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it has to be 1500 Words: The case study as fellow: HLL is a reputed multinational company. It considers selection as an event in the total process of acquiring and developing managers. The company believes that the selection process must be consistent with other events in the total process for it to be effective. Hindustan lever has been one of the most favored companies by the prospective candidates for managerial position. The selection process of the company can be broken into three steps: such as- Screening of application forms, preliminary interview, and final selection. Screening of Applications Forms: In the first step the company usually receives a large number of applications for the positions advertised or through campus interview. Thereafter such applications are screened. Such applications usually contain brief information about the candidates. The selected candidates are then required to fill in a detailed application form. This form is quite elaborate and seeks factual information about the candidate and also about his attitudes and personality. A more strict screening of applications is made in this step. The company believes that to select a candidate it will not be enough to see the application forms only which may not be very reliable measure to select or reject the candidate. This calls for a brief preliminary interview to be held by company to get the best talents. So such interviews are conducted to interview as many candidates as is administratively possible. Preliminary interview : Preliminary interview is conducted for about ten to twenty minutes usually by one manager. During this brief personal contract, some time is spent in discussing the nature of the job, the future career possibility of the applicant and the company’s policy in this regard. Often a second interview is conducted before the applicant is rejected or selected for further consideration. Final Selection: Final selection process is quite elaborate. This stage consists of two aspects-groups discussion and final interview. Group discussion is conducted in two stages. In the first group discussion, the chairman of the panel of selectors requests the group to select a subject which can be economic, political, social educational or even a lighter subject. The subject is decided by the group itself out of the various topics given to it. When the topic is finalized, the members of the group discuss it. In the second group discussion, a case is given. The case is distributed in advance. The evaluation of the group discussion is done by a board consisting of the personnel director, the director of the division in which the applicants have to be absorbed, a senior manager of the same division, and a senior manager of other division. The board evaluates the candidates along the following factors: Style of self-introduction by the candidate, his general knowledge and knowledge of his subject, clarity of thought and logic, lucidity of expression, toler ...

Education

administratively possible.
Preliminary interview
:
Preliminary interview is conducted for about ten to twenty
minutes usually by one manager. During this brief personal
contract, some time is spent in discussing the nature of the job,
the future career possibility of the applicant and the company’s
policy in this regard. Often a second interview is conducted
before the applicant is rejected or selected for further
consideration.
Final Selection:
Final selection process is quite elaborate. This stage consists of
two aspects-groups discussion and final interview. Group
discussion is conducted in two stages. In the first group
discussion, the chairman of the panel of selectors requests the
group to select a subject which can be economic, political,
social educational or even a lighter subject. The subject is
decided by the group itself out of the various topics given to it.
When the topic is finalized, the members of the group discuss it.
In the second group discussion, a case is given. The case is
distributed in advance. The evaluation of the group discussion
is done by a board consisting of the personnel director, the
director of the division in which the applicants have to be
absorbed, a senior manager of the same division, and a senior
manager of other division. The board evaluates the candidates
along the following factors: Style of self-introduction by the
candidate, his general knowledge and knowledge of his subject,
clarity of thought and logic, lucidity of expression, tolerance of
others views, persuasiveness and leadership qualities. Each
selector is given a blank sheet to evaluate the candidates. He
evaluates the candidates individually.

After the group discussion, personal interview is conducted by
the board. On the completion of the individual interviews, the
board members held discussion among themselves and then
arrive at a consensus.
Question:
1.
What type of selection should be adopted by the company?
2.
What is considered in time of screening the application forms?
3.
What is the basic objective of the preliminary interview?
4.
What should be the size of groups for final selection?
5.
Why is a case distributed in advance amongst the candidates in
final selection?
6.
What is the information on the basis of which the personal
interview is conducted?

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212 BBA3221 204 BBA3221 CHAPTER 6 Selecting and Hiring Salespeople 163 172 BBA3221 172 BBA3221 that applicants' performance in school tells something about their mental abilities and personality traits. Anyone who has graduated from high school or college (depending on the firm's requirements) is presumed to have the necessary basic intelligence. Further, a course of study indicates much about a person's interests. Working one's way, at least partially, through school may indicate self-reliance and industry. Most application blanks ask for information about the candidate's employment history, including periods of unemployment. If a company has certain experience qualifications, the application blank is a good tool for determining whether a candidate meets these requirements. Companies also usually like to know the reasons why a person left each previous job. If possible, the prospective employer should verify these reasons with someone other than the applicant. Companies ordinarily are interested in the socioenviroomental qualifications of prospective employees. Questions may be asked on topics such as the following: Membership in social, service, and business organizations. · Offices held in organizations. · Hobbies, athletic endeavors, and other outside interests. Information on the prospect's socioenvironment can be extremely helpful because it reveals something about his or her interests, capabilities, and personality. Active participation in organizations may indicate an ability to meet and mix with people. Holding office may imply leadership traits and administrative abilities. Once again, remember that questions about age, marital status, religion, or any of the points discussed above must comply with federal laws and regulations. Personal Interviews Nature and Purpose Virtually no salesperson is ever hired without a personal interview, and there are no satisfactory substitutes for this procedure. Much has been written about the use of weighted application blanks, various kinds of tests, and other aids in hiring. But none of these tools completely takes the place of getting to know applicants personally by talking to them. A personal interview is used basically to determine a person's fitness for a job. Moreover, personal interviews disclose characteristics that are not always observable by other means. An interview is probably the best way to find out about the recruit's conversational ability, speaking voice, and social intelligence. By seeing the applicant in person, an executive can appraise physical characteristics such as general appearance and care given to clothes. As noted in a recent survey of 651 executives, image does matter in hiring decisions.2 (See the box titled "Image Matters.*) The interview also may reveal certain personality traits. The interviewer may note the applicant's poise under the strain of an interview, along with any tendency to dominate or lead a conversation. Management of a Sales Force, 12th.

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C H A P T E R 5 Selection THE INTERVIEW Many of us have or will sit in a waiting room with our best clothes on awaiting a job (or school) interview. You can feel your palms sweat and thoughts race as you wait for your name to be called. You look around at the office environment and imagine yourself walking through those doors everyday. People walk by and smile, and overall, you have a really good first impression of the organization. You hope they like you. You tell yourself to remember to smile, while recalling all your experience that makes you the perfect person for this job. A moment of self-doubt may occur, as you wonder about the abilities of the other people being interviewed and hope you have more experience and make a better impression than they do. You hear your name, stand up, and give a firm handshake to the HR manager. The interview has begun. As she walks you back to a conference room, you think you see encouraging smiles as you pass by people. She asks you to take a chair and then tells you what the interview process will be like. She then asks the first question, “Tell me about yourself.” As you start discussing your experience, you feel yourself relax, just a little bit. After the interview finishes, she asks you to take a quick cognitive test, which you feel good about. She tells you she will be do- ing reference checks and will let you know by early next week. To get to this point, the hiring manager may have reviewed hundreds of résumés and developed criteria she would use for selection of the right person for the job. She has probably planned a time line for hiring, developed hiring criteria, determined a compensation package for the job, and enlisted help of other managers to interview candidates. She may have even performed a number of phone interviews before bringing only a few of the best candidates in for interviews. It is likely she has certain qualities in mind that she is hoping you or another candidate will possess. Much work goes into the process of hiring someone, with selection being an important step in that process. A hiring process done correctly is time-consuming and precise. The interviewer should already have questions determined and should be ready to sell the organization to the candidate as well. This chapter will discuss the main components to the selection process. selection process The steps involved in choosing people who have the right qualifications to fill a current or future job opening. Employee Selection Introduction The author introduces the chapter on employee selection. 1. THE SELECTION PROCESS L E A R N I N G O B J E C T I V E 1. Be able to name and discuss the steps in the selection process. Once you have developed your recruitment plan, recruited people, and now have plenty of people to choose from, you can begin the selection process. The selection process refers to the steps involved in choosing people who have the right qualifications to fill ...

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Major Assessment 1: Develop a Platform of Beliefs The following major assessment involves integrating your knowledge and skills around defining multicultural education and being a multicultural educator. You will write a platform of beliefs about teaching and learning. Your platform should be grounded in your growing understanding of teaching and learning, as well as the knowledge base about teaching and learning. You will also describe personal strengths and challenges as an educator in building an educational environment that reflects your beliefs. In assessing your own strengths and challenge areas, include an analysis of the findings from the assessment instruments and exercises that are included in the previous chapter. You may also access additional assessment instruments. Include in your platform the following sections: 1. Introduction 2. Your platform of beliefs about teaching and learning. Some essential questions that might be addressed in your platform are these: What do you believe is the purpose of education? What is the role of the teacher? What should be taught (the curriculum)? How do people learn? How do you view students as learners? Who controls the curriculum in schools? Whose knowledge is important to include? Are state standards and tests desirable? What is the impact of standardized testing on learning? How do issues of race, class, and gender influence what you do? What is your definition of effective teaching? Who and what have influenced your beliefs (e.g., people, experiences, readings)? What is the impact of your beliefs on teaching and learning for diverse students? Make specific and clear connections between your platform and course readings and discussions. 3. Personal strengths and challenges in advancing a school vision of learning; promoting the success of all students; responding to diverse student interests and needs; understanding and responding to social, economic, legal, and cultural contexts 4. Personal goals (knowledge, skills, dispositions) that you will be working on in the future 5. Conclusions .

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Macroeconomics Paper There are currently three major political approaches to fixing the problem with the national debt . 1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business. 2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency. 3) A third group of approaches by saying we should have a balance budget amendment. i) Identify the notable political advocates of all three positions. ii) Give the pro’s and con’s of each approach. Length: 2-3 pages. Please email the paper in either Microsoft word *.doc (97-2003) format or Rich text format *.rtf OR GOOGLE DOCS font 12 double-space 1-inch margins Bibliography need not be inclusive in writing size. SOURCES Agresti, James D. "National Debt." National Debt - Just Facts. N.p., 26 Apr. 2011. Web. 24 Apr. 2015. "Americans for a Balanced Budget Amendment." Balanced Budget Amendment. N.p., n.d. Web. 01 May 2015. "Bailout Timeline: Another Day, Another Bailout." ProPublica. N.p., n.d. Web. 26 Apr. 2015. Bandow, Doug. "Federal Spending: Killing the Economy With Government Stimulus." Forbes. Forbes Magazine, 6 Aug. 2012. Web. 01 May 2015. FROM UNIT 2 FOLDER Macroeconomics Paper There are currently three major political approaches to fixing the problem with the national debt . 1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business. 2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency. 3) A third group of approaches by saying we should have a balance budget amendment. i) Identify the notable political advocates of all three positions. ii) Give the pro’s and con’s of each approach. Length: 2-3 pages. Please email the paper in either Microsoft word *.doc (97-2003) format or Rich text format *.rtf font 12 double-spaced 1-inch margins Bibliography need not be inclusive in writing size. "Federal Spending, Budget, and Debt." Solution s.heritage.org. N.p., n.d. Web. 01 May 2015. Lee, Bonnie. "Tax Breaks Every Small Business Needs to Know About." Smallbusiness.foxbusiness.com. N.p., 24 June 2013. Web. 01 May 2015. Rifkin, Jesse. "Advocates See 2015 As Year Of The Balanced Budget Amendment." The Huffington Post. TheHuffingtonPost.com, 3 Feb. 2015. Web. 01 May 2015. Macroeconomics Paper There are currently three major political approaches to fixing the problem with the national debt . 1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business. 2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade p.

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M A T T D O N O V A N Things in the Form o f a Prayer in the Form o f a Wail H e r e ’s t h e j o u r n e y i n m i n i a t u r e .Oscar Hammerstein, not long before stomach cancer kills him, writes the song as a duet between Marie and the Mother Abbess, for a scene in which the plucky nun is told she’s being booted from the con vent since she privileges melody over God. Marie doesn’t want to serve as governess for the Von Trapp clan, but she’s already shown her hand by giving rapturous voice to a song that summons the bliss and solace o f secular joys. She needs to go. Although the film version of The Sound of Music will shift “My Favorite Things” to the thunderstorm scene in which Marie offers up raindrops on roses and warm woolen mittens as balm to the terrified kids, John Coltrane’s classic jazz cover much more radically revamps the Broadway hit, transfiguring mere catchiness into complex modalities. Yet if this were simply a one-off recording, there wouldn’t be much to say: turning cornball consolation into jazz isn’t news. Instead, Coltrane can’t relinquish it. Instead, even throughout all his late music-as-prayer work, he never lets go of the show tune. “We played it every night for five years,” drummer Elvin Jones re membered. “We played it every night like there would be no tomorrow. Like it would be the last time we played it.” His son, Ravi Coltrane, calculates that his father’s band played “My Favorite Things” thousands o f times as a regular fixture in the set: “They worked a lo t— forty-five weeks a year, six nights a week, three sets, sometimes even four sets on the weekend. You’re talking about getting the blade as sharp as can be.” But of all the blades to w het— especially one bedecked with ponies and kittens— why that song in particular? M y f i r s t e n c o u n t e r with Coltrane’s late free jazz work came from an unlikely source: the writings o f cult rock critic Lester Bangs. At the age o f fourteen, I stumbled upon a copy of his collected writings— Psychotic 632 Reactions and Carburetor Dung— and proceeded to treat it as less an assem blage o f essays and music reviews than a checklist of writers and albums I was obliged to track down if I might ever break free from my Ohio sub urbs. The Velvet Underground, William Burroughs, Iggy and the Stooges’ Metallic K.O. (a live album in which you can hear beer bottles shattering against guitar strings), and even Baudelaire all first came tumbling my way through the same careening chute of Bangs’s writing. His claim that Van Morrison’s Astral Weeks was fueled by many lifetimes o f wisdom lured me into transcribing the entirety o f the album’s lyrics in my algebra notebook, and the visible bottom edge of an Undertones poster in his author photograph led me, without having heard a note o f the band’s music, to bike six miles to Spin More records in Kent on a quest to cobble together their discography. Sandwiched between articl.

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M A R C H 2 0 1 5 F O R W A R D ❚ E N G A G E D ❚ R E A D Y A Cooperative Strategy for 21st Century Seapower DRAFT/PRE-DECISIONAL - NOT FOR DISSEMINATION - 02 FEB A COOPERATIVE STRATEGY FOR 21ST CENTURY SEAPOWER, MARCH 2015 [i] America’s Sea Services—the U.S. Navy, Marine Corps, and Coast Guard—uniquely provide presence around the globe. During peacetime and times of conflict, across the full spectrum—from supporting an ally with humanitarian assistance or disaster relief to deterring or defeating an adversary in kinetic action—Sailors, Marines, and Coast Guardsmen are deployed at sea and in far-flung posts to be wherever we are needed, when we are needed. Coming from the sea, we get there sooner, stay there longer, bring everything we need with us, and we don’t have to ask anyone’s permission. Our founders recognized the United States as a maritime nation and the importance of maritime forces, including in our Constitution the requirement that Congress “maintain a Navy.” In today’s dynamic security environment, with multiple challenges from state and non-state actors that are often fed by social disorder, political upheaval, and technological advancements, that requirement is even more prescient. The United States Navy, Marine Corps, and Coast Guard are our Nation’s first line of defense, often far from our shores. As such, maintaining America’s leadership role in the world requires our Nation’s Sea Services to return to our maritime strategy on occasion and reassess our approach to shifting relationships and global responsibilities. This necessary review has affirmed our focus on providing presence around the world in order to ensure stability, build on our relationships with allies and partners, prevent wars, and provide our Nation’s leaders with options in times of crisis. It has confirmed our continued commitment to maintain the combat power necessary to deter potential adversaries and to fight and win when required. Our responsibility to the American people dictates an efficient use of our fiscal resources and an approach that adapts to the evolving security environment. The adjustments made in this document do just that. Look- ing at how we support our people, build the right platforms, power them to achieve efficient global capability, and develop critical partnerships will be central to its successful execution and to providing that unique capability: presence. PREFACE [ii] Forward ✦ Engaged ✦ Ready Seapower has been and will continue to be the critical foundation of national power and prosperity and international prestige for the United States of America. Our Sea Services will integrate with the rest of our national efforts, and those of our friends and allies. This revision to A Cooperative Strategy for 21st Century Seapower builds on the heritage and complementary capabilities of the Navy-Marine Corps-Coast Guard team to advan.

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Lymphedema following breast cancer: The importance of surgical methods and obesity Rebecca J. Tsai, PhDa,*, Leslie K. Dennis, PhDa,b, Charles F. Lynch, MD, PhDa, Linda G. Snetselaar, RD, PhD, LDa, Gideon K.D. Zamba, PhDc, and Carol Scott-Conner, MD, PhD, MBAd aDepartment of Epidemiology, College of Public Health, University of Iowa, Iowa City, IA, USA. bDivision of Epidemiology and Biostatistics, College of Public Health, University of Arizona, Tucson, AZ, USA. cDepartment of Biostatistics, College of Public Health, University of Iowa, Iowa City, IA, USA. dDepartment of Surgery, College of Medicine, University of Iowa, Iowa City, IA, USA. Abstract Background: Breast cancer-related arm lymphedema is a serious complication that can adversely affect quality of life. Identifying risk factors that contribute to the development of lymphedema is vital for identifying avenues for prevention. The aim of this study was to examine the association between the development of arm lymphedema and both treatment and personal (e.g., obesity) risk factors. Methods: Women diagnosed with breast cancer in Iowa during 2004 and followed through 2010, who met eligibility criteria, were asked to complete a short computer assisted telephone interview about chronic conditions, arm activities, demographics, and lymphedema status. Lymphedema was characterized by a reported physician-diagnosis, a difference between arms in the circumference (> 2cm), or the presence of multiple self-reported arm symptoms (at least two of five major arm symptoms, and at least four total arm symptoms). Relative risks (RR) were estimated using logistic regression. Results: Arm lymphedema was identified in 102 of 522 participants (19.5%). Participants treated by both axillary dissection and radiation therapy were more likely to have arm lymphedema than treated by either alone. Women with advanced cancer stage, positive nodes, and larger tumors along with a body mass index > 40 were also more likely to develop lymphedema. Arm activity level was not associated with lymphedema. *Correspondence and Reprints to: Rebecca Tsai, National Institute for Occupational Safety and Health, 4676 Columbia Parkway, R-17, Cincinnati, OH 45226. [email protected] Phone: (513)841-4398. Fax: (513) 841-4489. Authorship contribution All authors contributed to the conception, design, drafting, revision, and the final review of this manuscript. Competing interest Conflicts of Interest and Source of Funding: This study was funded by the National Cancer Institute Grant Number: 5R03CA130031. All authors do not declare any conflict of interest. All authors do not declare any conflict of interest. HHS Public Access Author manuscript Front Womens Health. Author manuscript; available in PMC 2018 December 14. Published in final edited form as: Front Womens Health. 2018 June ; 3(2): . A u th o r M a n u scrip t A u th o r M a n u scrip t A u th o r M a n u scrip t A u th .

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Lukas Nelson and his wife Anne and their three daughters had been living in their house for over five years when they decided it was time to make some modest improvements. One area they both agreed needed an upgrade was the bath tub. Their current house had one standard shower bathtub combination. Lukas was 6 feet four, and could barely squeeze into it. In fact, he had taken only one bath since they moved in. He and Anne both missed soaking in the older, deep bath tubs they enjoyed when they lived back East. (Rest of case not shown due to length.) What factors and forces contributed to scope creep in this case? Is this an example of good or bad scope creep? Explain. How could scope creep been better managed by the Nelson .

Lukas Nelson and his wife Anne and their three daughters had been li.docx

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