Spanish-American War 1898 Essay Example | Topics and Well Written Essays - 1500 words

Spanish-American War 1898 - Essay Example President McKinley finally had no choices in the matter as a result of the sinking of the USS Maine. Foreign policy changed dramatically as a result of the consequences of this very short, very significant war that is often forgotten in view of the Civil War. The Spanish-American War, one where Theodore Roosevelt and his Rough Riders earned their place in history, brought about a great deal of change to the perception of the United States by others in the world. This war would cause major changes in the realm of American foreign policy in its wake. The war was brought on by these many factors and soon after the declaration for war was made, soldiers were headed for Havana and Santiago. The Yellow Journalism that began with Hearst and Pulitzer caused a great deal of grief as is relayed in several pieces. One very significant accounting would be an eyewitness description by H. H. Kolsaat as he held in his hand a telegram from the forces in Manila Bay when the USS Maine had been lost. Eyewitness to History's website states that H. H. Kolsaat's recollection of the meeting with President McKinley included a conversation that ended with McKinley in tears saying, "Congress is trying to drive us into war with Spain. The Spanish fleet is in Cuban waters, and we haven't enough ammunition on the Atlantic seacoast to fire a salute." (1) H. H. Kolsaat continues on to say that he spent nearly half the night speaking with the President after the evening's activities. Only the first of many agonizing conversations that the President suffered through in the declaration of war, one he was quite reluctant to consider until there appeared to be no choices in the matter. The deciding factor for President McKinley came in a private letter written by Enrique Dupuy de Lme, the Spanish Minister in Washington, to a Spanish editor then traveling in the United States. It was this letter, described as part of the text from American Military History: Army Historical Series; Chapter 15 Emergence to World Power 1898-1902 and stating the following as the letter "expressed de Lme's adverse personal reaction to McKinley's message to Congress in December 1897. The President was, he thought, "weak and a bidder for admiration of the crowd . . . a would-be politician who tries to leave a door open behind himself while keeping on good terms with the jingoes in his party."" (2) This outraged most Americans when it was published after a man stole it from the office where it had been sent. The outraged outcry from the United States caused what President McKinley considered to be the hardest decision of his career. This decision was to go to war with inadequate forces, in adequate supplies and terrible conditions to work within. All of this had been sparked in the fervor of what has been termed Yellow Journalism, created by Joseph Pulitzer and John Hearst in their work to take the country to war using public opinion as the impetus of the action. Their tactics, no matter how underhanded, managed the objective. The results were felt worldwide. The Spanish-American War of 1898 was one of the shortest wars America ever fought. Four months into the war, it was over. But, the consequences of that war were broad spectrum and felt worldwide. The Spanish-American War of 1898 did the one thing nothing else had managed. It proved that the

The relationship between per capita gross domestic product and both Assignment

The relationship between per capita gross domestic product and both secondary school enrolment rate and bank rates - Assignment Example The paper tells that gross domestic product is the measure of a country’s total productivity level. It refers to the total cost of output in commodities. Elements of gross domestic product include ‘consumption, investment, government purchase, and net export’. Both consumption and net export of an economy are factors of the territory’s available economic resources and its level of disposable income. With high levels of disposable income, people are able to purchase into consumptions as well as invest into export dealings. Investments, on the other hand, refer to monetary value of resources that are used for production processes. Whether through private or public sector, investment rates and levels depend on the availability of resources and the capacity to acquire such resources through savings or borrowings. The last component of gross domestic product is government expenditure through central government, local governments, and governmental institutions in public utilities such as education. Per capita gross domestic product measures the net output per person. It therefore depends on a country’s population size and may have a different trend from the real gross domestic product. One of the fundamental contributors to economic growth is the availability of resources for injection into the economy. Since financial institutions are a source of monetary resource through provision of loans, they are of prime importance to economic growth. Provision of loans to investors and private consumers for instance has direct effects on consumption, investments, and net export... It refers to the total cost of output in commodities. Elements of gross domestic product include ‘consumption, investment, government purchase, and net export’ (Mankiw, 2008, p. 496). Both consumption and net export of an economy are factors of the territory’s available economic resources and its level of disposable income. With high levels of disposable income, people are able to purchase into consumptions as well as invest into export dealings. Investments, on the other hand, refer to monetary value of resources that are used for production processes. Whether through private or public sector, investment rates and levels depend on the availability of resources and the capacity to acquire such resources through savings or borrowings. The last component of gross domestic product is government expenditure through central government, local governments, and governmental institutions in public utilities such as education (Mankiw, 2011, p. 198). Per capita gross domesti c product measures the net output per person. It therefore depends on a country’s population size and may have a different trend from the real gross domestic product (Boyes and Melvin, 2007, p. 389, 390). One of the fundamental contributors to economic growth is the availability of resources for injection into the economy. Since financial institutions are a source of monetary resource through provision of loans, they are of prime importance to economic growth. Provision of loans to investors and private consumers for instance has direct effects on consumption, investments, and net export (Brooks, 2008, p. 502; Yartey et al, 2008, p. 22). Credit rates of banks, which is a factor to their lending capacity determines availability of loans to investors and consumers. Similarly, lower

Community Development Essay Example for Free

Community Development Essay Achieving gender equality and empowering women are necessary to achieve social, economic and political development. Today, girls and women continue to benefit from health and education services with women surpassing men in enrolment and academic achievements in many situations. Women in Malaysia are also more actively involved today in politics and numerous other national initiatives. Malaysia’s commitment and dedication to the advancement of women is evident in many of its programs and policies in the last two decades. In 1985, the Government of Malaysia formulated the National Policy on Women as a guide for women’s participation in the development process. The Policy helps enhance women’s quality of life by overcoming challenges through poverty eradication and education. The stature of women became a primary objective of the 6th Malaysia Plan (1991 – 1995), where a special fund for the development of women became a significant and integral step towards empowering women in Malaysia. Subsequent Malaysia Plans continue to focus on the needs of women with recommendations to advance their position in society. By agreeing to the commitments set forth in the Beijing Platform for Action at the UN Fourth World Conference on Women (1995), the Government promised to 1) enhance the national machinery for womens advancement; 2) increase womens participation in decision-making; 3) safeguard womens rights to health, education and social well being and 4) remove legal obstacles and gender discriminatory practices. In 1995, the Government also ratified the UN Convention on the Elimination of All Forms of Discrimination Against Women(CEDAW). In 2001, the Government created the Ministry of Women and Family Development with a mandate to address issues on women and uplift the stature of women in the country. Malaysia’s Constitution was amended in August 2001 to prohibit discrimination in any law on the basis of gender. The Government continues to play a crucial and supportive role in achieving greater gender equality in the country, by providing a healthy environment for the advancement of women at both national and international arenas. The Ministry of Women, Family and Community Development which is responsible for addressing women’s issues in Malaysia has had its budget increase from RM 1.8 million (US$ 0.5 million) in 2001 to RM 30.5 million (US$ 8.6 million) in 2005, demonstrating the country’s serious commitment to the cause. Future challenges to be considered include: addressing the continued poverty among female-headed households; combating violence against women; raising the effectiveness of gender mainstreaming strategies; reducing women’s risk of contracting HIV; removing attitudinal challenges that impact capacity-building; and raising the level of women’s participation in the labour force, in business and in politics and government. KPWKM is headed by a Minister, currently held by Datuk Seri Shahrizat Abdul Jalil (UMNO). She is assisted by a Deputy Minister, currently held by Senator Heng Seai Kie (MCA). The following departments and agencies are under the purview of the KPWKM: * Department for Womens Development  In 1975, the Government set up the National Advisory Council on the Integration of Women in Development (NACIWID) as the machinery to ensure the involvement of women in development. In 1983, the Secretariat for Womens Affairs (HAWA) in the Prime Ministers Department was established to take over the tasks of the NACIWID Secretariat. From 1997, HAWA functioned as a department under the former Ministry of National Unity and Social Development. In 2001, the Department was placed under the then newly established KPWKM and restructured as the Department for Womens Development (DWD). By 2002, the DWD had set up branch offices in every state in Malaysia.[7] * Social Welfare Department  Initially set up in 1946 as the Community Welfare Department of Malaya, the Social Welfare Department (SWD) has evolved in fulfilling its role in national development. From initially being involved in mitigating the social problems brought about by the immediate post-war period, the role and functions of this department have expanded to cover prevention and rehabilitation services in social issues as well as community development.[8] * National Population and Family Development Board  The National Population and Family Development Board (NPFDB) was established in 1966 to improve the reproductive health status of women and men and encourage family planning. It has since evolved to include policy and advisory roles by assisting planners and programme managers to integrate population and family development into sectoral development programme planning as well as facilitate policy makers to consider population and family development factors in the formulation of national development policies and strategies.[9] * Social Institute of Malaysia  The Social Institute of Malaysia was set up to promote professional and semi-professional training in the field of training and research as well as social education to all social workers from various levels and groups from within and outside the country including non-governmental organizations. It currently operates from a 50-acre (200,000 m2) campus in Sungai Besi that was completed in 2001.

Business overview of Deloitte Consulting

Business overview of Deloitte Consulting Deloitte Consulting is one of the worlds largest consulting firms, with 12,000 consultants serving more than one-third of the Fortune Global 500 in more than 30 countries. Its a powerful firm that incorporates all types of services in its business from research through implementation. More importantly through the eyes of its employees it is seen as a humane, balanced, and enjoyable place to work, where talent can rise quickly. The firm which started out as Deloitte Touche Tohmatsu (DTT) was initially an international accounting firm, founded in 1845 by former bankruptcy clerk William Welch Deloitte. As the firm began to grow there was increased pressure on the business to separate from their parent accounting firms, and a new strategy had to be put in motion. In March of 2003, the firm announced it had ended discussions to separate its consulting practice from the parent accounting firm, reasons included a tight credit market and poor economic conditions. Deloitte Consulting, is now fully merged back into its parent company, which is now known simply as Deloitte. The company today competes with other large and mid-size consulting firms for the business of companies that do more than $500 million in sales. Its known primarily for its one stop shop designs that deliver executable strategies that it will help implement for clients of all sizes. Some of these clients include Boeing, GM, Chevron Texaco, and ret ailer The Gap amongst other. One of the ways Deloitte stands out form its competitors is by providing clients with a more personalized contract which takes into mind their short and long term goals as well as other factors. By have well trained consultants and project staff the firm is able to initiate strong conversation and detailed research. They are able to collaborate better and are more responsive to their needs. Deloitte has services in five service areas. The firm integrates process capabilities and service lines into each service area. Deloitte consultants work with eight industry groups in three geographic regions. When new people are hired into one of the regional offices they generally work in a particular geographic region. When starting your career with Deloitte, as you become more familiar with the processes ways of doing things youll gradually specialize in a service line and industry group. However as with any small or large organization you will initially work within different areas and on different project types. The four key business areas the company operates in include : Audit Financial advisory, Tax Consulting Market Position Deloitte Consulting is seen as one of the leaders in the industry competing with other large and midsize consulting firms. Since its had a reputation of quality service and commitment to its clients they have been able to provide a wide range of general management and information technology consulting services all around the world. One of the main strengths the firm has is in operations consulting, as well as strategic planning, financial management, and productivity. Deloitte Consulting is in the top 3 consulting firms in the world with other firms such as, IBM and Accenture. based on Consultants News estimates, which include revenue from both Deloitte Consulting and DTT. On the other hand, some research firms have listed Deloitte Consultings revenue the highest amongst its competitors; this would rank Deloitte Consulting (independent of DTT) at number six on the following list. In 2009 Deloitte as the worldwide leader in the consulting marketplace based on aggregate revenue, growth and market share for 2009. http://www.deloitte.com/assets/Dcom-global/Local%20Assets/Documents/Press/deloitte_vol2_article3.pdf *This picture indicates the revenue growth for the top 10 consulting firms* In a recent report Deloitte has been able to be the leader in the industry for the following reasons. These are seen as attributes of successful firms who compete in the industry. Ability to scale their business and IT consulting services to various providers who span across several geographical regions and domains. There is a chance for buyers on a global scale to have the ability to offer a broad array of consulting services addressing these initiatives which is broad in scope but tailored to their clients needs which is often seen as critically important. Having the right type of consultants with the right mix of skills, incorporating such qualities as multicultural and multi domain change management, while at the same time offering a deep business process understanding for a large number of industries. There is the concept of stability. The company year after year has had a solid balance sheet and financial growth within the business and IT consulting service provider are critical because buying organizations must mitigate the risk of failing to complete a project or initiative. Lastly is Strategy. Consulting service providers continually evolve their business strategy through reorganizing, reskilling of their resources and redefining service outcome. This is the differentiating proposition fort Deloitte. Deloittes consulting practices have outpaced growth of the consulting market for the past five years, and we believe this recognition is a testament to Deloittes successful execution of a broad services strategy delivered through a focused, collaborative approach. Client executives have faced exceptional challenges in the past two-plus years, and we are proud of the way Deloitte teams have worked with them in innovative ways to help meet those challenges. As the recovery takes hold, that same commitment to responsible innovation will support Deloitte clients in capitalizing on new opportunities. http://www.deloitte.com/view/en_UA/ua/press/ua-pressreleases-en/42ea841c3adf8210VgnVCM100000ba42f00aRCRD.htm ACG service offering http://www.deloitte.com/view/en_LU/lu/industries/ims/invest-hedge-funds/im-service-offering/advisory-consulting/index.htm Consulting Services Deloitte operates a wide range of consulting services allowing each client to be fully taken care of. They operate in three regions,(east. central, west). Deloitte is headquartered in New York, but is divided into three regions with individual offices in each. In addition they are organized into eight industry groups. The company has expertise in a wide array of functional areas and serves most big-ticket industries: à ¢Ã¢â€š ¬Ã‚ ¢ Energy, à ¢Ã¢â€š ¬Ã‚ ¢ Financial services à ¢Ã¢â€š ¬Ã‚ ¢ Health care à ¢Ã¢â€š ¬Ã‚ ¢ Manufacturing à ¢Ã¢â€š ¬Ã‚ ¢ Public sector à ¢Ã¢â€š ¬Ã‚ ¢ Communications and media, à ¢Ã¢â€š ¬Ã‚ ¢ Consumer business à ¢Ã¢â€š ¬Ã‚ ¢ Real estate Five Service Areas To service the above, Deloitte is broken into five service areas, each of which integrates process capabilities. They include: à ¢Ã¢â€š ¬Ã‚ ¢ Enterprise applications à ¢Ã¢â€š ¬Ã‚ ¢ Human capital, à ¢Ã¢â€š ¬Ã‚ ¢ Outsourcing à ¢Ã¢â€š ¬Ã‚ ¢ Strategy and operations à ¢Ã¢â€š ¬Ã‚ ¢ Technology which has many service lines Each area of the consulting services has associated service and sub service lines, which are numerous and constantly changing based on client demand. Some of them, such as financial management or change leadership, may even cut across several industries, complicating the organization. à ¢Ã¢â€š ¬Ã‚ ¢ Enterprise applications: PeopleSoft, Oracle, SAP. à ¢Ã¢â€š ¬Ã‚ ¢ Information technology services: CRM, SAP à ¢Ã¢â€š ¬Ã‚ ¢ Infrastructure: information strategies, systems integration à ¢Ã¢â€š ¬Ã‚ ¢ Outsourcing: information technology outsourcing, business process outsourcing à ¢Ã¢â€š ¬Ã‚ ¢ People: change leadership, educational services à ¢Ã¢â€š ¬Ã‚ ¢ Process: mergers and acquisitions, program leadership, reengineering, shared services, supply chain results à ¢Ã¢â€š ¬Ã‚ ¢ Strategy and financial management: strategy, strategy enterprise management, reorganization services à ¢Ã¢â€š ¬Ã‚ ¢ Cross-service-line initiatives: BRPR initiative, ERPs second wave, e-business, Career Progression Working at Deloitte can be a great place to work. If your ambition is to have a long term career in consulting and provide the highest value to clients at the end of the day this is the place to work. Compensation, Vacation, and Perks Since the economy hit a standstill a few years ago the salaries while still competitive offered by Deloitte have taken a hit. Although insiders say things are looking up. New analyst salaries are in the $55,000 to $70,000 range. MBA starting salaries will be $95,000 to $120,000. Because Deloitte recruits at more business schools than many of its competitors, salaries may vary. New Deloitte employees get 23 days of personal time off (PTO) each year.PTO includes vacation, sick, and personal time. Taking 1 or 2 weeks off in a row is usually allowed, but taking all 4 weeks in one shot will depend on your team and office. Assuming its scheduled in advance, vacation is generally considered sacred, even if your client suffers an unforeseen matter-antimatter reaction. New employees can take advantage of the 401(k) plan; Uncle Deloitte will benevolently match a portion of your contributions-up to 25 percent of the first 6 percent you put in. On a less fiscal note, a program called third Friday fly back encourages consultants to get back to the ranch for the third Friday of every month for schmoozing and continuing education of general or special interest. The company has a philosophy which states its its your career, where do you want to take it? They stress the fact of extensive and continued training. Career progression is based on ability. On average people are promoted every two to four years as they develop their skills and capabilities, and have worked on different projects.. On the job skills or required skills To be successful at Deloitte Consulting, a person must demonstrate the competencies and attributes that they look for in a future candidate. These include: à ¢Ã¢â€š ¬Ã‚ ¢ The ability to think clearly, logically, and with insight à ¢Ã¢â€š ¬Ã‚ ¢ A quick mind and a high level of energy à ¢Ã¢â€š ¬Ã‚ ¢ Common sense and judgment à ¢Ã¢â€š ¬Ã‚ ¢ Skill and sensitivity in dealing with people à ¢Ã¢â€š ¬Ã‚ ¢ The ability to secure the cooperation of others and persuade them to act à ¢Ã¢â€š ¬Ã‚ ¢ Flexibility and a sense of humor à ¢Ã¢â€š ¬Ã‚ ¢ The desire to broaden ones career focus beyond a specific technical or functional skill à ¢Ã¢â€š ¬Ã‚ ¢ The self-confidence to work effectively with people at all management levels à ¢Ã¢â€š ¬Ã‚ ¢ Initiative, drive, and persistence The company sees unfulfilled potential as a waste of time and tries to keep it to a minimum. Because of this a tailored program of continuous personal and career development features strongly within everyones individual Deloitte experience, irrespective of their seniority. We provide a fantastic array of formal, informal and web-based learning options. Generally speaking, you can expect, as an experienced professional, to have between six and ten days of allocated training every year, typically including technical training, skills development, industry knowledge building and computer-based training. As a result youll acquire and develop a significant array of professional and personal skills thatll equip you to meet the many and varied challenges However, development isnt just about attending courses. Youll learn most by working on challenging projects with outstanding people. Weve invested in building the coaching capability of our staff so these real-time learning opportunities can be fully realized. So, rest assured, we make sure every ounce of your potential is recognized and exploited to everyones advantage, especially yours. The Recruiting Process The recruiting process is very structured and competitive. Deloitte recruits at many of the top undergraduate and B-schools to acquire the best and brightest to tackle their most complex business problems. To be considered for an initial interview, candidates must post their resumes on Deloittes website through their schools career center. It is a detailed application process which tells Deloitte about your background, skills and if you are a suitable candidate. If a undergraduate school isnt on the Deloitte site, it is a good idea to locate a recruiter at another institution. Expect the selection process to take one to two rounds, with one to three interviews in each round. Reportedly, candidates from prestigious schools often have their pick of regional offices. Not from Harvard? If you want to work in a different region, seek advice on doing so from your campus recruiter. Transferring an offer to another office is not easy or swift, although insiders say the firm has tried to accommodate new hires or their spouses. Undergraduates Students looking to apply should keep in mind that A strong GPA is important to Deloitte, although not as important as intelligence, poise, business savvy, relevant experience, and internships. Recruiters like well-rounded, self-motivated types with communication and leadership skills. All majors, from economics and business to liberal arts, have a shot at business analyst positions. For systems analyst positions, engineering, mathematics, and computer-science majors have an advantage over techy novices, who are often viewed as requiring a great deal of catch-up. For project analyst positions, economics or business majors with budgeting experience are preferred.36 Getting Hired MBAs MBA recruiting is conducted centrally. Recruits from Harvard, Wharton, Kellogg, University of Chicago, UCLA, and some regional schools feed all U.S. Deloitte offices. While the on-campus recruiting process is the best way to get on the interview list, company recruiters say theyre willing to interview any motivated, qualified applicant. Unlike other big firms that base interviews on resume screening, Deloitte is more interested in what you exhibit in person. Team-as in team player-is the magic word. Professionalism, flexibility, and humor go a long way. Expect a mix of behavior and case questions thatll probe your analytical strengths and work accomplishments and determine your ability to fit in. Experienced Candidates- Deloitte is always looking for people with experience outside of consulting. They arent above occasionally luring staff away from competitors, either. Although MBA programs are the primary source of general management consultants, many health-care practitioners come from industry. Experienced hire recruiting is done first on a regional basis, then on a more detailed industry level. Experienced hires must have very well-defined experience in our service line, says one recruiter. The challenging work and long hours are paired with what Deloitte believes is a unique consulting industry characteristic: a workable lifestyle. Its consultants spend fewer hours away from home than its rivals (a 3-4-5 standard-a maximum of 3 nights in a hotel and 4 days at the client in a 5-day week. The firm also promotes a down-to-earth company culture that includes title-less business cards, mandatory use of first names from the CEO on down, and a strong emphasis on fitting in. The latter refers to having a Deloitte personality, which apparently trumps both GPA and raw intellectual horsepower early in the university recruiting process. Ideally, arrogant types are expunged in the first interview; hopefully only nice guys and gals get in. Training Every new hire goes through what many current employees call consulting boot camp. Both undergrads and MBAs attend similar intensive, 2-week training programs. For undergrads, the first week is devoted mostly to developing fundamental consulting skills and includes local office procedures and logistical information. The second week focuses more on a specific area. At that time, managers themselves may lead the training for some industries. The same progression of general to specific is true with MBA training; the technical services are separated from the business services. Although training is intensive, much bonding goes on during the downtime. In the meantime, you are also working like a lunatic to prepare to take on the job. In addition, new systems analysts may participate in an additional 3 to 8 weeks of training, depending on their service line assignment. Insiders say that all training programs are much more relevant than they were a few years ago. One of the important points about Deloittes career path is that they offer a reasonably clear career path all the way up to the title of partner. There is a notion of up or out isnt unheard of, and its a rarity that people stay frozen at one level. Undergrads hired as business analysts or systems analysts receive significant continuing education and typically stay for 2 or 3 years. Next they often attend B-school and return wiser and richer-once theyre back on salary (and their loan has been forgiven if theyre a business analyst). Business analysts chosen to stay on for the third year are promoted to consultant. Systems analysts typically work 2 years until promotion to consultant. Those who stay 2 to 3 years could earn a promotion to senior consultant. Deloitte reimburses you for any further education you may wish to do including graduate school. Undergrads can also be hired into a project controllers program. Starting as project analysts, they are slowly promoted to project controller, senior project controller, and finally project controller manager. Project controllers may leave the program to join the consulting side, and they may be promoted as a systems analyst or consultant. First-year MBAs from top business schools who get hired as summer interns are usually offered full-time positions as senior consultants, often including tuition reimbursement for their last school year. Senior consultants are promoted to manager in 2 or 3 years. Some hard-working managers are rewarded with a 18-month tour of duty in another country-from Argentina to Hong Kong to New Zealand-through the Global Careers Development Program. This program, which includes language training, is considered more important as the company integrates international affiliates. After 3 years, managers have typically gained an industry specialization and move up to senior manager. After 4 years, MBAs can choose from two tracks: partner or director the director position was designed to retain bright individuals who seek to focus on a technological career without the responsibilities of leading major projects or bringing in new business. New industry hires come in at every level, from consultant to partner, commensurate with previous experience. Alas, a few misguided souls do leave the firm (turnover is between 12 and 16 percent). Insiders report that alumni generally do not seek greener pastures at other consulting firms, suggesting that leaving Deloitte is more a rejection of the lifestyle than of the firm. Many go to work for clients, and others find opportunities in small start-up businesses. On the Job Roles Analyst The responsibilities of analysts dont differ fundamentally from those of senior consultants or even more senior people. At first you might be asked to do some backstage work, with little chance of harming a multimillion-dollar relationship, but the goal is to get you out in front of the client early on, where youll be adding value left and right. Often, analysts produce deliverables (the real-world analog of homework assignments), which managers and partners review and revise. Insiders say this is where you can prove yourself: This method allows superlative performers to really shine, since their first drafts may actually become final or close-to-final drafts for clients. Once you excel at these assignments, the scope of your responsibilities increases. Analysts have been known to run sizable chunks of a project and even entire small projects, with responsibility for five or more team members. In my experience, the degree of independence given to an analyst is directly proportional to your ability to handle the workload, says one insider. Here are some typical duties: à ¢Ã¢â€š ¬Ã‚ ¢ Gather data through client interviews, research, and observation à ¢Ã¢â€š ¬Ã‚ ¢ Conduct operational and financial analysis of data à ¢Ã¢â€š ¬Ã‚ ¢ Present findings to team members à ¢Ã¢â€š ¬Ã‚ ¢ Persuade managers to adopt your recommendations à ¢Ã¢â€š ¬Ã‚ ¢ Research and prepare sales proposals à ¢Ã¢â€š ¬Ã‚ ¢ Recruit more analysts à ¢Ã¢â€š ¬Ã‚ ¢ Systems analysts: design and test program modules Project Controller The project controller program-which contributes to the consulting program but is distinct from it-was started in 1995 in Orange County and subsequently went national. Project controllers work with project teams to measure progress and maintain budgets. They also coordinate with clients to ensure efficient use of the project teams resources. Heres a general overview of a project controllers tasks: à ¢Ã¢â€š ¬Ã‚ ¢ Manage finances for the project, including budget à ¢Ã¢â€š ¬Ã‚ ¢ Develop and maintain a work plan à ¢Ã¢â€š ¬Ã‚ ¢ Analyze profitability and time utilization, ensuring optimal resource usage à ¢Ã¢â€š ¬Ã‚ ¢ Document and organize project progress à ¢Ã¢â€š ¬Ã‚ ¢ Report project status à ¢Ã¢â€š ¬Ã‚ ¢ Ensure that the team is communicating properly and maintain team morale à ¢Ã¢â€š ¬Ã‚ ¢ Work on human resource management-for example, develop project support processes and human resource orientation processes à ¢Ã¢â€š ¬Ã‚ ¢ Prepare client presentation materials 18 Senior Consultant Senior consultants are expected to exercise their management skills and use a lot of other gadgets from that MBA toolbox. You will often have primary responsibility for a small project team or a small part of a larger team that includes clients and analysts. One senior consultant estimates that over the course of a day you will spend 20 percent of your time with Deloitte teammates, 30 percent working independently, and 50 percent with clients. Specifically, you will à ¢Ã¢â€š ¬Ã‚ ¢ Determine and evaluate the appropriate analysis to be done. à ¢Ã¢â€š ¬Ã‚ ¢ Manage and guide analysis in progress. à ¢Ã¢â€š ¬Ã‚ ¢ Interpret the results of the teams analysis. à ¢Ã¢â€š ¬Ã‚ ¢ Prepare and deliver presentations to Deloitte Consulting and client management. à ¢Ã¢â€š ¬Ã‚ ¢ Lead visioning and brainstorming sessions. à ¢Ã¢â€š ¬Ã‚ ¢ Woo MBA candidates during recruiting season. à ¢Ã¢â€š ¬Ã‚ ¢ Participate in office initiatives such as the development of new divisions. à ¢Ã¢â€š ¬Ã‚ ¢ IT practitioners: manage systems development through design, programming, testing, and implementation. Partner A partner is actually an owner of the business. Our partners are the primary shareholders of Deloitte. Part of their commitment is to grow the business and sell our services to clients. To become a partner within our firm, it takes experience, leadership, a strong work ethic, and a passion for quality and client service Conclusion Deloitte Consulting is one of the worlds largest consulting firms, with 12,000 consultants serving more than one-third of the Fortune Global 500 in more than 30 countries. Its a powerful firm that incorporates all types of services in its business from research through implementation. More importantly through the eyes of its employees it is seen as a humane, balanced, and enjoyable place to work, where talent can rise quickly. The firm which started out as Deloitte Touche Tohmatsu (DTT) was initially an international accounting firm, founded in 1845 by former bankruptcy clerk William Welch Deloitte. As the firm began to grow there was increased pressure on the business to separate from their parent accounting firms, and a new strategy had to be put in motion. In March of 2003, the firm announced it had ended discussions to separate its consulting practice from the parent accounting firm, reasons included a tight credit market and poor economic conditions. Deloitte Consulting, is now fully merged back into its parent company, which is now known simply as Deloitte. The company today competes with other large and mid-size consulting firms for the business of companies that do more than $500 million in sales. Its known primarily for its one stop shop designs that deliver executable strategies that it will help implement for clients of all sizes. Some of these clients include Boeing, GM, Chevron Texaco, and ret ailer The Gap amongst other. One of the ways Deloitte stands out form its competitors is by providing clients with a more personalized contract which takes into mind their short and long term goals as well as other factors. By have well trained consultants and project staff the firm is able to initiate strong conversation and detailed research. They are able to collaborate better and are more responsive to their needs. Deloitte has services in five service areas. The firm integrates process capabilities and service lines into each service area. Deloitte consultants work with eight industry groups in three geographic regions. When new people are hired into one of the regional offices they generally work in a particular geographic region. When starting your career with Deloitte, as you become more familiar with the processes ways of doing things youll gradually specialize in a service line and industry group. However as with any small or large organization you will initially work within different areas and on different project types. Bibliography PUT IN APA FORMAT http://www.wellesley.edu/Activities/homepage/consultingclub/wetfeet%20-%20deloitte_consulting.pdf http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_2010annual401kbenchmarkingsurvey_121510.pdf https://community.bus.emory.edu/club/GCA/Shared%20Documents/deloitte.pdf https://www.deloitte.com/assets/Dcom-Cyprus/Local%20Assets/Documents/Recruitment%20Services.pdf The Almanac of American Employers 2007 By Jack W. Plunkett Write up the corporate ladder: successful writers reveal the techniques that By Kevin Ryan Likely Contents: Personal Positioning Statement (for guidance, take a look at http://www.csom.umn.edu/page2343.aspx )

Boston Ballet Refuses to Fall :: Dance Dancing Papers

Boston Ballet Refuses to Fall What happens when a ballet company’s classic Christmas tradition is unwrapped, discarded, and replaced with a glitzy and glamorous moneymaking expenditure? Many dance enthusiasts are left with this lingering question as The Boston Ballet struggles with a recent announcement from the Wang Theatre, its lifelong performance home, that next year’s production of the Nutcracker is being replaced by a touring show of the infamous Radio City Rockettes. "Im pretty certain this decision was driven by money, which draws the question in everyone’s minds: Which is more important, tradition or money?† said Andrew Kaminski. Kaminski is a Boston Ballet II member and performs in the corp de ballet with the company. He joined this apprentice position in August of 2003 and thinks Mikko Nissinen, the Boston Ballet’s new artistic director, is doing great things for the company. " I really like the direction we are headed in but unfortunately Mikko has been dealt some unfair dealings. I am just grateful the company has been so open with us about everything,† Kaminski said. According to Kaminski, the company was informed of what was happening with the Wang Theatre at the end of October. During this time, a company meeting was held and a Boston Ballet Memo was distributed to the dancers from Valerie Wilder, the Executive Director of the Boston Ballet. â€Å"Basically the Wang informed us they had signed a note of intent with Radio City. We were immediately notified after this. We were told the Wang wanted to bring in the Rockettes for monetary reasons. Touring companies are more profitable. The Wang can charge them more plus the tickets are more expensive,† Kaminski said. The memo to the company included general facts about the Nutcracker’s current situation and its history. It also had a section titled, â€Å"Further Talking Points,† which expressed the company’s opinions on the situation. â€Å"In choosing to align itself with a touring production, the Wang Center is undermining a 35- year-old tradition and the work of a resident ensemble with year- round presence in the community. The Wang has thus placed commercial interests over cultural purpose, which is inconsistent with its mission as a not-for-profit,† the memo stated. The Boston Ballet Company is a non-profit organization, which hosts a dance school that trains young children through adults and a renowned ballet company that has artistically entertained the city since 1965. On their IRS form 990 filing, the company stated their objectives for the fiscal year beginning November 1, 2003.

Sheilas Comment Explaining the Action of the Play :: Sheila An Inspector Calls J.B. Priestley Essays

Sheila's Comment Explaining the Action of the Play "Well he inspected us all righ Between us we drove that girl To commit suicide" This sentence is very important to the story because Sheila realises that the inspector is not a real inspector but he has inspected them and they lost against him and it was them, each member of the family who contributed to Eva Smiths death. We will learn in this essay how each family member is a contributor to the death of an innocent person, Eva Smith and also how the inspector inspects the family using his power not physically but verbally and how he does the inspection. We learnt about how each person from the Birling's family effects Eva Smith even a good person like Gerald and a bad person like Mr Birling so it is necessary to explain how each character acts towards Eva Smith. Combined with this we learn from the story that an inspector with the name of Goole comes to inspect them all. The first person that strikes on Eva Smith is Mr Birling. Mr Birling is a very rich person. He has a prosperous business but is shown to be extremely greedy and very ironic. His extreme greediness concludes to Eva Smith loosing her job, which was the first hit on Eva Smith. Eva Smith is a very hardworking woman who works for Mr Birling in his factory. She is getting very fed up due to the low wage he pays and which she cannot survive on. She and the other ringleaders are planning on to go on strike after there holidays. Eva Smith after the holidays goes and asks Mr Birling for an increase to 26 Shillings a week which he refuses saying, "I could not consider it" and then sacks her is pretty sad and very evil of him to do that. It also shows me the time of period where women were protesting for their rights and independence and women also died for their rights. So first contributor to Eva Smith's death his Mr Birling because he throws her out of her job because he did not want to give her the increase. You will also learn of his bad and evil personality as the essay proceeds. As I have said before he is very ironic. Before the inspector comes in to inspect them they are having a party because Mr Birling's daughter is engaged to Gerald. Here Mr Birling is telling his son Eric and his future son in law how life is and what is going to happen. His son Eric is talking about a possible war.

Harry Potter and the Goblet of Fire

I read the book Harry Potter and the Goblet of Fire by J. K. Rowling. It was a book filled with adventure, heartbreak and a few laughs. This is the fourth book in a series of seven books all telling the story of Harry Potter. It told an interesting story about a Wizarding world and the people inside of it. There was good and evil, happiness and sadness, and plenty of lessons to learn. Harry Potter is the main character of this novel.He has spiky black hair, round black-rimmed glasses, green eyes, a lightening shaped scar given to him on his forehead as a result of a curse from his foe Lord Voldemort. Out of all the many things that Harry Potter is, one of his main personality traits is that he is extremely brave. In this book his courage was shown during the Tri-Wizard tournament, a rare tournament where young wizards are chosen to compete for the Tri-Wizard Cup. During the second of three challenges he risks his life to not only save his best friend Ron, but also his opponent Fleurà ¢â‚¬â„¢s sister.The challenge was to save one person from the sea monsters but when Harry saw that Fleur could not complete the challenge and save her sister he saved her thus angering the sea monsters who tried to kill him for not following the rules of the challenge. Another example of Harry’s bravery was shown when he asked Cho Chang to the Yule Ball when he wasn’t sure she would say yes. This was risking rejection and humiliation from a girl Harry really liked if she said no but Harry was brave enough to face it. Another main character in this novel is Ronald Weasley. He has bright red hair, tons of freckles and is tall and gangly.He comes from a huge family and is one of seven children. In this book one of his main personality traits is jealousy. Ron is very jealous of Harry when Harry is chosen to participate in the Tri Wizard Tournament when he ineligible under the age rules of the tournament. After Harry is selected Ron shows his jealousy by ignoring his best f riend Harry. Also, Ron is jealous of Hermione Granger, another of his best friends, when she goes to the Yule Ball with Victor Krum when Ron wanted to go with her. He represents his jealousy of Hermione by trying to ruin Hermione’s night with snide comments.This novel is set in a wizarding school in Europe called Hogwarts. Hogwarts is a school that Harry, Ron and Hermione attend. This story is set in the 1990’s. This setting is important to the story because the Tri-Wizard tournament is at Hogwarts for the first time in 100 years and the whole story takes place in and around Hogwarts. The main conflict of this story is the clash between good and evil represented by Lord Voldemort’s effort to destroy Harry. Throughout the whole book Voldemort schemes to trap Harry in order to murder him. He uses his followers to get close to Harry.This is an external conflict as it is a conflict between Harry and Voldemort. In order to trap Harry Voldemort sent one of his followe rs to impersonate a Hogwarts teacher. This teacher, Dark Arts Professor Mad Eye Moody, arranges for Harry to be selected for the Tri-Wizard tournament in order to bring Harry to Voldemort. The climax of the novel occurs when at the end of the third and final challenge of the Tri Wizard Tournament. Harry Potter and Cedric Diggory both touch the Tri-Wizard Cup at the same time and, instead of being transported back to the stadium they are transported to a graveyard where Lord Voldemort is waiting for them.When Harry and Cedric arrive at the graveyard they are confused but Cedric wants to take a look around. When they see Voldemort he is not in a human form and his assistant Wormtail murders Cedric. Harry narrowly escapes death but, with the help of a potion and blood from Harry, Voldemort regains his humanity. This resolves the main conflict because Harry escapes Voldemort but Voldemort is still undefeated. One of the main themes that J. K. Rowling wanted to communicate in this book i s that no matter how rough things get always believe in yourself.For example, when Harry is selected for the Tri Wizard Tournament, the whole school shuns him but he still does well and makes it to the end of the Tournament. Also, Harry believes that he could defeat Voldemort, even though it was nearly impossible to survive, and because he believed in himself he escaped Voldemort’s deathtrap. Harry Potter and the Goblet of Fire is a truly incredible story. It shows to you that anything is possible if you believe in yourself. It opens your eyes to adventure and sadness, but also new hope. The book was entertaining and I really enjoyed reading it.