Negative Impacts of Disney Speech

A word that suggests youth delight, its messages of adoration and satisfaction affecting us to improve things. This is actually what Disney might want us to accept. In spite of what they state, there is a vile side to this blamelessness. Its messages have been debasing our poor, clueless youngsters. How excellence is basic so as to prevail throughout everyday life; how just the lovely can accomplish their own ‘happy finishing; how individuals who are not exactly ‘perfect' are dull and evil.How can anybody genuinely feel good with themselves, when such sickening messages have subliminally expended our psyches? We are for the most part being tricked, being impacted into adoring Disney; what youngster in this world can guarantee not to have watched or known about Disney? In any case, this debasement doesn't stop at DVDs. It keeps on rising in toys, garments, furniture, even innovation. It has assumed control over our lives.Young youngsters are being gone after by searching f alcons rampaging for cash from our gullible satchels; Disneys yearly income for 2012 was $45 billion, suggesting how much an adolescence relies upon Disney's product. With insight, for example, yourselves, you should see the ulterior thought processes of Disney, however ost critically, the hindering impacts this is having on our small kids. Partiality and chauvinist sees are being implanted into the blameless personalities of today, constantly affecting their considerations and processes.Does this appear to be reasonable for you? To permit this organization the option to harm youthful, uninformed personalities is revolting. The hero from the youth exemplary ‘Cinderella', for instance, is subconsciously depicted to have an absence of autonomy and goals for her life. As indicated by Cinderella's makers, a ladies' fundamental obligation is to slave for individuals of higher class by erforming disparaging assignments. Anyway would we be able to anticipate that misogynist perspecti ves should vanish when they are being advanced through youngsters' television.When she finally breaks liberated from this silly generalization, she isn't spared by her own diligence and assurance, but instead by intriguing a well off ruler with her looks. In any event, for this she should be excellent and ‘perfect'- not in her typical clothing of house keeper's garments! Young ladies are being instructed that disguising their actual personality is important for a superior life. Also, individuals wonder why ladies since early on abuse cosmetics. Small kids are eing encouraged that a bit of material will make every one of their issues vanish. Does this sound like a reasonable portrayal of life to you?How would we be able to hope to create dedicated, free ladies on the off chance that they are continually reminded that ‘looking decent' is the only thing that is important? Disney consistently plays to a similar generalization: the delightful lady must be spared by ‘pri nce beguiling for her life to show signs of improvement. Does this appear to be practical to you? Does this appear to be a world making progress toward fairness? The bad faith is nauseating. Reluctance is additionally advanced by Disney's ‘princesses', which can prompt erious repercussions, for example, sadness and eating-related disorders.From such a youthful age it is installed into our brains that a sizeO body is expected to accomplish bliss. In what manner can the steady sadness felt by receptive young people of pin-sized and hair not thick and reflexive. What does this say about Disney: fanciful, neglectful and chauvinist. Stop this disturbing conduct on Disney's part now! Shout out and shield the offspring of the world from false generalizations and plastic symbols. For whatever length of time that you make some noise, we can annul these nauseating weights put upon young ladies.

Internet Censorship Essay - We Need Censorship to Protect Children Online :: Argumentative Persuasive Topics

We Need Censorship to Protect Children Online  One Source Citedâ â â â â This paper will expand the reasons why minors merit authoritative insurance while utilizing the web, and how to actualize this security.  Most families concur that the guardianship, care, and support of the youngster dwells first with the parent. Then again, the broad accessibility of the Internet presents open doors for minors to get to materials through the World Wide Web in a way that can baffle parental management or control, for instance, at the nearby open library(Morales). The insurance of the physical and mental prosperity of minors by protecting them from materials that are destructive to them is a convincing enthusiasm to most guardians.  Until this point in time, while the business has created imaginative approaches to help guardians and teachers confine material that is hurtful to minors through parental control insurances and self-guideline, such endeavors have not given a national answer for the issue of minors getting to destructive material on the World Wide Web. Despite the presence of securities that limit the appropriation over the World Wide Web of material that is destructive to minors, guardians, teachers, and industry must proceed with endeavors to discover approaches to shield kids from being presented to unsafe material found on the Internet.  Then, a disallowance on the conveyance of material destructive to minors, joined with authentic resistances, is presently the best and least prohibitive methods by which to fulfill the convincing enthusiasm of guardians.  Such restriction ought to incorporate the accompanying behavior: Whoever intentionally and with information on the character of the material, in interstate or outside business by methods for the World Wide Web, makes any correspondence for business purposes that is accessible to any minor and that incorporates any material that is hurtful to minors will be fined and conceivably detained. Purposeful reiteration of this infringement should accumulate more noteworthy punishments.  This preclusion ought not matter to transporters and other web access suppliers, including:  (1) a broadcast communications transporter occupied with the arrangement of a media communications administration; (2) an individual occupied with the matter of giving an Internet get to support; (3) an individual occupied with the matter of giving an Internet data area device; or (4) comparably occupied with the transmission, stockpiling, recovery, facilitating, designing, or interpretation (or any mix thereof) of a correspondence made by someone else, without determination or change of the substance of the correspondence.

Blog Archive mbaMissions Exclusive Interview with University of Pennsylvania-Wharton Director of MBA Admissions and Financial Aid JJ Cutler

Blog Archive mbaMission’s Exclusive Interview with University of Pennsylvania-Wharton Director of MBA Admissions and Financial Aid JJ Cutler mbaMission: Okay, I have a typical first question that I ask, but I’m going to ask it second this time because first I want to ask you, now that you’ve been Wharton’s admissions director for more than a year now, what you feel the hallmark of your tenure is thus far, and what changes do you feel you’ve brought to the school’s admissions process? JJ Cutler: Well, given that I did not have deep expertise in admissions per se, I think that the changes that we’d like to make are still yet to be implemented. So I don’t think we’ve necessarily made any transformative change yet. It has taken me some time to get my arms around the admissions process, how it works. It’s changed a lot since I went to business school over ten years ago, and most of what I’ve been working on is understanding the strategy, understanding the process, understanding the vision, the goals of the school, making sure that admissions is aligned with those things. I mean, we’ve had great directors in here before me, and a great and talented team, so a lot of it has just been trying to understand what is happening and listening and learning over this past year. And now I think that part is a little more complete. It’s time to think about the changes that need to be made, and most of that will be implemented moving forward. mbaMission: Okay, good. So the first question I usually ask is related to how people, as you know, often subscribe to stereotypes about certain business schools. What do you think Wharton is not known for that it should be known for? What are the underrated aspects of Wharton? JJC: I think there are quite a few. I mean, because we’re a fairly large school and because we have a long history, I think the list of underrated parts of Wharton is pretty long. For us, I think it’s things like marketing and, in particular, interactive media, which is somewhat new and has become a real deep strength of ours. Real estate is an area that again, some people know about and some people don’t. It’s a real area of strength for us. And health care is a real strength of ours. Again, I think that some people know about it, some don’t. Our entrepreneurial program is, from my perspective, second to none, and it’s varied and it’s deep, and it has a long history. And I think that’s sometimes an underappreciated part of our program. We have a fairly aggressive retailing initiative that over the last few years has really picked up a lot of traction and momentum. So I mean, those are probably the ones that come to mind more immediately as parts of Wharton that are maybe a little less known sometimes, but you know, impressive, deep and with long history. mbaMission: Great. Is there a stereotype out there that you’d want to debunk with respect to the school? Something that you think people perceive about it that isn’t in fact true? JJC: I think for us, the myth that is most associated with Wharton is that we are most well known for finance. And with that myth, you get a lot of other misperceptions  that are built around that. So you get rumors like, “We only want people with really strong quantitative backgrounds. We only want people who want to major in finance. We only want people who come from the investment banking world. We only have people who go work in investment banking after school.” So it’s kind of one myth around finance, and built around that are a lot of other myths about our students, about the culture   that we’re cutthroat, that you have to work at a specific firm to come here, that you have to work at specific kinds of firms when you leave here. So my basic sense on all of that is they’re all just misperceptions . We want well-rounded people. We get applicants from all over the world, across every industry. We have people who after business school go work in every industry. We certainly like people who are going to be able to handle our academic program, and our academic program is a fact-based, analytic, data-driven approach to solving problems. But we also want people who are creative. We want people who are intellectually curious on a variety of dimensions, not just on the harder quantitative skills. So that’s what we look for. And again, I think that because we have one of, if not the best finance departments and finance curriculum amongst our peers, we want to celebrate our heritage in the quantitative disciplines and our expertise in finance, , but we also have built over the years excellence across a whole lot more than that. mbaMission: Definitely. So, you know how applicants are always on their toes and concerned that if they step out of line the tiniest bit, they’re going to be done in this process. Can you walk us through how an application is read at Wharton and also what state of mind it’s read in? JJC: Sure. I’ll start with the process. And I’ll just tell you exactly how we do it, and then we can go from there. Every application gets read a minimum of three times. So typically, the first time that it’s read, it’s read by one of our graduate students. And it’s a fairly competitive process to become one of our graduate assistants. The graduate students read an application fully, all the way through. They’ll look at your academic performance, they’ll look at your essays, they’ll read your recommendations, they’ll look at your extracurriculars and other activities, and they will, of course, look at your work experience, and they will kind of summarize and rank all of those different features, both individually and then they’ll provide kind of a holistic summary. Then the application gets read a second time in totality by one of the members of the Admissions Committee. And then I will typically read every application a third time. At that point, we’re really just trying to decide, do we want to interview this person or not? So, depending on how the application is doing at that point, we’ll either invite the person for an interview or the process will end for that person. And that typically happens about midway through each of our three rounds. The interview can then take place. One of our alumni can do the interview in the city where the applicant lives or works. Or, the applicant can come here to our campus in Philadelphia and interview with one of the graduate students or Admissions Committee members. And then the Admissions Committee, we also will do what we call hub interviews at locations around the world, and typically we choose those locations to be central and accessible to where large numbers of applicants can interview with one of the Admissions Committee members around the world. And then the interview report is placed into the file, and the file gets recirculated and read a fourth time by a member of the Admissions Committee. It is not the same person who read it the second time. At that point, we make a decision, and depending on how the round is shaping up, it may get read a fifth time or even a sixth time. Most applications at that point, it gets pretty competitive. It generally requires more reading and more discussion in a committee format before we will make a final decision, which could be “admit,” it could be “waitlist,” and it could be at that point the application is denied. And that’s the basic process. I could certainly go into a lot more detail about interviews, about how we do them. We can also talk more to your question about the mindset and the philosophy, so… mbaMission: Right, just to be clear: are these progressive stages, where once an application gets past one person, it moves on to the next person and then past that person to you, or do all three stages occur no matter what a reader’s perspective on the application is along the way? JJC: It’s the latter, not the former. All three stages occur regardless. I mean, the first person could fall in love with the applicant or not like the applicant at allâ€"it doesn’t matter. It still going to get a full and complete second read by an Admissions Committee member and still will get reviewed by me before any final decision is made. So everyone’s application gets read three times, regardless of what the first reader thinks, to be perfectly honest. mbaMission: Okay, great. I’d love to hear a little more about the interview process. How would you characterize the interview? JJC: Our interviews are blind, and that’s, I think, a really important distinction for applicants to know aboutâ€"what kind of interview you’re preparing for and what kind of interview you’re going to have. In our process, the person interviewing you has not read your application beforehand. So they will see your resume at the time of the interview, but they will not have met you before, they won’t have any preconceived notions about your application. This also means people need to be prepared to tell us a little bit about themselves, to kind of get the ball rolling. We won’t have the application, so we won’t be able to ask very specific questions about background or experiences. And I think some people prepare thinking we know those things ahead of time, and obviously, if you assume your interviewer knows those things, you handle the interview differently. So it’s really important to be prepared for different schools and different styles. mbaMission: Okay, and going back to what I mentioned earlier, what can you tell us about the typical perspective of the readers as they go through each application? JJC: I would say the overall perspective, and this is true for the interview, but it’s true, I think, for the whole process, is a positive perspective. So, we’re not looking for reasons to deny someone, we’re looking for reasons to admit someone. We appreciate that most of our applicants have put a lot of time and energy and thought and introspection into putting their application together. It’s hard. You have to make a lot of choices and decisions about what things you want to tell about yourself, how you’re going to use a limited amount of space to talk about yourself. You have to make a lot of hard tradeoffs about things you can tell us and things you don’t have an opportunity to tell us. And you know, for people who really throw their everything into their application, it can sometimes be, in a good way, a painful process, because you’re digging deep and you’re holding up the mirror. You’re thinking about your life and where you’ve been and where you want to g o. So we take that into consideration, and we read with an eye toward wanting to find all the good things about an applicant. We look for their strengths. We look for things that make them stand out, that make them unique. We look for their accomplishments. We look for positive parts of the application. Now at the same time, everyone has something, or more than one thing, in their application that they need to overcome. For some applicants, it might be their undergraduate GPA, which you can’t change once you apply. You can’t go back and do anything about it. So other parts of that application need to work harder to overcome those pieces, whether it’s somebody’s essays or recommendations or their work experience or their undergraduate performance. Everyone has something they need to work hard in another area to overcome. So we’re looking for how people choose to do that. We think a lot about the judgment that goes into the application, and, as I mentioned before, you have to make hard decisions. I’m as much interested in why you chose the topic you chose as I am about the answer itself. I’m much more interested in how you think through the problem of why you picked this, what you’re trying to tell me about yourself by the recommender you chose, by the choices that you’ve made, by the decisions that you’ve been forced to make, by how you handle those things. I’m more interested in your thought process than necessarily interested in the answer itself or the story itself. Each person, when you look at them in an application, it’s a bit like a puzzle, and you’re trying to put the pieces together and see if it hangs together. You’re looking for consistent themes, you’re looking for trends. You’re looking for what people have done already and trying to decide what will happen to them after they come through our program. And you’re thinking about all the different constituencies that you’re representing as you’re reading. You’re thinking about the faculty. You’re thinking about alumni. You’re thinking about employers. You’re thinking about other students, you know? It’s almost like the weight of those people is on your shoulder. So in our case, we’ve got 85,000 alumni. We’ve got over 200 faculty. We’ve got another 800 or more students. We’ve got all our employers that come to recruit. We’re trying to think about how this person will feel to all those different constituents. mbaMission: So you talked a little about how it’s not a punitive process. That said, are there any pet peeves of yours or major mistakes that you feel candidates regularly make that they’re just not aware of? JJC: I think the overall mistake that I see consistently is people who feel, who are trying to write or do things that appear not to be genuine, that appear to be designed to get [them] into business school. Right? I mean, for the most part, the best people and the best applicants are people who are just doing great things because they love them, because they want to do them, because they’re good at them, and they enjoy them. And it doesn’t feel like there’s a sort of strategic packaging together that’s taking place. It doesn’t feel overly orchestrated or forced. And I think that’s the biggest thing I see, is that people are so programmed or rehearsed and prepared and coached that they lose their own inner voice. That they lose their own passion, and when that happens, it’s just hard to know what’s authentic, what’s real, what’s genuine, and what is designed to be strategic or calculating. Now this is not to say I don’t want people to be prepared. It’s not to say I don’t expect the quality of the presentation of the application to be very high. It should be. People should be prepared. People should be thoughtful. But there’s a difference between being thoughtful and prepared and being overly scripted and strategic and programmed. And that’s the biggest mistake that I think I see, is that it feels like people oftentimes do things or say things that they think we want to hear as opposed to just being true to themselves and being honest and real, and letting us decide, relying on us and our judgment and our expertise to determine whether the fit is there and what the next step should be. mbaMission: Right. We put a tweet out asking for questions from applicants out there who are interested in Wharton, so we have a few from applicants who responded. JJC: Okay, I think I saw that. mbaMission: So here’s one. How has Wharton been affected by shrinking endowments? How has the school weathered the storm? Are scholarships down, for example? JJC: Actually, both the University of Pennsylvania and Wharton have a long history of being a little bit more conservative and pragmatic with the way in which we manage our finances. In the boom times, I think that might have hurt the school, but in the last couple of years, in a relative sense, we’ve actually done quite well. So our endowment has not been as affected as other similar schools’, and the university in general has been able to weather the storm much better than others. So in fact, our ability to fund financial aid on the MBA side is up a bit. And last year, we were one of the schools that was able to put together a very compelling international student loan for students who were outside the United States and did not have a co-signer. We were able to put together a very compelling offering when the CitiAssist program dissolved. And part of that is predicated on our brand, and part of that is predicated on the way we’ve managed our resources. We’ve been somewhat conservative for a period of time, and in this environment, that approach seems to be serving us quite well. So overall, I would say the crisis hasn’t really affected us. If anything, it’s been good for us. We’ve been able to attract higher quality faculty. We’ve been able to hire staff, when other schools have not been able to do those things. There’s been a bit of a “flight to quality” in times like thisâ€"you know, the power of the brand is even more importantâ€"and for our school, that seems to have been a positive development. mbaMission: Okay. Here’s another Twitter question: if I opt for the health care major or the Lauder Program, for example, and there’s higher demand for these programs, will my chances of being admitted be negatively affected? Will I only be compared against these pools? JJC: For both the Lauder Program and the health care program, the process works roughly the same way as for every other student, with the difference being that you have to declare your intent to join those programs at the time of application. And those are the only two programs where those are binding decisions that you have to make up front. To the extent that more people apply to those programs, then yes, those programs do become, by definition, more competitive. You are both compared with the other applicants within those programs and compared with the overall applicant pool. And I would say that’s no different than anyone. So to some extent, every applicant is compared to applicants who have similar backgrounds and similar experiences and look similarly to other applicants. At the same time, every applicant is also competing with every other applicant. So in that regard, the Lauder and the health care applicants are not judged any differently than any other. mbaMission: Got it. This is another question we received via Twitter: every program claims to have strong alumni, great professors, etc. What do you think truly differentiates Wharton from other top programs? What is Wharton’s unique value proposition? JJC: Let me start by saying that I think, to some extent, we and our peer schools are far more similar than we are different. I think that for people who are applying to Wharton and are choosing between Wharton and other schools in our peer group, at the end of the day, there are more similarities than there are differences. Having said that, I think the biggest difference for students, for applicants, is the culture and the fit. And everyone says that. On some level, you can compare faculties, you can look at the numbers of alumni in different countries, you can look at the facilities. At the end of the day, you’re first and foremost picking a place that you’re going to live in for two years, and at this point in someone’s life, two years is a long time. It’s almost like picking a family. You know you want to find a place that you feel comfortable in, that seems to be a good fit for you, that’s going to challenge you, but that’s going to do it in a safe and comfortable w ay. And I think for every applicant, how they answer that question is more about them than it is about the school. They need to come and touch it and feel it and meet other students, and get to know the faculty, understand the teaching styles and philosophies. They need to meet some of the alumni and see how that feels. And so I think it’s a very personal question on some level. mbaMission: That was a great answer. Building on that, the Visit Wharton Program, would you say it’s to a student’s advantage during the application process to attend? Do you have any preference for people who’ve taken the time to visit the campus? JJC: No, not really, and I’m thinking of how many of our students now who are from countries where it’s not easy to get to and from Philadelphia. Given how much [information] is available online and given how many alumni of ours are spread throughout the world, I certainly don’t think there’s any advantage from an application standpoint, in my view, in visiting or not. Do I think it helps the applicant make a decision? I do. So I think it helps applicants maybe understand their priorities in terms of which schools to apply to, and I certainly think once you get admitted, if you’re making choices between schools, I’d strongly encourage trying to visit. But it doesn’t help your chances in admissions. I would recommend it more from the applicant’s standpoint than necessarily from our standpoint. We don’t have any preference for people who’ve been here or not. mbaMission: Okay. So, the dreaded third roundâ€"should it really be as dreaded as candidates believe? There’s definitely a kind of “don’t apply in the third round” philosophy out there. How do you feel about that philosophy? What would you tell applicants about applying in the third round? JJC: Well, “dreaded” is a strong word, but I think it’s fair to say that the third round is not the ideal round for a really strong applicant. By the time we get to the third round, the reality is that a lot of things have already happened. So our ability to make decisions in the third round is different than it is in the first round. So my advice is to always use the third round as an absolutely last resort. So again, I would never say “dreaded,” but I think if you’re serious, and if it’s possible, you should apply in Round 1 or 2. Third round isâ€"and we’re very clear about this on our Web siteâ€"just significantly less optimal for an applicant than Round 1 or Round 2. mbaMission: Another thing you’ve been very clear about on your blog is that you don’t want to hear from people on the waitlist. But candidates seem to believe that there’s some trickery in this, that they can beat down your door in some way, and that this is some sort of test. So can you be unequivocal both in terms of candidate communication and third-party communication about candidates who are on the waitlist? JJC: Sure. The first thing I’d say is, if you’re on the waitlist, that isn’t necessarily a bad thing. I mean, by definition it means you are admissible. It means you are quite competitive, and it means you’re sort of still “in the mix.” Right? So your application is still viable, and you’re still in the discussion. It’s just that we need a little bit more time to see a few more different things, mostly things that are outside the applicant’s control, before we can make a final decision one way or the other. So the first point is, we’re very serious when we say we don’t want people to contact us. It’s not a joke. It’s not a test. It’s not a trick. We really don’t want to hear anything else. And there are really a couple of reasons for that. One is we want to be fair to everyone. Two is the factors we’re waiting for have nothing to do with the applicant at that point. They’ve put their application together, like everybody else, and we are unable yet to make a final decision on their application. And that’s almost all about not yet having enough information about things external to the application. So more information about the applicant isn’t what’s causing our decision not to yet be made. It’s that we need more time to see what happens with other things that are outside the application. And that can be around class size. It can be that we need to see what the next round looks like. It could be that we need to see what decisions are made by other applicants. So, we really don’t want more information. It wouldn’t be fairâ€"we don’t want to allow people to reopen and resubmit materials unless we do that for everybody. And we really don’t need any more information at that point. We’ve decided that you are admissible; we just need a little bit more time to get a little more information before we can make a final decision. And so that’s how I would characterize the waitlist situation mbaMission: It seems that Wharton will occasionally offer a deferral that hasn’t actually been requested by the applicant. You’ll admit someone, not for this class, but for the next class. How frequently does that happen and under what circumstances? Does this happen primarily to candidates who are on the waitlist? JJC: At least from my time here, I can’t really think of a situation where that’s happened, but my sense is we would only offer a deferral in response to a request from a student, and we offer them pretty rarely. As I think I’ve said [elsewhere] before, a deferral is a fairly unique and special situation where you’re basically guaranteeing someone a spot in a future class. So we don’t take that decision lightly. I can’t think of a time where we’ve ever granted a deferral without someone requesting one first. And I think the relationship between the waitlist and deferrals is…well, I don’t think there is a relationship. I think they’re totally independent, separate things. The waitlist is really about the current year. Deferrals are really, to some extent, unique situations for people who’ve already been admitted. Not waitlisted, but admitted. And for whatever reasonâ€"personal, professionalâ€"they would prefer not to come in the year they originally intended but would rather wait one more year. To me, those two things are completely disassociated. mbaMission: Okay. Thank you for clarifying that. So how do you feel when someone says that Wharton is their number one choice? Is that at all credible to you? JJC: It depends. I would say for the most part, it’s not that it’s not credible, it’s that it falls into the space of maybe an applicant telling us what they think we want to hear. Now I do think there are applicants who tell us that we’re their first choice, and then they have a lot to back it up with, either because of people they know or things they’ve done, or because they have a specific interest that aligns with something here. I mean, sometimes that’s credible. I think people tell us that because they think we’re concerned about our yield. They think that I’m trying to manage the yield, and to be perfectly honest, that doesn’t factor in at all. I think for us, the rankings and the yield percentages and all of that, they kind of all matter in a big sense in terms of our brand and our reputation. But we’ve been doing this a long time, and we’ve been innovative for many years, in all parts of our program. And I think our brand and our reputation are quite strong. Plus, the rankings can sometimes be volatile; the methodologies are not always perfectly transparent. So to the extent that people think that telling me Wharton is their first choice because they think that is going to help me manage some statistics for a ranking or a poll, that’s completely false. It just does not factor in. If they’re trying to tell me Wharton’s their first choice because they’re trying to communicate their passion for the school to me, then sometimes that can be credible. mbaMission: I see. Okay, last question. What can you tell us about the summer and full-time job searches? I know you’re not in charge of career services, but do you have anything to share on the topic? How do you think students have been faring JJC: I talk to a lot of students anecdotally, and I work very closely with my counterpart in career management. As I mentioned before, employers are an extremely important constituent, and I think at the end of the day, students come [to business school] in part because they want to make their careers better and, for a variety of reasons, they’ve hit a certain point in their lives and their careers and are using this as an opportunity to invest in themselves, to either do something different or new or to move more quickly, or to make a difference in a different part of the world or some sector. So I’m very interested in and follow as closely as I can the employment trends. Most of what I can tell you is anecdotal from having talked to students, and my sense is that our students are doing quite well. I think there are fewer jobs. I think the jobs that are there in the traditional spaces are more competitive. And I think that there are fewer jobs in the traditional spaces. So what I hear from students is they’re looking at things they didn’t originally think they’d be looking at when they applied. I hear a lot from students thinking about entrepreneurial pursuits, either [joining] small businesses that exist today or starting a business of their own, or higher growth businesses that they’re trying to break into that may not have been on the radar screen before. I see a lot of people looking at different industries that they had not originally considered. I think people are much more prepared and concerned and are spending their time more wisely. They’re not throwing all their resumes out there and hoping one sticks. They’re being much more disciplined about what they want to pursue and what they’re passionate about. And I think people are being a lot more flexible about the macro trends and trying to sort of rethink and recalibrate both short-term expectations and short-term priorities. But with all that, my sense is that our students are doing quite well. And I think that speaks partly to the school, partly to our students, partly to our alumni, and partly to our career management office. And the combination of our brand and the students who come hereâ€"they’re resilient, they’re smart, they’re disciplined, they’re creative. You combine that kind of person with the resources and the alumni base, and you have groups of people who are very up to speed on what’s happening in different parts of the economy and are trying to make this challenging situation an advantage, and playing to their strengths and to the school’s strengths as well. So mostly what I’m hearing is what I think you would call cautious optimism. But in some ways, we’re talking about this sort of crisis being an opportunity that’s too good to waste, that there’s a flight to quality, that brand matters, that this is a time when people can really leverage their capabilities and play to their strengths. So that’s the anecdotal answer. I don’t have data, but we’ve lived through downturns before. We had one earlier; in the last decade, in the early part of the last decade, we experienced a downturn. And so we’re looking very carefully at what happened during that downturn, what happened afterward, the data and statistics, in terms of jobs. Tactics we deployed to manage through that downturn. So we certainly have lived through this type of environment before and feel good that we will continue to make headway through this one as well. mbaMission: Great. Is there anything else that we didn’t cover that you feel you would like to communicate to the people who will read this interview? JJC: My only final thought is I would encourage people to apply. I think you miss 100% of the shots you don’t take, right? mbaMission: Right. JJC: I think people sometimes choose not to apply to Wharton because they think, you know, we’re this kind of school or we’re that kind of school. Or that we want people who are this age or that age, or this gender or that gender, or this country or that country, or this industry or that industry. And what I’d like to do is encourage people to apply. I can’t admit someone if they don’t apply, and there’s no way of knowing if you don’t apply. I’m always trying to encourage people who think of themselves as different, or think they don’t fit the profile, or think that they’re not a Wharton person. I always encourage those people to apply. And so I would just like to encourage people, when they’re thinking through the process, to consider Wharton and to apply, and let the process and the system take over from there. And I think it’s a great time to go back to business school. I think it’s a great time to be at Wharton, so I’m looking forward to seeing great a pplications this year and in the years to come. mbaMission: Great, great. Thank you so much, JJ. You’ve been really generous with your time, and I really appreciate it. JJC: No problem! Share ThisTweet Admissions Officer Interviews (Past Directors) University of Pennsylvania (Wharton)

How And Authority In George Orwells Shooting An Elephant

Our life of various kinds of decisions. Now then, how many times a man faces a difficult situation where he should make a momentous decision? Many times and, unfortunately, sometimes people are forced to do some things that they do not want to do. So, in the essay Shooting an Elephant George Orwell describes on his personal experience how and authority influences people to sacrifice their own principles. I believe that all people need in a harmony with oneself and not bend before others to try to satisfy other peoples needs. Firstly, when I read Orwells work I was really shocked, my feelings were vague like my mind was in a haze. The writer tells about his life back in Burma as a police officer. I felt the struggle because of†¦show more content†¦It was even dangerous for Orwell himself, he was just worried about what he should do not to lose his face in front of people who would laugh at him later. This essay opened my eyes to the peoples obsession with public opinion. People become so pressed that they start satisfy needs of others instead of doing what they really want to do. I remember my high school years very clear and right now I understand that at some points I have experienced this obsession and pressure. When I went to my high school, I was pressured by circumstances. I did not know anyone because it was a new school for me and I had to build relations with teachers and classmates. I was new at my high school, so, I had to be over friendly with people, show teachers that I am a good student and the most important idea that I had to be very quiet and keep my mouth closed. I was quiet because I did not want people to think that I am a white crow. If I think about this situation I see that at least other students had a significance because they were not new at this school and stuff, and teachers – all already knew them and because of this fact my classmates had mor e benefits than I had. Teaches were more willing with help to other students more than help to me because, I believe, they had a prejudice about me and some sort of expectations. At that time at high school I had not been understanding that I almost became a chameleon forShow MoreRelatedThe Evil Of Imperialism In George Orwells Shooting An Elephant1023 Words   |  5 PagesShooting An Elephant In George Orwell’s narrative, â€Å"Shooting An Elephant,† Orwell recreates his experience as a soldier trying to end imperialism in the country of Burma by shooting an elephant. George Orwell recreates this experience of imperialism being evil through the use of literary devices. Orwell opens his essay by reflecting upon the evil of British imperialism before shooting the elephant. 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He was a police officer who worked for British imperialists and killing the elephant would help him receive good judgement from the villagers in Burma. Orwell says that imperialism is evil and should be eliminated while others think that it is good for the public. The purpose of Orwell’s story is to show the audience that imperialismRead MoreLiterary Analysis of â€Å"Shooting an Elephant,† by George Orwell1152 Words   |  5 PagesIn â€Å"Shooting an Elephant,† George Orwell achieves two achievements : he shows us his personal experience and his expression while he was in Burma; he use the metaphor of the elephant to explain to describe what Burma looked like when it was under the British Imperialism. The special about this essay is that Orwell tells us a story not only to see the experience that he had in Burma ; he also perfectly uses the metaphor of the elephant to give us deep information about the Imperialism. By going throughRead MoreTrue Power in Shooting an Elephant by George Orwell Essay1482 Words   |  6 Pagesactions but comes from the following one’s own beliefs without being influenced by others. This principle sets up the story for Shooting an Elephant by George Orwell. The protagonist, Orwell himself, is a sub divisional police officer in Burma, a British colony. Orwell must try to find and use his inner power when he is faced with the decision of whether or not to kill an elephant which has ravaged the Burman’s homes. The state of power established through the imperialistic backdrop show that Orwell, asRead MoreAnalysis Of George Orwell s Shooting An Elephant 951 Words   |  4 Pagesto sway others gently into submission? He with the iron first, does not necessarily rule. In George Orwell’s â€Å"Shooting An Elephant,† the narrator clearly il lustrates that power, like beauty, is in the eye of the beholder. He implicates that power is an illusion of the oppress, and instead held by the oppressed, which ultimately renders the holder impotent. â€Å"Shooting an Elephant† is the story of Orwell’s experience as an officer of the Imperial British government during a stint in Burma. Orwell constructsRead MoreEssay about Shooting an Elephant by George Orwell1527 Words   |  7 PagesShooting an Elephant by George Orwell Few supervisors experience lack of respect and denunciation from workers because of their positions in a company. Supervisors take actions to preserve the image of authority before subordinates and from being ridiculed by their workers, even if the supervisors object these types of actions. The essay Shooting an Elephant relates to this situation. The author of this essay is George Orwell. The author talks about his work and personal experience that emphasizes

Most Meaningful Conversation Admission Essay

Distance to Cover Two years ago I suddenly found myself in the middle of an existential crisis. I was in a strange city, with no family, no money and a vague perspective of employment. Two of my close relatives had died, I had split up with the person I loved, lost my job and been diagnosed with a breast tumor. The only thing I could do was to constantly ask myself questions about why it was happening to me. I felt miserable and things were going from bad to worse until one day a miracle happened. I was going home from hospital when I saw a Buddhist temple. Being a Christian Orthodox, I had never visited it, but that time my feet just chose the direction themselves. I reached the door, hesitated for a minute and then stepped into the unknown. Imagine my shock when I was met there by my former classmate whom I had not seen for more than ten years. Can you imagine my surprise when I got to know that he had converted to Buddhism and was now living in the temple? At that time I felt so desperate, hopeless and confused, that somehow I told him about all my problems. He listened to me carefully, and when I finished with my usual why, he advised my to change my attitude. â€Å"You see, you think its punishment, while its not. Its just a distance to cover and a journey to make. Imagine, your soul agreed to take a dangerous journey to discover something very important. These are just a few obstacles.† This talk changed my life completely. I stopped looking for somebody or something to lay my blame on. And as soon as I changed my attitude, my doctor informed me that my tumor seemed to be nothing more than a laboratory mistake.

The Television On The Broadcast - 1129 Words

The broadcast â€Å"Playing God: The Broadcast† addresses the events of multiple emergency situations in which healthcare workers triaged health care resources. These decisions directly affected not only the quality of a patient’s life but even cost lives. The broadcast discusses three emergency situations that took place in different countries at different times. In each of these situations, healthcare workers had to utilize their resources and give the best care to each and every patient. The core guidelines of healthcare, seen and interpreted within these situations, are the four principles of health care ethics: autonomy, beneficence, non-maleficence, justice. Emergency situations, discussed in the broadcast, were reciprocated by a triage†¦show more content†¦Later that second night around 2 am the generator stops working and so do all of the elevators, equipment on batteries, ventilators, chaos ensues. Out of 9 patients on the ventilator, only 4 of survive d. A nurse in the podcast verbalized her feelings about watching a patient die in front of her eyes as the most difficult decision she had to make, accepting and letting go. She believed that this situation was critical, and realized that even if they would get the patient transported to the helipad area they had no chance of surviving. While the hospital was in a chaos of, lifting the patients closer to the helicopter area, nobody in the hospital realized that the helicopters were choosing their own triage plan. That is why almost no helicopters arrived the next day, choosing to save families that they saw on the roofs of houses. On the third day, half of the doctors gathered to make another plan of one, two, and three. This plan was an actual representation of triage in which doctors would assess and decide which patient would get which number that would be attached to a patient’s gown. All of the patients were taken from their rooms and brought to the second floor lobby area. 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Economic Development in Urban Areas free essay sample

Many villagers and small town dwellers want a living in big cities. With some expectations, they make a movement from villages to big cities. This migration from rural areas to big cities is called urbanization. There are two kinds of factors why rural people seek for urban life. The first one is urban pull factor. They dream for higher wages, better housing and utilities, better school and hospital, more jobs opportunity, and more experience that they can get it all from a living in big cities as they think. The second one is urban push factor. We know that most of rural areas people are farmers. There’s not much else to do anymore in the village but wait for harvest time and without higher level of education, availability of media, or facilities that they need, they might be stimulated to move to urban areas. But after they reached what they called their dreamland, most of them must face more problems than what they had when they lived in villages. They will face some problems because of their insufficient abilities, experience, education, and skills those are needed for a good living in big cities. For instance, they can’t provide housing or maybe they can’t find any job. And then they just stranded with the option of staying in cities or coming back home. As the result of urbanization, cities have more problems to overcome such as pollution, overpopulation, drug abuse, congestion, crime, poverty, traffic jam, slum areas, and many more. There must be something to solve these problems. Government and citizens should be involved because taking care of city problems can’t be done entirely by government. The community can be even more successful because it deals directly with problem areas. As the solution to solve those problems government can provide housing, create a new regulation transmigration program, provide skills training program, or start to develop in rural areas. Beside that, citizens can help to succeed government’s programs with giving charity, offering some good job to jobless people, becoming foster parents who subsidize the education fee for underprivileged children, or offering a low cost housing for homeless people. Last of all, urbanization not only impacts a better future than living in a village, but also worse. Villagers must consider about their ability to deal with a living in problem-ridden city before they intend to move to big cities. Economic change has helped lead America into urban crisis for the following reasons. First of all, because urban problems are no longer confined to the inner city, but are regional in nature. The federal government has, also, largely drawn from the urban policy arena, thereby having cities and sates to develop their own solutions to local problems. Furthermore, the economy of cities is no longer organized around a central business district, but is dispersed throughout a metropolitan region. Next, the national economy has experienced a fundamental reorganization and many cities have experienced the direct effects of deindustrialization and disinvestments. Additionally, the fiscal crisis within the public sector is unprecedented and has seriously negative effects for the provision of services at all levels of government. Finally, the nature of work itself has changed within cities as more women enter the labor market; the changing nature of work has affected the urban family in many ways, many of which have direct ramifications for social welfare and family policies. There is a great amount of inequality of income in some cities. Most of those who fall bellow the poverty line is African Americans and Hispanics. This is because they are placed in low paying jobs. As more and more people immigrate into the country, there are less and less jobs to go around. This creates a larger poverty gap. People just coming here to America are placed in very low-income jobs. This is all they can get if they don’t speak any English. For example, here at Rider the cleaning people are all Spanish. They don’t speak any English, and their job is to be the cleaning crew. These are the only types of jobs that these people can get most of the time, and this makes our percentage of people who are in poverty go up. Another problem that is contributing to the urban crisis is the rise of single-parent families and ‘present-orientated’ values. The problem here is that the divorce rate in America is getting higher and higher, and also the amount of children being had out of marriage is greatly increasing also. This creates one parent raising a child. The problem here is that there is no proper care for children in this situation. The parent has too much responsibility. They are to provide for the family, as well as adequately care for their children. When the single parent has to go to work, to get money to pay for a place to live, food, and clothing, there leaves no time to watch and take care of the children, meaning children are left to take care of themselves after school is over and this result in a lot of problems for the communities. These children cause trouble. They are the ones who commit most crimes in an urban environment. This is why in an urban city there is a lot more crime. There are a lot of children left unsupervised for most of the day and night. Another problem is the ethnic tensions that there are in America. There are many things that are wrong with this. The first problem is that because of racism, people are secluded. They are pushed to all live together, because people don’t want to live next to them. This is how a ghetto is started, and slums. All the people of low incomes live in the same neighborhood together. They also contain the high crime rates because these are the people who are also of single parent families and their children are left unsupervised. Another problem with racism is that people are given lower paying jobs because of their race, and also, they aren’t able to have to same amount of experience as other people. They don’t go to as good of schools, and they then might not be able to go to college, so they are stuck. They can only get a low paying job. This creates families to be stuck in poverty for generations, they can never get out, unless with government assistance of some sort. Then this makes the inner cities all full of low-income families, and creates a poverty stricken area that cannot be fixed in any way. If there were more integration within neighborhoods, then we wouldn’t have these areas. Another reason why urban America is in crisis is because of the underground urban economy. This also causes a lot of crime in urban cities. The people in these cities who are poor, and are trying to find a way out, usually try by doing something illegal. A big example of this is drug sale. People start selling drugs to get money. This creates a lot of problems. The selling of illegal materials results in murders, and robberies, to either get the drugs, pay for the drugs, or avoid getting caught selling them. Another example of this is people stealing things, like car parts, and selling it on the black market. All of these illegal acts always result in something that makes the cities look worse and worse to live in. I know that when I go into Little Rock I am really afraid, because I know that there is a really high amount of crime there, and I am always thinking that someone is going to try to shoot me for my car, rob a store that I am in, or something else. Stereotypes of cities are easily created, and this doesn’t help the situation. Also, the advancement in technology has lead many people to be left without jobs. This technology had created more unskilled labor, and putted skilled labor to a minimum. People, who had been specialists at doing certain skilled work, are constantly being replaced by machines that can do the same work faster and cheaper. This creates a huge economy gap. It makes the rich get richer and the poor get poorer, by giving all the money from the profit of sales to the company owners, rather than to employees. So, the people who were already well off, have even more money, and those people who were middle class citizens are now jobless, and can not afford to take care of their families. The problem here is obvious, the more jobs that are lost because people are replaced by machines, the greater the amount of people who become in poverty. The numbers keep increasing. The UNFPA report we are launching today is of great importance and very timely: unleashing the potential of urban growth, as the reports subtitle indicates, represents the greatest challenge of this century. The diagnosis made in the report is beyond dispute: urbanization is inevitable, but it can also be positive. Furthermore, the report focuses on poverty since it is poor people who will make up a large part of future growth. The report also focuses on the situation of women and young people. Projections suggest that in 2030, 60% of the population will be less than 18 years old. This is a very explosive situation if prevailing development models continue to exclude young people. My own research in various African capitals indicates a clear deterioration in the situation of young people, particularly with respect to access to paid employment. Younger people are taking more time than previous generations to find work and more often find themselves in precarious jobs in the informal sector. A society that does not provide challenging opportunities to its youth is a failed society. The situation is already catastrophic in the cities of the poor regions of the world and it is obvious that young people will not accept being excluded or marginalized. They will resort to alternative means, including violence, to challenge a world that leaves them so little space. I would suggest that this is urbanizations greatest challenge is giving young people access to decent jobs that match their aspirations. In short, we must recognize the great merit of this report, which identifies the real problems and makes an extremely valid diagnosis.