【Native Speaker每日综合训练—29系列】【29-03】经管

olivia瓜瓜

Official weibo: http://weibo.com/u/3476904471

Speed
Hey，不想复习GMAT，不想看英语?Wake up， boys and girls  . Top 10 MBA瞅一瞅,有没有自己的dream school。
每一款平均GMAT 690分 以上，还没有理由狂虐 GMAT？

Speaker
是关于brene brown 关于  shame，vulnerability, courage,  and authenticity .瓜瓜最近被这些东西困扰，找视频发现这个东西狂喜~~于是分享~

Obstacle
昨天读到Kim 的文章，受感动与启发
于是分享关于Nelson Mandela的 leadership，感受Nelson Mandela所带给我们的力量与鼓舞~~Enjoy~
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Part I: Speaker

                article 1    

Brene brown : listening to shame

[Rephrase1]

[Speech,20:38]



Source: TED

http://www.ted.com/talks/brene_brown_listening_to_shame.html

olivia瓜瓜

            Part II: Speed        
                     
       article 2           
  
The 2013 Top 10 MBA In The United States

[Time 2]



1.  Harvard
• Index: 100
• Average GMAT: 727
• Acceptance rate: 11.8%
• 2013 median base salary: $120,000
In September, The New York Times published a major feature on Harvard Business School's highly successful efforts to erase gender inequality from its campus. But the overall impression left by the lengthy article was that Harvard had some deep-seated problems that it was still struggling to resolve.
In fact, the school has made impressive strides to address what is a broader societal issue that plays out to some degree on all business school campuses. In the class of 2013, the percentage of women receiving Baker Scholar honors, the top 5% of the class, hit a new record. Out of 47 Baker Scholars, 38% were women. Only a few years ago, women were routinely underrepresented among this elite cohort. Though women account for 36% of Harvard's class of 2009, only 11% of Baker Scholars were female.
This year's entering class, meantime, boasts the highest percentage of women to ever enter Harvard Business School. Some 41% of the incoming 941 students were women, up from 40% last year and the previous year's 39%.


2.  Stanford
• Index: 99.6
• Average GMAT: 732
• Acceptance rate: 6.8%
• 2013 median base salary: $125,000
A record 18% of this year's graduating class at Stanford started their own companies, solidifying this business school's position as the leading incubator for MBA startups. Its location in the heart of Silicon Valley, not far from Sand Hill Rd., the epicenter of the venture capital world, has made Stanford startups the most generously funded of all new ventures coming out of business school.
This year's entering class at Stanford is among the most distinguished its ever had. The average grade point average of the first-year MBAs crept ever higher, to an impressive 3.73, the highest of any U.S. business school and up from Stanford's 3.69 average last year. The average score on the Graduate Management Admission Test is also a new record: 732, up from 729 last year.
[338 words ]

[Time 3]


3.  Univ. of Chicago - Booth
• Index: 98.9
• Average GMAT: 723
• Acceptance rate: 21%
• 2013 median base salary: $115,000
Chicago Booth ranked third on Poets&Quants' list for the fourth consecutive year and continued to build on its formidable momentum. Among the top 10 U.S. business schools, Booth reported the largest increase in applications this year: a near 10% increase. The increased volume allowed the school to be quite selective, admitting only 21% of its applicant pool. The median GMAT score for the incoming class this year was 730, matching Harvard Business School for the very first time.
When grads from the class of 2008 were surveyed for a return-on-investment ranking of MBA programs, Booth turned up second, behind only Stanford University's Graduate School of Business. It was a surprising showing, particularly given Booth's reputation for its educational offerings in finance, which was among the most damaged sectors during the Great Recession and was particularly punishing to class of 2008 grads. Yet, Chicago alumni reported five-year gains in average salary of $92,600, well above Harvard's $79,600 or Wharton's $74,400.


4.  Univ. of Pennsylvania - Wharton
• Index: 98.2
• Average GMAT: 725
• Acceptance rate: 22%
• 2013 median base salary: $120,000
What's wrong with Wharton? Not very much, to tell the truth. Yet a Wall Street Journalstory two months ago suggested that Wharton has fallen behind rivals in recent years, pointing out that applications have dropped 12% in the past four years along with a years-long decline in business school rankings. Several MBA admissions consultants reinforced the story line, saying that Wharton's luster had faded as the market has shifted away from the school's core strength in finance toward technology and entrepreneurship.
Yet MBA graduates from Wharton this year had one of the best placement records in the school's history. Some 97.8% of the class had job offers three months after graduation, up from 95.5% a year earlier, and median base salaries rose to $125,000, up $5,000 from 2012.
This year's entering class at Wharton, moreover, is arguably its best ever -- at least as judged by average GMAT scores. The 725 average GMAT score for the class of 2015 is a record and seven points higher than the previous year. And unlike many other business schools, Wharton has led the way by enrolling record percentages of women, higher than either Harvard or Stanford. This year, 42% of the entering class is made up of women.
[410 words ]

[Time 4]


5.  Northwestern-Kellogg
• Index: 96.0
• Average GMAT: 715
• Acceptance rate: 22.9%
• 2013 median base salary: $120,000
Under Dean Sally Blount, who was recruited from New York University's Stern School, where she led the undergraduate business program, Kellogg is pushing forward in remarkably positive ways. The school recently broke ground on a new ultra-modern home with dramatic vistas of Lake Michigan and Chicago's skyline. Kellogg expects to move into the 410,000 square foot global hub in late 2016.
It's the latest in a series of changes at Kellogg under Blount, including a greater emphasis on its one-year MBA program for business undergraduates, dramatic improvements in the way the school is teaching entrepreneurship, and a new marketing campaign that challenges Kellogg's grads to "think bravely." To fund the improvements, Blount is half way toward reaching the finish line of a $350 million capital campaign.
This year, for the first time ever, the school added a video component to its admissions process, requiring applicants to answer random questions on webcam.


6.  MIT Sloan
• Index: 94.2
• Average GMAT: 713
• Acceptance rate: 15.2%
• 2013 median base salary: $118,500
MIT Sloan's two-year MBA Program is comprised of a combination of case studies, team projects, lectures, live case discussions, interactions with industry leaders, and hands-on lab classes. Throughout the first-semester core curriculum, students build the foundation of their MIT Sloan education. Working with a team of five or six classmates, they gain skills through required course work in economics, accounting, managerial communication, business statistics, and organizational processes (as well as an elective in either strategic marketing or finance).
[268 words ]

[Time 5]


7.  Columbia
• Index: 93.7
• Average GMAT: 716
• Acceptance rate: 18.1%
• 2013 median base salary: $110,000
Leadership. Innovation. Entrepreneurship. All popular buzzwords in MBA programs, for sure, and three of the key ingredients in a newly redesigned core curriculum Columbia has rolled out this fall for its incoming class of 2015.
The school's curriculum was last redesigned in 2009 to respond to the changing business environment wrought by the financial crisis. The new core comes on top of a highly successful fundraising campaign that has raised $500 million toward the $600 million cost of a new campus for the school, which is expected to open in early 2018.
Among the latest changes, Columbia will now teach some technical components of courses online to free up more classroom time for deeper discussion. The school will also increase the number of electives students can take in the first year to allow them to make a stronger impression on employers during their summer internships.


8.  Dartmouth - Tuck
• Index: 93.6
• Average GMAT: 719
• Acceptance rate: 20.8%
• 2013 median base salary: $115,000
Small. Intimate. Cozy and collaborative. That is how students describe the MBA experience at Dartmouth's Tuck School of Business in rural Hanover, N.H., where students and professors get to know each other remarkably well. The school announced that for the third consecutive year, more than 70% of its alumni have contributed money to the school. That's quite an achievement, considering the average alumni giving rate for a top 20 business school is about 20%.
The participation rate is often considered the best and most visible sign of the alumni network's loyalty to the school and its willingness to help current students. The generosity of Tuck's alumni reflects, in part, the strong bonds MBA students make with each other and the school during their two-year MBA experience. But it's also a reflection of a world-class fundraising operation that heavily involves alumni and makes giving something of a competition. "Tuck alums feel as strongly about the school as people do to their first-born children," says Dawna Clarke, director of admissions.
[353 words ]

[Time 6]


9.  Duke - Fuqua
• Index: 92.8
• Average GMAT: 694
• Acceptance rate: 26%
• 2013 median base salary: $110,000
Duke can lay claim to providing the MBA education for one of the most famous executives in the world: Apple CEO Tim Cook, the late Steve Jobs' handpicked successor. No school could get a better living advertisement for itself.
In recent years, the school has had great success at matching its MBA graduates with world-class companies seeking the best and brightest. The breadth and diversity of recruiters coming to Fuqua is a testament to the quality of its students and what the school does with them. That helps explain how Fuqua moved up one spot on this year's ranking.


10.  UC Berkeley - Haas
• Index: 92.0
• Average GMAT: 714
• Acceptance rate: 13.9% (estimate)
• 2013 median base salary: $115,000
The insiders joke that Berkeley's Haas School is the business school for hippies. That's never been the case, but it's a quaint way to refer to one of the hardest schools in the world to get into. If you're interested in tech, entrepreneurship, and innovation, Haas is one of the best schools in the world to get an MBA.
The highly selective program, which enrolls a small class of 240 full-time MBAs each fall, is anchored by 12 required courses that promote a general management perspective and provide a framework for the more specific courses that follow. The first year of the program is divided into four quarters. The core curriculum is rooted in business fundamentals, including marketing, finance, and accounting.
Two years ago, the school made significant curriculum changes to focus more on leadership. In the overhaul, a pair of existing core courses, Leading People and Leadership Communications, had been restructured to offer additional leadership skills, such as the ability to influence others. And a new course called "Problem Finding, Problem Solving" was added to the core to address what the school considers "underlying skill sets that are missing in a typical MBA education."
[338 words ]

[ Rest ]
Poets&Quants' composite ranking combines the five most influential business school rankings in the world: Bloomberg BusinessWeek, The Economist, The Financial Times, Forbes, and U.S. News & World Report. Each ranking is weighted to account for their authority and credibility. BusinessWeek, Forbes, and U.S. News lists are given a weight of 25% each, while the FT is given a 15%weight, and The Economist is given a 10% weight.
[67 words ]

Source : Fortune china
http://www.fortunechina.com/management/c/2013-12/04/content_186455_10.htm

olivia瓜瓜

    Part III: Obstacle

article3    

     

    The evolution of Nelson Mandela’s leadership

By Hitendra Wadhwa
Hitendra Wadhwa is Professor of Practice at Columbia Business School and the founder of the Institute for Personal Leadership.

[Paraphrase 7]

     Nelson Mandela sacrificed the usual trappings of a good life – family, comfort, professional success – to spend 27 years as a prisoner of conscience in his fight against apartheid. He emerged to lead his nation as its president in 1994 and chose to forgive rather than seek revenge for past crimes, helping South Africans build a new social foundation.
     After only one term in office, despite being viewed as a father of his nation by his people, he chose to hand over the reins of power voluntarily rather than keep a lifelong grip as many other strong leaders have sought to do in Africa.
     Is this not the makings of a saint? Many of us have certainly viewed Mandela as such. President Obama recently called him "one of the greatest people in history," the BBC described him as "perhaps the most generally admired figure of our age," and a research study in 2012 established Mandela as the second-most-well-known brand in the world, after Coca-Cola (KO).
    And yet, there are dissenting voices. F.W. de Klerk, the last apartheid-era leader of South Africa, said, "I do not subscribe to the general hagiography surrounding Mandela. He was by no means the avuncular and saint-like figure so widely depicted today."
    Coming from de Klerk, this unflattering view should not surprise us. Though he shared the Nobel Prize with Mandela for their work in dismantling apartheid, they were fierce opponents, and Mandela too had few positive things to say about his adversary. But on the point of his own sainthood, Mandela actually agreed with de Klerk: "I was not a messiah, but an ordinary man who had become a leader because of extraordinary circumstances."
    Indeed, there are many markers on Mandela's "Long Walk to Freedom" -- beyond the glowing ticker-tape headlines we normally associate with him -- that demonstrate his fallibility.
    Mandela made for a poor scholar, struggling through his classes as a law student. In 1962, he embraced violence, founding Umkhonto we Sizwe -- Spear of the Nation -- the ANC's armed wing, which launched guerrilla attacks on the government, and journeyed to Ethiopia to learn how to use firearms. During South Africa's first democratic elections in 1994, he actively canvassed for lowering the voting age from 18 to 14 years to ensure a strong win for the ANC, citing as precedents a questionable list of five countries that included North Korea, Iran, and Cuba -- a move that was widely criticized.
    In 1991, he traveled to Zambia and asked its people to vote Kenneth Kaunda back into power, even while Kaunda was very unpopular at that time after a 27-year dictatorship. Kaunda ended up losing. And as president, Mandela presided over an administration that largely ignored the AIDS epidemic in South Africa, with a shocking 11.7% of South African adults infected with the virus by the time he retired.
    Perhaps in our yearning for perfect heroes, we have rushed to place him on a pedestal that he himself recognized was not appropriate.
But when we dig deeper, we find there is much more to him, and it all hinges on how we define great leadership.
    Mandela was once asked if he did poorly as a law student because of racism among the faculty "Yes, I did have a racist lecturer, but that is not why I didn't do well." He knew he had to take responsibility for his performance. When he was a prisoner on Robben Island, Mandela organized a process for educating himself and other prisoners. Even as prisoners were forced to go out to the limestone quarry for a day of hard labor, each working team was assigned an instructor who taught them history, economics, politics, and other disciplines. They called it "Island University." He later reflected, "I had to go to prison in order to learn how to be a good student."
    While in prison, Mandela focused on learning the language and history of his oppressors, the Afrikaaners, and then even helped certain prison guards write their letters for promotion.
    Once, when he was in hiding at a friend's estate prior to his arrest and imprisonment, he shot and killed a sparrow with an air rifle in a prideful display of his firearms skills. As he turned to boast , his friend's five-year-old son turned to him with tears in his eyes and said, "Why did you kill that bird? Its mother will be sad." Mandela reflected, "I felt that this small boy had far more humanity than me. It was an odd sensation for a man who was the leader of a nascent guerrilla army."
    Great leaders approach life as a school. They are always learning. No situation -- a day in prison, a scolding from a child -- is too inconsequential.
    Like Martin Luther King in America, Mandela had initially embraced Gandhi's ideals of non-violence. He only reluctantly parted with this philosophy to start the armed wing of the ANC. "Gandhi remained committed to nonviolence; I followed the Gandhian strategy for as long as I could, but then there came a point in our struggle when the brute force of the oppressor could no longer be countered through passive resistance alone. We chose sabotage because it did not involve the loss of life, and it offered the best hope for future race relations."
    Later, Mandela admitted that the ANC's actions led to some human rights abuses, and criticized those that refused to acknowledge it.
    After the executive committee of the ANC attacked his position on lowering the voting age to 14, he backed down, and wrote in his diary, "I have made a grave error of judgment."
    When Kaunda lost the vote in Zambia, Mandela went back to Zambia and said to the public, "I was wrong to have chosen sides ... I know that Dr. Kenneth Kaunda was the head of state when Zambia sacrificed immeasurably for the liberation of my country. I made it appear as though it was only Dr. Kaunda and not the whole country of Zambia that helped in our struggles. While there is room for us to single out the great leadership that Dr. Kaunda offered, it was not for me to determine who was to be elected."
And after resigning as president, Mandela did finally awaken to the scourge of AIDS. He took on an active voice in highlighting the need for testing and treatment and acknowledged that his administration had been wrong in not making it a bigger priority. And, breaking a taboo, he revealed that his son had died from complications related to AIDS, using the occasion to educate his people about the need to talk openly and deal with this problem.
    Great leaders take on great challenges, and along the way they sometimes make great mistakes. Their greatness lies in how committed they remain to discerning right from wrong. When they find they have erred, they acknowledge their lapse, correct their course, and move on.
    But Mandela was not just satisfied with acknowledging his flaws -- he actively worked on eliminating them.
    In prison, he worked hard to cultivate more self-control over his anger. Once, he nearly physically attacked a prison official upon being provoked, ultimately assaulting him verbally. That day, he returned to his cell and reflected, "Even though I had silenced Prins, he had caused me to violate my self-control and I consider that a defeat at the hands of my opponent."
    Later, he reflected on The Oprah Winfrey Show, "If I had not gone to prison, I would not have been able to do that which is the most difficult -- to change yourself."
    Along the way, did he actually change? On one occasion, returning to his boyhood village to attend a funeral, Mandela reflected, "There is nothing like returning to a place that remains unchanged to find the ways in which you yourself have altered. I realized that my own outlook and world views had evolved ..."
    Stories from fellow prisoners abound about how, over the course of many years on Robben Island, Mandela gradually became a calmer, more centered, and more patient leader -- a leader South Africa dearly needed.
    This is what great leaders do -- they see themselves as a work in progress, and they sculpt themselves to get progressively closer to their ideal form. And their impact on the world, as a result, grows exponentially.
    In a letter Mandela wrote from jail to his wife Winnie, he wrote, "Never forget that a saint is a sinner who keeps trying."
    To his legion of admirers around the globe, perhaps Mandela's greatest contribution is to awaken us to our own potential for greatness. All we need to do, like Mandela, is to keep trying.
[1483 words ]

Source： Fortune China
http://www.fortunechina.com/management/c/2013-12/10/content_187319.htm

sherlock1992

沙发~~~~           今天的沙发特别多啊。。。
Speaker:
>1.vulnerability is not a weakness, and that myth is profoundly dangerous.
->V is an emotional risk, exposure, uncertenty, it reveals our daily life and it's the most accurate mearsure of courage, it tells us to be honest.
>2.we have to talk about shame.
shame->self, guilt->behavior
shame organized by gender.
>the overlap of male&female->vulnerability.

Quotation:It is not the critic who counts. It is not the man who sits and points out how the doer of deeds could have done things better and how he falls and stumbles. The credit goes to the man in the arena whose face is marred with dust and blood and sweat. But when he's in the arena, at best he wins, and at worst he loses, but when he fails, when he loses, he does so daring greatly.         
                                                                                                                       By TheodoreRoosevelt
Speed:
T2-2'11''
T3-2'27''
T4-1'44''
T5-2'12''
T6-2'01''

Obstacle-8'27''A real leader, a saint is not a person who has no mistakes forever, but a person who can discern right from wrong unhesitatingly, correct these errors and move on. Nelson Mandela is such a leader.

lucyqiliu

谢谢瓜瓜！占个座先
speaker: Vulnerability is not weakness. It is the birthplace of creativity and change.Shame is not guilt. Shame focus on self, while guilt focus on behavior.Shame is organized by gender. For women, shame is do it all, do it perfectly, and没听清. For men, shame is do not be perceived weak.

Time 2: 3'51'' gender inequality of Harvard. Standfor focus on fostering MBA
startups. Compared to previous years' score, this year's GPA & GMAT sore are both
higher.
Time 3: 4'04 The competitive application of Chicago Booth this year. Wharton's
applications and ranking dropped.
Time 4: 2'17''  Northwestern-Kellogg invested $300 million on campus
construction. MIT's two-year MBA program.
Time 5: 2'23'' Columbia focus on leadership, innovation and entrepreneurship.
Dartmouth - Tuck is small, intimate, cozy and collaborative.
Time 6: 2'39'' Duke has been successful at matching its MBA graduates with world-class companies. UC Berkeley - Haas's changement on curriculum.

一次作业分四次才做完！俺家的小屁孩什么时候能一觉到天亮啊？让为娘我也能一口气做完一次作业吧！

Dora7

首页~~~

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Obstacle：9‘33’‘69

叶晴豆

小沙发
Obstacle 10:58
main idea: Mandela's long way to become a great leader
Many of us have certainly viewed Mandela as a saint
Actually he is not a messiah, but an ordinary man
compare his earlier life experience to his actions after 27 years in prison
life in prison gradually changed Mandela to become a calmer, more centered, and more patient leader
Great leaders approach life as a school
Great leaders take on great challenges, and along the way they sometimes make great mistakes
saint is a sinner who keeps trying
we should learn from Mandela ---keep trying

晓野的野

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MBA果然耀眼啊

jessie0910

谢谢瓜瓜！~~

2/338w/01:50

3/410w/02:04
  The percentages of women in Wharton was higher than either Harvard or Stanford.

4/268w/01:19

5/363w/01:45

6/338w/02:08

Obstacle
7/1483w/11:47
  Auther summarized the main achievements of Mandela.
  Keep learning and change himself through his life.
  He could self-reflection after when he had made mistake.

吐吐yeah

二环~谢谢瓜瓜~

Speaker
Vulnerability is not weakness.Vulnerability is the birthplace of innovation,creativity and change.
Shame is a focus on self and it is organized by gender.

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Obstacle
main idea: the evolution of Nelson Mandela’s leadership
structure:
1. Many of us have certainly viewed Mandela as a saint.Yet Mandela actually didn't consider a messiah.
2. chronologically introuces how Mandela transformed to be a real gread leader through his experience
3. Great leaders approach life as a school. They are always learning.
    Great leaders take on great challenges, and along the way they sometimes make great mistakes.