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小蘑菇开始打怪

内容：吐吐yeah 编辑：小蘑菇开始打怪
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Part I: Speaker

Boost Your Productivity with Microbreaks
By Charlotte Fritz | FROM THE MAY 2012 ISSUE

Source: HBR
https://hbr.org/2012/04/boost-your-productivity-with-m/

[Rephrase 1, 8: 45]

小蘑菇开始打怪

Part II: Speed

Don’t count on corporate gender quotas to break the glass ceiling
BY SIMONE PATHE  November 14, 2014

[Time 2]
After Norway passed a law mandating that public limited-liability corporations create boards with no less than 40 percent of each gender represented, the number and quality of women board directors rose and the pay gap vis-a-vis male board members shrank.

But 10 years into this experiment, which now is being copied in other countries, there’s not much evidence of a trickle-down effect for other women in the workforce, according to “Breaking the Glass Ceiling? The Effect of Board Quotas on Female Labor Market Outcomes in Norway” (NBER Working Paper No. 20256).

“We find no evidence of significant differential improvements for women in the post-reform cohort, either in terms of average earnings or likelihood of filling in a top position in a Norwegian business,” write authors Marianne Bertrand, Sandra E. Black, Sissel Jensen and Adriana Lleras-Muney, although large standard errors mean they cannot rule out the possibility.

At best, the reform may have increased women’s representation in the C-suite of targeted firms, a very small group of individuals. “The representation of women does not improve anywhere else in the [targeted] firms’ income distribution (top 95th percentile, top 90th percentile, top 75th percentile). We also see no improvements on gender wage gaps among top earners and find no evidence of changing work environments in affected firms.”

Additionally, there is no evidence that the rise in female board members inspired younger women to consider business careers or delay child-rearing in order to further careers. In the authors’ survey of 763 students at the prestigious Norwegian School of Economics, from which many board members have graduated in the past, fewer than 10 percent of women said the reform encouraged them to get a business degree. “If anything, the share of women obtaining business degrees fell after 2004 (except for 2007).” The authors also write that “we see no apparent reduction in the large gender gap in earnings that emerge in the first few years post graduation.”
[323ords]

[Time 3]
“Corporate leaders argued there were not enough qualified women to fill the board positions.”
Although the World Economic Forum ranks Norway third among nations for opportunities for women, the proposed reform in 2003 met with considerable resistance in the business community. Before it was enacted, corporate leaders argued there were not enough qualified women to fill the board positions.

Even after the reform, most companies did not do much to increase female participation. By 2005, only 17 percent of board positions were held by women. So the government added sanctions, which took effect in 2008. That’s when the average share of women on the boards of those companies reached 40 percent.

In addition to increasing the representation of women on boards, the reform improved pay equity within boards. The pay gap with male counterparts on boards narrowed from about 38 percent to 28 to 32 percent. Moreover, despite the business community’s stated fears about decreasing quality, female board members post-reform were actually better-educated than the pre-reform cohort. The study found they had an extra half-year of education and MBA degrees on par with the male board members.

The reform may have affected too few women to have a large impact. A majority of the 563 public limited-liability companies subject to the law in 2003 went private or otherwise changed their corporate status, leaving only 179 firms subject to the legislation by 2008. Although not all of this decline can be attributed to the legislation, it limits the number of firms and women affected by the law and thus the law’s potential impact.

“While we do not observe any trickling-down to other top managerial positions in affected firms or elsewhere, it is possible not enough time has passed for such spillovers to occur,” the authors write.
[297 words]

Source: PBS
http://www.pbs.org/newshour/making-sense/dont-count-on-corporate-gender-quotas-to-break-the-glass-ceiling/

7 steps to a new job — but first, burn your resume
BY NICK CORCODILOS  November 4, 2014

[Time 4]
In a recent column, “Here’s why your resume isn’t getting traction,” I suggested that your resume is a crutch that actually hinders your job search if you rely on it to get you in the door. I said, “The key to job hunting success is people — meeting them, talking with them, and getting them to recommend you to managers,” and I offered some tips about how to conduct a much more active job search.

Some readers expressed consternation. Some even held that resumes are not only necessary, but absolutely required to get a job. What I see is that people prefer the easy way out, even if in their own experience it rarely pays off. One commenter issued a challenge that I said I’d address in another column — so here it is.

pazczyk: Here’s a bet for you: Pretend you are a new, entry-level employee, just starting out. Or perhaps an older person embarking on a second (or third) career, or returning to the workforce after raising a family. Get yourself a solid, entry-level, basic-office resume. Now, go find work. I’d love to see that experiment.

I’d burn the resume. (See “The truth about resumes.”) Here’s what I would do next, using some of the methods I teach via Ask The Headhunter.

1. I’d look around my area and pick three to four companies I’d love to work for, but not just ones that are advertising jobs. In fact, if one of them has no jobs posted, all the better — there’s less competition, or none at all. (See “There aren’t 400 jobs for you” and “Uncover Hidden Jobs.”)

2. I’d sit down and figure out (thank you, Internet) who works there, who does business with the company, and who its vendors, customers, lawyers, consultants, landlords and contractors are. (See “I don’t know anybody” and “Who does the work you want to do?”)
[312 words]

[Time 5]
3. I’d work backwards: Before looking for jobs, I’d look for referrals to the company. If you try this, research all the people and companies we identified in step two. Make it your goal to contact as many as you can — not to ask for a job, but to get advice and insight about each company. What problems and challenges are they facing? What kind of help do they need?
4. When you reach these people, talk shop. Don’t ask for a job lead. Instead, have intelligent questions to ask about their work.
How to say it: “I know you do business with Company X. Could I ask your advice on something? I’m considering working with X — what’s your opinion of their product line?”

Your actual question would depend on your line of work and expertise. You might ask about what engineering methods the company favors, or how it stacks up financially.

If you reach an employee in the department where you’d like to work, be more specific. Ask questions about their work, after you indicate that you do the same kind of work. Establish common ground. Don’t ask about jobs; ask about what kind of help they need, and home in on the areas where you could help.

How to say it: “What are you reading nowadays… or what kind of training have you taken… that helps you with your job? If I wanted to work in marketing in your company, what advice would you give me about how to prepare myself?”

5. Start making friends. Some people will be helpful, some won’t. If you make no investment, you’ll get no returns. A fun fact from the world of psychology is that people love to talk about themselves — and about their work. Express interest; encourage discussion. But never fake it. If you’re not genuinely interested, don’t make the call. (But then, why would you want to interview for such a job?)
The productive contacts will be people who enjoy talking with you; the ones you will have several exchanges with in the next few weeks. They’re the ones who will talk about their work and the work you do. Now you’re making friends, gaining insight, getting advice, and potentially developing referrals to the managers who run the teams you want to work for. (See “Outsmart The Employment System.”)
[389 words]

[Time 6]
6. Avoid human resources departments like the plague. They’re the gate keepers, but they don’t make the decisions once a hiring manager is in contact with a job candidate. Your mission is to get to the manager before HR knows you’re “in the building.” (See “Get past the guard.”) After all, HR’s job is to identify great candidates for hiring managers. Make sure you get it right — identify yourself as a candidate to the manager so the manager can make a decision about you without HR in the picture.

7. Keep in mind that this takes time, but the best referrals come from people who have gotten to know you. Your best contacts will be the people you’ve hit it off with — legit new buddies. Let’s say you work in marketing and you’ve gotten to know a marketer who works in your target company.

How to say it: “Is there a manager in the marketing organization you can suggest that I might talk with to learn more about the company’s marketing philosophy and practices? I’m considering this as a place to work, but long before I apply for a job, I’d like to get a manager’s opinion about whether I could really help the company. If not, then it’s not the right place for me.”

All you need is one such introduction — and you’re in. No resume.

Dear Readers: I never said this was easy. This approach takes careful planning and lots of work and preparation. It requires actively meeting and talking to people. (Kind of like what you do at your job, eh?) I know this is a foreign idea to most, because all our lives we’re taught that we find a job ad, we send in a resume, and we wait.

If you really think that works, then tell us your story — but in my experience it’s the exception to the rule. The rule is, most jobs are found and filled through personal contacts. What I’m trying to do is show you how. It’s up to you to try it. My offer is to answer your questions and to help you try this age-old way of doing business — personally.
[361 words]

Source: PBS
http://www.pbs.org/newshour/making-sense/ask-the-headhunter-7-steps-to-a-new-job-but-first-burn-your-resume/

小蘑菇开始打怪

Part III: Obstacle

The Growth of Shadow Banking
By Gaston Gelos and Nico Valckx

[Paraphrase 7]
Shadow banking has grown by leaps and bounds around the world in the last decade.  It is now worth over $70 trillion. We take a closer look at what has driven this growth to help countries figure out what policies to use to minimize the risks involved.

In our analysis, we’ve found that shadow banks are both a boon and a bane for countries. Many people are worried about institutions that provide credit intermediation, borrow and lend money like banks, but are not regulated like them and lack a formal safety net. The largest shadow banking markets are in the United States and Europe, but in emerging markets, they have also expanded very rapidly, albeit from a low base.

In our latest Global Financial Stability Report we discuss three ways of measuring the size of shadow banking:

The Financial Stability Board offers a broad definition of shadow banks as nonbank financial intermediaries engaged in credit intermediation (including investment funds), and a more narrow one which excludes entities which do not directly undertake credit intermediation or which are consolidated into banking groups.

We compute another measure, derived from flow of funds accounts, for a smaller set of countries. It focuses on “other financial intermediaries” and excludes non-money market investment funds, since the latter mainly manage assets on behalf of clients and thus do not engage directly in credit intermediation.

Lastly, we propose a new, alternative definition of shadow banking as financial activities using nontraditional funding, independently of the financial institution involved. The focus on activities is one advantage of this approach. For example, securitization is classified as shadow banking, whether it is conducted on-balance sheet by banks, or off-balance sheet through special purpose vehicles.

These measures show some notable differences for the United States and the euro area. They all share a similar growth trend until 2007, after which their paths diverge markedly (Figure 1). After a mild drop around 2008, the Financial Stability Board’s measures now surpass their pre-crisis levels. Positive valuation effects are one of the reasons behind the pickup in the Financial Stability Board’s measures, given the growth in the investment fund industry.

In contrast, our measures remain broadly constant or have fallen, which reflects two opposing forces: the decline in the role of certain activities after the crisis, such as securitization and securities and repo lending, and a concomitant rise in other activities, includ­ing those of country-specific entities, such as special financial institutions in the Netherlands and U.S. holding corporations.

For broad monitoring purposes, it may be good to keep an eye on various measures, as they may capture different developments across the shadow banking spectrum.

The driver’s seat
What drives shadow banking? Our analysis shows that shadow banking growth is associated with GDP growth, low interest rates and low term spreads (inducing search for yield), bank capital stringency (capturing regulatory circumvention), and with growth of institutional investors (Figure 2.A). Controlling for these factors, there also appears to be some complementarity with the size of the banking sector.

Looking forward, the current financial environment remains conducive to further growth in shadow banking. Many indications point to the migration of some activities—such as lending to firms—from traditional banks to the nonbank sector. Especially in the euro area, the growth of lending by shadow banks seems to gather force, while its share of total lending remains high in the United States (Figure 2.B).

The analysis in our report shows that in the euro area and the United States, investment funds, traditionally considered less risky (think PIMCO or Blackrock) have been growing the fastest since 2009—but taking on more risk. Some of these funds have been venturing into less liquid assets, including loans to companies.

More data needed
We recommend policymakers should keep an eye on how different shadow banking activities and entities grow and may contribute to systemic risk.

We need more data on balance sheets of shadow banking entities to improve our understanding of the risks that shadow banks (and their growth) may pose—that is, whether they engage in excessive maturity or liquidity transformation, how much leverage is involved, how risky their credit positions are, and how interconnected they are with the rest of the financial system. So far, such analysis can only be undertaken in very broad terms for some broad shadow banking sectors.
Hence, a definitive assessment of whether the growth of shadow banking is good or bad for financial stability cannot yet be given – but there are indications of risk build up, at least in some sectors.
[760 words]

Source: Economonitor
http://www.economonitor.com/blog/2014/10/the-growth-of-shadow-banking/

peggychianglove

2:01, 162w/m
1:52, 159w/m
1:36, 195w/m
2:00, 194w/m
1:41, 228w/m
4:56, 151w/m

cyndichiang

Speaker
The woman's research showa that microbreaks which are unrelated to your jobs actually help little to our reenergizing.
Q. how about taking a walk or so?
A. it's not helpful according to research,but she suggests to do so at lunchtime
Q.distinction between long-time break and microbreaks? what do you find?
A.disengagement from workplace may be helpful
Q.How long is a good vacation? Wha's the best way to disengage?
A.not so long vacation or short vacation is better since people's excitement fade away quickly
   Find the work-life balance
Q.What you still want find in research?
A.Becasue measurement is limited she still needs more sophisticated designs

Obstacle 4'33''
The author anaysized the potential risks of shadow banking,which lacks of formal regulation
New difinition: financial activities using nontraditional funding, independently of the financial institution involved
The measures reflect two opposing factors:decline in certain activities and a concomitant rise in other activities
The author thinks that more data is needed in order to better understand the risks that shadow baning poses

Phoebedyf2

Time2: 2'41''
After 10 years of mandating a policy, women proportion has not increased in workforce, and for young women, they are not considering entering the business world or having child earlier for thier future career.

Time3: 2'10''
Many firms didn't want women to participate in the company business. After a reform implemented, women on board need to be high-educated, however, not too much firms were affected by the reform.

Time4: 2'00
When you are hunting for a job, you should pick up few companies you really want, pretend as a new, entry-level employe, throw up your resume, and get to know your target company's information via Internet.

Time5: 2'30''
And you should search about what your target company need, and when you meet the employee, you should ask sth smart, sth based on your experience. Also, you can make friends with people in the company to get insight.

Time6: 2'05''
Then you need to avoid the HR, get to your target company's manager directly and introduce yourself. Though this way of hunting job is totally different from the normal way, it is the way to creat a personal contact with you and your target company. This method do need time consuming, but it's just worth it.

Obstacle: 5'05''

Stefan00

time 2:2’00 Reforms did not change the gap largely.
time 3:1’50 but there are some differences happening. So maybe what we need is more time to see whether the reform has a impact.
Time 4: 1’45 to get a job, first thing to do is to burn your resume.
Time 5: 1’57 other ways to get a job.
Time 6: 1’32 avoid the HR and talk to the manager.
Obstacle: 5’03’’ How shadow banks grow, how to measure them, what drives them. More data is needed.

alicia27

小蘑菇开始打怪 发表于 2014-11-20 23:38
Part III: Obstacle
The Growth of Shadow Banking
By Gaston Gelos and Nico Valckx

               
Time2 02:14 144wpm
Time3 01:49 163wpm
Time4 01:42 183wpm
Time5 02:06 185wpm
Time6 01:50 196wpm
Obstacle 04:49
shadow banking involves risks
ways to measure the size of shadow banking
shadow banking is drived by several factors
more data needed

Jiayouqin

Speaker:
Coffee break is not effective.
The idea of micro break: little things we do throughout the day that may not relate to work.
Traditionally,
There are negative or neutral relationship between productivity and non-work related micro breaks.
Work related piece can make you feel energized.
How about other types of breaks? Such as longer breaks. What are useful breaks?
Mentally disengage with work is helpful, but not realistic during lunch break. It is possible during the longer breaks.
In a complex, working-around-clock style, we have to let the work go some times.
How long should the vacation help?
The effect fades away very fast. It is good to take several short breaks multiple times a year.
Why study research?
The breaks associated with health-being of employees. The researcher likes travel. Work life and non-work life are linked closely.
Further research direction: what activities have what effect on work day? Is there a cycle?
Speed:
T2: 3’13’’
Law in Norway helps to increase the number of women board directions and shrank pay gap.But no evidence of the effect for other women. No help in many aspect and no help in inspiring future women.
T3: 4’ 04’’
Co leader argue not enough qualified women for board. Fter sanction, companies reach 40% bar.
Pay equaity. Women are better educated. Companies under regulation decreases.

T4: 2’22’’
The key to job hunting success is people, not resume.
What you should do? Find companies and search related people
T5: 2’29’’
Talk to these peole in terms of advise and companies information. Ask what you can help. Make friends and ask them jobs later.
T6: 2’16’’
Avoid human resource. Mangers matters more. It is difficult, but better than resume approach.

Obstacle: 6 minutes 50 seconds.
Shadow banking grows rapidly in both types of countries. What drive growth and what policies to make to minimize the risk?
Three ways to measure the size. Different definition have different focus. They show big different for US and EU.
GDP, low IR, low term spreads, etc drive SB growth.
Good future, but keep eye on activates. Need more data. It is hard to determine it is good or bad. Risks are building up.

apooolo

speaker:research about microbreakers. the function ,the difference with normal break? other research:1) recovery from work 2)mental influence about microbreak
2# 323 2'36 123wpm
norway implied some rule that in corporations the female gender within the board must reach some percents. so that the female in workshop their status would rise. but after 10 years, there was no big change. only in one particular industry.additionally, young female students' willing to reach high level in workshop showed no change.
3# 297 2'02 146wpm
companies complained not enough qualified women inside the board. the percents of men inside the board decreased, not the situation is not good.
4# 312 2'19 135wpm
how to conduct finding a job, some methods to do. resume is not so important, should go out and meet people.
5# 389 2'95 131wpm
the next few steps you should take to get a job. talk with people from the firm, ask advise from them,you should be really interested otherwise you should not make the call. If you communicate with the exact job you want to do, ask more specific info.
6# 361 2'56 124wpm
the next few steps you should do. contact with persons, no resume. personally.
7# 760 6'21 120wpm
shadow banking rises. in order to control the risks, give three measures to evaluate the size of shadow banking. the driving of shadow banking. what do they need to do more research.