Heat of Fusion of Ice Discussion of Theory

Warmth of Fusion of Ice Discussion of Theory Estimating the particular idle warmth of combination of water (ice): Presentation In our day by day lives, warmth can be found in all over the place. Preparing food heat is required, it likewise causes individuals to feel warm and produce more vitality. Subsequently to know the particular dormant warmth of combination of water, both we have to know procedure of the warmth was moved and dynamic energy.The point of this investigation was to discover the particular inactive warmth of combination of water and steam. Above all else, heat is a sort of vitality, which moves starting with one item then onto the next due to their various temperatures. The SI unit of the particular dormant warmth is joule per kilogram (J kg-1). The particular inert warmth of combination which is the unit used to ascertain the vitality need to change unit mass of a substance from a strong into a fluid without in temperature. The condition Q=ItV=ML was utilized to ascertain the vitality required from strong to fluid. Where Q is the warmth provided; m is the mass of the strong, L represents th e particular dormant warmth of combination. Be that as it may, in this procedure, first to be determined the vitality provided to the warmer and separated it by the mass of ice liquefied by the radiator to locate the particular dormant warmth of combination of ice. Next is the particular idle warmth of vaporization, which was utilized to ascertain how much warmth vitality for a substance need to change units of mass from fluid into fume without in temperature. It likewise characterized as the condition is Q=m lv +h â€Å"where lv speaks to the particular inert warmth of vaporization of the fluid and h is the warmth lost from the ‘jacket in time t†. Duncan (2000: 69). At long last, calorimeter is only a sort of gear which uses to quantify heat. There are a few conditions were use in the outcome count. The fundamental hypothesis of the straightforward analysis is as above.MethodsPart.1 the particular dormant warmth of combination of iceThe hardware of this trial was two pipes and two barrels, an ammeter and a voltmeter provided. Right off the bat, two channels were loaded up with squashed ice, and afterward the warmer was placed in one of the pipes and left them both for five minutes. During these, the warmer arrived at the temperature of the ice so as to change the ice to water rapidly. Next, while turned on the warmer, the estimation of voltage and current were recorded. Subsequent to recording the qualities, the mass of water was estimated that got from each channel in a short time. At long last, in the wake of getting the estimations of masses, voltage and ebb and flow, the computation was done.Figure 1, more ice dissolves in the side with the beaterPart.2 the particular inactive warmth of vaporization of waterFinding lv should be possible utilizing the hardware underneath in figure 2. Most importantly, put an estimating chamber on a top container equalization and encompass the chamber with slacking. Within aluminum metal holder was estimated by electronic parity and the cover keep open. After the estimating chamber was loaded up with water, the force was gone on to flexibly. At that point hold up the minutes until the water returned to the bubble. After the w ater was heating up, the mass of water was recorded and the clock was begun. Thirdly, the force gracefully was associated and the force was set to 1100w. At long last, a tad bit of the water in chamber was purged to become steam and the mass of water additionally was recorded. The mechanical assembly in this trial as in figure 2.Figure 2, the bubbling water in estimating cylinderResultsPart 1. The particular idle warmth of combination of ice.Table.1 The estimation of inert warmth of combination of ice.The ice with heaterFunnel without heaterMass of cup (g)7373Mass of cup with water (g)9383Mass of water (g)2010Table.1 shows the estimation of inactive warmth of combination of ice. The majority are estimated by electronic parity; the ebb and flow of the circuit is 1.5A and the voltage of the circuit is 6V.The blunder of mass:  ± 1gThe mistake of warmth:  ± 10JPart.2 the particular inert warmth of vaporization of water.M1 ( the bubbling water)M2 ( after 3 minutes)100049Table.2 The information of the particular idle warmth of vaporization of water.Table.2 shows the information of the particular inactive warmth of vaporization of water which is the distinction of the majority of water. In the examination, the mass of the equalization is 79g; the temperature of the water is 100â„Æ';the intensity of chamber is 1100W; the time is 3 minutes. Furthermore, the blunder of the ma ss is  ± 1g.DiscussionThe explicit inert warmth of combination of ice and the particular dormant warmth of vaporization of water are determined by the estimation in the tables of result segment. The figuring of the particular inactive warmth of combination of ice is as per the following. Warmth lost by water is equivalent to the mass occasions the particular inert warmth of combination and the condition is VtI=ML, M is mass of water in distinction, t represents the time taken for heat the ice and L is the dormant warmth of combination of ice. ThereforeL ==∠µ=2700J âˆ'L=2.7Ãâ€"105Jkg-1 and it isn't fundamentally the same as the specific estimation of the dormant warmth of combination of ice, which is 3.3ãâ€"105 Jkg-1. Next part is the particular inactive warmth of vaporization of water. The warmth picked up to the water and the chamber is equivalent to the work somewhere near the circuit which is 1100W, E=W Ãâ€"t=M lv, which E is the vitality picked up to the water and the chamber, M is mass of parity, lv speaks to the particular inactive warmth of vaporization of water. From the condition simply above, in this manner Lv= => and afterward Lv =2.5ãâ€"106 Jkg-1. It is additionally not fundamentally the same as the specific estimation of the particular inactive warmth of vaporization of water, which is 2.3ãâ€"106 Jkg-1.According to Duncan (2000:68) â€Å"the motor hypothesis sees the gracefully of dormant warmth to a softening strong as empowering the atoms to defeat adequately the power between them for the normal crystalline structure of the strong to be separated. What's more, when vaporization of a fluid happens a lot of vitality is expected to isolate the atoms and permit them to move around autonomously as gas molecules†.

COnflict resoultion Essays - MC Hammer, Conflict Resolution

Compromise By looking through the specific circumstance, it is comprehended that contention is characterized as a procedure wherein one section sees that its advantages are being contradicted or contrarily by another gathering. This report talks about this contention which is happening at the General Hospital and investigates the diverse administration styles to address the issues. Here the gatherings with inverse interests are, one driven by the CEO Mike Hammer and the inverse is spoken to by Dr. Imprint Williams, the chief of Medicine. Imprint is bolstered by the doctors. The leading group of trustees of the clinic is additionally against the choices made by Hammer. The issue can be depicted as cost cutting measure, to propel the innovative clinical administrations; CEO Hammer needed to discover approaches to diminish costs in this way to expand the income. He felt that the medical clinic will lose its accreditation and financing, without such cost decrease. From the examination, Hammer comprehended cost decrease can be executed adequately by changing the procedures being followed inside the medical clinic. As an example, Hammer felt that the transportation expenses of the doctors was exceptionally high. Mallet at that point presented his discoveries to Dr. Williams. Be that as it may, Williams was not happy with the reasons expressed by Hammer and felt the present practices are the best and he was restricted against changing any of the procedure. Since the gathering was a disappointment with Dr. Williams, Hammer thought of a substitute arrangement. Sledge gave position to Marge Harding , the Chief working official, to decrease this costs someho w or another. Harding took a brutal choice of terminating Dr.Boyer who deciphered the EKG machine and buy modernized EKG translations. Harding that this choice will brings about immense cost investment funds for the medical clinic. Be that as it may, Harding herself was likewise not consistent with herself. She had her own objectives and she took this power to fulfill her own needs. At the point when this terminating issue was imparted to the Director, he was in no state of mind to pass by this choice. He felt that it was a horrible choice to fire Dr. Boyer. These were the purposes behind the contentions that were winning in the General Hospital. Peace making is a significant aptitude that each pioneer ought to have for the prosperity of any association. Peace promotion is anything but a basic issue settling procedure. It is the procedure by which a pioneer ought to guarantee that a positive domain is made after the contention is settled and furthermore to keep in track that no negative effects has been created among anybody dependent on this contention. This constructive condition will guarantee that the profitability of the individuals is in every case high and they are spurred consistently. While any negative effect will effectsly affect the association. It could be in any way similar to the adjustment in the conduct of the representatives, or decreased efficiency or even may build the steady loss rates. A portion of the refereeing styles are 1)Problem illuminating by Collaboration 2)Competition or Ordering style 3)Compromise 4)Avoid 5)Accommodation From the specific circumstance, it is comprehended that Dr. Sledge has received himself various kinds of refereeing styles at various purpose of time for acquiring cost decrease. At first, he began with requesting style. He introduced his discoveries to the executive and the doctors and requested that they decrease their costs. For instance, the transportation cost. He recommended new measures to them. Be that as it may, when he was unable to persuade them on those measures, he moved to the shirking style. In this, he kept away from everybody and confirmed forces to Ms. Harding to raise measures to diminish the expense. When Harding had thought of her approaches to decrease cost, Hammer moved to the trading off style. He introduced his discoveries and measures from Harding?s study and was attempting to bargain them that the results were clear and they must be actualized. Yet at the same time he was unable to succeed. General Hosptial could have utilized groups to spread this mindfulness about the requirement for cost decrease for innovatively propelling the medical clinic. This is where Hammer passed up a great opportunity. That is community oriented style. Rather than doing his own investigation on approaches to discover cost decrease prospects, he ought to have designated groups to do that examination. The greatest favorable position of that is the notwithstanding finding

Blog Archive mbaMissions Exclusive Interview with Niki Da Silva, Former Director of MBA Admissions and Recruitment at the University of Torontos Rotman School of Management

Blog Archive mbaMission’s Exclusive Interview with Niki Da Silva, Former Director of MBA Admissions and Recruitment at the University of Toronto’s Rotman School of Management Update:  Niki Da Silva left the University of Torontos Rotman School of Management in January 2018. Recently, the director of MBA admissions and recruitment at the University of Toronto’s Rotman School of Management, Niki Da Silva, took some time out of her busy schedule to speak with us about several aspects of the school’s program. During our conversation, Da Silva was able to shed some light on the following: A lesser-known (and rather unique) area of growth for the school The philosophy behind “integrative thinking” and how it is executed at Rotman The hands-on opportunities provided through the school’s notable (and competitive!) Capstone course and “live cases” Rotman’s international student body and how its diversity compares with that of other programs The evaluation of candidates based on their stated goals and projected employability Prepping for the video component of the school’s application and using the practice feature Da Silva also offers some valuable insight on the type of student who thrives at Rotman, discusses the interview and application review processes and encourages candidates to consider the long-term investment aspect of earning an MBA. Read on for the full interview mbaMission: Thank you so much for taking the time to talk with me today. I really appreciate it. So I guess my first question stems from Rotman’s reputation for filling the ranks of Canada’s Bay Street. Would you say that that is a fair reputation? Is Rotman a “finance” school? Niki Da Silva: Yeah, it’s a great question, and in some ways, it is a fair reputation, but what I would actually say is yes, it is a fair reputation, but we are more than a finance school. So to give you a little bit of contextâ€"we like to slice and dice our employment statistics around industry as opposed to function. So we typically have about 45% of our class go into finance as an industry. Not all of those roles are financial analysts, investment bankers, it could be a marketing role in a bank in the industry of finance, but regardless, I think with a placement number that’s that large, we do have a justified strength in placing graduates in finance. We also have a number of accolades, being a top ten school in the world for finance. So there definitely are lots and lots of external measures that show that Rotman is strong in finance. And a school that’s literally blocks away from Bay Street rightfully should be strong in finance, in my opinion. It’s one very natural adv antage that the school has. We are also one of what is becoming a smaller and smaller number of 20-month programs with an internship, which we know in the finance industry is kind of their preferred method of recruiting. It’s, you know, “Let’s make offers to the students who we saw for our four-month interview over the summer and see how many we can convert to full-time.” So we also have this kind of natural competitive advantage in the internship game. So I think all three of those thingsâ€"our proximity to Bay Street and the school’s reputation and our faculty leadership in financeâ€"all result in yes, we do tend to fill the ranks of Bay Street. That’s where our students want to go, so that’s all very good from my perspective. mbaMission: Right. NDS: The caveat would be that you want to focus on your strengths, but even with 45% of our class going into financial services as an industry, the majority of our studentsâ€"and we have a massive program, 350 full-time MBA students annually, so we’re looking at by far the largest full-time MBA program in Canadaâ€"so even though we have these compelling percentages of students going into financial services, the raw number of Rotman students doing things that are not finance is, in many cases, more than the total number of students in other schools’ programs. So that’s the argument that I would make to say it’s not totally spot-on to think of Rotman as just a finance school, because we are so much more than that. mbaMission: Right. So what would you say are the school’s other strengths? I looked at your stats earlier, and I know that 5% of the class goes into health care. I think 5% goes into technology. Are there any particular areas where Rotman shines that you think might get overshadowed by finance typically but that really deserve attention, too? NDS: Yeah, there are probably two perspectives on that. One would be, I think, that with Rotman having this historical reputation in finance, a lot of students may assume that if you’re good at finance, your school doesn’t rate as strongly in the other big MBA placement game, which is consulting. Interestingly, what we actually find is that with our problem-solving methodology and integrative thinking, the focus at the school is so tightly aligned with what consulting firms want that I think most people are actually surprised to see the roster and caliber of big strategy consulting firms that do hire here. That said, I think that the biggest maybe unknown or budding industry for us at Rotman is actually business design. We’re one of the few schools who has a business design focus in second year. We have a Business Design Club with over 200 members of our student body. We host a design challenge, and business design has actually drawn a number of amazing recruiters from firms li ke IDEO, Nike, Targetâ€" mbaMission: Right. NDS: So it attracts this creative type who’s interested in a role that focuses on innovation, on process innovation, on strategy, and kind of similarly on the back end, it brings recruiters to the school who don’t want to go to a place that just turns out investment bankers and consultants. mbaMission: Right. NDS: So that’s probably our biggest hidden gem, because in many ways, it’s the exact opposite personality to being a finance school. mbaMission: For sure. That’s really interesting. That’s not something that is typically accentuated by a top MBA program. When they’re evaluating schools, people will often go down the listâ€"finance, consulting, marketing and on to a couple of othersâ€"but business design is a good niche. NDS: Yeah, definitely. mbaMission: I think when candidates think of Rotman, they think “integrative thinking,” like “case method” comes to mind when they think of Harvard. But for some people, it’s still a bit of a buzzword. Can you explain what the philosophy is behind integrative thinking and how it’s executed at Rotman? NDS: Of course. Quite candidly, I think one of the challenges when you look at something as complex as integrative thinking versus a more traditional teaching methodology is that it is deep and complex and harder to explain than to experience, but I’ll give it my best shot. So, what integrative thinking is really about is teaching our students to start by asking the right questions to structure a problem. The synonym we would use in the full-time MBA program is integrative thinking is a model-based approach to solving problems. So what we teach our students to do is start by structuring problems in the right way. I think a fair criticism of the MBA industry in many ways is that MBAs are far too focused on “We’ll analyze the options that are out there. We’ve been given a problem. We’ve been given a case. Let’s figure out what the best possible solution is,” and they haven’t been trained to actually stop and ask questions and frame the problem themselves, which as we all know, once you get into the real world, is what your job is actually going to be. Your boss isn’t going to come in and say, “Luckily, I’ve spent my evening framing the problem for you. Now I just need you to choose from the options.” You have to figure out what the r eal problem is, not just the symptom of the problem. So our students start with deep structural training and learning how to actually frame problems in the right way and ask the right questions. Then we move them through the problem-solving framework or methodology in model-based problems. “What are our assumptions, and how can we model what the current situation is?” And this always sounds and feels complex because, particularly if you’re not from an engineering or quantitative background, you don’t necessarily think that everything you do involves some sort of model or construct of reality, but we try to ensure that our students understand that in every problem, you’re using an implicit model of how the world works. And what we’re trying to do is tease out those assumptions, so we can map it all out. Here’s the model of what’s happening. Here are some proposed models of what we are suggesting might be better options or better solutions. And then, ultimately, let’s finish off the problem-solving process by designing a strategy that builds a model that optimizes all of the potential options out there. Sometimes that’s a model from a particular industry. Sometimes that’s a model from an option that’s obviously available, and sometimes it’s creating an entirely different model to solve the problem. So it is fundamentally a problem-solving framework and a way of thinking about problems, but it also involves slowing down the process and thinking about how you’re structuring and defining your thinking before you start solving. mbaMission: That makes sense. And so it finishes with the Capstone course, correct? NDS: Yes. mbaMission: Can you give us an example of a project that students have undertaken in the Capstone course? NDS: Absolutely. The idea of integrative thinking is always best explained with an example of how you would execute on that in a classroom. mbaMission: Right. NDS: So in the Capstone, we actually have real firms. We had four firms come in this year and work with our MBAs, and our delivery mechanism is something that we’ve termed “live cases.” So, unlike the very traditional methodology of what we would call “cooked” casesâ€"where there’s a teaching note, you kind of know what happens, your faculty are guiding you through a problem that has already been solvedâ€"these are real problems, real-time, and even the executive teams at these firms don’t necessarily know what the problem is and certainly don’t know what the optimal solution is. So they come in and really explain the issue they’re facing to the class. The class then works in teams and selects the problem that is most interesting to them. Probably a good example was we had a company who is an insurance aggregator, and they came in and said, “Listen, we’re a Web site that gives potential clients quotes on insurance. They enter some data, and we spit out a quote on what their range of options might be. The problem is, we have this great product, we’re giving great information, but no one’s actually calling us. So our conversion rate is woefully low.” So our students looked at that, and the ones who took on that particular project in the Capstone, what literally happens is they then sign off on all kinds of NDAs [nondisclosure agreements]. They literally are logging into the live system at the company, getting something like 80,000 lines of code, of data on user behavior, consumer behavior. “Integrative thinking” and “model-based problem solving” kind of envelope the buzzword of “big data,” and most of the really complicated problems in MBA curricula are big data. We just have a different label for it in many ways. So they take all this information and start to model what’s actually happening right now, and by modeling what’s happening, they start to slowly peel away what some of the assumptions might be, right? It could be that the quotes are just not competitive, so of course no one’s calling through, and the students can compare and contrast if that’s in fact true. They may think that it’s just a marketing problem, like there’s no immediate call to action on the Web site, and it’s not obvious what you should do next. Why are people not picking up the phone? So in working through and starting with that structuring, that helps guide them down the path to why is that happening, and how could we optimize this model and increase the conversion rate? mbaMission: Right. NDS: So that’s the hard work through the majority of the Capstone. Each group comes up with their model and their pitch to the executive team explaining their model and why this new strategy that they’ve built, and that the model explains, will solve the issue of increasing the conversion rate. And the really cool thing is they work alongside our faculty in the Capstone, so they have lots of support and guidance and coaching, and then the very best teams physically go to the head office of these firms and get to pitch to the senior executives and showcase their solutions to them. And we have had lots of stuff already implemented, which has been really rewarding for students. mbaMission: Yeah, that’s really cool. NDS: It’s a little bit different from a typical case and really gives our students what we hope is a different skill set and something that’s actually required. To be job ready, you’ve got to navigate through this stuff and figure it out and be prepared to present your recommendations to the boss, even when you don’t know if you have the right answer. mbaMission: That’s really cool. I like the competitive aspect of that. I didn’t realize that it was competitive like that. That’s perfect. NDS: Right. mbaMission: So switching gears a bit, I understand that the class is typically about 50% Canadian. Is that right, and is that your target? Or would you guys like to be maybe a little more fragmented? NDS: That’s a good question, and it’s actually something that differentiates us, because we’re much more international than the typical North American program but less international than, say, a European program that’s closer to 70% to 90% international students. So there are two things that we factor in, and we really don’t have any sort of hard target in terms of citizenship numbers. There also are so many people living in Canada who are not even Canadian citizens, so citizenship can be a little bit of a misleading stat for us, but it is what it is, and we benchmark year over year, and every other school uses it as well. We’re not where we think we want to be, probably plus or minus 5% to 7%. We look pretty closely at what’s happening with the market and where the demand is for Canadian programs, and right now, 57% of all GMAT test takers who are sending score reports to Canadian schools are international. So we’re kind of close to what the general market demand is. mbaMission: Right. NDS: Actually, some of our newest firms that have come on board this yearâ€"a lot of global firms like Microsoft Global and recruiters based out of the United Kingdom or Huawei Technologiesâ€"a lot are coming to us now that we’ve expanded, because it’s this new talent pool for international students. So the high international percentage is something that we think we’ll maintain, and I could see it possibly increasing slightly in the future, but that wouldn’t necessarily be something we’re targeting doing. mbaMission: Right. And as an identity for the school, does Rotman feel like it’s a Canadian MBA program, an international MBA program or just a solid MBA program, period? NDS: I think I’d put us in the last bucket. In many ways, I think any good MBA program in 2013 should be international by nature. mbaMission: Right. NDS: And I think it would be hard for us, knowing that our student body is fairly evenly split, to say that we are just a Canadian program. mbaMission: Sure. NDS: And we do certainly see that flavor in the classroom, so I would say we’re a global player in the MBA space, and we are doing our best to position ourselves among the elite business schools of the world, regardless of where they’re located. mbaMission: Right. What type of student would you say thrives at Rotman? NDS: That’s a great question. I came here about, well, almost two years ago now, but it still feels relatively new, and that was one of the big things I was trying to figure out. That’s one of the most important things that the admissions committee has to understand in getting that ultimate call on “fit” right. I think the kind of person that thrives at Rotman and also what makes a Rotman student unique or different is that there really is a highly intellectual feel about the school, being part of U of T [University of Toronto], which is the top-ranked Canadian university in the world. We have students coming to study here who really have a demonstrated intellectual curiosity. They want to learn the way businesses work. They’re in it, I think, for this transformational experience, not just the transaction of the MBA. So they’re genuinely intellectually curious, which makes them different. I think there are other programs where there’s much more of a transactional feel†"“I’m here for a reason. It’s about my next job.”â€"whereas there’s time in a 20-month program to really explore other interests. The other thing that makes Rotman really different is our diversity. So we value tremendously people who come from not just different countries, but different backgrounds, whether that’s academic or industry, and we really, truly embrace those students, support those students. Those are always my favorite stories to tell at orientation: “Did you know you have a professional poker player in your class? Did you know you have a former national censor or a schoolteacher who taught sixth grade in DC?” Those kinds of profiles, they’re not just anomalies in our class. There really is this individualistic culture, which I think is very much part of U of T’s identity as well, but there’s this real value in diversity, in being an individual in the program, and you feel like you have a place, even if you are a nontraditional MBA student. mbaMission: I see. NDS: And I think it would be a silly oversight to not talk about the skills that any MBA student should have, which are, of course, the people skills around demonstrating leadership potential, communication skills, team skills, but the last thing and probably final important differentiation with our students is there’s a real focus on self-development. So we have this really interesting thing at the school called the “Self-Development Lab” that is literally run by a Harvard-trained psychologist who focuses on the individual quality and your individual presence as a leader. And we literally run these labs on how you’re showing up nonverbally and in group settings. You get tons of intensive feedback about making you a more authentic version of yourself as a leader, which means we should attract people who are self-aware, who have some resilience, who actually have that as a valued outcome of their MBA experience. So there really is a difference in the personalization of leaders hip development for our students. mbaMission: Great. Can you take us through the life cycle of an application at Rotman? I mean, after an application is entered online, what is generally the evaluation process, from beginning to end? NDS: Sure, absolutely. So essentially, an application comes in, assuming it’s all complete, of course, and we have one person in the office who is responsible for putting together complete applications. The first step in the process is they actually all come to me for what we call a quick scan, which is really just so I can get an understanding of what are their basics, bio demo stats, what are their career goals, and I’ll note anything that we really want to probe further on or better understand. The file is then assigned to one of our six assistant directors, who starts with the first thorough read of the application and determines if the candidate looks like someone we’d want to invite to interview or not. If not, they then go back to me for a final read, if ultimately we’re going to decline them. If invited to interview, that process happens kind of simultaneously, so we do a more thorough review of the file, review the resume, essays, look at references and then the interview invitation will go out. Prior to the interview, the file is read again from cover to cover, and after, the interview rating and the rest of the total assessment of the file go into the system, and then decisions actually happen by committee. We meet weekly, and the committee reviews all the files completely, and we have a conversation around making admissions decisions and scholarship decisions at the same time. mbaMission: Okay. From an interview perspective, we see interviews changing so muchâ€"is there any special approach to them at Rotman? Or anything else unique about your application process? NDS: Well, we were the first school to introduce a video component into the process. mbaMission: Oh, right, of course. NDS: So that’s one unique feature that candidates always ask lots of questions about. Relative to that, there’s maybe less anxiety about the actual interview. The interviews are conducted by our team, so they are conducted by someone on the admissions committee. They’re typically behavioral in nature. We do have a standardization of the process, so we screen for the same competencies with every single student. We just ask different questions to get out those competencies, based on the person’s resume or application package. mbaMission: As far as the video component, how would you recommend someone prep for it, perhaps so they don’t have too much anxiety about dealing with the technological aspect of it? Can you offer any advice on that front? NDS: So they actually get a practice question that they can do as many times as they want. It’s not recorded. The school never sees it. That gives them a real opportunity to make sure that they’re confident in the technical aspect of the videoâ€"the lighting, the sound, everything’s working, it’s all good. They know that the question comes up from us, and it is a video question, of course, so they get comfortable with how that part works. There’s literally a timer on the screen that counts down how much time they have left to think, and then how much time they have left as it’s recording. They get a minute and a half to respond. So practicing, I think some people skip the practice, and I have no idea why on earth you would skip the practice. Actually doing the practice is a good thing, even if you just want it to be over. The questions that we ask in the videoâ€"and we’re very transparent about itâ€"are conversational, they’re about getting to know the personality of the applicant. There are things like “Tell me about a book you’ve read that had an impact on your life.” They’re not things you can prepare for. The worst videos are by people who, like, write notes after they hear the question or try so hard to present this very polished image, and it just it doesn’t work. It should feel like, this is going to be me talking to my classmates or having some sort of conversation with a faculty member in the coffee line. You should be able to feel like yourself. And I think the worst thing people can do is not be authentic. I’m not sure why. I know candidates continue to do it, but you just think, you’re going to be in this program for two years of your life, and it’s going to be exhausting to have to be someone that you’re not. So just embrace who you are and have fun with it. mbaMission: Right. NDS: It’s easy for me to say, obviously, being on the other side, but we are seeing, I think increasingly, this year relative to last year, that people are just being themselves and having fun with it, and that’s been great. mbaMission: Sure. When you pick up an applicant’s file to review it, do you start with the resume? Do you read through it in a particular order? Do you have a specific approach you use? NDS: I think everybody kind of has their own perspective on it, but yeah, what I tend to do is look at their resume first, just to get a broad overview of education and background. It also gives you a sense of whether they have other interests beyond just their jobs. There’s a section on there that explains the things they like to do. Then I tend to focus on some of the stats, whether it’s GMAT or GPA, anything that they’ve submitted. And then I kind of feel like I have a quick snapshot of who this person is, so, now, what do they want to do? Why are they getting their MBA, and where do they want to go next? Because we really do place a heavy value and emphasis on admitting people who we think will be successful in what they want to do post-MBA, so employability does play a significant factor in our decision. mbaMission: Can I interject and ask, part of the MBA experience is to go and explore, so, recognizing that a lot of people tend to change their goals while in business school, how do you assess whether they’re employable or not? NDS: That’s a great question, and we actually encourageâ€"I mean, every school is differentâ€"but we would actually say that if you don’t know what to do post-MBA, you should say that. You should be honest, and then we’ll talk to you about it in the admissions process. You probably have maybe an idea, maybe it’s not a job title at a specific company, but you probably know the kinds of things you want to be doing on a daily basis. If it’s working with people, if it’s analysis or, I mean, no one really has no clue. mbaMission: Right. NDS: Or if they do, they should not be investing a hundred thousand dollars in an MBA program until they figure it out a little bit. But you’re right, lots of people, even the ones who think 100%, “I know exactly what I want to do,” will come in, and they’ll have an experience that changes their mind. They’ll shift. So what we really look for is, do they have an understanding of what they’re great at, what they want to do, what they’re passionate about doing? Can they articulate that? Do they seem flexible? Are they coachable? Are they resilient? Because even if you know that you want to be a strategy consultant at McKinsey [ Company],  you might come into an MBA and, unfortunately, that’s probably one of the most competitive jobs for any student, and you might not land there for your first job out of the MBA program. And we want to ensure we’re admitting people who are still going to feel like they had a good experience and are open to coaching, to other options, to working really hard. If they don’t get that summer internship, are they going to come back and try again, or are they just going to kind of give up and feel like they’re entitled to a specific role because they were admitted to Rotman? mbaMission: Right. NDS: So I guess it’s really more about employability in the broadest sense of the term, not necessarily whether they will get that specific job that they originally had in mind for post-MBA. We actually spend a lot of time in our interviews talking through expectations, and sometimes I’ll say to someone, “It sounds like you’re really interested in consulting. You might also be interested in internal strategy. That might not be something you’ve ever considered, but I imagine you’ll explore this during your time at the school” to kind of open doors and approach the MBA with some flexibility. mbaMission: A little preliminary career coaching. NDS: You’re right. I think that’s a missed opportunity as part of the admissions process. You’re not doing the candidate or the school any favors if you’re not being honest about what the career prospects are like. mbaMission: Right. Are there any red flags, any consistent mistakes that people tend to make when applying to Rotman? NDS: Yeah, there are a couple. One of the biggestâ€"although I think it’s a red flag for a reason, and it should beâ€"is a sense of entitlement. I was just speaking to one of our assistant directors who interviewed someone today who was asked a question like “Looking back on Rotman, what will success mean to you?,” and they kind of reframed it and said, “Well, I want to tell you about my expectations of the school.” And it became a very aggressive, arrogant conversation, and unfortunately, we know that this is a tough program, and there are going to be ups and downs and stresses and failures, and we do try to screen out people who just have unreasonable expectations and believe there’s this sort of culture of entitlement. So we’re working really hard as part of our interview process to say, well, it’s one thing if they frame it that way, but then let’s push back and try to suss out if it just came out as ambitiousâ€"because there’s a fine line between entitled and ambitiousâ€"and it’s great to be ambitious, but we need to know we’re admitting people who have some resiliency, who are going to actually work hard and put in the 200 hours of case interviews that they are going to have to do if they actually want to get to McKinsey and not think that just by virtue of being admitted, “I’m at Rotman, therefore I should get a job wherever I want.” mbaMission: Right. NDS: It’s tough to screen out those kinds of things, but that is I think one of the biggest mistakes that people makeâ€"focusing too much on what the school will do for them and not enough on what they’ll contribute to the broad community of the school. mbaMission: One thing that I wanted to ask you, and I don’t know if anything new has happened on this front, but Dean [Roger] Martin, who’s a rock star dean, is transitioning, and you have an interim dean. Is there a deadline for his replacement? How’s that search going, basically? NDS: I will happily send you a press release. We actually just made an announcement about this, so you’re not behind the ball at all. mbaMission: Oh, great! NDS: It is about who our next dean will be, and it is Tiff Macklem, who is the former senior deputy governor of the Bank of Canada. mbaMission: Oh wow. NDS: He was kind of Mark Carney’s right-hand man. mbaMission: That’s incredible. NDS: Yes, it’s very exciting. mbaMission: Well, you replaced one rock star with another rock star. NDS: There you go. That’s the hope, right? mbaMission: So next time we interview, we’ll ask you about his priorities. NDS: Exactly. He doesn’t officially start until July 1. As someone coming in externally, I’m sure it’ll take him a little while before he’s clear on exactly what he wants to do. mbaMission: Right. That’s one thing I think some applicants don’t really understand, that these MBA programs are big institutions with lots of moving parts, and you can’t kind of narrow a school down to just one simple thing. You have to consider curricula, environment, professors, even buildings, because so much shapes an environment. And it takes a long time to put your mark on it. Dean Martin’s mark will be on Rotman for a long time, but then, eventually, it’ll take on a different personality under the new dean, but it takes a while. NDS: Exactly. mbaMission: Well, I think we’re running short on time, but is there anything you want people to know about Rotman that we haven’t discussed? NDS: Yeah, I guess what I would sayâ€"and this maybe applies not just to Rotman but to the MBA decision in generalâ€"is that I think, unfortunately, far too many candidates look backward at just the history of an institution, whether that’s via rankings or talking to someone who graduated five years ago, and don’t spend enough time understanding the vision and trajectory of the school. And quite honestly, I think that’s one of Rotman’s biggest strengths. If you look at, kind of to the point you made about Roger Martin, since he joined us in 1998, we have literally doubled the physical capacity of the school. I think the increase in enrollment is like 300% just from the size of the program. Our number of faculty has also grown tremendously. There’s this real trajectory and momentum that is exciting to be a part of, but if you think about the value of your degree, and the MBA should be a long-term investment, plotting out the trajectory of where an institution is heading is something that I think applicants should factor into their decision. Twenty years from now, when you’re up for that promotion to the C-suite, what are people are going to be saying about your alma mater? I think we’re in a great place, where we’re working really hard to continue that trajectory. That would probably be the one thing that I’d want people to know. mbaMission: I agree 100%. We do presentations around the world and online all the time, and whenever people ask us really superficial questions on rankings, we’re like, “If you’re really going to make your decision based on rankings, then I guess you should try to project out where that ranking is going to be 30 years from now.” NDS: Exactly. mbaMission: I mean, of course they understand we’re being facetious when we say that, but we hope they get the point and maybe consider rankings as just one element of their decision rather than giving them so much weight. NDS: Right. And I don’t believe all candidates even know how the rankings are calculated or what the weightings are. They have some value, of course, but people just put way too much emphasis on them in their decision making. mbaMission: Absolutely. Well, Thanks so much. You’ve been with super generous with your time, and it’s been great speaking with you. NDS: Oh, no problem. Thank you, too. I really appreciate it, Jeremy. Share ThisTweet Admissions Officer Interviews (Past Directors) B-Schools Outside the Top 15 Rotman School of Management

Economic Growth And Economic Development - 2287 Words

In Asia, the economic growth has been phenomenal and the deepening of economic integration and larger trade volumes have led to both developed and developing nations to experience steady economic growth, especially at 10.1% in 2007 (ADB, 2015). Nevertheless, especially with China’s economic slowdown, the Asian region is facing problems such as decrease in labor force, labor productivity, and overall trade growth (ADB Report, 2015). In order to consolidate economic integration of the region, the ASEAN Economic Community (AEC) was implemented on December 31, 2015. The AEC is based on four pillars which are the following: a single market and production base, a highly competitive economic region, a region of equitable economic development, and a region fully integrated into the global economy (ASEAN Secretariat, 2015). The establishment of the AEC creates opportunities of a huge market worth over USD 2.5 trillion while the region was the seventh largest economy in the world with a population of over 622 million people and the largest market base in the world behind only China and India (ASEAN Secretariat, 2015). Moreover, the ASEAN Economic Community can be viewed as a yardstick of ASEAN’s progress in building a more economically integrated regional organization. The AEC aims to create a single market and production base in achieving freer flow of goods, services, labor, and capital (ASEAN Secretariat, 2015). In doing so, tariff elimination alone cannot create an open market;Show MoreRelatedEconomic Development And Economic Growth915 Words   |  4 Pagesagenda? High and sustainable economic growth is the main condition for the sustainability of economic development and increase prosperity. As the population increases each year, the consumption is also increasing. 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If the gross domestic product or national incomeRead MoreEconomic Growth and Development1990 Words   |  8 PagesECONOMIC GROWTH AND DEVELOPMENT Introduction Economies grow and develop, they expand and advance, and they progress and prosper. There are phases when they decline too, and there are economies that experience continuous decay. If one considers long stretches of human history, one knows that economies (civilizations) disappeared altogether. We will not take into account such long stretches of time. We shall not consider too distant a past either. We will leave them to historians, may be, economicRead MoreThe Economic Growth And Development864 Words   |  4 PagesCurrently, the economic growth and development is improving the performance of the New Zealanders that has over the past 30 years made them part of the global market. This requires that Lush improve its performance in relation to standardisation. 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Essay Family Power Debate - 1405 Words

FAMILY POWERBASE IS DETERMINED BY THE FAMILY STRUCTURE MODERATOR (Nancy): I am Nancy, moderator for Team C debate. Family structure is different in every family. The family has consensus over who has the ultimate say on the day to day decisions. Present day family has very complex type of structure which affects the powerbase determination. A family consisting of a mother (female), father (male), and a child or two will have a very different power base than a family consisting of two same gender parents or a family that has a single parent. Age of the parents and the children also contributes toward power base; when the children are very young, the parents have the power and when the children grow they have their own control.†¦show more content†¦With two incomes needed this often times leads to the husband and wife sharing the power. This sharing of power results from the husband and wife working different hours to provide care for the children at all times. Another reason this sharing of power occurs is that the femal es in today’s society want to feel equal in their relationships. AFFIRMATIVE VIEW (Lynda): The first point to be considered in debate is that structure must be carefully assessed and recognized prior to distinguishing powerbase. Family function –the intimate, interactive and interdependent sharing of values, decisions, and commitment over time† (Kaakinen, Gedaly-Duff, Coehlo, Harmon-Hanson, 2010, p. 22) determines structure and therefore establishes powerbase. In the healthy family, powerbase is not only perception but a reflection of these values and consideration of leadership and justice. In a family whose perceptions are based on bullying, domineering leadership or abuse, powerbase is reflected by actions committed in fear of punishment and retribution. Powerbase can connote failed impressions as well. Outward assessment of inward â€Å"mutual support processes are the family system as it exists and as it functions. 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The Rise and Fall of Jim Crow Essay examples - 1315 Words

In 1863 Jim Crow was performing black face in major production halls. Jim Crow became a simble of racial discrimation. The erra of Jim Crow had begon at this time. This erra was a time were Jim Crow pushed for blacks have there rights taken from them. During the Jim Crow erra a lot of resterants and bathrooms had signs hanging outside that said coloreds only. Many blacks were fighting to start their commintuies because they felt this was the only way they would have rights. nbsp;nbsp;nbsp;nbsp;nbsp;In 1919 the Klu Kluc Klan ( KKK) became a national power. The Klan was major powerhouse behind Jim Crow. Blacks were not just going to stand by and let the Klan have control over them, so b;acks used the power of the press and the courts†¦show more content†¦President U.S. Grant brought hope for blacks. President Grant sent troops to fight the members of the KKK and groups like it. nbsp;nbsp;nbsp;nbsp;nbsp;Blacks looks for hope in Pat Singleton, because he wanted to leave the south were he thought they would never be free. Singleton, lead almost three hundred slaves to the state of Kansas. Many blacks of the time felt that God was in Kansas, but getting to Kansas was like going through hell. There was much sickness and lack of food , so many people died along the path to Kansas. Although Singleton though this was a great idea , Fredrick Douglas felt that moving out of the south was not the answer. nbsp;nbsp;nbsp;nbsp;nbsp;In 1877 Raeford B. Hayes pulled all the Federal troops from the south . He felt that reconstruction was over and that whites should take back over the land that first owned. This really effected black share-croppers, because this meant that white were taking back their land and they could make the laws about how the debt was paid back to the white land owners. The whites fixed the scales to were the black share-cropper would not have the correct amount of crops for the year. Also many blacks could not add or do the calculations that the whites used to figure out the amount of debt that was paid, so they could not tell if the white land owner was doing then wrong. This problem proved that education was the best way for blacks to become equal.Show MoreRelatedTaking a Look at the Jim Crow Laws758 Words   |  3 Pagesand even parks; would you be able to cope with Jim Crow laws? Though many whites opposed the idea of integration and supported Jim Crow laws, many citizens of color fought for the right to use the same restroom, water fountain, go to the same schools, and even to intermarry. Jim Crow laws were instituted to separate those of color and whites, because of this, many blacks were discriminated against in social areas and job and school opportunities. 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Slavery and Jim Crow were created to regulate how African Americans functioned in society. Slaves were refused the right to vote, refused citizenship, refused education, and labeled as incompetent as a way for whites to keep what Author Michelle Alexander of the book The New Jim Crow: MassRead Morediscrimination in the 1920s1754 Words   |  8 PagesAfrican Americans were the first people to experience the effects of the Great Depression. The Black Shirts, a Klan-like group in Atlanta Georgia, paraded and held signs that stated No jobs for niggers until every white man has a job. (The Rise and Fall of Jim Crow; The Great Depression). African Americans were beaten and killed because they had jobs. It was believed that whites should hold jobs, and not blacks. Anti-black violence took place in the 1920s. Lynchings increased in the South. Lynching

Romeo And Juliet Oral Presentation free essay sample

William Shakespeare was an English poet and playwright, widely regarded as the greatest writer in the English language. His work consisted of 38 plays, 154 sonnets, two long narrative poems and several more. His plays have been translated into every major living language and are performed more often than those of other playwrights. One of his many well-known successful plays was ‘Romeo and Juliet. ’ Romeo and Juliet is a tragedy written early in the career of playwright William Shakespeare about two young â€Å"star crossed loves† whose death ultimately unite their feuding families. Good Afternoon, my name is Yasmine, and in my oral today, I will be taking the role of William Shakespeare and presenting my favourite passage as well as discussing what my intentions were for writing this play. Throughout my play ‘Romeo and Juliet’ my favourite scene of all time is when Juliet asks Romeo to deny his family for her love. We will write a custom essay sample on Romeo And Juliet Oral Presentation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 3. ‘O Romeo, Romeo, wherefore art thou Romeo? Deny the father and refuse thy name Or if thou wilt not, be but sworn my love, And I’ll no longer be Capulet. 4. Juliet speaks these lines, perhaps the most famous in the play, in the balcony scene. Leaning out of her upstairs window, unaware the Romeo is below in the orchard, she asks why Romeo must be Romeo- why he must be a Montague, the son of her family’s greatest enemy. Still unaware of Romeo’s presence, she asks him to deny family for her love. 8. Additionally, some of my intention with this play was to show that labelling people is wrong. Their last names of Capulet and Montague were mere labels, yet these names were what almost kept the two apart. many 5. During my play, I did not intentionally intend for it to have a moral, but only to entertain. People who watch plays tend to find their own ideas reflected in the play, and so take away their own preconceived notions. However, during the balcony scene, I show that one’s best intentions can turn out harmful. Romeo puts himself in a situation where he goes out of his way during the night, to see Juliet. In this scene, I prove that although Romeo knows it is forbidden to talk- yet fall in love with enemy; he still does the wrong thing. It shows how stubborn and unwise one can get at times, to get exactly what they and need, even though there’s a lot at stake. 6. Furthermore, during this scene, I intentionally make Juliet lean out of her upstairs window, 20 feet above Romeo, in order to show the audience, how high Juliet’s royal status is compared to young Romeos. In addition, this particular scene reinforces the significance of how dangerous Romeo going to Juliet’s bedroom is. Just think for a moment, what could’ve happened if Romeo was to get caught by Juliet’s family? 7. During my play ‘Romeo and Juliet’ my intention was to write a classic, tragic love story. Its purpose was to warn readers of lust, hatred, prejudice and blind passion show in the Elizabethan Era. If you remember, Romeo and Juliet met and fell â€Å"in love† very quickly, in fact, all in a matter of days! I wanted to teach about the effects of lack of communication. Had Juliet and Romeo shared their individual plans with one another they might have not committed suicide. 9. For all the young playwrights out there, my advice for you is to not believe in talent. Believe that everything about playwright ting can be learned through devotion, time and effort. Learn to take criticism, in order to learn from your mistakes. And my last advice is to you all is to write from your heart. Thank you for listening to my oral presentation.