This document provides information about an upcoming COMM 202 tutorial, including the agenda, course timeline, and details about employment interviews. It outlines that students must attend a mock employment interview between November 28th and December 1st, where they will be asked behavioral interview questions. The document provides guidance on interview attire, common interview questions, tips for answering questions, and follow up expectations. It emphasizes being prepared, structured, and showcasing relevant strengths and experiences.
As we enter the digital economy, it becomes increasingly transparent that the information and data ecosphere will continue to be a complex environment for the foreseeable future, with information being provided from a variety of internal and external sources in the form of files, messages, queries and streams. It would be foolish for any organization to place their bets on any one platform to be their platform of choice because it is incongruent to the thought patterns of the consumers, suppliers, regulators, partners and financiers who will participate in their information ecosphere through data feeds, information requests and a host of other interfaces.
Rather, there is a role of each of these platforms which serve as the conduit for data and the transformation of data into information aligned with the value propositions of the organization. This writing is focused on the big data platform because there are some unique characteristics of the big data environment that require an approach different than many of the legacy environments that exist in organizations. Furthermore, while big data is the one environment that is new and requires these special handling characteristics, there will be future platforms with the same requirements as big data requires today, and hopefully lessons learned will be left to not revisit each of the challenges as the next transformational information ecosphere is made available.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
This time is different, in that information is the catalyst to achieving value and the platform ideally suited to house information not optimal for storage in the form of rows and columns is the big data environment. Understanding which information is delivered with intended consequences and having the management prowess to tune information shared with customers, prospects, suppliers, partners, regulators and financiers is critical for the digital economy. Additionally, it is specific to understand the challenges each platform housing information bring to the equation. This writing will focus on big data.
Antología de artículos del padre Federico Salvador Ramón publicados en la Revista Esclava y Reina nº 61 de la Congregación de Esclavas de la Inmaculada Niña.
Talk given by Chris McCuller, Associate Software Engineer at Salesforce, at GEMConf Triangle in August 2016
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. COURSE TIMELINE
Week 12 Week 13 Week 14
• Interviewing
• Interview Stream
due Nov 25th @
11:59 PM
• What to do when
you’ve got the job!
• Interviews Nov
28th 29th, Dec 1st
• Informational
Interview due Dec
9th @ 11:59 PM
And then we’re done!
5. EMPLOYMENT INTERVIEW
When: Nov 28th, 29th and Dec 1st
Where: Birmingham break out rooms
What you MUST bring:
Resume
Cover Letter
Job Posting
Padfolio
Pen
Research Notes
25% of
your
grade
6. THE INTERVIEW PROCESS
Check in with reception in Birmingham
Be early! Ideally about 10 minutes. If you’re not there when the interviewer
arrives, you will receive an automatic zero
Interview is approximately 20 minutes long with one COMM 202 TA, BCC
coach, or external consultant. Allot 30 minutes total!
You can sign up for timeslots for interviews starting Nov 22nd @12:01 AM
until Nov 24th @ 11:59 PM. You have the choice between a consultant or
TA/coach
Interview will consist of behavioural questions
7. ATTIRE: BUSINESS FORMAL
Dress pants or skirt with matching
jacket
Skirts should sit at or just above the
knee
Collared blouse or dress-material
top tucked in or just below the waistline:
tops should never hang below the hem
of your jacket or show your stomach
Dark pantyhose or tights when
wearing skirts (winter)
Flats or low-heeled shoes in leather
or dress material
Dress pants with matching jacket
Button-up collared shirt paired with
a tie: white, beige or light blue are
“safe”
Ties with colours and tones should
match suit and shirt – bold colours
and patterns are acceptable
Dress shoes in leather or dress
material
Identify as women… Identify as men…
9. #1: TELL ME ABOUT YOURSELF
Most common interview question
Can be asked in many different ways: ”Walk me through your
resume”; ”What’s your story”; “So who is Sarah?”
Think about this one and practice!
10. #1: TELL ME ABOUT YOURSELF
Keep it to 2 minutes or less
Brand yourself - give them something to remember you by
Sound natural, not like you’re reading off a script – your
interviewer can tell!
Speak to your skills and accomplishments
Show passion
Provide a well-rounded picture
11. #1: TELL ME ABOUT YOURSELF
Common Theme
The
Beginning
The Spark
Growing
Interest
Your
Future
Why are
you here?
Goal: Tell them a story that is unique to YOU to impress your interviewer
12. #1: TELL ME ABOUT YOURSELF
The
Beginning
The
Spark
Growing
Interest
Your
Future
Why are
you here?
Introduction
Realization that this is the right career for you
Your formula and how it has helped lead you to this
role
Where you see yourself in 5, 10, even 20 years, or
what you want to accomplish in your career
How this position and this company ties into it all
14. #1: TELL ME ABOUT YOURSELF
Grading Rubric
I would consider
you a strong
candidate. (3pts.)
I would like to
interview you
again. (2pts.)
I would not
consider you a top
candidate. (1pts.)
I would not hire
you.
(0pts.)
TELL ME ABOUT
YOURSELF
Does the student
provide an overview
of their skills, fit
and desire for
the role?
The student provides
a relevant “story”
highlighting their
passions,
accomplishments,
goals and fit to the
organization in a
concise manner
(2mins or less)
The student provides
a
“story” highlighting
some but not all
aspects in column
one or answer was
longer than 2
minutes
Student provided a
“story” that is not
concise and is more
than 2 minutes
Student fails to
answer the question
or answer is not
coherent and is
longer than 2
minutes
15. #1: TELL ME ABOUT YOURSELF
Activity: Grab a partner and swap “Tell me about yourself” stories
2.5 minutes for story telling + 1 minute for feedback
Goal: Convey the elements of the story in a logical way and
experiment with finding your formula
16. #1: TELL ME ABOUT YOURSELF
What did you like?
What would you do differently?
Any creative formulas?
17. #2: WHAT ARE YOUR STRENGTHS?
A way for the interviewer to tell if you know yourself and that you know you have
what it takes to do the job
Can also be asked in different ways: “What makes you a strong candidate for
this job?”; “What skills can you bring to this job?”; “What do you consider your
own keys to success?”
Prepare multiple strengths.
There is no right answer: just good answers that can be backed up by
experiences
18. #2: WHAT ARE YOUR STRENGTHS?
Grading Rubric
I would consider
you a strong
candidate. (3pts.)
I would like to
interview you
again. (2pts.)
I would not
consider you a
top candidate.
(1pts.)
I would not hire
you.
(0pts.)
STRENGTHS
Is the student able
to convey their
brand and relevant
skills/strengths for
the role?
Student is able to
choose strengths
relevant to the
position, gives a
strong examples
and communicates
concisely
Student is able to
choose strengths
relevant to the
position gives a
strong example of
execution but may
lack link to the
position
Student’s
strengths may be
irrelevant to the
position and/or
lacks proof of
execution or link to
the job opportunity
Student fails to
provide strengths
and strengths are
totally irrelevant to
the position
19. #3: WHAT ARE YOUR
WEAKNESSES?
Do not flip WEAKNESSES
into STRENGTHS!
20. #3: WHAT ARE YOUR
WEAKNESSES?
A way for the interviewer to see if you are able to identify weaknesses and have
a plan in place to improve them
Talk about weaknesses that weaknesses that would not impair you from doing
the job you are applying for well. Prepare multiple!
21. #3: WHAT ARE YOUR
WEAKNESSES?
Bad weaknesses:
“I’m such a perfectionist”
“Too detail-oriented”
“Over-achiever”
“I work too hard sometimes”
22. #3: WHAT ARE YOUR
WEAKNESSES?
Grading Rubric
I would consider you
a strong candidate.
(3pts.)
I would like to
interview you again.
(2pts.)
I would not consider
you a top candidate.
(1pts.)
I would not hire you.
(0pts.)
WEAKNESSES
Is the student able to
exhibit self-awareness
and resilience in
discussing past
failures/weaknesses?
Student is able to choose
a developmental area not
key to the function of the
position and share how
they overcame the
situation, the lesson
learned and
action plan moving
forward while
demonstrating self-
reflection and resilience
Student is able to choose
a developmental area not
key to the function of the
position and share how
they overcame the
situation however is not
able to articulate the
Lesson learned or
action plan moving
forward and/or student
chooses cliché answers
Student either chooses
a skill essential to the
position or was not able
to clearly convey the
lesson and/or their
action plan for moving
forward; student was
unable to provide a
weakness
Student fails to provide a
clear answer and isn’t
able to demonstrate any
weaknesses clearly
23. #4: TELL ME ABOUT A TIME WHEN…
Situation
• What
position
and
where
were you?
Task
• What was
the
challenge
you
faced?
Action
• What did
YOU do
and how
did you do
it?
Result
• What was
the
accomplis
hment
and the
impact?
Link
• Why is
this story
relevant
to the
job?
S T A R L
25. #5: WILD CARD QUESTION
Industry or job specific, or just a pleasant surprise!
A way for the interviewer to gauge your interest and knowledge of the position
and industry
Test your ability to communicate clearly
Shows the interviewer how you think
26. #5: WILD CARD QUESTION
Grading Rubric
I would consider
you a strong
candidate. (3pts.)
I would like to
interview you
again. (2pts.)
I would not
consider you a top
candidate. (1pts.)
I would not hire
you.
(0pts.)
WILD CARD
QUESTION
Does the student
provide an overview
of their skills, fit
and desire for
the role?
Student “aces” every
opportunity to
differentiate
themselves during
the interview: e.g.,
they offer a credible,
logically organized,
and concise answer
for every question.
Student “handles”
some opportunities
to differentiate
themselves during
the interview: e.g.,
they offer credible
and/or logically
organized and/or
concise answers for
many questions.
They “miss” too
many opportunities
to differentiate
themselves during
interview: e.g.,
they offer
widely varying
answers in terms of
credibility and/or
logical organization
and/or conciseness
Student fails to
provide a clear
answer or doesn’t
attempt to answer
27. FINANCE
WHAT ARE THE THREE WAYS TO VALUE A COMPANY?
PITCH ME A STOCK
SO MANY CURVEBALLS…
ACCOUNTING
WHY DO YOU WANT TO PURSUE YOUR CPA?
WHY DO YOU WANT TO WORK FOR X FIRM?
WALK ME THROUGH AN ACCOUNTS PAYABLE CYCLE?
MANAGEMENT CONSULTING
HOW MANY WORDS ARE ON THE FRONT PAGE OF THE NEW YORK TIMES?
WHAT ARE YOUR 5 WEAKNESSES? … TELL ME ANOTHER … AND ANOTHER
CASES
MARKETING
HOW WOULD YOU INCREASE SALES OF X PRODUCT BY X%?
SELL ME THIS PEN
TLOG
WHAT WOULD YOU DO TO INCREASE OUR PRODUCTIVITY?
HOW MANY CHAIRS ARE IN SAUDER?
HUMAN RESOURCES
HOW SHOULD WE CHANGE OUR HIRING PROCESS?
HOW WOULD YOU FIRE ME IF YOU HAD TO DO IT RIGHT NOW?
RANDOM QUESTIONS OR
SCENARIOS
WOULD YOU RATHER GO SKY DIVING OR SCUBA DIVING AND WHY?
HOW WOULD YOU DIVIDE A CAKE INTO 8 EQUAL PIECES WITH ONLY 3 KNIFE
CUTS? [ROLE PLAYING A DECISION MAKING SITUATION]
TELL ME ABOUT SOME NEWS YOU HAVE READ RECENTLY AND HOW IT
RELATES TO THIS JOB?
Common Questions by Industry
28. #6: DO YOU HAVE ANY
QUESTIONS?
Answer: YA YOU DO! Opportunity to turn it into a conversation
Avoid asking questions you could find the answer to on Google
An example of a good question: “What specific traits and qualities to you look for
in a successful candidate?” listen to what they say and link it back to you if it
applies
Do not ask something that has already been addressed in the interview
Always safe to get them talking about themselves – maybe ask something
directly related to their job/industry
30. FOLLOW UP!
Send an email or handwritten card
Reference the interview – something you want to emphasize or something
unsaid that you wanted them to know
Reiterate your interest in the position
Thank them for the opportunity
Reference the answer they gave you to one of your questions
If you interviewed with multiple people, make sure the follow up is personalized
to each person
31. PRO TIPS
Remember
your skills
matrix!
Guide the
conversation
Listen to
the
questions
Differentiate
yourself
Be
structured
in your
answers
Bring the
energy into
the room
Smile and
be
authentic
BREATHE!
35. ACTION ITEMS
Interview Stream due Nov 25th @ 11:59 pm
Employment Interviews Nov 28th, 29th, and
Dec 1st
Informational Interview due Dec 9th @ 11:59
pm
Next week: Lecture!
Editor's Notes
Not necessarily the only way to do it (provide an example)!
Not necessarily the only way to do it (provide an example)!
8 – 10 minutes for this activity
8 – 10 minutes for this activity
Any concerns you have about me?
Any concerns you have about me?
Never mistake a clear view for a short distance work hard
Comparison is the thief of joy
Surround yourself with people who push you to be the best version of you