Jane Eyre vs House of Mirth Lily Essays -- essays papers

Jane Eyre versus House of Mirth Lily The books, Jane Eyre, by Charlotte Bronte, and House of Mirth, by Edith Wharton, contain numerous likenesses and contrasts of which I will examine in this exposition. The emphasis will be on the fundamental characters of each book, Jane Eyre, and Lily Bart and will incorporate significant focuses and thoughts showed in these books. To start, Jane, from Charlotte Bronte’s epic, Jane Eyre, was a vagrant who was raised by a privileged family who disdained her and didn't need her, along these lines tormenting, manhandling, and regarding her as somebody at a status even lower than the hirelings. As a youngster, she realizes that her status is unbalanced and significantly later on, as a developed lady, she is viewed as a peasant essentially due to her sex. Further into the novel, when she has become the tutor at Thornfield, the economic wellbeing put upon her is second rate compared to Rochester and others of high class. She is constrained into this social remaining in spite of the way that she is relied upon to show the habits and instruction of a high society lady. In examination, Lily, of Wharton’s epic, House of Mirth, was brought up in an exceptionally esteemed, wealthy family and grows up to be one of New York’s most qualified socialites. As a flighty, wild player, Lily tends not to stress, nor really think about her negative behavior pattern since she is under the feeling that her â€Å"out of reach† lifestyle and her world class friend network will be her security from the results that her activities may bring. In any case, the novel goes ahead and Lily’s impulsive betting is found, bringing about being cut off monetarily by her family and being thrown out by her friends. Without precedent for her life, presently poor and alone, she should... ...from each other and accordingly, grew up with various qualities and faculties for what was really significant throughout everyday life and what was genuinely important to endure. Jane rose up out of a severe, oppressive childhood, into a balanced, solid disapproved, capable, and committed grown-up who triumphed at long last. Lily endured a destiny that she nearly appeared to be bound for. Lily imparts her name to a typical blossom. This reality may contain a part of imagery in that like a withering blossom, Lily’s character progressively starts to â€Å"wilt† as the novel goes on. Indeed, even her last name, Bart, shows imagery in that it contains the word â€Å"art† which may suggest something about the materialistic world that she attempts to be a piece of. Curiously, and maybe generally representative, is the way that the lily is the â€Å"flower of death†, a result that her hurricane, edgy, ridiculous life definitely drove her to.

Cargo Vessel Size Classifications

Freight Vessel Size Classifications Freight dispatching is a low edge plan of action that expects vessels to be completely stacked so as to continue beneficial tasks. At the point when a boat is in the plan stage it is quite often organized in a particular grouping of maritime design and worked to fill a particular course or need. Vessels that are worked to go through explicit bottlenecks while conveying the greatest measure of freight are named â€Å"-max†. For instance, a vessel intended to go through the Panama Canal are called Panamax. This implies the boat will fit into a base bouncing box that coordinates the elements of the littlest secures in the waterway. A bouncing box is estimated in three measurements and incorporates zones submerged or more the boat notwithstanding greatest length and width. In a sea explicit case, the components of the jumping box have some extraordinary yet at the same time recognizable names. Draft is the estimation from the outside of the water to the base. The shaft is the width of a vessel at its’ amplest point. Length is estimated as the general length of a boat yet now and again, greatest measurements should think about the length at the waterline which can vary essentially from length by and large (LOA) on account of the Deadrise of the body. The last estimation is Air Draft which is the proportion of the greatest stature over the waterline of any structure on the boat. Different terms you will see are Gross Tonnage (GT) and Dead Weight Tonnage (DWT) and keeping in mind that many see this as a proportion of weight it is really depicted best as a proportion of the volume of the vessel’s body. Weight possibly factors in when a comparable load of water dislodged by the body should be communicated. Presently let’s get to the definitions. Boat Size Definitions The greater part of these definitions relate to load vessels however they can be applied to any sort of boat. Military and voyage boats can likewise be ordered under these definitions however the most widely recognized utilization concerns load ships. Aframax-This order quite often alludes to an oil big hauler despite the fact that it is at times applied to other mass products. These vessels serve oil delivering territories with restricted port assets or where man-made waterways lead to terminals that heap crude oil based commodities. The size confinements in this class are not many. The fundamental limitation is the light emission vessel which for this situation can't surpass 32.3 Meters or 106 feet. The tonnage of this kind of vessel is around 120,000 DWT. Capesize-Here is one of the examples where the naming plan is unique however the idea is the equivalent. A Capesize class of boat is constrained by the profundity of the Suez Canal which is presently 62 feet or around 19 meters. The delicate geography of the area has permitted the waterway to be dug to a more noteworthy profundity since it was first manufactured and it conceivable the channel will be dug again later on so this arrangement may change its greatest draft limit. Capesize vessels are enormous mass bearers and big haulers that get their name from the course they should take to sidestep the Suez Canal. This course takes the past the Cape of Good Hope in Africa or Cape Horn off of South America relying upon the last goal of the boat. The dislodging of these vessels can run from 150,000 to as much as 400,000 DWT. Chinamax-Chinamax is somewhat extraordinary since it is controlled by the size of port offices instead of physical deterrents. This term isn't just applied to ships yet in addition to port offices themselves. Ports that can oblige these exceptionally enormous vessels are alluded to as Chinamax perfect. These ports don't really should be anyplace close to China they just need to meet the draft necessities of dry mass transporters in the 350,000 to 400,000 DWT extend while not surpassing 24 meters or 79 feet of draft, 65 meters or 213 feet of pillar, and 360 meters 1,180 feet of in general length. Malaccamax-Here is another circumstance for maritime engineers where the fundamental limitation is draft of the vessel. The Strait of Malacca has a profundity of 25 meters or 82 feet so ships of this class must not surpass this profundity at the absolute bottom of the tidal cycle. Vessels serving this course can pick up limit in the structure stage by expanding shaft and length at the waterline so as to convey a more prominent limit in a constrained draft circumstance. Panamax-This class is the most usually perceived to a great many people since it alludes to the Panama Canal which is very acclaimed in its own right. The present size impediments are 294 meters or 965 feet long, 32 meters or 106 feet of pillar, 12 meters or 39.5 feet of draft, and 58 meters or 190 feet of air draft so vessels can fit under the Bridge of the Americas. The trench opened in 1914 and by 1930 there were at that point intends to amplify the locks to pass bigger vessels. In 2014 a third bigger arrangement of locks will start tasks and characterize another class of vessels called New Panamax. New Panamax has size confinements of 366 meters or 1200 feet in generally length, 49 meters or around 160 feet of bar, and a draft of 15 meters or 50 feet. The air draft will continue as before under the Bridge of the Americas which is currently the fundamental constraining component for enormous vessels going through the channel. Seawaymax-This class of vessels is intended to accomplish the most extreme size for section through the Saint Lawrence Seaway inbound or outbound from the Great Lakes framework. The locks of the Seaway are the constraining component and can get transports no bigger than 225.5 meters or 740 feet of in general length, around 24 meters or 78 feet of bar, around 8 meters or 26 feet of draft, and an air draft of 35.5 meters or 116 feet over the water. Bigger vessels work on the lakes yet they can't arrive at the ocean due to the bottleneck at the locks. Supermax, Handymax-Once again this is a class of boats that isn't confined by a particular arrangement of locks or extensions yet rather, it alludes to payload limit and the capacity to utilize ports. Ports are frequently assigned to be Supermax or Handymax perfect. Supermax as you likely speculated is the biggest of the vessels with a size of around 50,000 to 60,000 DWT and can be up to 200 meters or 656 feet. Handymax vessels are marginally littler and have a dislodging of 40,000 to 50,000 DWT. These boats are as a rule in any event 150 meters or 492 feet. Suezmax-The Suez Canal’s measurements are the constraining component for transport size for this situation. Since there are no locks along the one hundred or more miles of the channel the main constraints are draft and air draft. The trench has a valuable draft of 19 meters or 62 feet and vessels are constrained by the tallness of the Suez Canal Bridge which has a leeway of 68 meters or 223 feet.

Blog Archive B-School Insider Interview Alumnus, Columbia Business School, Class of 2018

Blog Archive B-School Insider Interview Alumnus, Columbia Business School, Class of 2018 Periodically, mbaMission interviews business  school students and alumni to gain insight into their experience attending top MBA programs.  After earning a degree in economics and international relations from an Ivy League institution, this Columbia Business School alumnus spent several years with an investment bank in Asia. He then switched to private equity for a few years before moving to the States to pursue his MBA. (February 2019) mbaMission: What led you to choose Columbia for your MBA? Columbia Business School Alumnus: One factor is certainly New York. The school’s finance program, especially the Value Investing Program. I think those were the primary points: being in New York, finance focus, and really, it was the value investing principles that I was attracted to. Everything is a derivative of that. Going a little deeper, being in New York, I thought I would have a lot of access to different firms. I was in finance before, so I was very curious about working in finance in New York. Even if I didn’t get the opportunity to work here full time, at least I’d get a good sense of what it’s like in New York. Directly or indirectly, I knew this was probably the best place to do it. Secondly, in terms of the finance-focused curriculum, I liked the fact that they were not as stringent on the core requirements. I’ve heard certain schools are much more firm on core requirements. I was coming in with a good background in accounting and finance, so I did not want to spend any of my time going over the basics and wanted to really focus on what I was interested in learning, and that was definitely the case here. That was attractive. Columbia Business School was touted as the birthplace of value investing, legendary investors like Warren Buffet, and even before that, his mentor Benjamin Graham. After that, there was Bruce Greenwald, who’s also a very well-recognized figure. And other notable alumni like Leon Cooperman, Mario Gabelli, Louis Bacon, Todd Combs. On the private equity side, there’s Henry Kravis at KKR, Lionel Pincus of Warburg Pincus, Robert Smith of Vista Equity Partners. I just knew that that was the direction I wanted to head into with finance investing, and this was, to me, a perfect fit. mbaMission: Do you feel like the school met your expectations? CBSA: My short answer is yes. I currently work at a hedge fund as an analyst, and my goal was to transition over to public equities from private equities, so I achieved that. The reason I was able to achieve that is, first of all, I was able to do more school-year internships. This was during my spring semester. I got my feet wet in public equities in a research role. Building on that, I was able to lead into a summer internship, and with that on my resume, I could apply more and hear more from public equities in that same role. Overall, I was able to build an experience because the school-year internship was an available option. Ultimately, at the firm I work for, the portfolio manager is an adjunct professor at Columbia Business School, who I met while I was his teaching assistant. I knew that Columbia has a lot of these adjunct professors who come and teach, and I took full advantage of that. So overall, I was able to transition into a public equities role. I think I was trained well to make that transition through the course work. Columbia gave me the opportunity to build that relationship, which I think would have been more difficult to do if I was outside of New York. mbaMission: So you’d say you got from it what you were wanting to get? CBSA: I think this is probably true for many other programs, too, which is you get out of it what you put into it and what you want to get out of it. I think I was on more of the heavy side of the workload, because I really pushed myself. I graduated with well above the 60 credits required to graduate, on top of doing internships and designing an independent study with a senior analyst at a prominent hedge fund in the city, who also was a graduate of Columbia Business School. I thought, for two years, I’m going to make the best out of it. Really, you choose two out of three, which is academics, work, and social life. I didn’t focus as much on the social bit; I focused on the other two, partly because I’m older, in the student population. I’m now 35, and I got there when I was 32 or 33, so I had a little different mentality coming in. I was at a point where I didn’t really need to go to business school, but the fact that I did, I put a lot of things behind me, and I just wanted to make the best of it. If I was going to do it, I was going to really commit to focusing on the workâ€"the schoolwork and the outside work. So I got everything I wanted to get out of the two years here. Having said that, I had a lot of friends who were done with recruiting for the internship, got their offer, and their two years became a paid vacation. That was good for them. That’s what they needed, and that’s what they wanted. In the end, they got exactly what they came for. Columbia could tolerate that. On the other side, for people who were in the Value Investment Program, there were 40 of usâ€"very driven, very passionate. I think there, you have 40 people who are really pushing themselves hard. So that was a unique experience. It does get competitive, I would say, but in a friendly way, pushing each other hard by bringing their A game to class every day. There’s a lot of energy; a lot of these students are living and dying these whole value investing principles. And there’s a lot of commonality between those of us who really embrace it, and we formed a very strong bond among the 40 students who were doing that program. And I definitely stay in touch with them. And with the alumni, too, who went through the same program as us a couple years back. They appreciate it. They loved to come back and talk to us about how it was back in their day and how that experience has carried them in their careers. So it feels like if I meet a Columbia alumnus and say, “Hey, we’re both alumni of the same school,” I wouldn’t feel as deep of a connection, as opposed to saying, “Hey, I graduated from the Value Investing Program five years ago.” I’m maybe putting it up way too much. It’s not like a frat society kind of thing, it’s not like a family thing, nobody outside of Columbia, or outside of the program, even, really understands it. This was a living hell for many of us for the last year, as second years. I was pulling all-nighters, on average two times per week, during my fall semester of second year. But people who have gone through it appreciate it and love to share their memories of it. mbaMission: Sure. Did you have contact with anyone from the program when you were an applicant? CBSA: There was an alumnus, class of 2009 or 2010. He worked in Hong Kong. He was a senior analyst at a very prominent hedge fund. So I met him, and I thought he was a great guy. He basically went through everything that I finally did. He said it was one of the best experiences he’d done. He was a career switcher, and he said that wouldn’t have happened without this sort of training. So I got a sense that this was where I wanted to be before coming to New York, before coming to Columbia. If I had not gotten into Columbia, I probably would not have done an MBA program at all. mbaMission: If you didn’t need an MBA, what inspired you to get one? CBSA: Three things. One, I wanted to explore what it’s like to work in public equities. That could be accomplished by moving directly, but secondly, I wanted to work in the U.S. I am not a citizen, and I did not see a path for me to go to New York, apart from an MBA. Because there’s the visa complication. And you know, if I’m not exposed to it, I’ll just never get the chance. The last thing was more personal. I was happy at my job. I was at a private equity firm, and I had been promoted to a post-MBA role. It was actually then, and it was very ironic, that I was thinking, “Oh, now I’m going to be doing this for the next seven to ten years. Do I really want to be here?” While I was happy with the promotion, it just got me thinking. Do I really want to be doing this for a good part of my career, in the beginning? I had gotten married about a year before, and she was also working in finance. And both of us just said to each other, “Look, we barely spend time with each other.” I was traveling constantly, probably half my time I was spending on the road. So I needed to stop, take a break, and we’d try to spend more time together in New York. Less stress. She was a trader, a real high-intensity job. And we were kind of at a point where, you know what, let’s just step back, enjoy our lives a little bit. And considering the goals I had in mind, I thought an MBA would be the best choice. mbaMission: How was her experience as the partner of a Columbia student? CBSA: She was very accepting. She kind of had to stop her career in between. We always thought, okay, we can pick it up again after two years. But we had our baby in those two years, and that kind of derailed her going back to work for now. The school’s been very supportive with my wife, my better half. Obviously, there’s a big community of husbands and wives. There are a lot of events for them to attend, and the school’s very open about them joining us in class if they wish to, and attending events. Overall, it was very good for her. If there is a city your better half wishes to live in and explore while you get your MBA, New York is easily one of top three cities out there in the world. Expensive but worth the experience. mbaMission: That’s great. Do you feel your experience was different from other students’ because you were an international student? CBSA: International students, in the classroom, there is no difference. I think Columbia has one of the more international communities, not just in the MBA program, but overall, the whole school itself. It’s recruiting that’s tough, especially when you’re interviewing for smaller shops. If it’s a consulting, banking, or any other traditional OCR [on-campus recruiting] firm, they tend to be large enough that for them, sponsorship has never been a barrier, and they can move employees elsewhere if a U.S. visa does not work out. As an international, I think it’s a common experience. I was targeting smaller investment firms, ones that don’t tend to have international offices. But one disadvantage is that Columbia has no concentration for your MBA. At some other schools, which I learned late, you can select different concentrations for your MBA, and certain ones qualify as a STEM [science, technology, engineering, and mathematics] degree. That means three years of OPT [Optional Practical Training] as opposed to one. And that’s 3x the number of times you can apply for the H-1B visa. That gives employers more comfort, because if you miss the first one, you have the next two years to follow up. Hopefully, within those three years, you’ll get your H-1B. I don’t know all the schools that offer something similar, but that’s a huge advantage for international students. And that doesn’t apply to Columbia. Whoever now asks me, if they’re non-U.S. citizens, I tell them about this, that they’ve got to c onsider that. mbaMission: I see. How would you characterize your Columbia classmates? CBSA: Very friendly, very inclusive. Highly energetic and cooperative. I think I have only good things to say about my fellow students. Just in general, I didn’t come across anyone who was snobby, not a team player, or any of that. I think the school puts a huge emphasis on inclusiveness, whether that’s ethnicity, sexuality, however you’re different. I think the school does a great job of communicating with the student body on inclusiveness. The first week orientation is very energetic, very different. They almost forcefully create a very light, party-like, high-energy environment that almost forces students to be friendly to each other. I felt like it was a bit too much, but I think the school was really trying to make sure students feel like they’re at a good place and having a good time. Having said all that, I don’t want to sound too condescending, but I thought the quality of some students lacked. I guess it was just, they came, they got the job or internship they wanted, they got the cool time out of it, but some students just didn’t really care. I was used to working in an investment banking, private equity environment, and when you work around that, they’re fierce; they’re very competitive. It was shocking to me that some people lacked the drive to really push themselves. I know your focus might be different and whatnot, but I expected more from some of the students I interacted with. When I talk to people at different MBA programs, for example, these people just sound like they’re more focused. Very driven, very passionate, very reward oriented, type A kinds of people. That’s not what I felt at Columbia. So there is a trade-off. Very inclusive, very open, but less competitive, less driven. mbaMission: Interesting. Were there any particular professors or classes you had that you were really glad you took? CBSA: It’s unfortunate that it was my year who had the last class with him, but Bruce Greenwald is a character. He’s a forceful character. He’s brilliant on his own. You do not want to challenge himâ€"he’ll wave his cane at you. “Millennials don’t know anything. Good luck in your life, you miserable idiot.” That kind of directness. At certain points, you’re like, “Oh my God, he’s so not politically correct!” He’s such a stubborn, angry old man, but you have to respect his brilliance. That class was brilliant, if you were not the student he was picking on. And if he was picking on you, it was because you were not prepared for his class. It’s a fascinating learning experience. I have the highest respect for him. His presence at school drew in the biggest names in value investing. During my two years at Columbia, I got to see Seth Klarman, Li Lu, Mario Gabelli, and Todd Combs come to Bruce’s class as guest lecturers. Not for a big conference, but for a classâ €"and they are not even based out of New York City. That’s a true reflection of the level of respect these top fund managers have for Bruce. Joel Greenblatt is another one. He’s a legendary investor when it comes to special situation investing. It’s mind-blowing that he actually teaches a whole semester. That’s part of what drives a lot of students to apply to the Value Investment Program, these professors. Joel Greenblatt’s class is reserved only for students in the Value Investment Program. At other schools, you’re lucky to catch him at one of the big lectures that he’ll come give for an hour. Here, he’s grading your papers, giving you direct feedback, open office hours. One of his students within our batch actually got seed money from him to run his own investment fund after graduating. This kind of thing is unheard of from a school. Like Bruce, he brought in legendary fund managers to meet with students, including Howard Marks and Richard Pzena. I should note, both Bruce and Joel are no longer teaching at Columbia Business School. But there is a deep bench of quality professors at Columbia, so applicants should not feel discouraged. For example, Michael Mauboussin’s “Security Analysis” class is a must. He is currently the director of research at BlueMountain Capital Management, and before that, head of Global Financial Strategies at Credit Suisse and chief investment strategist at Legg Mason. His writing is a must-read, his class is one of the toughest to get into. Another class was with Efrem Kamen. He’s a PM [portfolio manager] and an adjunct professor. Great class, he teaches what he does for living, which is investing in innovative companies within the health care industry. He was an open book. He would be very bluntly telling students why he is short or long on an investment. He’s very passionate about what he does, and his fund is doing extremely well. This guy is brilliant, he’s so open, and he loves to mentor students and teach. That’s what I saw in him. I thought that was an amazing class. I can go on and on. Kent Daniel, he’s a thought leader in the behavioral finance area. He’s taught at different schools, but at one point, he was the chief investment officer [CIO] of Quantitative Investment Strategies’ equity research at Goldman Sachs Asset Management. So he’s an academic who helped marshal the CIO role at Goldman Sachs, and he’s teaching me about option theory in his “Capital Markets Investments” class. So there’s a lot to learn from this guy. I love the fact that a lot of the professors have real-world experience. And they’re coming back with some academic theories, marrying those concepts, understanding how those theories are put into practice, and then telling students what they should take away from it all. So you learn much better. It’s much more practical and less backed by theory, as opposed to pure theory on market issues. mbaMission: What’s your impression of Dean [Glenn] Hubbard, and how do you feel about him stepping down from that role? CBSA: I had very limited exposure to him, so I have very limited thoughts on him. I think he did do a lot of great things, such as fund-raising. He’s been on the job for a very long time. I think he gets a lot of blame for the school’s ranking having come down over the years, but I think it’s really unfair to put it on him, because there are a lot of job market dynamics that play into the rankings. The school doesn’t have an undergrad business school, so it doesn’t have the type of resources to pull from that some other schools do, for example. I’m sure the school’s also not getting such a great score because the campus is horrible. mbaMission: I was going to ask about that. What are the facilities like? CBSA: It’s really old. They’re running out of space. I walked into [UPenn Wharton’s] Huntsman Hall when it was first built in 2002 and realized that it was a real world-class business school facility. My first day in Uris Hall here, I was like, “Oh my god, there must be a different building. This can’t be it.” Now the business school is forced to share building space with the law school. The main building itself is very, very old and dodgy. There’s not enough private rooms for students to get together to work on group projects. I think a lot of that’s going to be addressed when they open the new campus. It was supposed to happen in 2016, but it keeps getting pushed and pushed. So I think the dean’s done the best he could do. He’s taken a lot of blame for things he couldn’t deliver that I feel were out of his control. A lot of students did raise an eyebrow when he was being discussed as a Fed chair favorite under Trump. He wasn’t really top of the list, but he was definitely under consideration for it. When Trump became president, there were a lot of differences of opinion. Columbia tends to be very liberal and attracts very liberal people. And associating Dean Hubbard with Trump didn’t sit very well. I mean, that’s outside of the scope of his role as dean. mbaMission: But it was something students were talking about? CBSA: Yeah. He’s the leadership of the school, and this is when Trump was going through issues with women, in the beginning and all that. So there was a lot of negativity around that. I think some of that, it’s unfair to blame him for. Some people might say it’s too much focus on politics and not enough on the school. But I don’t think that has a direct implication in how he was able to steer the school. mbaMission: I get that. Are there any good parts of Columbia’s facilities? CBSA: They are setting up satellite office space for those interested in start-ups. There are a lot of classes that focus on start-ups now, and the school will rent out space in Manhattan and elsewhere, and whoever gets selected can use that space to develop their own start-up. So there’s some good news. But facility-wise and infrastructure-wise, it’s not it’s old. mbaMission: I imagine a lot of hope is being pinned on the new building. CBSA: It’s overdue. mbaMission: Did you participate in any extracurricular activities you really enjoyed? CBSA: I was part of a student club that organized investment ideas among students. We would invite alumni of the school to come in and judge and provide feedback on student stock pitches and ideas. I think that was a meaningful experience. Coming from IB/PE [investment banking/private equity], I thought stock pitch would be easy. I quickly realized, it was totally different. Tools to evaluate investment opportunities are the same for private and public equities, but the approach, the analysis is not. I remember my first pitch night. I thought I nailed it, only to realize how uninteresting my idea was to public equities investors during the QA and feedback session. I realized the best way to learn was to become a part of the leadership team of the student-led investment ideas club [part of the Columbia Student Investment Management Association]. Participating in these club activities meant more work outside the classroom, writing investment pitches that had nothing to do with class wo rk, but this helped me get feedback on my ideas, hone my skills early. It also allowed me to connect with judges on a regular basis, who were mostly CBS alums. This created the best networking opportunity. Building on this, I found a school-year internship at a prominent hedge fund, which led to a summer internship and eventually, a full-time opportunity post-graduation. So arguably, being part of this club sparked the chain of events that led me to where I am today. Travel-wise, a lot of trips throughout the year, either as part of a course or just among students. I only went once, partly because I was busy with work in and outside classrooms, and my wife was pregnant, which restricted travel. But students definitely have a lot of options to travel and get course credit, where travel is part of the course work. There’s no shortage of options here, and fellow students who participated all loved their experiences. mbaMission: What would you say to someone who might be considering Columbia for their MBA? CBSA: I would tell them to consider the merits of living in New York City. There’s definitely value in that. It’s very warm, welcoming, and inclusive. If you can put up with some terrible facilities and focus on the learning experience, that is important. And keep an eye out for opportunities outside the classroom. Also, consider what the living experience would be for your better half or family. More importantly, don’t get too tied down to ranking, prestige, average pay post-graduation, etc. Think biggerâ€"think about what matters to you, not how your brand will be perceived by others. For example, if you truly believe in the value investing principle, meaning the market is inefficient and is heavily influenced by human behavior, you will probably not be happy learning about market efficient theory at [Chicago] Booth. If you want to get hands-on experience honing your stock pitch by learning from top practitioners in the field, a school that uses the case study method might not offer you the learning experience you are seeking. Every school has its strengths and weaknesses, so find the one that fits you best. Get to know the type of experience in and outside classrooms that different schools can offer you. And once there, wherever that might be, make the best out of those two years. Treat it as an investment, and take full advantage of the school, city, and free time you b ought yourself to reflect on what you truly want in life. Think about what these can offer you. Columbia Business School was the right fit for me, and I have no regrets. Share ThisTweet B-School Insider Interview

John Stuart Mill And Utilitarianism - 1202 Words

Furthermore, Despite Walter Glannon’s second argument against genetic enhancement for personal gain, I contend that the philosophy of John Stuart Mill and Utilitarianism can be used to show that society should will that genetic enhancement be morally acceptable if the adverse cognitive or emotional effects are outweighed by the benefits. Glannon argues that gene enhancement is morally objectionable because â€Å"there would be the unacceptable social cost of some people suffering from adverse cognitive or emotional effects of the enhancement.† Under Utilitarianism, society would likely deem that genetic enhancement is acceptable even though there is a risk of adverse cognitive or emotional effects. This is because the consequences of the†¦show more content†¦While manipulating the genetic structure of plants and animals has led to an increase in obesity, pollution, and long-term health problems in humans, it has benefited the human population overall in that it has decreased the cost of food, improved the efficiency of civilization, and has solved the problem of hunger in areas of the world where agricultural genetic modification has been implemented. At this moment in time, it can be contended that Mill would have agreed that the costs of genetic engineering have outweighed the benefits to society. Genetic engineering has produced the most overall utility for civilization, even though it may have produced less utility for some individuals who suffer from some of its adverse effects. Accordingly, these adverse effects will likely decrease over time as scientific discoveries continue. Moreover, I contend that Emmanuel Kant’s Second Formulation also undermines Glannon’s third argument against genetic enhancement since it holds that people should not be viewed as a means to an end. It states that one should â€Å"act to treat humanity always as an end and never as a mere means.† Even if humans were to undergo genetic enhancements to become more homogenous in terms of their genetic makeup similar to that of farm animals, individuals would still retain a personal sense of identity. For example, the genetic makeup of dairyShow MoreRelatedUtilitarianism, By John Stuart Mill And Utilitarianism880 Words   |  4 Pagessometimes hard to define, but with John Stuart Mill and Utilitarianism it is a little bit easier. Utilitarianism is an easy one, for the reason that it is defined by the greatest happiness for everyone involved. Sometimes it does not always make everyone content, but if you look at it as a whole it makes sense. Mill says that we have t o look at the bigger picture. One person’s happiness affects another’s and so on. Utilitarianism is a moral theory that John Stuart Mill, the philosopher, formulated toRead MoreUtilitarianism, By John Stuart Mill1365 Words   |  6 Pages In John Stuart Mill’s book Utilitarianism, he argues for the defense of utilitarianism, an age old theory originally developed by Jeremy Bentham that states the proper course of action is the one that maximizes happiness. The course of action that maximizes general happiness is also the only true standard for moral assessment. 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Jeremy Bentham, the coordinator of utilitarianism, delineated utility as the entire of all bliss that results from a movement, short the burden of anyone req uired in the action. Utilitarianism is a variation of consequentialism, which communicates

Should Marijuana Be Legalized - 1311 Words

Cannabis, otherwise known as Marijuana, is illegal in most parts of the world including the United States. However, the drug is now gaining acceptance worldwide as evidenced by the number of countries that are reducing or lifting penalties for possession of small amounts of marijuana. In the United States, there are a growing number of Americans demanding that marijuana be legalized medically. Although the federal government is presently opposed to legalizing marijuana, its legal status is changing on a state level. California was the first state to legalize the use of medical marijuana. â€Å"California Proposition 215, also known as the Compassionate Use Act of 1996, was put forth to California voters on November 5, 1996† (Introduction to Medical Marijuana: Current Controversies). The proposition passed and was enacted in order to allow patients and their caregivers the right to possess and grow marijuana for their own medical use with a doctor’s prescription. There w ere strong medical opinions arguing for the proposition, â€Å". . . . doctors Richard J. Cohen and Ivan Silverberg and registered nurse Anna T. Boyce argued, ‘Today, physicians are allowed to prescribe powerful drugs like morphine and codeine. It doesn’t make sense that they cannot prescribe marijuana, too’ † (Introduction to Medical Marijuana: Current Controversies). Seeing as this was a reasonable and logical argument, the proposition should have passed with an overwhelming majority especially in light of the manyShow MoreRelatedShould Marijuana Be Legalized?849 Words   |  4 Pageswhether marijuana should be legalized. Around 23 states have legalized marijuana for medical and recreational use. In the state of Illinois, medicinal use of marijuana has been passed on April 17, 2013. Since January 2014, patients are able to obtain marijuana with a doctor s recommendation. The new debate is whether marijuana should be legalized for the general public as a recreational drug. Although some believe that marijuana is harmless, and that it has beneficial medicinal uses, marijuana shouldRead MoreShould Marijuana Be Legalized?1715 Words   |  7 PagesMarijuana in Society Cannabis, formally known as marijuana is a drug obtained from the tops, stems and leaves of the hemp plant cannabis. The drug is one of the most commonly used drugs in the world. Only substances like caffeine, nicotine and alcohol are used more (â€Å"Marijuana† 1). In the U. S. where some use it to feel â€Å"high† or get an escape from reality. The drug is referred to in many ways; weed, grass, pot, and or reefer are some common names used to describe the drug (â€Å"Marijuana† 1). Like mostRead MoreShould Marijuana Be Legalized?1489 Words   |  6 Pagescannabis plant or marijuana is intended for use of a psychoactive drug or medicine. It is used for recreational or medical uses. In some religions, marijuana is predominantly used for spiritual purposes. 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The fact that marijuana is illegal is mainly caused by the amount of money, jobs, and pride invested in the drug war. Once the government starts anything, they stick to it. At

Mental Health Care Services For Rural Communities Essay

Counseling, along with other mental health care services, are often lacking in rural communities. According to the American Psychological Association (APA), rural areas suffer from chronic shortages of mental health care professionals. Providers who do practice in rural communities are less likely to be available to the public since they are overwhelmed with the amount of clients they serve. There is often a shortage of health care services and residents in rural communities often have to travel to receive care, which makes rural individuals less likely to report needing assistance and less likely to accept treatment (APA, n.d.). Additional barriers faced by rural community dwellers seeking mental health care services include lack of insurance plans that cover mental health care services, stigmas that surround mental health illness, and difficulty maintaining anonymity in a small area (APA, n.d.). Even though rural communities desperately need mental health care services and competen t providers, these populations are still widely underserved. The United States Census Bureau (2015) defined rural as any population, housing, and terrain not included within an urban area. Rural communities are described by Mohatt, Bradley, Adams, and Morris (2005), as cited in Curtin and Cohn (2015), as possessing higher rates of poverty, unemployment, underemployment, uninsured, and underinsured when compared to urban populations. Nelson, Pomerantz, Howard, and Bushy (2007) discussed how mostShow MoreRelatedDescription Of Clinical Problem Of Mental Health Care1238 Words   |  5 PagesDescription of Clinical Problem Living in a rural area has some drawbacks but misconceptions as well. Urban living makes seeking specialized treatment physically and/or mentally easier to obtain and an individual can have multiple choices. 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Many complications met by healthcare providers and patients in rural arears are massively different than those located in urban areas. Financial factors, cultural and social variances, educational deficiencies, lack of acknowledgement by delegates and the absolute isolation of living in remote rural areas all combined to hinder rural Americans in their struggle

Analysis Of Mr. Hsieh Fu Hua’s Leadership Traits Free Sample

Question: Disccuss about the Analysis of Mr. Hsieh Fu Huas Leadership Traits,Behaviour and Style. Answer: Introduction Leader plays an important role in every organisation. A true leader leads people with his or her charismatic personality and set examples before his or her followers so that all will follow unconditionally to leader in order to achieve the goals and objectives of the organisation. A true leader exhibits different traits and manages different situations successfully. Managing people in the organisation and avoiding risk on the way of achieving goal are the key responsibilities of the leader. This assignment makes an attempt to analyse Mr. Hsieh Fu Hua, the Chairman of UOB and the co-founder and advisor of PrimePartners Group of Singapore. His style of leadership in the change and critical situations are analysed in this assignment. Observation The leaders are the most important part of the organisation. They are the people to whom people follow. They are the people who lead the organisation with their innovative ideas and motivate the followers to work with the same norms that they set as the culture of the organisation. The leaders make the followers follow the things and focus on them. Trust is inspired by the leaders and they have a wide range of outlook. The true leaders believe in asking people what why and go on making the things original and different from others (chnangingminds.org, 2012). The current organisational culture is different from the traditional thinking of the organisational culture. The vision and mission of the organisation are only achieved when the leaders of the organisation formulate appropriate strategies. A true leader makes people understand and believe the vision of the organisation and need of establishing the culture of the organisation to achieve the goals of the organisation successfully(guides.wsj.com, 2015). Big Five Personality Traits The leader is judges with different characteristics he or she possesses. Self-confidence, responsibility, creative and hard working are some of the traits of the leaders. Big Five Personality Traits discusses about the five important behaviour of the leader. These traits are extraversion, openness, conscientiousness, neuroticism and agreeableness. Extraversion refers to the behaviour of the leader that shows that he or she favours socialization. High extraversion of the leader shows that leader has positive emotion. Openness reflects the attitude of the leader and his or her interest to remain attached to the things. Conscientiousness is a policy by which the leader makes coordination among the employees. Neuroticism is an attribute of the leader to deal the negative emotions of the employees of the members of the team. Agreeable refers to the interest of the leader to accept the suggestions of the followers. Leadership power The leaders have power to lead the people. These powers are the power of reward, coercive power, legitimate power, referent power expert power, informational power and connection power. Reward power shows how the leader has the ability to reward the followers for the compliance. This may be monetary and non monetary. Coercive power of the leader refers to the power of punishment and threatening to the employees when the outcome of the organisation does not come. Demotion, suspension, or dismiss from the services. Legitimate power refers to the power of the leader to influence the behaviour of the employees. Here the leader influences the people to manage and leads them to achieve the vision. Expert power refers to the ability of the leader to establish trust and respect among the followers. Informational power gives the leader knowledge about the followers of the organisation. Connection power helps the leader to gain influence by being acquainted with them Mr. Hsieh Fu Hua and his leadership styles, behaviour and traits Mr. Hsieh Fu Hua is the Chairman of UOB and the co-founder and advisor of PrimePartners Group of Singapore. Mr. Hua is also working as a Director of GIC also holds the position of Chairman of Tiger Airways Holdings.Hua also served as CEO of Singapore Exchange from 2003 to 2008. He served many non-profit organisations. National Gallery Singapore national Council of Social Service are also chaired by Hua. In this essay, the traits of leadership have been discussed with reference to Mr. Hua as an inspirational leader. His style of leadership in the change and critical situations are analysed in this assignment.(leadership.com.sg, 2015) Hsieh Fu Hua is famous for its charismatic leadership traits. He is a successful leader and his ability to manage the crisis is outstanding.Hua,in his corporate career, has contributed his experience and ability for the management of the crisis of the organisation. Hua is famous for its ability to manage the two most important crises. They are thePan-Electric crisis that happened in the year 2015 and another important crisis that he solved was the Asian Financial Crisis that occurred in thelate 90s. The ability to deal the Global Crisis was his most important contribution to the organisations he has served. Hua has tremendous ability to lead people. He has employed transformational leadership quality in his organisation. He believes that a leader should have ability to manage the risk and should have ability to solve the problems. Problem solving ability and interpersonal skills are two important factors that contribute the leader to become an effective leader. Hua has been very successful in managing the risks when the entire globe was facing financial crisis. He said that a leader has to be very constant and transparent in his or her principles. The leader should not change his or her core principles under no situation. The leader should remain constant and he or she should not make any change to the principles to favour anybody in the process of the decision making. The risk management and the principles of transparency of Hua have made him a successful leader. Traits of personality traits in Hua Hua possesses all the qualities of the big five personality traits of a leader. Hua is famous for his openness trait. He remains attached to people and becomes ready to face the challenges. Conscientiousness trait is also found in his leadership traits. He works to coordinate people. Neuroticism is another trait of the leader that helps him to deal all the negative situations. Hua is famous for his ability to face challenges in his tenure. He also got success for it. Leadership Power of Hua Hua is a strong leader. He believes in facing all situations bravely. He says that a leader should not bend. He has legitimate power to influence people to face the adverse situations. He has the power of expert to establish trust among his followers. The leaders have power to lead the people. These powers are the power of reward, coercive power, legitimate power, referent power expert power, informational power and connection power. Reward power shows how the leader has the ability to reward the followers for the compliance. This may be monetary and non monetary. Interview In the interview, I could find that Hua focused on the need of leaders decision to take the lead when the company passes through a very difficult position. As the leader, he managed to work effectively when the whole the world was passing through the Global Financial Crisis. During that period Hua was the chief executive of the Singapore Exchange (SGX). Hsieh Fu Hua has extensive ability and experiences in the financial sector. He has theability to handle stockbroking, banking that deals with investments and management of the funds. For his successful contribution to the banking and economic sectors, he has been appointed as the non-executive chairman of UOB, United Overseas bank. He has also been associated with thenon-profitorganisations. Hua advocates that the honesty and truthfulness make every leader stand on the front successfully and his ability to manage the crisis helps other followers of the organisation to follow the legacy the leaders leave his or her behind. Hsieh Fu Hua in his interview told that his leadership traits were developed in him when he read a book in his school career. The main character in the book, A man for All Seasons inspired him much who was an accomplished man. Hsieh Fu Hua told that constant is the supreme ability of a leader. The leader should be specifically constant in every complexity. He says that the leaders should have core values and based on that he or she should work. One should not compromise with the core values of the leaders. Hsieh Fu Hua, in his interview, told that there will be many situations arise in front of the leader when he or she has to be truth to the core value and true to himself or herself (Sandel, 2009).The leader in his interview expressed that integrity in the values and principles of life are very important. He says that it is very difficult to define integrity. He focuses on the importance of listening to the inner voice of oneself. There is always a greater need for taking decisions at different times. He says that one has to take aright decision at the right time. It is not that you are a leader and the leader has only ability to take the decisions. A follower has also required taking appropriate decision s in the functioning of the organisational goals (Low, 2009). The appropriate decision contributes generously to the achievement of the vision and mission of the company (Greyvenstein Cilliers, 2012). The leader says that the leader should listen to the followers and be reflective and should also accommodate in the situation. Hsieh Fu Hua says that every individual has its credibility and one should not divert from it. The leader should remain ready if he or she has to pay for his principles. But at the end, the leader will win and the truth and principles that he or she has designed honestly will bear good results. While answering the situations where he compromised with his core values and principles, Hsieh Fu Hua answered that the there are some situations that arise before the leaders when he finds himself or herself in the trouble. As a leader, one has to follow the culture of the organisation and the principles of the governance of the organisation cannot be violated (Balakrishnan, 2009). But in some instances, the leader has to think differently. In his interview, he discussed on his decisions of the huge investment. That decision was taken by him and he said that he owned it successfully. He said that the decision of making ahuge investment was not known to anybody. He could have kept it secret but he did not do that and kept everything transparent. This shows that as a leader the decisions taken by him or her should be owned. While answering to the life changing experience, Hua told that a leader has to be very sincere and transparent. He has faced many situations where he has confronted so many oppositions. He said that it is very easy for one to avoid the situations and favour the wrong to become popular among the co-workers. He said that this does not work at the end. The leader should be very clear to define the wrong and state the people when they do wrong. This has to be done at the time when the followers of the organisations doing wrong (Kannair, 2007). This has to be done very carefully by the leaders. Hua said that the most difficult situationsisto confront the oppositions. And the leader as a transformational leader needs to change the negativity among the followers not by just pointing to them what wrong they are doing rather by making them realise their mistakes (Bradberry, 2015). Thus he felt the confrontation to these situations brought life changing experience in him. While answering the question on his advice to the future leaders, he said that owning all the responsibility on his or her own head is quality important to take the followers to know about their dignity of labour. They should know that as the followers of the organisation they equal contribution. But the leader needs to remain in the front. Thus creates lot motivation in the mind of the followers (Poh, 2010). During any crisis, the leader has to communicate the message that he or she remains present with all. Hua also said that the leaders should apply his or her sense during the difficult situations. The leaders should be sensible and demonstrate control. When the leader becomes sensible and demonstrates control the followers follow him or her successfully. In that situation, the leaders should be with a risk management plan and this will help the leaders to manage the situations (Walton, 2008). In answering again to his advice on the future leaders, Hua said that the leader should not feel like a boss. Hua also commented on the need of managing the ego. He said that one should have an ego and he should apply this as per the need of the organisation. He is just merely the leader of the organisation. The leader should set the examples like a transformational leader. The leader should belikea true mentor (Wong, 2011). Like a democratic leader, the leader should also encourage the followers to offer their suggestions for the development of the organisation. The leader should motivate his followers well. The motivation of the leaders contributes to the pattern of the growth of the followers working style in the future days for the considerable contribution for the achievement of the organisational goals (Lim, 2011). Hua is an inspiration to me. His ability to manage people and risk, and to remain constant in every situation are the most effective traits that I have learnt from h im. Self-reflection and improvement The interview conducted on Hua offers extensive knowledge on the need of traits, behaviour and styles of leadership. The leader is a person who does something that is very new to all. The action initiated by the leader should be followed by the followers voluntary. In the interview I found that Hua is a transformational leader (Low, 2011). He has also possessed the traits of a democratic leader. In one instance he showed that sometimes he has to apply autocratic style of leadership. In the interview this has been found that the leader should have the ability to manage the risk and manage the people who are the important contributors for the achievement of the organisational goals. A have found that Hua works as a transformational leader and motivates people to work. He has tremendous positive ethos. He believes that trust and respect should there with the leader. The leader should be transparent and truthful. The inspiration of the leader helps the organisation to grow. The leader should guide and motivate people well so that followers will be persuaded well(Sanborn, 2016). The leader believes that in every moment the leader should practice the basic principles and traits of the leadership quality so that the best opportunity for the organisation will be made. Risk management The leader should have positive traits to handle the risks. The leader should be sensible and decisions should be taken by the leaders instantly to manage the risk. Thus it is very important for the leader should make a risk management plan. This will help the leader to take decisions and when it is required (Low, 2008). Decision making The leader should be very sincere in making decision. A leader should have some core principles and based on that he or she should work. Like a democratic leader, the leader of the organisation should involve the followers of the organisation to contribute with their rich experiences in the process of the decision making. Motivation The leader of the organisation inspires people to follow him or her. Thus the traits of the leader should motivate people to follow the leaders without any compulsion. By setting the example, the leader will motivate the followers to work on the way the organisation requires its followers to work. Communication skills A true leader is an effective communicator. The effective communication made by the leader will help him or her to communicate with people successfully. The emotional intelligence and the interpersonal skills are required to be developed by the leader to become a successful leader. As a leader I need to develop my emotional intelligence and interpersonal skills. This will help me to lead the follower of my organisation.(Nayar, 2013). Interpersonal skills Interpersonal skills are very important for a leader. The leader has to develop interpersonal skills. The leader should always make good communication with members of his or her organisation. This will create a better environment and all are committed to the achievement of the organisational goals (George-Godfrey, 2012). Developing my leadership quality Development of a leader is the enhancement of the ability of an individual to act and practice the principles of a leader in order to become successful in leading the people. The role of the leader includes alignment of the work, to set a significant objective and to be committed to the work and the group (Drucker, 2014). . The problem -solving ability and setting the right culture of the organisation are also very important for the leader. The leader needs to work for a favourable environment for the followers of the organisation so that the employees will be motivated and work for the achievement of the organisational goals. Need of a Two part- model This model helps the leader to become successful. Assessment, challenge support are three important requirements that will create an experience in the leader and that will help the leader become successful in the future(Velsor, et al., 2010). The challenges make a leader more experienced. In these difficult situations the leader should know how to handle the risks. A leader has to apply the presence of mind in a particular situation so that appropriate solution will be made for the risk. The leader should have strategic objectives to handle all these situations(Gray, 2014). The interview helped me to learn that I need to be a successful leader with the help of the leadership quality. I must have a transformational leadership style. I will use my democratic leadership style when I will take decision for the organisation. This will help to do the appropriate things on the appropriate time. I also require being constant and transparent in the process of leading my followers. The principles based on which I will lead the people will never bechanged.As a leader, I will motivate my followers to get the success. Conclusion Leaders are the most important people who contribute for the growth of the organisation. The leaders make themselves different from the other and work for the achievement of the organisational goals. The leaders with their vision and transformational leadership style encourage motivating people to work in the desired way. The true leaders need to have ability to manage the risks and problems. 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