s very helpful in marketing research. It’s also very helpful, of course, in analyzing financial data. So we’re seeing more and more students being very interested in that, and we’re actually seeing some candidates specifically looking at Cox because we offer that. This fall we will be launching a standalone, one-year master’s degree called a master of science [MS] in business analytics. So for candidates who don’t necessarily want the full package of the MBA but want to focus more narrowly on business analytics, they can do that in a one-year program, and that’s a good option for recent college graduates. In our full-time MBA program, typically students have at least three years of full-time work experience before they enroll, whereas the MS in business analytics would be open to anyone who has a college degree. So it can be a one-year master’s degree for recent graduates who want to get more data analysis experience. mbaMission: Great. Well that’s a natural segue to the fact that Cox seems to have a variety of complements, as I would say, for a school its size, like the JD/MBA, the MBA/MA in arts, the MBA/CFA program. Are these programs particularly popular? How many students enroll in these programs? DC: The CFA track, that’s brand new this year. That’s not really a dual degree in terms of education, but we did that because we have such an interest in finance. We know many of our students are pursuing that, so we wanted to give them a way to do that in a more structured manner and really help them be successful. So at the end of the first what we call moduleâ€"we divide semesters into two parts, so module A and module Bâ€"so at the end of the first module of their first year, students who’ve done well in their introductory courses in accounting, finance and statistics and who want to pursue a finance concentration are eligible to take part in the CFA Fast Track, is what we call it. What that allows them to do is take more of their finance courses earlier in the program. They’re able to defer some of their other core courses to the second year, ones they would normally be taking in the first-year core, so they can move forward more quickly in the finance track. And that will help prepare them better for summer internships and to sit for the CFA exam. We also provide review courses and things like that specifically for that exam, so that students can take either Level 1, 2 or 3. Most students would be doing Level 1 after the first year and Level 2 after the second year of the program, but some students come in already having passed one or more levels of that. This year, I believe, we have about 15 students who are in that pilot program. This is the first year we’re doing it, so we don’t know yet what the outcomes will be, of course, but students are pretty excited about it, and it’s a good option for them. We’re hoping to grow that slightly, maybe 20 to 25 students next year. It’ll be interesting to see how that goes. The MA in arts administration and MBA  is a dual degree, two-year program where students can get an MBA from the Cox School and a master of arts administration from the Meadows School of Arts on SMU’s campus. We have about ten students per class in that program, so in the first year, those students take all the same core courses that our MBA students do, and in addition to that, they take one arts management course each term the first year. Then, in the second year of the program, those students spend a semester over in Italy. They have a study abroad semester in the fall, and they’re really hands-on with arts administration and fine arts work there in Italy. Then when they return to campus for the spring semester, they take some additional business courses to complete the MBA portion of their degree, along with doing their internships in arts management. A lot of people don’t realize Dallas has an amazing arts community. It’s been growing by leaps and bounds, and we have an arts district downtown that is phenomenal. We have the opera. We have all kinds of theatres. We have all kinds of music organizations. So a lot of our students do intern here in Dallas, but we also have students who work in many other places. One of our students was interviewing for a summer internship with the Seattle Opera just the other day. So, we do place students around the country in terms of internships and full-time positions out of that degree as well. We’ve had that program for a number of years. mbaMission: Is Cox targeting any particular type or group of students? DC: Like most MBA programs, we’re really conscious of wanting to reach out to women. I think women by and large are underrepresented in MBA programs. We’re a member of the Forte Foundation, which is a great consortium of business schools and top corporations here in the United States, and other organizations that are committed to success for women in business. So that’s something we’ve really increased our participation with. They hold a number of MBA fairs in the fall for prospective MBA students, so we attend those and follow up with candidates from that, and we also have been very proactive at getting our admitted students and current students to attend their annual conferences. They hold a great annual conference every summer, and incoming students are able to attend that in June before they even start the program. Of course, our returning students can attend that conference as well. At those conferences, many of the employers are there. They have a career fair portion, so students can get an early jump on looking for an internship or a full-time job by networking with the companies that are there. We’ve seen students who’ve gotten internship interviews out of the contacts they have made at the conference. And it’s just a great way to network with women in other MBA programs and talk about the issues women are facing in the business world, how they are dealing with thoseâ€"and to hear from a lot of prominent women who are in leadership roles, when they have panels and discussion groups. I think it’s just something good, especially for our incoming students, to be able to discuss and think about prior to starting their experience here at Cox. mbaMission: Is there a particular peer school that you feel like you guys are competing with for candidates? DC: I think our biggest overlaps are Rice [the Jesse H. Jones Graduate School of Business at Rice University] and UT Austin [the McCombs School of Business at the University of Texas, Austin], certainly our largest overlaps in terms of our applicant pools. I think Rice is a very similar school to us in many respects, with strengths in energy, a very similar class size, it’s a private universityâ€"there’s all kinds of similaritiesâ€"located here in Texas, obviously. UT Austin’s enrollment is more than twice the size of Rice’s or SMU’s. So they are certainly a competitor for us, but it’s a different experience. It’s a larger public school, larger class size, that type of thing. So I think candidates look at it slightly differently. Certainly they consider both the programs, but in terms of what they’re looking for, in terms of fit, that may affect how they view the different schools. I think some of the other schools that we see quite a bit of overlap with in terms of applications are Vanderbilt, Emory, Indiana, Washington University and then here in Texas, we do see some overlap with Texas AM, and then locally also TCU [Texas Christian University] and Baylor. We see candidates who look at those schools as well. mbaMission: How important are rankings internally? Do you have a target or a mandate to achieve a certain ranking? DC: No, and I think a mandate to achieve a certain ranking, that would be very difficult for any school to accomplish, because there are so many factors that go into that. As admissions officers, we have some level of control over the admission rate. Obviously, the selectivity of the average GMAT and GPA of our students, certainly we can control that, but rankings encompass so many different things in terms of job placement rates, alumni rates, peer ratings, that type of thing. What I always tell students about rankings is that they’re a good starting point. I never tell candidates, “Don’t look at rankings.” You need to look at them as a starting point and look at what is in the ranking. How is that ranking computed? What factors are they considering, and of those factors, what is important to you as a student? What is it you’re looking to accomplish in your MBA, and what school might be the best fit for you? If you look at any of the schools in the top ten, for example, or even the top 30, you’re going to get a great education at just about any of them. In terms of the faculty there, in terms of the resources the schools can provide, you’re very likely to get a good education and learn a lot at any of those programs. What you have to kind of drill down and look at, though, is what experience do you want? Some people thrive in a large environment. They want to meet a lot of people. They want to have hundreds of companies recruiting on campus. They really want that type of an experience, and there are a number of schools that have anywhere from 300 to upward of 800 students per class. That might be a great fit for that type of student. We hear a lot of our candidates say, “I want that personal attention. I want to have a small class size. I want to know my classmates. I want to know my professors personally, and I want to make sure that I’m not lost in the crowd.” And so a program our size fits that person well. They’re able to know their classmates very well and to really have an impact on campus, maybe be a club leader, maybe get involved in student government and leave their mark on the school. So I think you can use rankings as a starting point, but you really have to look a lot more closely at other factors when you’re making a decision. mbaMission:   I agree completely. So you’ve kind of touched on this a bit, but in terms of “fit,” what kind of student do you think is a good match for Cox and who might not be such a good match? DC: Sure. What we like to see is applicants who are focused on why they’re pursuing an MBA. They have a career goal in mind, and they’ve done their research enough about our program to know that we’re able to help them in achieving that goal. Many candidates don’t know exactly what they want to do. They know they need to get an MBA to gain more experience, perhaps, or if they’re switching careers from marketing into finance or vice versa, for example, that’s a good reason to get an MBA. And I always encourage candidates, when I’m talking to them on the road and at recruiting events, to take that next step further. Okay, now you’ve identified why you need an MBA, what do you want to do with that? How are you going to make that transition? If you are making a rather dramatic career switch from one industry to another, think about the skill set that you have, be ready to talk to recruiters about how you can transfer what you’ve done to that new position. I think many students, because they are early in their careers, haven’t had to do that before. And many students may have only had one or two full-time jobs by the time they apply for an MBA. So that’s something that maybe isn’t obvious to them, right? And so we want to really encourage students to think about that. An MBA goes by so quickly. I have talked to so many students who say, “You know, I’ve got two years to think about what I want in an MBA, so I’m going to take some time to take different courses and figure out what I want to do.” And I have to kind of stop them and say, “Listen, your internship interviews start in September or October of your first semester. So if you don’t know what you’re looking for in terms of a job, you’re going to miss out on a lot of the early companies that are coming to campus, because if you say something like that in an interview, they’re going to pass on you.” Corporate interviewers want to hear, “This is what I wan t to do. This is why I want to work at your company, and this is how I would be an asset to your organization.” If students are not able to do that, they’re probably not going to get job offers at top employers. I think that is a surprise to a lot of students. They don’t realize how early that starts and how it’s so important to be thinking about that before they ever set foot on campus for their MBA. So to me, the applicants who can really articulate that well in the interview and in their essaysâ€"and can back it up by explaining how they’re going to be able to do thatâ€"I think that makes them a very good fit for our program. The other thing that we really look for is communication skills. We require interviews for all the students that we admit to our program, and our staff do all the interviews. We don’t have alumni or current students conducting admissions interviews. It’s always done by the admissions staff, either in person or by Skype. So you’re getting to talk to somebody who’s on the admissions committee when you apply to our program, and you get a chance to tell your story. It complements what you put in your essays. You get a chance to spend 30 to 45 minutes with us really telling your story and explaining why you want to come to our program. So that’s something we want to see, students who are confident, who can tell good stories about their experience, who can explain to us what their vision is for their future and who really understand why SMU Cox might be a good fit for them. Show that they’ve done the research about programs, that they know what they’re getting into and why they want to be here. mbaMission: You stated that you like to see candidates who can articulate their goals very clearly. Does that mean, then, that applicants who are not so sure might not benefit from being forthright about that? If a candidate expresses a desire to use the MBA experience to explore where he or she might ultimately want to go, would that be a red flag for you? DC: There are different levels of that. I think for somebody to come in saying point blank, “I don’t know what I want to do,” that would be a red flagâ€"somebody who really can’t articulate any sort of goal or industry or direction. But somebody who says, “I am really strong in quantitative skills. I really enjoy finance, but I don’t know what company I want to work for or even specifically what aspect of finance I want to go into. That’s something I want to explore through electives early on in the program,” that would be okay. That at least gives you a starting point, so when they meet with their career coach, they’re able to say, “Okay, here’s what I do and don’t like to do. Here are my skills. Here’s my experience. Help me understand what my options are.” Some students may not have thought of consulting careers, for example. They might know they like finance but not really know what the difference is between private equity and wealth management and corporate finance and energy finance. There are all these different areas, and students may not have had exposure to all of them yet, so the MBA program certainly can open their eyes to opportunities. But I think you have to come in with some direction. You have to have some idea of where it is you want to go, because we can’t start from square one. You need to have at least walked down that path a little and meet us halfway so we can help you get where you’re going. mbaMission: There’s no penalty for being honest as long as you’re thoughtful, I guess. DC: Exactly. And we don’t expect you to know exactly where you’re going to be ten years from now, but we want you to have an idea and be able to talk intelligently about that, to have done some research, to be aware of the companies in the industry that you might be looking at, to be able to maybe name four or five and say, “Here are some companies I’ve thought about pursuing, and here’s why. I’d like to know more about which way might make the most sense for me.” mbaMission: Are there any other significant red flags for you? DC: Well, I think like many MBA programs, we look pretty closely at people’s quantitative backgrounds, and we do accept students with any type of undergraduate degree. So that could be engineering. It could be business. It could be liberal arts. It could be fine arts. It could be social sciences. We get students with such a broad range of backgrounds, and I think that’s great. That makes the classroom a lot more interesting. For students who have not had a lot of quantitative preparation in their undergraduate degree, we really need to be confident that they’re able to handle the quantitative rigor of our program. The first semester, students take finance. They take accounting, they take statistics. We’re throwing a lot of quant at them pretty early on in the program. So for students who maybe haven’t had that level, we really want them to be able to demonstrate their ability with quantitative skills on the GMAT. We’ll look at your GMAT score, and if you haven’t done anything like that in your undergrad, you might want to take a finance course or an accounting course or a business calculus course at a community college or online prior to applying and show us your grade in that. Show us that you have the ability to do that, because that will get your mind working. It will also show the admissions committee that you’re serious about the program and that you have the ability to succeed. We make all our incoming students take a course called “MBA Math.” That’s a self-paced online course created by a professor from Dartmouth University, and students teach themselves the different aspects of finance, accounting, statistics, and they take quizzes to show their progress and their mastery of those concepts prior to coming into the program. So over the summer, everybody does that. If you’re somebody who has a business degree and has been working in finance, you’re going to go through that very quickly. You’d be able to pass those quizzes very quickly, just spending a couple of hours doing that over the course of the summer. If you’re somebody who has not had an introduction to any of those courses, you might be spending 30 to 40 hours of your time over the summer learning those concepts and showing that you can do that. Either way, we want everybody to be coming in knowing the basics. You come into the class on day one, you know the terminology. You may not know all the details, but you at least know what a T account is, what debits and credits are, what a Z score is, because the professor’s going to expect you to have that basic level of knowledge coming into the classroom. mbaMission: Is there anything else that you think people should know about the school or about the program? DC: Well, one of the things I always like to highlight about our program, and I think it’s such a phenomenal aspect of the program, is our Global Leadership Program. It is a required experience for all of our full-time MBA students, and it is included in our tuition, so students don’t pay separately for it. Students go on a ten-day trip abroad at the end of their first year as kind of a capstone, if you will, over the first year. We’ve run four trips every year, and about 30 students go on each of the four trips. Over the past few years, we’ve typically run two trips to Asia, one to Latin America and one to Europe. On each trip, you’ll go to two different cities, and you’ll be doing corporate visits. You’ll be having alumni receptions. You’ll be really learning about business, meeting with government officials in many cases. How is business done in that country? How is it different from the United States? Who are their main trading partners? What are the major issues facing that region or that country? We have some students who have traveled extensively before they’ve come into our program, so for them, they like traveling, they enjoy it, they’re really excited about it, but then we always have some students every year who have never set foot outside the United States, and this is truly their first experience leaving the United States and getting some international exposure, and that’s so valuable. We have a mix of those types of students on every trip, and they help each other out, and they travel together. It’s been phenomenal. This, I believe, is the 15th year that we have run this program, and everybody takes part. When I talk with alumni, almost to a person, they cite that as their favorite and most memorable aspect of the program. That’s something we’re really proud of, and I think that just emphasizes that we believe being familiar with global issues and international business issues is key. I don’t think you can get an MBA today without some significant exposu re to that. Every business pretty much is an international business at this point, so we want our students to have had that experience as part of their program. Students can also do a semester abroad if they want to. We offer that option as well, but everybody has to take part in the Global Leadership Program. mbaMission: Thank you so much. This has been great, and I think applicants will learn a ton about the program and the school. DC:  Excellent. I appreciate you taking the time. Share ThisTweet Admissions Officer Interviews (Past Directors) Southern Methodist University (Cox School of Business)

It Was Two O Clock - 1365 Words

It was two o’clock in the morning. I heard my brother screaming my name and I knew it was happening again. We had begun taking turns spending the night in my mother’s room to keep an eye on her. Nights like this had occurred so many times before that I no longer panicked. My mother was on the floor seizing because the doctors were still trying to get her insulin dosage correct. My brother immediately called 911 and we waited for them to arrive. What I did not know was that this time was not like before. My mother went into a coma for eight days and when she finally woke up her short term memory was gone. She did not remember her kids or anything about her adulthood. We had to reteach her her entire life after her childhood including the death of my father and her youngest son. She could no longer work because she could not remember how to do her job or anything related to accounting. Doctors were not sure if her short term would ever return and it did not. Even thoug h brain trauma due to hypoglycemia is a rare occurrence, it can occur. Hypoglycemia seizures are also considered a medical emergency. However, they can be prevented. I often replay this night in my mind trying to figure out what my brother and I could have done differently. Current literature suggest that the gold standard, glucagon, is not being used as often due to lack of patient teaching and education. From personal experience, I know that diabetic educators and physicians did not teach my family membersShow MoreRelatedTwelve O Clock High Essay932 Words   |  4 PagesAssessment of Twelve O’ Clock High- Reflection Assignment #4 The movie Twelve O’ Clock High illustrated various aspects of leadership approaches in an Air Force general’s strenuous attempt to heighten the morale of the 918th Bomb Group. Twelve O’ Clock High highlighted the effects of country-club management under the leadership of Col Keith Davenport and revealed the effects of authority-compliance leadership under the command of Brig Gen Frank Savage. Twelve O’ Clock High highlights two Air Force member’sRead MoreThe Tutorial I Have Given Explanation About The Pic16f877a Microcontroller1719 Words   |  7 PagesIn modified Harvard Architecture, the separate memory and separate buses for data and instructions.PIC16F877A, executing powerful instructions in a single clock cycle ,it achieve 1MIPS speed per 4 MHz to allow the programmer to optimize power consumption versus processing speed. PIC16F877A is 40 pin Microcontroller. In PIC16F877A, 33 pins are I/O pins (Input/output Pin).This 33 pins are divided into three 8-bit ports, one 6-bit port and one 3-bit port .Three 8-bit ports designed as PORTB, PORTC andRead MoreMcdonalds Versus Papa Johns1159 Words   |  5 PagesMcDonald s versus Papa John s During high school, I had the opportunity to gain valuable working experience. The first job that I ever had was working as a crew member at McDonald s. At the beginning of my junior year in high school, McDonald s hired me, and I continued to work there until I graduated. The following summer I obtained a job as a pizza delivery driver at Papa John s, and I continue to work there today. 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Gaunt American Military University Abstract†¨ This paper has been generated with the purpose to provide observational, opinionated, and researched information regarding the pathology of death and a simulated case-study to which a victim’s remains are observed for postmortem clues in an effort to determine time of death. This paper will address how I, as a student, observed details to formulate a time of death, what my observationsRead MoreMy Experience At The Hamburg Airport846 Words   |  4 Pagesabout 4 o clock in the morning, on the way to the Hamburg airport. I am with my parents and we just left the hotel. I am about to leave Germany and my family to play basketball in Texas and also to go to college. I made this decision half a year ago. I signed with a scholarship agency, and a coach from Texas contacted me the last week before the deadline of recruiting. Therefore, everything was complicated. I had to prepare, do paperwork, take English tests, and several other things in two and aRead MoreCase Analysis : Simpson Murder Case963 Words   |  4 Pageshe O. J. Simpson murder case (officially called the People of the State of California v. Orenthal James Simpson) was a criminal trial held in Los Angeles County, California Superior Court from January 29 to October 3, 1995. Where the Former American football star/actor O. J. Simpson was tried on two counts of murder following the June, 1994 deaths of his ex-wife Nicole Brown Simpson and her friend Ronald Goldman. The case was one of the most publicized criminal trial in American history. SimpsonRead MoreThe Demonstration And Variance Of The Iodine Clock Reaction1266 Words   |  6 PagesThe demonstration and variance of the iodine clock reaction displays principles of equilibrium, and rate of reaction, all affected by change in concentration and temperature. In order to properly examine rates of reaction, one must first understand the principles of chemical kinetics. Reaction kinetics deals with the rates of chemical processes; that is the behaviour of particles within a solution. The study of chemical kinetics is of upmost importance in chemical research, as it is a powerful toolRead MoreDo Curfews Effect Teens?951 Words   |  4 Pagesplace, this makes it harder for some teens to fully get an experience of a night life. With the way this generation is set up, some parties start around eight o’ clock and at twelve o’ clock. Most teenagers want to go get something to eat or chill around with their friends after the party, so really they would not get into the house until after two or three o’clock. Really, curfews are just a way for parents to say they don’t want their kids out of their sight except for a certain amount time. 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Outsourcing Ethics - 604 Words

As companies look for ways to strategically perform better in their respective industries many chose to outsource job functions. Outsourcing allows companies to grow and expand their business around the world. Many have attributed outsourcing to lowering operating costs, a method to increase expertise and gain additional technology, and as a way to improve efficiency and services. These advantages can help a company gain a competitive advantage over industry participants. When a company strategically plans to outsource ethical consideration must be acknowledged; especially when outsourcing is offshore. As a display of corporate citizenship a company must do their part to address ethical concerns related to this practice. Building a long†¦show more content†¦I would show compassion to the employees of outsourced locations by acknowledging their relationship based cultures, those related to their families, ancestors, and communities. This helps build a trusting relationship an d the quality of the service will increase as employees know that you care and don’t just view them as workers. Often time companies find themselves under strict regulations and scrutiny when they have misappropriated those regulations. Some companies have opted to outsource to avoid environmental regulations and fines in many locations. Another basic principle advises companies that plan to outsource to â€Å"seek to do no harm to the ecological systems of the world† regardless of what environmental regulations may not be in place in the location of choice for outsourcing. By making ethical choices as such help to build and protect the company’s image. It shows that they have good character in the decision that they make and how they impact the environment. Companies receive backlash from choosing to outsource job functions when it causes a reduction in their workforce from layoffs. It can be hard to justify layoffs in turn for cheaper labor when you are remo ving individuals from the workforce who have been loyal and dedicated to the company. Addressing potential unethical behaviors related to outsourcing before they are problematic is a way to protect the company and build aShow MoreRelatedEthics of Outsourcing Essay1500 Words   |  6 PagesEthics of Outsourcing What is ethics and how is it related to todays world of business? Merriam-Websters Online Dictionary defines ethics as the discipline dealing with what is good and bad with moral duty and obligation. In todays globalized society, it seems as though monetary profits are valued higher than making ethical decisions. Outsourcing has become an unavoidable result of globalization. From General Motors to IBM, we can experience the effect of outsourcing in many different sectorsRead MoreOutsourcing, The Key to Globalization Essay examples995 Words   |  4 PagesThe concept of outsourcing in the Unied States goes back to 80s. But it was in the 90s that really companies began to use it more and more and they found out that this is something that really works for them. Outsourcing is defined as the practice of subcontracting manufacturing work to outside and especially foreign or nonunion companies. This concept became very widely used in practice today in the United States. Firms such as IBM, Sprint, ATT, Dell Hewlett Packard, and Novell are someRead MoreOutsourcing And Its Advantages For A Company1225 Words   |  5 PagesEXECUTIVE SUMMARY Outsourcing can have more disadvantages for a company if the company does not take major precautions before proceeding. The purpose of this report is to (1) identify major IT outsourcing risks. (2) How to minimize the risk to out rule the disadvantages. There are many steps to successful outsourcing; here are the main ones gathered from the research. †¢ Be discreet when selecting your vendor , analyse there previous work †¢ Consult with an attorney before signing the contract †¢ MakeRead MoreOutsourcing A Business Is A Risky Affair1445 Words   |  6 Pages Outsourcing Rohit Negi Introduction: Companies are increasingly urged to rethink their sourcing strategies, choosing between in/out, Domestic/international sourcing. Several motivations (e.g. cost reduction, flexibility, access to new technologies and skills, focus on core activities) are encouraging them to outsource and/or localize their (ITRead MoreUsability, Interaction, And Visualization1090 Words   |  5 Pageswill also improve through synchronous and asynchronous technologies (El Kadiri et al., 2015, p. 11). Moreover, more learning tools would be personalized, or customized for specific learning needs and environments. Issue of IT Outsourcing Scholars noted that IT outsourcing would continue because of the increasing levels of IT education in developed countries, where labor costs are much lower because of lower costs of living (Mann et al., 2015). IT companies or individuals would vie for lucrativeRead MoreOutsourcing Of The National Labor Committee Thinks Otherwise926 Words   |  4 Pages Although many businesses argue this is beneficial in order for them to turn a higher profit and be successful, the National Labor Committee thinks otherwise. Outsourcing has become one of the leading factors in product recalls, exploitation of workers, and a major contributor to the unemployment statistics in the US. Although outsourcing is a contributor to mass production and a products supply and demand growth, it has also been known for some of the largest product recalls. â€Å"In the largest productRead MoreTransaction Volume ( Per Year ) Price Per Call1636 Words   |  7 PagesPotential Outsourcing Suppliers When choosing suppliers, the selection criteria includes weighted number of criteria like price, experience, financial stability, and references. AllTell could consider to outsourcing its contract to subcontractors who have special experience in customer service. It is important review the experience, qualifications, and stability of each subcontractor to make sure that required service levels will be met. AllTell will use the following criteria to assess outsourcing suppliers:Read MoreAnz Introduction1227 Words   |  5 Pagessecurity risk as a consequence of ANZ Bank recent outsourcing strategy. This report discusses three main issues that ANZ Bank’s management may have to consider if it is to enhance strength and core competency. Customer value proposition Firstly, as ANZ Bank has stressed that ‘becomes a super regional bank’ is a core strategy objective (ANZ 2012), ANZ will have to consider the potential effect for customer value proposition as a result of recent outsourcing strategy. It has been pointed that the problemRead MoreAn American Corporation Outsourcing At The Pennsylvania State University1955 Words   |  8 Pagesat the Pennsylvania State University, has written perhaps the most persuasive piece of literature on the reasons for the lack of progress in workers’ rights for employees of independent contractors hired in the process of an American corporation outsourcing to another nation. Before the Rana Plaza Factory Fire in 2012 and currently still, most of the CSR models focused on voluntary codes of conduct which allowed corporations to adopt for publicity purposes, yet not fulfill the responsibilities of thoseRead MoreOutsourcing : A Competitive Advantage Essay1427 Words   |  6 PagesIn analyzing t he second reason listed for why outsourcing is used; ‘inability to attract the highest caliber of employees to job functions that may be peripheral to the organization’s core discipline’, companies employ a different kind of outsourcing tactic. This reason leads to offshore outsourcing solutions. If a company cannot attract high caliber domestic employees to job functions secondary to their main function then they seek help where labor may be less expensive and more efficient. Offshoring

The Slavery Of The Civil War - 1701 Words

In pre-Civil War America, it was a common occurrence to witness Black families torn apart, sold off as property, and treated in hateful, vile manors in the name of a higher God. Many slave owners retained the firm belief that due to slavery being beneficial to them and the lack of clear-cut condemnation in scripture, it was a divine institution beneficial to both the slave and slave owner themselves. As a result, these ideals led to further enslavement and abuse, exploiting Blacks so that the slave owners could capitalize off of their work. Although many pro-slavery advocates assert that their actions are just through biblical claims, Douglass argues that Christianity has been twisted into an excuse by slaveholders to justify the institution of slavery. George Freeman makes a good example for those blinded by looking between the lines in scripture, claiming, Neither do we find anything in the writings of the Apostles condemnatory of slavery†¦ Not a word, disapproving the practice, ever fell from his lips.† Douglass believes that Freeman and many other pro-slavery advocates who support their claims through scripture are misguided cowards hiding behind their perverted view of Christianity. These individuals strike him as similar Covey, a poor farmer from his childhood with a reputation of being a tricky slave-breaker. In Douglass’ narrative, he exclaims, â€Å"Poor man! Such was his disposition, and success at deceiving, I do verily believe that he sometimes deceived himself intoShow MoreRelatedSlavery And The Civil War958 Words   |  4 Pagesblood in slavery so that many parts of America could become prosperous and recognized in the world†, this is quote from Josephine Baker, one of America’s early p rominent black performers. Slavery, which will be discussed in greater detail, affected Africans kidnapped from their homeland and brought to the Americas to be sold and forced to work in horrible, vile, disgusting conditions. Slavery was also a great economic boosts for the United States due to cotton, however, overtime slavery began toRead MoreSlavery And The Civil War1706 Words   |  7 Pagesitself. The United States were no longer united, mainly over the issue of slavery. In fact, many historians believe that, â€Å"From the nation’s founding, the issue of slavery threatened to tear the United States apart.† (â€Å"The Civil War† 1). The issue of slavery was always kept at bay through the utilization of various compromises; however a permanent solution was never sought after by the government. The peoples’ perspective of slavery differed by region. In the South, the economy was extremely reliant onRead MoreSlavery And The Civil War1641 Words   |  7 PagesThe American civil war was in no doubt the most crucial event in history. No other war compares or even comes close to the casualties suffered. It helped conserve and maintain the Union, drastically changed the relationship between the federal and states government, and led to slavery’s abolition. This war has also stirred up many conflicts until this day about the conflicts and causes. Among the countless and even undiscovered questions comes the most common as being why the Southern states wereRead MoreSlavery and the Civil War1281 Words   |  5 PagesEscaped slaves from the South helped the north to win the Civil War by increasing the number of soldiers fighting in the war for the north and by spying on the south for the north. With the help of escaped slaves fighting the South, the north outnumbered the south in battles, which eventually led to the North’s victory in the Civil War. Escaped slaves form the south also helped the north by spying on the so uth and reporting to Union officials who reported the information to the Union army. TheRead MoreSlavery And The Civil War1527 Words   |  7 PagesSlavery is a lawful or monetary framework in which standards of property law are connected to people permitting them to be named property, to be possessed, purchased and sold as needs be, and they can t pull back singularly from the course of action. While a man is a slave, the proprietor is qualified for the efficiency of the slave s work, with no compensation. The rights and security of the slave might be controlled by laws and traditions in a specific time and put, and a man may turn into aRead MoreThe Civil War And The Slavery986 Words   |  4 PagesThe Civil War contributed to the enslaved period being terminated. The union allowed slaves to fight for them and this imposed on the slave masters throughout the south. During this period the slaves were very rebellious and violent towards their masters. They beat them, tortured them , and some even killed some of the slave masters. They all truly deserved it after the treatment that had been rendered towards the African Americans when they first arrived from the West Indies to the United StatesRead MoreSlavery And The Civil War1447 Words   |  6 PagesSlavery and The Civil War When most people think of Abraham Lincoln, They remember him as the one President, or the one single entity , who freed the slaves. Most are not aware that before slavery the young nation was going though growing pains there were years of political strife and social upheaval that culminated in to Civil war that actually resulted in the Emancipation of Slaves. Slavery was pivotal to the compromises and conflicts of national politics in the decades leadingRead MoreSlavery And The Civil War1084 Words   |  5 PagesSlavery Slavery was one of the biggest controversies in American history. The beliefs about slavery mostly varied from the North to the South but also varied from state to state and sometimes even among family members. All of these different views caused conflicts to arise in America and slavery soon became a huge contributing factor to the Civil War. The core beliefs of anti-slavery societies differed from those of the slavery societies. Abolitionists believed that slavery was a moral and nationalRead MoreThe Civil War Of Slavery1699 Words   |  7 PagesIn the 1800s the Institution of Slavery became very dominant in the United States, but mainly in the South. Due to the climate and their type of economy, their agriculture productions required a great amount of labor that was performed by the slaves. In the south, â€Å"slavery was key to the way of life†1 the majority of the south relied on the slaves to do all of the hard work for them and maximize the profit of their owners. The northern states however had a different type of economy and did not requireRead MoreSlavery And The Civil War Essay1963 Words   |  8 PagesSociety relates slavery to the civil war and most would argue that slavery ended in 1865. With this standpoint, we often brush off or neglect to further investigate slavery in its most modern forms. Over the course of history, there are hardly any situations where a social problem was solved. Starvation still exists, as does poverty, racism, war, segregation, injustice within government systems, and yes, even slavery. Human trafficking is modern day slavery and it exists everywhere with two different

Corporate Responsibility and Governance Work

Question: Discuss about the Corporate Responsibility and Governance Work. Answer: Introduction The 7-Eleven occurrences have gotten the consideration of each Australian due to sweeping impacts and impact on the nation itself. Australia has been for the most part displayed as a country with multi-ethnic populace as its central trademark (Benier Wickes, 2015). On the other hand, allegations have been raised against the franchisee stores of 7-Eleven that they have paid the understudies and other remote nationals lower than the predominant honor rate of about $24 dollar 60 minutes. Affirmations have likewise been made in regards to the quantity of hours that they were made to work which far surpassed the farthest point forced on the specialists, especially those working under visa conditions (Sivaraman Turner, 2016). This incident has been brought to light first by the joint examination of Fairfax Media and the Australian Broadcasting Corporation. This research has been done on the editorials published in The Australian and The Financial Review. The two newspapers are direct com petitors and they both have covered the incident in two different lights, and provided different conclusions (Briton, 2015). The Australian Rachel Baxendale covered the 7-Eleven fraud for The Australian newspaper in 2015. She is a press gallery journalist from Canberra, works for The Australia and was a part of the Melbourne Bureau. The Australians first publication came out in 1964. From the beginning, they were running at a lost for many decades and struggled for economic feasibility. The Australian is owned by News Corp Australia, who reaches out to the audience by using print, web and mobile modes. They own more than 140 newspapers and 100+ publications. It was established in 1923 by James Davidson. The paper publishes articles focused on aboriginal issues, IT, defense and mining businesses. They cater to general public and pays attention to social, political and economic matters. The paper publishes news, which are influenced mostly by political conditions instead of social ones. They pay attention to the five Ws and H of article writing while publishing their news to maintain the audience attention towards the piece of writing (The Australian, 2016). However, they have been plagued with accusations of being biased against the labor administrations because of their repeated criticizing of the labor governments decision to introduce carbon duties and other mitigation measures. They imposed their viewpoints with specific reporting and opinion piecesthat emphasizes their outlook only. In the context of the 7-Eleven incident the journalist could keep up both the coveted objectivity and points of view. She has done her best to present interchanging views of the scene by approaching with the perspectives of both the informer and the charged and let the perusers for themselves choose who was right and who wasn't right. Rather than forcing her own particular judgment, she had given the episodes a chance to talk for themselves. The columnist has separated herself from the article to such an extent that she could accomplish objectivity in the depiction of the occasions pithily. In doing so she has presented the idea that the head office and the management where unaware of what was going on with the employees at the stores ("The buck stops with us: 7-Eleven", 2015). Newspapers are the representation of the society. It is also the connection between the society and the events occurring in different parts of the world. Therefore, it is imperative that the newspapers maintain proper ethics while publishing their articles and news pieces. In addition, they ought to be free from biases and affiliations of any sort. Improper message conveyed to the masses might result in the wrong idea about the issue, and that can create conflicts (Muller, 2014). The Financial Review Adele Ferguson, a renowned, multi-award winning columnist and journalist for leading newspapers in Australia, has written this report on 7-Eleven wage abuse case. She has a reputation of being a very respectable commentator and investigator. With a journalism career spanning more than 20 years and being the reason behind several scandal exposes in the corporate sector, Ferguson is revered by her contemporaries and loathed by some for being one of the most influential journalists of her times. She kicked off her journalism career with The Advertiser and throughout her career has kept on targeting the skeletons in the closets. She is part of the Melbourne Press Club and has won several awards including the Gold Quill and Gold Kennedy awards. From 2009 she is continuing her association with the Fairfax Media, owner of the Financial Review ("Adele Ferguson Journalist Author", 2016). Fairfax Media publish the Financial Review, six days a week. The newspaper started in 1951 as a weekly and within 12 years became a daily. The newspaper focuses specially on finance, investment and business news. The original owner of Fairfax Media was John Fairfax and his family. The company has been in business for over 180 years and has kept the masses informed and connected. They have a portfolio of websites, applications and online news sites. They have arrayed into metropolitan, regional, agricultural news publishing ("Financial Review - Business, Finance and Investment News | afr.com", 2016). The newspaper is known for its transparent presentation of facts, and also for being unbiased towards incidents of any kind. It employs journalists who are famous for being straight forward, inquisitive and investigative. They follow the latest trends and never back away from taking risks regarding publishing controversial topics. They focus on research and innovation, and aim to publish articles that would cater to readers from different domain. The main domain they focus on is financial and economic issues. The article on 7-Eleven written by Adele Ferguson focuses specifically on the details and facts of the scam and traces the developments of the incidents only. She has interacted with the victims and had extracted information directly from the horses mouth. She has focused majorly on the vital points and has described the key elements and how they have worked together to end up in the most horrible fraud of the decade. Her article substantiates its claims with accurate facts and figures. She has drawn justified conclusions and has made clear justifications regarding the incidents ill effects. Her article says that the 7-Eleven franchise owners and people at the head office had an idea about what was going on at the stores ("7-Eleven: Wage abuse claims puts scrutiny on Fair Work response", 2015). Daily papers are the representation of the general public. It is additionally the association between the general public and the occasions happening in various parts of the world. Hence, it is basic that the daily papers keep up appropriate morals while distributed their articles and news pieces. Likewise, they should be free from inclinations and affiliations of any kind. Shameful message passed on to the masses may bring about the wrong thought regarding the issue, and that can make clashes (Christians et al., 2015). Conclusion The daily papers assume an extremely fundamental part in today's general public since its obligation is to give the events that straightforwardly or in a roundabout way impacts the life of each individual abiding in the general public. As noted before, they mirror the occurrences that happen in the general public as steadfastly as could be allowed. The assessments communicated by the daily papers can influence the sentiments of its perusers and thus compelling alert ought to be practiced while managing such enormous obligation. On account of The Australian, the correspondent has possessed the capacity to accomplish proficient objectivity by exhibiting the points of view of both the informer and the blamed leaving the judgment in the hands of the general population. Then again, the AFR has displayed the occasions precisely by taking the assistance of important figures and information that substantiate the cases made by both the gatherings. The correspondent has made advocated inferenc es in the interest of general society and has clarified the unfairness that the workers at last endured. Keeping in mind the two editorials, it can be understood the article published in The Australian is influenced by the political environment and are biased towards their affiliated political party. On the other hand, The Financial Review has approached in an unbiased manner and has presented with a more to-the-point article, providing with accurate facts about the event. Therefore, it is evident from my understanding the article published in The Financial Review is reliable and free from political influence. References 7-Eleven: Wage abuse claims puts scrutiny on Fair Work response. (2015). Financial Review. Retrieved 28 September 2016, from https://www.afr.com/business/retail/fmcg/7eleven-wage-abuse-claims-puts-scrutiny-on-fair-work-response-20150830-gjavxh Adele Ferguson Journalist Author. (2016). Adeleferguson.com. Retrieved 28 September 2016, from https://www.adeleferguson.com/ Benier, K., Wickes, R. (2015). The effect of ethnic diversity on collective efficacy in Australia.Journal of Sociology, 1440783315599595. Briton, B. (2015). 7-Eleven scandal: The tip of a low-wage iceberg.Guardian (Sydney), (1705), 1. Christians, C. G., Fackler, M., Richardson, K., Kreshel, P., Woods, R. H. (2015).Media ethics: Cases and moral reasoning. Routledge. Financial Review - Business, Finance and Investment News | afr.com. (2016). Afr.com. Retrieved 28 September 2016, from https://www.afr.com/ Muller, D. (2014).Journalism Ethics for the Digital Age. Scribe Publications. Sivaraman, G., Turner, P. (2016). The 7-Eleven wages scandal: The need for law reform.Precedent (Sydney, NSW), (135), 53. The Australian. (2016). The Australian. Retrieved 28 September 2016, from https://www.theaustralian.com.au/ The buck stops with us: 7-Eleven. (2015). The Australian. Retrieved 28 September 2016, from https://www.theaustralian.com.au/business/companies/the-buck-stops-with-us-says-7eleven-chairman-russ-withers/news-story/c446f2f834f4b72748c630a0944ec6b4