What Just Happened 4 Strange Job Interviews Explained

What Just Happened 4 Strange Job Interviews Explained Just had an interview that didn’t feel how you thought an interview should feel? Are you left feeling like you’re trying to decode mixed messages? Or just so weirded out you’re not even sure what transpired? Sometimes the interview process isn’t as structured as common sense or past experience might lead us to believe. Some companies, quite frankly, don’t have their act together. Or are just looking for something a little less traditional. Here are four strange  job interviews and their scenarios that may help unravel your confusion.The Fire AlarmWhoever heard of an interview as a call for help? But sometimes companies are in such trouble, or such a state of flux, that they’re not even sure exactly what they need the most, or how best to organize their priorities. If you find yourself in an interview like this and notice that you’re getting less clear on the responsibilities of the role you’re applying for, rather than more cl ear, you might be in this disaster territory.Try and figure out exactly what they seem to need, then whether or not you fill that need, then whether or not this situation is a good fit for you. If you feel up for intervening and saving the day, go forward! If not, politely bow out of the process if it stops feeling workable to you. Particularly if this isn’t your only nibble.The AutomatonYour interviewer is so professional and so clinical, that you’re not entirely sure they’re not a robot. You start to wonder whether you have a chance. Relax. You do. They wouldn’t have called you in unless you were qualified for the position. Realize that you’ll probably not have a buddy-buddy relationship with this particular supervisor. Are you a good self-starter? Comfortable not receiving a lot of encouragement? Then proceed without concern.The SaboteurYour interviewer seems to be trying to throw everything they can at you to get you to see all the negatives of the organization. Is this some sort of test? Are they trying to get you to rise to the occasion and criticize the company? Or are they trying to make sure you’re not faint of heart and can take the impending heat? If you sense the interviewer is trying to see if you can weather what they’ve obviously had to weather, then keep that smile on your face and go for it.The â€Å"Not-Erview†You’ve been called in to interview, but it’s becoming clear this is not a full-time position. Before your heart sinks, consider whether taking on a project-based or short-term position would make sense for you in this stage of your career. Maybe it wouldn’t, but maybe that’s just the right balance for where you are right now. Either way, an interview situation is an interview situation. And great practice for the next time around!

The Battle of Tannenberg in World War I

The Battle of Tannenberg in World War I The Battle of Tannenberg was fought August 23-31, 1914, during World War I (1914-1918). One of the few battles of maneuver from a conflict best known for static trench warfare, Tannenberg saw German forces in the east effectively destroy General Alexander Samsonovs Russian Second Army. Employing a mix of signals intelligence, knowledge of the enemy commanders personalities, and effective rail transportation, the Germans were able to concentrate their forces before overwhelming and surrounding Samsonovs men. The battle also marked the debut of General Paul von Hindenburg and his chief of staff, General Erich Ludendorff, as a highly effective duo on the battlefield. Background With the outbreak of World War I, Germany began implementation of the Schlieffen Plan. This called for the bulk of their forces to assemble in the west while only a small holding force remained in the east. The goal of the plan was to quickly defeat France before the Russians could fully mobilize their forces. With France defeated, Germany would be free to focus their attention to the east. As dictated by the plan, only General Maximilian von Prittwitzs Eighth Army was allocated for the defense of East Prussia as it was expected that it would take the Russians several weeks to transport their men to the front (Map). Russian Movements While this was largely true, two-fifths of Russias peacetime army was located around Warsaw in Russian Poland, making it immediately available for action. While the bulk of this strength was to be directed south against Austria-Hungary, who were fighting a largely one-front war, the First and Second Armies were deployed north to invade East Prussia. Crossing the frontier on August 15, General Paul von Rennenkampfs First Army moved west with the goal of taking Konigsberg and driving into Germany. To the south, General Alexander Samsonovs Second Army trailed behind, not reaching the border until August 20. This separation was enhanced by a personal dislike between the two commanders as well as a geographic barrier consisting of a chain of lakes which forced the armies to operate independently. After Russian victories at Stallupà ¶nen and Gumbinnen, a panicked Prittwitz ordered the abandonment of East Prussia and a retreat to the Vistula River (Map). Stunned by this, the Chief of the German General Staff Helmuth von Moltke sacked the Eighth Army commander and dispatched General Paul von Hindenburg to take command. To aid Hindenburg, the gifted General Erich Ludendorff was assigned as chief of staff. Shifting South Just prior to the change in command, Prittwitzs deputy chief of operations, Colonel Max Hoffmann, proposed a bold plan to crush Samsonovs Second Army. Already aware that the deep animosity between the two Russian commanders would preclude any cooperation, his planning was further aided by the fact that the Russians were transmitting their marching orders in the clear. With this information in hand, he proposed shifting the German I Corps south by train to the far left of Samsonovs line, while the XVII Corps and I Reserve Corps were moved to oppose the Russian right. This plan was risky as any turn south by Rennenkampfs First Army would endanger the German left. In addition, it required the southern portion of the Kà ¶nigsberg defenses to be left unmanned. The 1st Cavalry Division was deployed to screen to the east and south of Kà ¶nigsberg. Arriving on August 23, Hindenburg and Ludendorff reviewed and immediately implemented Hoffmanns plan. As movements began, the German XX Corps continued to oppose Second Army. Pushing forward on August 24, Samsonov believed his flanks to be unopposed and ordered a drive northwest towards the Vistula while VI Corps moved north to Seeburg. Germans General Paul von HindenburgGeneral Erich Ludendorff166,000 men Russians General Alexander SamsonovGeneral Paul von Rennenkampf416,000 men Casualties Germany - 13,873 (1,726 killed, 7,461 wounded, 4,686 missing)Russia - 170,000 (78,000 killed/wounded/missing, 92,000 captured) Hindenburg Attacks Concerned that the Russian VI Corps was making a flanking march, Hindenburg ordered General Hermann von Franà §ois I Corps to begin their attack on August 25. This was resisted by Franà §ois as his artillery had not arrived. Eager to begin, Ludendorff and Hoffmann visited him to press the order. Returning from the meeting, they learned through radio intercepts that Rennenkampf planned to continue moving due west while Samsonov pressed XX Corps near Tannenberg. In the wake of this information, Franà §ois was able to delay until the 27th, while XVII Corps was ordered to attack the Russian right as soon as possible (Map). Due to I Corps delays, it was XVII Corps which opened the main battle on August 26. Attacking the Russian right, they drove back elements of the VI Corps near Seeburg and Bischofstein. To the south, the German XX Corps was able to hold around Tannenberg, while the Russian XIII Corps drove unopposed on Allenstein. Despite this success, by the end of the day, the Russians were in jeopardy as XVII Corps had begun to turn their right flank. The next day, the German I Corps began their assault around Usdau. Using his artillery to advantage, Franà §ois broke through the Russian I Corps and began advancing. The Trap Closed In an effort to save his offensive, Samsonov withdrew XIII Corps from Allenstein and re-directed them against the German line at Tannenberg. This led to the majority of his army being concentrated east of Tannenberg. Through the day on the 28th, German forces continued to drive back the Russian flanks and the true danger of the situation began to dawn on Samsonov. Requesting Rennenkampf to divert to the southwest to provide aid, he ordered Second Army to begin falling back to the southwest to regroup (Map). By the time these orders were issued, it was too late as Franà §ois I Corps had advanced past the remnants of the Russian left flank and assumed a blocking position to the southwest between Niedenburg and Willenburg. He was soon joined by XVII Corps which, having defeated the Russian right, advanced southwest. Retreating southeast on August 29th, the Russians encountered these German forces and realized they were surrounded. The Second Army soon formed a pocket around Frogenau and was subjected to relentless artillery bombardment by the Germans. Though Rennenkampf made attempts to reach the beleaguered Second Army, his advance was badly delayed by the German cavalry operating on his front. The Second Army continued to fight for another two days until the bulk of its forces surrendered. Aftermath The defeat at Tannenberg cost the Russians 92,000 captured, as well as another 30,000-50,000 killed and wounded. German casualties totaled around 12,000-20,000. Dubbing the engagement the Battle of Tannenberg, in vindication of the Teutonic Knights 1410 defeat on the same ground by a Polish and Lithuanian army, Hindenburg succeeded in ending the Russian threat to East Prussia and Silesia. Following Tannenberg, Rennenkampf began a fighting retreat which culminated in a German victory at the First Battle of the Masurian Lakes in mid-September. Having escaped the encirclement, but unable to face Tsar Nicholas II after the defeat, Samsonov committed suicide. In a conflict best remembered for trench warfare, Tannenberg was one of the few great battles of maneuver.

Entrepreneurship & Innovation Dissertation Example | Topics and Well Written Essays - 2500 words

Entrepreneurship & Innovation - Dissertation Example As of 2010, more than half a billion people have embarked on new entrepreneurial ventures. One of these extraordinary entrepreneurs is Arthur Lok Jack. Arthur Lok Jack is an entrepreneur who possesses the following characteristics: risk-taker; innovative; has foresight and vision; resourceful; persistent; ambitious, intelligent and knowledgeable; hard-working; realistic; adaptable; business savvy; and practices networking. Risk-taking Risk-taking among entrepreneurs involves taking calculated actions designed to control and minimize the risks involved, at the same time ensuring that goals are achieved. This behaviour sets entrepreneurs apart from gamblers who depend on chance and from individuals who prefer to â€Å"play it safe† (Joseph 2003). Risk-taking behaviour is viewed as beneficial, as revealed in the positive association between risk and output wherein a higher level of risk increases the likelihood of getting impressive results (Analoui & Karami 2003). Penrose (1959) asserted that entrepreneurship involves determining opportunities within the economic system, including those which entail a high amount of risk. Rauch and Frese (2007) attributed risk-taking behaviour on the entrepreneur’s propensity to make decisions on situations which show low likelihood of success. This behaviour makes entrepreneurs stand out compared to risk-averse individuals. However, risk-taking may have different interpretations. For example, ordinary consumers might view such behaviour as reckless. On the other hand, business owners consider risk-taking as a move to minimize risk when making business decisions. Innovativeness Entrepreneurs constantly strive to find ways to develop and introduce new and unique products and services. Innovation may come in five forms: (1) introduction of a new product or improvement in the quality of existing ones; (2) new methods of production; (3) opening of new market; (4) new source of supply or raw materials or half-manufacture d goods; and (5) new industrial organization (Joseph 2003). Schumpeter (1935) envisioned an entrepreneur as an economic agent capable of creating novel combinations of production factors in response to investment opportunities. An entrepreneur is viewed as an indispensable element of the capitalist economy who embodies the principles of capitalist change, as well as industrial and technological change. There is mounting evidence that entrepreneurial innovativeness is significantly correlated to success. This applies to innovation on a personal and organizational level. Organizational level of innovation reflects how innovative an entrepreneur is. The relationship between innovation and success can be predominantly observed on new technology organizations compared to traditional industries (Rauch & Frese 2007). Rutherford and Holt’s (2007) investigation on the link between individual and corporate-level innovativeness pointed out two important facts. First, innovativeness is b ased on a personal willingness to develop and introduce improvements and innovations in work process. Second, individual focus on innovativeness is suggested since entrepreneurial activities are created and implemented by individuals. Foresight and vision Entrepreneurs are visionaries, able to foresee where the company should be in the future. Gillespie-Brown (2008) describes how an entrepreneur envisions the: (1) future of existing products and services; (2) reinvention of the business; and (3) generation of opportunities in present markets. Bellini (2005) defined foresight

The use of HR Service Centers Term Paper Example | Topics and Well Written Essays - 2500 words

The use of HR Service Centers - Term Paper Example Frederick Taylor and his followers introduced the first formal monitoring system prior to World War I. In the year 1950, it was recognized that appraisal is a useful tool for motivation as well as development of the employees. In the year 1970, the term performance management was introduced by Beer and Ruh. The later section of the project deals with the literature review of performance appraisal where previously conducted research has been taken into consideration in order generate to ideas and to make the base stronger. The last two section deals with the problems as well as recommendations for performance appraisal. Human resource management is one of the most important functions for any organization. It deals with matters relating to staffing, skill management, performance management, payroll, training and development, recruitment and selection among others. HRM is a management driven activity, focused on the values of the business, commitment oriented, with diverse strategic scope which gives strong stress on incorporation. This paper deals with the discipline of performance management which is one of the most important aspects of HRM (Armstrong, 2006). Performance management is one of the most important developments in the areas of human resource management. It is a tool which helps to measure the performance of the employees as well as improve their way of working so that the goals of the organization are achieved in an effective and efficient manner. It is very often found that whenever one thinks of performance in an organization, the first thing that comes to our mind is performance of the employees. Infact the performance management must deal with the products or services, programs, processes, departments, organization, teams and groups, etc. 360 degree feedback method is the modern appraisal method which includes feedback from everyone including self ratings, peer review and upward assessment. It helps in

William Shakespeares Othello as a Classic Tragic Hero Essay -- GCSE C

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Simply defined, a tragedy always entails the downfall of the protagonist. As a common standard in tragedy, the protagonist, or "tragic hero" is of high standing who is faced with some opposing force whether internal or external. "Tragedy is the imitation of an action; and an action implies personal agents, who necessarily possess certain distinctive qualities both of character and thought; for it is by these that we qualify actions themselves, and these- thought and character- are the two natural causes from which actions spring, and on actions, again all success or failure depends...." This excerpt from Aristotle's Poetics illustrates an aspect of tragedy upon which many works, including Shakespeare's Othello, are based. In Poetics, Aristotle expresses the writer's obligation to create what is known as a "tragic hero" in all forms of tragedy. He further explains that this persona must be dominated by a "hamartia" or tragic flaw which leads to his downfall. Prevalently in Othello, the protagonist, Othello, can be seen as a classic tragic hero who is opposed by the strong force of his innate naivetà © and over-trust as flaws in his otherwise virtuous character. Through the rapid development of the play, we see Othello's character disintegrate as a result of his growing jealousy and are finally stricken by a powerful catharsis where despite his wrongdoing, the reader feels pity for Othello and his mis... ...ty of Nebraska Press, 1993.    Muir, Kenneth. Introduction. William Shakespeare: Othello. New York: Penguin Books, 1968.    Shakespeare, William. Othello. In The Electric Shakespeare. Princeton University. 1996. http://www.eiu.edu/~multilit/studyabroad/othello/othello_all.html No line nos.    Wilson, H. S. On the Design of Shakespearean Tragedy. Canada: University of Toronto Press, 1957.    Wright, Louis B. and Virginia A. LaMar. ?The Engaging Qualities of Othello.? Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Reprint from Introduction to The Tragedy of Othello, the Moor of Venice by William Shakespeare. N. p.: Simon and Schuster, Inc., 1957

Apple Globalization Essay

Apple distributes its products in over 80 countries through its direct channels, its cellular network carriers distribution channels and third party resellers. Apple success is due mainly to the collaboration of the iphone with its updateable applications. In markets such as the United States and Japan. Apple business strategy focuses on bringing the best personal computing and music experience to students, educators, creative professionals, businesses, government agencies and consumers through its innovative hardware, software, peripherals, services and Internet offering (Apple Computer, 2005). According to a report in Electronista, market data from Gfk Japan shows the 32 GB iPhone is in the No. 1 spot for July, ahead of Japanese-made phones from Sharp, Panasonic (PC), NEC, Casio and Sony Ericsson (a Japanese/Swedish joint venture). ( Dewiit, Philip Elmer cnn money article) In one of the most technologically advanced countries such as Japan it is no wonder why apple seems to be gaining so much success in a foreign market. The Japanese market is in awe of the simplicity and performance that apple product provide. In doing a PEST analysis I have come to a realization that the Japanese market wants high performance low cost technically superior and social acceptable products at an affordable price. Rendering apple a perfect company to satisfy these wants. Apple distributes its products in Japan through its own retail stores and companies such as Wal-Mart and other retail giants. Accoding to the Apple annual report Japan’s net sales increased $551 million or 32% in 2009 compared to 2008. The key contributors to this growth were increased iPhone revenue, stronger demand for certain Mac portable systems and iPods, and strength in the Japanese Yen (Apple annual report 2009 pg. 13). Similarly Apple’s target market in the United States wants the same kind of high performance low cost gadgets. Apple manufactures most of its products in China and has them shipped to the United States to be sold at their apple stores as well as retail stores such as Wal-Mart. Apple is a huge success in America and word is getting around. The world is taking notice to the technical giant and surely buying into the apple revolution. Apples success in the united states contributes to its success around the world. With itsiphone exclusive to AT&T even such a 3rd rate company was able to make a comeback and to lead the cellular market when it bought exclusive rite to the iphone. This just shows you the kind of power Apple holds. According to the Apple annual report â€Å"During 2009, net sales in the Americas segment increased $2.4 billion or 15% compared to 2008. The increase in net sales during 2009 was attributable to the significant year-over-year increase in iPhone revenue, higher sales of third-party digital content and applications from the iTunes Store, and increased sales of Mac portable systems. (Apple annual report 2009 pg.13) Apple has over 240 stores located around the globe. America dominates the list with its 218 stores while France is set to start opening stores at a rate that is second only to the US. Apple is a juggernaut in the computer industry with a presence that keeps on growing within every country. Everyone in the world has heard of or knows someone that either owns or associates with Apple Inc. Thus making it into a giant that only few can contend with. The continued success of Apple Inc makes for a global leader in the innovation of tomorrow. References- Apple annual report 2009 http://library.corporate-ir.net/library/10/107/107357/items/315133/AAPL_10K_FY08.pdf Dewitt, Philip Elmer. â€Å"Apple iphone No. 1 in Japan†. CNN MONEY. august 17 2009 . JOBS, STEVE. â€Å"APPLE DEVLOPMENT CENTER†. APPLE. MAY 9 2010 . SKIPWORTH, HUNTER. â€Å"IPHONE IN JAPAN†. TELOGRAPH.CO.UK. DEC 1 2009

Gambling the Problems and History of Addiction,...

Recently there have been a lot of studies on the subject of gambling and games play. The average uninformed individual might wonder Why, it really is not that big of a deal? and think that it is just a small poker game or a little bet over a sporting event. There are so many more aspects to gambling than just the little games and bets. That is just a fraction of all of the problems and crime it can be connected to. Now there are also great perks to having some forms of gambling, such as lotteries. The lotteries help out by contributing to government programs such as education, military, etc. To help people understand gambling and games play it is necessary that they learn about the history, the viewpoints, and the cold hard facts.†¦show more content†¦He sued the Washington D. C. government, the Supreme Court ruled in favor of the plaintiff and they were forced to pay the one-hundred thousand dollars. This scared many states from getting directly involved with lotteri es and thus led to the banning of lotteries in most states. Only Pennsylvania and Massachusetts had not prohibited gambling and game playing from 1840 to 1860. Gambling would return, however, in a bigger way than before. Gambling exploded back onto the scene around the late 1880s near the end of the Civil War. This was known as the second wave called National Lotteries. The south needed a way to pay for all of the reconstructing it would need, after the damages suffered during the war. There were a variety of things that needed to be fixed such as; roads, bridges, school buildings, and all of the other buildings and institutions that had suffered damage during the war. Desperate for a way to raise money, southern legislatures let private operators conduct lotteries to raise these greatly needed funds. Lotteries were different this time as they were held on a national level instead of a local level. The southern lotteries sold out tickets to people all over the nation. A ver y popular lottery was held in Louisiana and was called The Serpent. The reason this lottery was so popular was because it was held on the national level. Everyone from anywhere in theShow MoreRelatedDeveloping Management Skills404131 Words   |  1617 Pages978-0-13-612100-8 1. Management—-Study and teaching. 2. Management—Problems, exercises, etc. Kim S. II. Title. HD30.4.W46 2011 658.40071 173—dc22 I. Cameron, 2009040522 10 9 8 7 6 5 4 3 2 ISBN 10: 0-13-612100-4 ISBN 13: 978-0-13-612100-8 B R I E F TA B L E O F C O N T E N T S Preface xvii Introduction 1 PART I 1 2 3 PERSONAL SKILLS 44 Developing Self-Awareness 45 Managing Personal Stress 105 Solving Problems Analytically and Creatively 167 PART II 4 5 6 7 INTERPERSONAL