What Everyone Is Saying About Environmental Argumentative Essay Topics and What You Should be Doing

What Everyone Is Saying About Environmental Argumentative Essay Topics and What You Should be Doing Argumentative essay is about arguing and debating on a subject, which is debatable. You might also see academic essay. You can also see analytical essay. It is crucial to be aware an argumentative essay and an expository essay could possibly be similar, but they vary greatly with regard to the quantity of pre-writing and research involved. Essay writing per se is no simple undertaking to do. Whether it's an argumentative or expository essay which you are writing, it is crucial to develop a clear thesis statement and a very clear sound reasoning. Researching the topic will enable you to find out more about what fascinates you, and should you pick something you really like, writing the essay will be more enjoyable. Good persuasive essay topics need to be persuasive. You must specify the sort of your custom made essay on pollution, page count, formatting and style requirements, and deadline. Thus, it's important to read corresponding formatting guide. It is preferable to use templates since they include all necessary formatting elements. Persuasive essays are a really good means to encourage the reader to check at a particular topic in a different light. At the conclusion of these list, you are going to discover links to a variety of argumentative paragraphs and essays. Your thesis needs to be relevant so the write-up can use a structure that's flexible in order to fit in the shoes of the readers. It is vital to decide on a great topic to be able to compose a terrific paper. Maybe, it's even among the easiest methods to complete coral reef essays. If you would like to compose descriptive essays on a coral reef, we've got additional strategies for you. Bear in mind which you can make funny argumentative essays if you do a few things. What to Do About Environmental Argumentative Essay Topics Your tutor won't be content to see this kind of assignment, and that is going to reflect on your grade. The student should investigate a topic, evaluate evidence, collect, generate, and set a standpoint on the subject in a powerful and concise way. To write a fantastic argumentative essay the students first must investigate several sides of the argument, allowing them to make an educated stance. You cooperate with seasoned pollution essay professionals that are eager to aid you in your studies! The essay may also describe the root of the pollution difficulties. If as you are preparing a report you just analyze specific literature, the essay demands an excelle nt penetration into the issue. You can be totally sure your paper is going to be delivered in time and be of the maximum quality. Ballots without a paper trail needs to be banned. Generally, the teachers or professors assign the topics by themselves. Students are accustomed to the simple fact which their professors give them with the assignment's topic. To write a strong argumentative essay, they should begin by familiarizing themselves with some of the common, and often conflicting, positions on the research topic so that they can write an informed paper. Many students think that it is a waste of time. Doing sports in college needs to be mandatory. College students ought to be grateful to their family for the chance to go to college. It is for a high level of study. On the flip side, some argue that the expense of college leaves students with crippling debt they'll never have the ability to repay.

Lvmh in the Recession the Substance of Style Free Essays

http://www. economist. com/node/14447276 LVMH in the recession The substance of style The world’s biggest luxury-goods group is benefiting from a flight to quality, but the recession is also prompting questions about the company’s breadth and balance Sep 17th 2009 | Paris | from the print edition * * Bloomberg â€Å"THERE are four main elements to our business model—product, distribution, communication and price,† explains an executive at LVMH, the world’s largest luxury-goods group. We will write a custom essay sample on Lvmh in the Recession the Substance of Style or any similar topic only for you Order Now â€Å"Our job is to do such a fantastic job on the first three that people forget all about the fourth. For decades LVMH’s formula has worked like a spell: seduced by beautiful status-symbols, perfect shops and clever advertising, millions of people have swooned forgetfully towards the firm’s cash registers. At Louis Vuitton, LVMH’s star company, the model’s pricing power has yielded consistent profit margins of around 40-45%, the highest of any luxury-goods brand. These days customers are finding it far harder to forget about price. The seriously rich, of course, are still spending freely. But much of the industry’s rapid growth in the past decade came from middle-class people, often buying on credit or on the back of rising house prices. According to Luca Solca of Bernstein Research, 60% of the luxury market is now based on demand from â€Å"aspirational† customers rather than from the wealthy elite. The recession has quickly reversed the trend to trade up, and people are delaying expensive purchases. Bain Company, a consulting firm, expects the industry’s sales to fall by a tenth in 2009, to â‚ ¬153 billion ($225 billion). Some executives even expect a lasting shift in customers’ preferences, towards discretion and value. Bernard Arnault, chairman and chief executive of LVMH, believes that the whole industry needs to rebrand itself. â€Å"The word luxury suggests triviality and showing off, and the time for all that has gone,† he says. Brands which sold â€Å"blingy† easy-to-sell products, milking old names, he says, will fare particularly badly in the new environment. LVMH, by contrast, has never taken such an approach, he says, instead emphasising quality, innovation and creativity. To underline these values, the group is going back to basics in its daily operations. â€Å"Before the crisis, we were putting a lot of energy into beautiful stores, but now we care a bit less about expanding our network and even more about design and price,† says an executive. A few years ago, for instance, at the height of the boom, one LVMH brand was putting diamonds all over its watches, so that it was almost difficult to tell the time. â€Å"Now we are getting back to what really matters, which is nice movements and design,† he says. For some luxury firms, the recession’s effects have already been brutal. Private-equity firms and other outside investors which rushed into the industry at its peak have suffered most. â€Å"At the top of the market this industry was perceived as easy by outsiders,† says Mr Arnault. â€Å"You borrowed 80% of a target’s asking price and hired a good designer, but the strategy has not been successful in several cases. † Lenders to Valentino, an Italian fashion house, are reportedly trying to renegotiate its debt. Permira, a private-equity group, bought the firm in 2007 in a deal valuing it at â‚ ¬5. billion. Permira has since written down its equity investment of about â‚ ¬900m by more than half. Prada Holding, through which Miuccia Prada and her husband control Prada Group, another Italian house, recently restructured its loans in order to defer payment to banks. Prada Group has denied that there are talks to bring in a minority shareholder. Two parti cularly weak firms, Christian Lacroix, a Paris-based ready-to-wear and haute couture label which used to be part of LVMH, and Escada, a German maker of luxury womenswear, filed for bankruptcy earlier this year. Amid this turmoil, LVMH is performing relatively well (see chart 1). It has benefited from an established pattern in the luxury industry: when people have less, they spend what they do have on the best quality. Shoppers are going for fewer, classic items—one Burberry raincoat, rather than three designer dresses, or a single Kelly bag by Hermes, a French luxury-goods group, instead of four bags from various lesser designers. For this reason, says Yves Carcelle, chief executive of Louis Vuitton and president of fashion and leather goods for LVMH, â€Å"Vuitton always gains market share in crises. As reliable and sturdy as one of its own handbags, therefore, Vuitton is carrying LVMH fairly comfortably through the recession. In the first half of 2009 the group’s revenues were about the same as a year before, though profits were 12% lower. Two divisions—wine and spirits, and watches and jewellery—were the worst affected: their revenues each fell by 17% and the ir profits by 41% and 73% respectively (see chart 2). Rapid de-stocking by retailers exacerbated the effect of falling demand. But the falls were offset by Vuitton, where revenue rose by a double-digit percentage, registering gains in every market. â€Å"It is incredible that in a downturn the consumer still buys so many Louis Vuitton bags, but she or he does,† says Melanie Flouquet, luxury-goods analyst at JPMorgan in Paris. Vuitton’s performance, and the overall robustness of LVMH, a global conglomerate with more than 50 brands and revenues of â‚ ¬17. 2 billion in 2008, should allow it to take advantage of its competitors’ weakness in the recession. In the next few years we expect several failures in the industry and good opportunities to acquire assets at attractive prices,† says Mr Arnault. Shareholders in the firm are particularly preoccupied by what he might buy and sell in the next few years. What explains Vuitton’s resilience? Beneath the gloss of advertising campaigns, catwalk shows and each season’s fleeting trends, Vuitton brings a machine-like disciplin e to the selling of fancy leather goods and fashion. It is the only leather-goods firm, for instance, which never puts its products on sale at a discount. It destroys stock instead, keeping a close eye on the proportion it ends up scrapping (which it calls the â€Å"destruction margin†). In 2005, when Maurizio Borletti, owner of several prominent department stores in Italy and France, was preparing for the opening of a refurbished La Rinascente department store in Milan, he recalls, the Vuitton people built a scale model of the building in their offices to understand customer flows and get the best positioning. â€Å"In this they’re the most professional in the industry,† he says. Unlike most other luxury marques, Vuitton never gives licences to outside firms, to avoid brand degradation. Its factories use techniques from other industries, notably carmaking, to push costs down ruthlessly and to allow teams of workers to be switched from one product to another as demand dictates. It has adopted methods of quality control, too: one quality supervisor came from Valeo, a French auto-parts supplier. The result is long-lasting utility, beyond show, which is valuable in difficult times. Owning shops gives Vuitton control over levels of stock, presentation and pricing. It was not therefore affected by the panicked price-slashing of up to 80% by American luxury department stores in the run-up to Christmas last year—a â€Å"catastrophe† for others in the industry, according to Mr Arnault. Although other LVMH divisions have been hit by outside retailers de-stocking during the crisis, Vuitton has managed its own inventory, with no competition for space from other brands. With a global network, says Mr Carcelle, the firm can move poorly selling stock to shops where it has performed better. The luxury of diversity Vuitton’s ability to offset the steep falls in other divisions shows the value of the diversified conglomerate model in luxury goods. Richemont, the industry’s second-largest company, has a less varied portfolio and greater exposure to watches and jewellery, demand for which has been especially weak. According to a recent trading statement, its sales fell by 16% in the five months to the end of August. A group structure also yields savings when negotiating deals for advertising space, property and credit-card fees. It helps to have a specialist beauty retailer, Sephora, and a chain of airport shops, DFS, to sell perfumes and cosmetics. When Vuitton develops watches, say, it can call on the talents of TAG Heuer. But LVMH’s breadth also comes in for criticism. Although there is undoubtedly value in some diversification, some people ask whether 50-odd brands under one roof are too many. Vuitton, for instance, would doubtless like to see disposals of weaker brands as a result of the crisis, and a greater concentration of resources on the group’s key businesses. The group’s executives devote the bulk of their attention to the most important of these: Louis Vuitton, Moet Hennessy in drinks, TAG Heuer in watches, Christian Dior in perfumes and cosmetics, Sephora and DFS. The group has many smaller businesses, and these get much less attention in such a big group. LVMH does not disclose financial figures for individual brands, but at its presentation of first-half results the group’s finance director replied to an analyst asking about fashion and leather-goods that a â€Å"handful† had lost money â€Å"somewhere†. There is speculation that Celine, a ready-to-wear clothing and accessories label, Kenzo, a fashion brand which analysts have long suggested LVMH dispose of, or Loewe, a Spanish leather-goods brand which has so far failed o win much of a following outside Spain and Japan, are among the less profitable. Nevertheless, the group can use the might of Vuitton to support its smaller, upcoming brands. A department store, for instance, may be asked to take Loewe or Celine in order to get Vuitton. That often frustrates people at Vuitton, however, who would prefer to use the power of the brand for its own benefit, says a person who knows the company well. â€Å"They’ve never heard of another of LVMH’s brands saying, ‘Either give this to Vuitton or I won’t come’,† he says. Apart from the synergy in watch design, Vuitton does not find that it benefits much from the rest of the group. The reason why LVMH has many small brands which aren’t quite making it, says another person familiar with the company, is that Mr Arnault is an optimist who believes that every property can at some point be turned around. That can pay off: some years ago Mr Arnault halted the imminent sale of a make-up line. Thanks to the distribution muscle of Sephora, it has since turned into a bestseller in America. Investors, however, are nevertheless wary of what they see as Mr Arnault’s tendency to collect brands. The crisis has also underlined the fact that Vuitton dominates the group’s results. Were it not for Vuitton, estimates one analyst, LVMH’s sales would have fallen by 3% in the first half of 2009 and profits would have plunged by 40%. In normal times Vuitton contributes about half of the group’s profits, and most of the rest comes from Moet Hennessy. In the first half of this year, however, Vuitton contributed an estimated 70% of profit. That leads some people to question whether LVMH is overly dependent on the leather-goods firm. â€Å"You can argue that there’s nothing as good as Vuitton in LVMH’s portfolio,† says Pierre Mallevays of Savigny Partners, who was formerly director of acquisitions at LVMH, â€Å"but that simply states the fact that LV’s business model is the gold standard of luxury brands; no other brand in the world compares to it. † The biggest risk to LVMH is Vuitton, argues Ms Flouquet, since it accounts for such a big proportion of profits; the company depends on it, she says. The risk to Vuitton, in turn, is that it could fall out of fashion or lose its exclusivity in the eyes of consumers. So far there is no sign of fatigue with the brand. LVMH’s senior managers have devised ways to refresh it. In the late 1990s, for example, Mr Arnault saw that there was a risk that as a maker of leather goods alone, Vuitton could be perceived as boring. In 1997 he hired Marc Jacobs, then a relatively unknown designer, to design a fashion line. The aim was to generate seasonal buzz and press coverage. Vuitton’s senior executives at the time were against the idea, fearing that adding fashion could undermine a timeless image, but Mr Arnault’s move proved successful. To avoid overexposure of its signature â€Å"Monogram† print, Vuitton has taken care to develop a wide range of products and other patterns. â€Å"We increase the number of product lines and we are careful to have several different colours and shapes,† says Mr Arnault. Thus Vuitton sells reasonably priced handbags—the smallest Speedy Bag costs â‚ ¬430 in Paris—but also wildly expensive custom-made luggage, reinforcing its exclusive image. Another effective tactic is to make limited-edition handbags which are hard to get hold of. Five or so years ago Vuitton depended to a large degree on one market, Japan. Most Japanese women owned at least one Vuitton product—and hence provided a large proportion of Vuitton’s profits, which worried analysts at the time. Yet the Japanese market for luxury goods was souring. Spending on such items in Japan has fallen sharply since the end of 2005, according to a recent report by McKinsey, a consulting firm. Young women are more individualistic than their mothers, and are seeking out lesser-known brands. You used to see thousands of Vuitton bags coming at you in the Ginza shopping district but far fewer now,† says Radha Chadha, author of a book, â€Å"The Cult of the Luxury Brand: Inside Asia’s Love Affair with Luxury†. That reliance on one country is no longer so marked (see chart 3). Fortunately, Vuitton has since rapidly established a strong position in what it hopes will become another Japan: China. â€Å"The Chinese consumer is in a love affair with the Vuitton brand,† says Ms Flouquet. According to LVMH, in the first half of 2009 sales to Chinese people (at home and travelling) made up 18% of Vuitton’s revenue. Despite widespread concerns about counterfeiting in the country, the Chinese are now Vuitton’s biggest customer base after the Japanese. The key to the firm’s success, says Mr Arnault, has been approaching the market exactly as if it were a developed market. â€Å"We treat the Chinese customer as being very sophisticated. † Many competitors, by contrast, have at times lowered their standards for shops in China, he says, using inferior furniture or positioning their stores poorly. Going into new markets and developing new product lines will enable Vuitton o continue producing double-digit growth for years to come, says Mr Carcelle. On every trip to mainland China—he makes five or six a year—he tries to discover a new city and meet its mayor. Mr Carcelle is also tackling other new frontiers: in October he will open a shop in Sukhbaatar Square in Ulan Bator. â€Å"Already if you go to an upmarket disco in Ulan Bator you will see a significant number o f our bags,† he says. Vuitton’s expansion into China, Mongolia and new product lines such as watches and shoes, suggest that the leather-goods firm will continue to be LVMH’s main source of growth. However, it also means that the group may become more rather than less reliant on Vuitton. In theory, the answer could lie in strengthening some of LVMH’s smaller names, such as Fendi, a fashion and leather-goods brand. But buying a big, established, global brand with potential for growth could be both a quicker and a surer route. Or maybe that oneImagineChina A new collection? Analysts and bankers are convinced that Mr Arnault wants to buy the Hermes Group, a producer of leather goods and fashion which matches Vuitton for quality and design. Because Hermes is run so conservatively, says an investment banker who knows LVMH well, it is only a quarter of the size that it could be. â€Å"Mr Arnault would grow it while preserving its values,† he says. Earlier this year, there were rumours that LVMH would sell Moet Hennessy to Diageo, the world’s biggest spirits group, which already owns 34% of the business. Such a sale could raise money to buy Hermes. Mr Arnault, however, refuses to be drawn into commenting. For the moment, such an acquisition is impossible, since the family which controls Hermes does not want to sell, and the firm is strongly defended against takeover. Nevertheless, says the banker, the family which controls it has several branches, all with different views. â€Å"It’s a pressure cooker and some day it will blow up,† he says. Chanel, another closely held global luxury brand, could also make a desirable target for LVMH. Some people recommend a merger with Richemont, which, Mr Solca argues, would address LVMH’s relative weakness in watches and jewellery. Any such deals, or selling Moet Hennessy, would radically change the balance of the group. â€Å"I would be surprised if LVMH sold Moet Hennessy. The business has high margins, high ashflow and it is well managed,† says Ms Flouquet. â€Å"They would probably only sell it if they had a large deal ahead. † Shareholders are nervous that LVMH will pay too high a price for a large acquisition. For this reason the group’s valuation may not fully reflect its performance during the crisis. Such concerns are not likely to deter Mr Arnault, who has dem onstrated his confidence in LVMH’s prospects in luxury by raising his stake in the group over time: he owns 47%. If LVMH does go shopping, it will probably behave like one of its best customers: with price in mind, but willing to spend on enduring prestige. How to cite Lvmh in the Recession the Substance of Style, Papers

White-headed Capuchin and Operation Clean Sweep free essay sample

? Queenisha Payne May 29th, 2013 Biology I Honors Period 6 â€Å"Outbreak† Movie Assignment: 1. The mercenary camp in the Motaba River Valley of Zaire was bombed in 1967 because in 1967, Motaba, a fictional deadly viral hemorrhagic fever, is discovered in a mercenary camp in Zaire and kept it as a top secret; two soldiers ordered the camp to be boomed to cover up the discovery and to stop the outbreak of the disease. 2. No, I would have removed all the people and disinfected all of them so the virus would stay in the forest ad nobody would die. 3. Sam Daniels and his crew were sent to the Motaba Valley, Zaire because there was a level 4 virus. 4. The mystery disease got to the Motaba Valley because one of the host animals, a white-headed capuchin monkey was illegally brought to the United States by James â€Å"Jimbo† Scott, an employee at the Biotest animal holding facility; he stole the monkey and takes it to Cedar Creek, California, to sell on the black market. We will write a custom essay sample on White-headed Capuchin and Operation Clean Sweep or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page During the trip, Jimbo is infected with the virus. 5. The tribesmans explanation of why the disease was affecting the tribe was because it was the god’s punishment for cutting down the rain forest. I do not feel that there could be any truth to the explanation because it does not make sense how other nature couldn’t be happy with loss of the plants and forests. 6. The characteristics of the mystery disease was that there were blistering everywhere, severe headaches, and bleeding from every orifice. 7. Casey showed so much concern about the small tear in Daniels suit as they were about to enter the BS4 area of the lab because they wore thick space suits and multiple airlocks, ultra- violet light rooms and workers must be intensely trained. 8. 9. The measures that were taken in Cedar Creek to contain the outbreak 10. Operation Clean Sweep is a plan by the military to bomb the town of Cedar Creek, with the approval from the President of the United States, who was the Ford’s partner at the African camp in 1967 and was responsible for its destruction, plans to use the bombing to cover up the virus’s existence to advance his weapon objective. Many officials thought it was necessary because they didn’t want to spend time curing the whole nation with the serum. 11. The reason that the E-1101 antiserum against Motaba virus kept it a secret because 12. Daniels was so intent on capturing the monkey in Palisades, California because they found out that the monkey is the host of the Motaba virus. 13. Daniels prevents the success of Operation Clean Sweep because Daniel and Salt took it upon themselves to fly in the way of the bomber to stop it. With support from Ford, Daniels is able to stay in the way of the plane long enough to convince the pilots that information was withheld from them. The pilot detonates the bomb over water instead of the town. Ford, having had enough of McClintock’s single-minded obsession, relieves McClintock of command and places him under arrest for withholding information from the President. McClintock promises to take Ford down with him, but Ford refuses. Sam and Robby make up, and the remaining residents of the town are successfully cured.

My Ideal Job

My Ideal Job Most people learn knowledge because they hope to obtain an ideal job for themselves. For my part, it is also an important reason that I learn knowledge.For my future working environment, I would like to work in marketing sector. Marketing has more to do with identifying customer needs and developing the right products to satisfy those needs, and it reaches are public through advertising. I hope that the company is located in Central Business District, and there are about a great hundred employees in the company.In addition, I think that the private secretary would be my ideal job through long studying and working. As the private secretary, I should help Director of Marketing to handle and answer his business correspondence, keep multifarious files and records of company, especially relating to some files and records of Director of Marketing, and take minutes of the meetings which is attended by him.Certainly, besides the salary, I expect to get some perks. For example, holidays and v acation time, Employee Assistance Program, social functions, subsidized health coverage for spouses, domestic partners, and competitive health care benefit coverage, including medical, dental, vision, life and so on. I need also grasp some professional knowledge about marketing, computer skills, negotiation skills, and experience of study abroad, except my basic knowledge for the job.In conclusion, because I know to speak and act cautiously, and I am very good at paperwork and daily routine, I feel that I might be suitable for the private secretary in the future.

A History of Napoleons Continental System

A History of Napoleons Continental System During the Napoleonic Wars, the Continental System was an attempt by French Emperor Napoleon Bonaparte to cripple Britain. By creating a blockade, he had planned to destroy their trade, economy, and democracy. Because British and allied navies had impeded trade ships from exporting to France, the Continental System was also an attempt to reshape the French export market and economy. Creation of the Continental System Two decrees, that of Berlin in November 1806 and Milan in December 1807 ordered all allies of France, as well as all countries who wanted to be considered neutral, to cease trade with the British. The name ‘Continental Blockade’ derives from the ambition to cut Britain off from the entire continent of mainland Europe. Britain countered with the Orders in Council which helped cause the War of 1812 with the USA. After these declarations both Britain and France were blockading each other (or trying to.) The System and Britain Napoleon believed Britain was on the verge of collapse and thought damaged trade (a third of British exports went to Europe), which would drain Britain’s bullion, cause inflation, cripple the economy and cause both a political collapse and a revolution, or at least stop British subsidies to Napoleon’s enemies. But for this to work the Continental System needed to be applied for a long time over the continent, and the fluctuating wars meant it was only truly effective in mid 1807-08, and mid 1810-12; in the gaps, British goods flooded out. South America was also opened to Britain as the latter helped Spain and Portugal, and Britain’s exports stayed competitive. Even so, in 1810-12 Britain suffered a depression, but the strain didn’t affect the war effort. Napoleon chose to ease gluts in French production by licensing limited sales to Britain; ironically, this sent grain to Britain during their worst harvest of the wars. In short, the system failed to break Britain. However, it did break something else... The System and the Continent Napoleon also meant his ‘Continental System’ to benefit France, by limiting where countries could export and import to, turning France into a rich production hub and making the rest of Europe economic vassals. This damaged some regions while boosting others. For instance, Italy’s silk manufacturing industry was almost destroyed, as all silk had to be sent to France for production. Most of the ports and their hinterlands suffered. More Harm than Good The Continental System represents one of Napoleon’s first great miscalculations. Economically, he damaged those areas of France and his allies which relied on trade with Britain for only a small increase in production in some areas of France. He also alienated swathes of conquered territory which suffered under his rules. Britain had the dominant navy and was more effective in blockading France than the French were in trying to cripple Britain. As time passed, Napoleon’s efforts to enforce the blockade bought more war, including an attempt to stop Portugal trading with Britain that led to a French invasion and the draining Peninsular War, and it was a factor in the disastrous French decision to attack Russia. It is possible that Britain would have been harmed by a Continental System that was properly and fully implemented, but as it was, it harmed Napoleon far more than it harmed his enemy.

Case Study Example | Topics and Well Written Essays - 1250 words

Case Study Example S G Cowen already has with them associates who had joined the firm as interns when they were in their first or second year in a business school. These associates had joined the firm in the break between their first and second years in their business schools and were offered full time employment as they completed their internship that started the following summer. Some other associates had never been to a business school but had served as interns in the firm for three years and were promoted as first year associates after they completed their internship. Very often officials of S G Cowen conduct ‘informational interviews’ prior to the actual formal process to gauge the level of seriousness and intent of the prospective candidates. Though this is essentially an informal process it helps the firm to focus on serious candidates and thus reduces unnecessary efforts on those that are genuinely not interested and have appeared just for the sake of appearing. It must be mentione d that prospective candidates have to appear for these informal interviews at their own expense thus automatically segregating those that were seriously interested from those that are rather casual about the whole process. S G Cowen also appointed ‘group captains’ or contact persons at every core business school to ensure students always had someone through whom they would be able to remain in constant contact with the firm. These contact persons are seldom ever from human resource department. Rather, they are professional investment bankers with long years of service with the firm. These people served the twin purposes of locating best possible candidates who would be able to seamlessly merge with the company and also attracting students who though interested in investment banking but are not quite sure as to which firm they would join. So, a contact person available whenever needed would surely be a great motivating factor. S G Cowen also initially concentrated only o n the top ten business schools. That resulted in often recruiting middle rankers in those schools. So they decided to go to other business schools too where they were able to recruit toppers of those schools. After all a business firm is interested in talent and should not be that much bothered about where they had studied. The company prefaced their recruitment process with a presentation where they clarified who they were, what they did and what distinguished them from other competing recruiters. All the while the company underscored the uniqueness of boutique bankers in that they had a flatter hierarchy than other large scale banks that not only permitted better exposure and interaction with clients but also better opportunities of career advancement. The firm conducts interviews based on both the resumes it has shortlisted and also holds an open session where students enrolled depending on their interest. This also allows them to have a larger pool of prospective candidates and hence the probability of getting better associates. What is your evaluation of the criteria used by this organization in

PERSONAL ETHICAL DEVELOPMENT EXERCISE Assignment

PERSONAL ETHICAL DEVELOPMENT EXERCISE - Assignment Example Mental well being of an individual is the overall result of his mind, body and soul. Therefore, it is essential to deal with the various issues confronting an individual in all these aspects. I will try to understand the various issues concerning the people of my responsibility and guide them in their mental requirements. I will assume the role of a mentor who can approach and assist them in any difficult situation. I will be greatly aware of my role as a leader in the physical well being of my people and I will always seek ways to ensure that they are physically and mentally fit. I will make sure that they go through physical training programs regularly and motivate them about the need of a sound body for a sound mind. In order to encourage them in maintaining their good health, I will also conduct such programs that motivate them. In keeping the unity and values of family relationship intact, I will encourage constant cooperation among the family members and such activities as sharing, discussions, entertainments, etc will be encouraged. I will always ensure that the people in the family and friend-circle know each other very deeply. I will encourage my acquaintances to share each other and motivate and help mutually. In the areas of education and career, I will always be cooperative with and helpful to other individuals of the group and I will ensure that there is long lasting harmony and unity in the group. I will be useful to all my colleagues and mates in their needs and will always search for their assistance and cooperation at times of need. Finances/Stewardship As a leader, I will always be careful about dealing with the finances and use my stewardship in the most effective way. I will look into the needs of my people and make use of the resources for their assistance. I will also motivate them as a steward and would not let go anything wrong about in my responsibility. I will always make sure that the people entrusted to me are at ease and comfort, and I will give priority to their needs. Service/Philanthropy In areas of service and charity, I will always maintain decorum and propriety in my activities and the people who reach out for my service or philanthropy will never be dissatisfied or frustrated about my role. I will always ensure that the people in need are given the best treatment and their comforts are always looked for. PERSONAL MISSION WORKSHEET Why do I desire to become as an organizational leader The role of an organizational leader is inevitable in the contemporary context of business and I feel it is the best way to be an agent of change in the industry. In the progress of an organization, the role of the leader is often emphasized and as a leader I desire to get the organization progressing, to get it operating at high efficiency in order to meet its short-term goals as well as the long term goals. "In a large complex organization and environment only a 100% fully engaged human leader can hope to achieve these lofty requirements to fulfill their duties. Thus, leadership is not for everyone, and leadership is one with responsibility. A leader must be able to