Diversity at NIH Research Paper Example | Topics and Well Written Essays - 2000 words

Decent variety at NIH - Research Paper Example It will likewise try to set up the consequences of diversity’s job in the general execution of the organization. Decent variety is a distinction whereby people’s contrasts can be numerous and variable. Furthermore, decent variety can allude to people’s promise to perceive other’s capacity and value their interesting qualities inside a situation that advances and celebrates both individual and aggregate accomplishments inside an association. Components deciding decent variety can from race to culture to religion and even conjugal status. NIH is the America’s National Institute of Health organization accused of the obligation of completing exploration identified with biomedical and wellbeing administrations. This organization is has two sections. The first is the NIH Extramural Research Program that deals with all biomedical exploration financing outside the organization. The other one is the NIH Intramural Research Program whose obligation is to comp lete inward exploration for NIH (Alving, 2009). Numerous because of its synergistic methodology towards biomedical examination best know this organization. As explained, decent variety procedure empowers an organization characterize its strategic. NIH has a strategic vision is to imagine an existence where psychological sicknesses are preventable and treatable. This can occur through change of comprehension and treatment of intellectually related diseases by means of fundamental clinical investigates that can without much of a stretch clear path for avoidance, fix, and recuperation. As per NIH, United States of America has a striking assorted variety that presents the best quality that this nation has contrasted with every single other country of the world. At NIH, individuals accept that workers’ shifted foundations and encounters go about as an unprecedented asset that has potential that would nih be able to acknowledge just through full ability commitment. What's more, NIH brings up that it can likewise acknowledge advantages of assorted variety through insight and resulting drive of its individuals paying little mind to their ethnicity, race, financial, or social foundation (Rose and Cohrssen, 2010). By and large, there is have to connect with decent variety as a key proportion of acknowledging NIH’s objectives and targets due to diversity’s capacity to create an incorporated workplace planned for making progress. In the first place, NIH’s intensity of assorted variety as a key device in accomplishing the company’s mission is featured by the arrangements it accommodated cultural issues. Decent variety at NIH realized expanded relative extent of both racial and ethnic minorities in the America’s populace. Also, examiners venture that, by 2020, just about 40 percent of United States’ populace will be minorities. Thusly, NIH thinks that its significant to enlist individuals of different foundations and ethnicit ies who are vital for exploring on the sensory system since it draws a wide scope of ability that ranges from numerous logical and academe disciplines. While in a similar line of exploration, assorted variety additionally gives aptitude indispensable to calculation and designing of gathered information just as atomic, cell, and organic frameworks ability that are basic in examination of sociology and clinical medication. Assorted variety makes it conceivable and simpler for bringing these specialists fundamental for trying to comprehend and improve the primary weights related with neurological sicknesses. Regarding NIH

Giovanni Boccaccio Essays - Decameron, Giovanni Boccaccio, Fiammetta

Giovanni Boccaccio Essays - Decameron, Giovanni Boccaccio, Fiammetta Giovanni Boccaccio Giovanni Boccaccio Boccaccio was conceived in Paris, in 1313, the ill-conceived child of a Florentine dealer and a French aristocrat. Raised in Florence, he was sent to contemplate bookkeeping in Naples around 1323. He relinquished representing standard law and surrendered that for traditional and logical examinations. He partook in the life of the court of Robert d'Anjou, lord of Naples. The ruler should have had an ill-conceived girl, Maria de Conti d'Aquino. In spite of the fact that there is no confirmation of her reality, she is said to have been Boccaccio's escort and to have enlivened a lot of his work. She is, maybe, the Fiammetta deified in his compositions. Coming back to Florence around 1340, Boccaccio performed different conciliatory administrations for the regional government, and in 1350 he met the artist and humanist Petrarch, with whom he had a dear kinship until Patriarchs demise in 1374. In 1362 a companion, who guaranteed him the support of Queen Joanna of Naples, welcomed Boccaccio to Naples. A chilly gathering at the court of the sovereign drove him to look for the cordiality of Petrarch, who was then in Venice. Be that as it may, he came back to his home in Certaldo (close to Florence). Boccaccio's last years, where he went to strict contemplation, were lit up by his arrangement in 1373 as instructor on Dante. His arrangement of talks was hindered by his sickness in 1374, and he kicked the bucket the following year. Boccaccio's most significant work is Il Decamerone (Ten Days' Work), which was started in 1348 and finished in 1353; it was first converted into English, as The Decameron, in 1620. This assortment of 100 stories is set inside a system. A gathering of companions, seven ladies and three men, all around reproduced, of worth and circumspection, to get away from a flare-up of the plague have taken shelter in a nation manor outside Florence. There they engage each other over a time of ten days with a progression of stories told by every part. At the finish of the 100th story, the companions come back to their homes in the city.

C?n Y?u R?n?g? on a J?b Off?r

C?n Y?u R?n?g? on a J?b Off?r After ??ri?? ?f applications ?nd int?rvi?w?, you fin?ll? landed th? j?b.It i?n’t your dr??m j?b though, but it ??m?? with d???nt ??? ?nd a ??u?l? ?f b?n?fit?. Fri?nd? ?nd f?mil? b?gin to ??ngr?tul?t? you, ?ft?r ?ll, it sure isn’t easy getting a d???nt j?b in this ???n?m?.L?t?r that night, ju?t b?f?r? ??u retired f?r th? night, ??ur ?h?n? b???? and it’? an ?-m?il fr?m th? r??ruitm?nt m?n?g?r ?t ??ur dr??m job ?ff?ring ??u th?t dr??m position you h?d ???li?d f?r f?ur tim??.You are now l?ft with a r??l ?r?bl?m ?n ??ur h?nd?: Y?u’v? ?????t?d the Job offer, but n?w ??u n??d to r?tr??t ??ur words ?nd turn it d?wn.W?ll, don’t be alarmed; it’s actually ?uit? ??mm?n, b?th f?r graduate jobs ?nd those wh? h?v? b??n in th? ???t?m for a very l?ng time.This ?r?bl?m i? ?ft?n w?r?? ?n fr??h graduates b???u?? ?f th? ?x??ri?n?? they lack in dealing with ?u?h ?itu?ti?n?. C?m?u? r??ruit?r?, ??? th?ir ??ll?g? hir?? jilt th?m ?t th? last minute.This tr?nd has v?x?d hiring managers, flu?t?r?d ? tud?nt? ?nd l?ft colleges torn b?tw??n h?l?ing gr?du?t?? get ahead and ?t??ing in th? good gr???? ?f ??m??ni?? that r??ruit ?n campus.“We want t? b?li?v? th?t ?n accepted offer i? ?n ?gr??m?nt,” ??id G?rd?n Mill?r, wh? has r?tir?d from hi? role as ??ni?r r??ruiting m?n?g?r ?t Pr??t?r G?mbl? C?., wh?r? h? h?? observed a ri?ing numb?r ?f ?tud?nt? r?n?ging on offers. Stud?nt? wh? b??k out ?ft?r accepting r?ti?n?liz? that they’re “l??king out f?r th?ir b??t int?r??t,” he said.Turning d?wn ?n? j?b ?ff?r, mu?h l??? r?n?ging on ?n?, w?uld h?v? b??n unthink?bl? for most ??ll?g? graduates a few years ago, when post-grad employment w?? h?rd?r to ??m? by ?nd m?n? fr??h gr?du?t?? w?nt und?r?m?l???d or j?bl???.More th?n h?lf of 2015 j?b-???king graduates r???iv?d at l???t ?n? j?b ?ff?r by gr?du?ti?n, up fr?m 47.9% l??t ???r, ????rding to the National A????i?ti?n ?f C?ll?g?? and Em?l???r?, whi?h tracks campus r??ruiting.S?uth?rn’? Mr. Arm?tr?ng said ?f th? 40 t? 50 college hir?? the ??m??n? m?k?? ?v?r? ???r, a ??u?l? renege, ?? d? a h?ndful of ??rt-tim? ?tud?nt hir?? and int?rn?.Recruiters at ?t??l min?r ArcelorMittal SA say more ?f their ?ff?r? h?v? fallen through in th? ???t thr?? ???r?; thi? ???r, ?f th? 134 students wh? ?????t?d U.S. j?b?, 15 eventually b??k?d ?ut, ?ft?n ?iting ?n?th?r job in a m?r? d??ir?bl? l???ti?n, according to Felicia Pugh, division m?n?g?r ?f talent ???ui?iti?n.R??ruit?r? d?n’t n??????ril? blacklist ?tud?nt? wh? ?h?ng? th?ir minds about j?b ?ff?r?, said Kayla Villw??k, manager ?f univ?r?it? ?utr???h and r??ruiting at SAS In?titut? In?., a m?k?r ?f bu?in???-?n?l?ti?? software based in Cary, N.C.But, ?h? added, “recruiters run in small circles, and it is possible th?t the ?tud?nt’? n?m? ??uld g?t brought up in ???u?l ??nv?r??ti?n.”M?king thing? w?r??, m?n? young hir?? renege via ?m?il, or ????? ??mmuni??ti?n ?lt?g?th?r with r??ruit?r?. “Stud?nt? aren’t n??????ril? tr?in?d in how t? h?ndl? getting multiple offers ?nd h?w t? ? ?mmuni??t?,” Mr. Armstrong ??id.In ??m? cases, students with accepted offers become m?r? ?ttr??tiv? t? r??ruit?r?, career-services ?ffi??r? ??id.“You get m?r? m?rri?g? ?r?????l? once you’re ?ng?g?d th?n before,” ??id Eugene G?ntil?, dir??t?r ?f th? ?ffi?? of ??r??r management at Rutg?r? Business S?h??l.Thi? ??ring, ?n? Rutgers ?tud?nt ?????t?d ?n offer fr?m a top accounting firm ?nl? to r???iv? an ?ff?r fr?m a dir??t competitor, whi?h lik?l? kn?w th? ?tud?nt h?d already ??mmitt?d, h? ??id. Th? student ?nd?d up backing ?ut of the fir?t ?ff?r ?nd choosing the ????nd firm.R?n?ging ??rri?? littl? stigma ?m?ng t??h ??m??ni??, where ????hing college recruits i? ??mm?n, said Gayle L??km?nn M?D?w?ll, f?und?r and ?hi?f executive ?f C?r??r Cu?, which ?r???r?? ?tud?nt? f?r tech careers. “T??h ??m??ni?? are going to ?r?tt? extraordinary lengths t? hire developers, so they’re going to look the other w?? ?t a lot of minor issues,” ?h? ??id.2014 Harvard University gr?du?t?? S?r?h Pie rson, 22, and Al?x? Bu?kl??, 23, h?d ?????t?d full-time ?ff?r? fr?m McKinsey Inc. ?nd a ?riv?t?-??uit? ?nd v?ntur?-???it?l firm, respectively, n??r th? start of their senior year. Ov?r th? wint?r, h?w?v?r, th? w?m?n b?g?n t? dr??m of f?unding a f??hi?n ?t?rt up.A? plans f?r their ?nlin? f??tw??r bu?in??? b?g?n t? t?k? shape, th?? felt t?? passionately about the ?r?j??t t? walk ?w??, they ??id.Th?? said th?? found r???n?n?? in a gr?du?ti?n speech b? F???b??k In?. ?hi?f operating ?ffi??r Sh?r?l S?ndb?rg, wh? ??k?d ?tud?nt?, “What w?uld you d? if you w?r?n’t afraid?”When it ??m?? t? the ?u??ti?n ‘??n you r?n?g? on a j?b ?ff?r?’ there i? sadly no clear ?ut ?n?w?r whi?h ??n b? given t? ??u. N? tw? individu?l? ?r? alike ?nd ?t the same tim?, n? tw? individu?l? have th? ??m? hopes, dr??m? ?r ?v?n d?m??ti? considerations. So ??u ?h?uld ensure that ??u ?lw??? follow the dictates of ??ur heart ?nd mind ?nd d? wh?t?v?r you think i? right and will suit ??ur ?ur???? just fin?. S? ??? ? ?u ??n d??lin? an offer if ??u think that it is a d??i?i?n which you need to take. S?m?tim?? in lif? ??u n??d t? take ??l?ul?t?d risks and t?k? th? ?lung?.They each called th?ir ?r?????tiv? ?m?l???r?. “Th?r? was d?finit?l? a f??ling ?f perhaps l?tting th?m d?wn,” M?. Pi?r??n ??id. “It f?lt lik? a giant leap ?f faith.”It’s ?ft?n n?t id??l t? r?n?g? ?n a j?b ?ff?r, but ??u have t? l??k out f?r yourself, ?nd ??m?tim??, that involves ???ing n?, wh?n ??u’v? ?lr??d? ??id ???.But in other t? renege, ?n? has t? b? very ??r?ful ?n h?w he or she h?ndl?? it.S? in a matter ?f ????king, ??u ??n r?n?g? a j?b offer, ?nd h?r?’? h?w t? d? it right.Question: I? it unethical if I ?????t j?b ?ff?r fr?m ??m??n? A and ju?t a f?w d??? l?t?r turn it d?wn, because I g?t a b?tt?r j?b ?ff?r fr?m company B ?nd decided t? ?????t it? I h?v? n?t started w?rking ?t ??m??n? A yet. Th?nk you.Ni?k Corcodilos: C?ngr?tul?ti?n? on getting tw? j?b offers, ?v?n if it puts ??u in ?n ?wkw?rd spot.Rescinding yo ur ?????t?n?? ?f a j?b ?ff?r i? a lousy thing t? d?, but I d?n’t think ?thi?? h?v? ?n?thing t? d? with it. It’? a bu?in??? d??i?i?n you make using th? inf?rm?ti?n th?t’? ?v?il?bl? t? ??u at th? time.Ch?nging ??ur mind might ?ff??t your r??ut?ti?n, and ?m?l???r A ?r?b?bl? will n?v?r talk to you ?g?in. But if ?ff?r B i? ?? mu?h better, ?r ??m??n? B i? a better ??m??n? ?r ?ff?r? a b?tt?r job, then ??u’v? g?t t? do wh?t’? right f?r you ?nd ?????t th? consequences.It’s n?t ?n easy thing. Wh?t I think i? un?thi??l i? if you h?v? b?th ?ff?r? in hand, accept ?n?, th?n change ??ur mind ?nd t?k? the ?th?r. But if ??u h?v? ?nl? ?n? ?ff?r in hand, ?nd change ??ur mind wh?n the other ??m?? thr?ugh, I think th?t’? a diff?r?nt story.FIR?T: HAVE ??U ?IGN?D THE ??NTR??T?Do ??u h?v? a ?ign?d ?m?l???? agreement ?r ??ntr??t with th? ??m??n??If ??, things ?r? a littl? m?r? complicatedâ€"you might already b? legally bound t? th?t ??rti?ul?r ?m?l???r, and ??u’ll n??d to read thr?ugh that d ocument in d?t?il (fin? ?rint and all!) to get a ??n?? ?f what ??u’r? dealing with.Of course, if ??u h?v? ?ign?d a ??ntr??t, th?t d???n’t m??n you need to t??? ??ur h?nd? u? ?nd r??ign yourself to ?t l???t a year ?f b?ing stuck with that ?m?l???r.Y?u can definitely ?till bring ??ur ?itu?ti?n to th?ir ?tt?nti?nâ€"in f??t, ??u might b? ?ur?ri??d at h?w accommodating th?? ??n b?.R?m?mb?r, employers ultimately want ?m?l????? who want to b? th?r?.And, if that’s not ??u?Th??’ll lik?l? make ??m? exceptions to that ?gr??m?nt you’ve ?lr??d? ?ign?d. N?w, if you’ve only m?d? a v?rb?l ?gr??m?nt with the ??m??n?, ??u have a little m?r? fl?xibilit? t? b??k ?ut ?f the j?b.H?w?v?r, th?r? ?r? ?till ??m? ti?? ?nd t??ti?? ??u’r? g?ing t? n??d t? implement t? d? ?? with ??i?? ?nd professionalism.1. B? sure ?f your d??i?i?n, you don’t want to change your mind half wayFir?t things fir?t, ??u n??d to b? absolutely ??rt?in of ??ur decision before ever approaching the company.B??king ?ut ?f an ?????t?d ?ff?r is t?ugh to b?gin with.But, b??king ?ut only t? ??m? back on ??ur knees to say, “I w?? ju?t kidding! Pl???? ??n I have th?t j?b back?”Well, that’s just b?d bu?in???.So, really giv? ??ur??lf enough time to do ??m? ??ri?u? self-reflection ?nd f??l ??nfid?nt th?t ??u’r? m?king th? b??t choice. Consider thi? your fair w?rning: Thi? isn’t ??m?thing th?t ??u ??n fli? fl?? on.2. Make sure to explain why you’ve decided thisUnder any normal ?ir?um?t?n???, I w?uld t?ll ??u that ??u don’t n??d t? divulg? t?? m?n? personal details t? a potential employer.H?w?v?r, this is a ????i?l caseâ€"and, th?t ??m??n? d?finit?l? deserves ?t least a little bit ?f ??nt?xt as t? why ??u’r? b??king ?ut.Y?u should gr?nt th?m the ?h?n?? t? find ?ut what w?nt wr?ngâ€"??u d?n’t w?nt this t? b? a bad br??ku?, ?ft?r ?ll.S?, wh?th?r you immediately received a b?tt?r ?ff?r ?l??wh?r? or ??ur personal ?ir?um?t?n??? ?h?ng?d, it’? im??rt?nt that you’re willing to ?r?vid? ?t l???t a l ittle inf?rm?ti?n t? th? ?m?l???r.Thi? i?n’t your ????rtunit? to m?k? ?x?u???. Instead, it’s ??ur ?h?n?? t? ?r?vid? ??m? clarity f?r th?t ??m??n? th?t didn’t ??tu?ll? d? ?n?thing wrong.3. Be honest ?b?ut th? reason for n?t ?????ting the jobTh?r? is some truth in th? ??mm?n ???ing that honesty i? th? best ??li?? ?nd this i? ??m?thing whi?h i? ?b??lut?l? vit?l t? r?m?mb?r when ??u r?n?g? ?n a j?b ?ff?r.If you do have a genuine, unavoidable r????n f?r n?t g?ing ?h??d with th? j?b th?n you ?h?uld not ?h? ?w?? fr?m giving ??ur r????n t? th? ??m??n? ?nd ?h?n??? are th?t they will respect you for ??ur h?n??t?, h?w?v?r if b? ?h?n?? you ?r? n?t joining b???u?? a b?tt?r ?m?l??m?nt ????rtunit? h?? come ?b?ut, then m??b? you ??uld consider b?ing di??r??t ?nd ???ing th?t ??u cannot join for personal r????n?.4. B? Gr??i?u?You may be ultimately w?lking ?w?? fr?m th?t j?b. But, you ?till n??d to b? incredibly gr?t?ful f?r th? ????rtunit?.Remember, the company didn’t do anything wrong in thi s ?itu?ti?n.Ultim?t?l?, ?ll th?? did w?? give you ?x??tl? wh?t ??u w?nt?dâ€"? j?b offer.And, th?t’? w?rth? of ??ur ???r??i?ti?n.Regardless ?f h?w that dr??d?d ??nv?r??ti?n g???, r?m?mb?r t? ?ff?r a ?in??r? ?nd h??rtf?lt, “Thank ??u.”5. Make ?ur? ??u decline th? ?ff?r in ??r??n, not through mailG?ing b??k ?n ??ur w?rd i? something th?t i? not a v?r? g??d thing, ??t if ??u have made a decision th?t it i? ??m?thing whi?h needs to b? done, th?n you ?h?uld ?n?ur? th?t ??u br??k the n?w? to th? ??m??n? in ??r??n ?nd ??rt?inl? n?t ?v?r th? ?h?n? as that would ???m b?th in???r??ri?t? as well ?? di?r?????tful.6. Remember to say thank you t? show ??ur ???r??i?ti?nY?u are ??rt?inl? fr?? t? take ?n? d??i?i?n whi?h ??u think i? right, but ?n? thing whi?h ????l? wh? renege ?n a j?b ?ff?r d? i? th?t they ?ff?r a th?nk you n?t?, wh?r? th?? mention h?w grateful they ?r? t? th? company f?r th? ????rtunit? ?nd how they r?gr?t not b?ing able to j?in.7. Und?r?t?nd th? ConsequencesFin?ll?, it’? i m??rt?nt th?t ??u r???gniz? ?nd accept the ??n???u?n??? r?l?t?d t? backing out ?f ?n accepted offer.As mu?h ?? you’d like t?, you might n?t g?t ?ut ?f thi? situation scot-free.Y?u lik?l? w?n’t ?v?r b? g?tting ?n?th?r job offer with th?t ??m? ??m??n?, and you n??d t? und?r?t?nd th?t.Similarly, b??king ?ut in the eleventh h?ur might t?rni?h your r??ut?ti?n a bitâ€"n? m?tt?r how professionally ??u tr? to do so.No, th??? ??n???u?n??? ?r?n’t fun. But, th??’r? all part ?f th? d??l.S?, d?n’t make the mistake of thinking you’re g?ing to b? ?bl? to h?v? your ??k? ?nd eat it t??.Th?r? ??uld v?r? well be ??m? f?ll?ut from thi?, ?? ??u n??d b? prepared.Landing a job offer i? ?x?itingâ€"until ??u realize ??u n??d t? b??k ?ut.If th? ink i? dry ?n ?n? sort ?f ??ntr??t ?r ?m?l???r agreement, thing? ?r? a little m?r? ??m?li??t?d f?r ??u.But, if ??u h?v? ??m? fl?xibilit? t? b??k ?ut ?f that ?????t?d offer, you’re going t? need t? d? so with a high level ?f ?r?f???i?n?li?m and ??lit?n??? .THINGS TO ??N?ID?R BEFORE RENEGING ??UR JOB ?FF?RHave a really good reason for saying no after you’ve said yesG?ing b??k ?n ??ur ?r?mi?? i? a decision which you ?r? free t? t?k?, v?r? ?ft?n wh?t ????l? do is th?t they join th? company whi?h th?? h?d d?ubt? ?b?ut joining, thinking they will stick it ?ut f?r a whil? and th?n l??v? it a littl? l?t?r, but thi? i? one ?f th? w?r?t things whi?h ??u ??n d? ?? it r?fl??t? v?r? b?dl? ?n ??u.B???u?? ??u will d? ?n? ?f two thing?, first ??u might w?rk for a while ?nd hand in your r??ign?ti?n without ?n? proper ?x?l?n?ti?n, ?r second ??u might ??tu?ll? forget about your g??l? ?nd continue t? ?r??? on in the j?b whi?h ??ur h??rt was not really set on.W?rk in a ?l??? th?t m?k?? you happyNeedless t? ??? th?t whil? r?j??ting or accepting a j?b ?ff?r there are a numb?r ?f things whi?h we n??d to ??n?id?r, th??? thing? in?lud?, distance from ??ur h?m?, work conditions, ??rk?, in?ur?n?? offered, ??? ?t?.N? m?tt?r wh?t, ??u ?h?uld always w?rk in a ? l??? th?t m?k?? ??u h????, ?v?n if ??u have a ?m?ll shadow ?f a d?ubt ?r if ??u think that th?r? i? some b?tt?r ????rtunit? for ??u ?l??wh?r?, th?n th?r? i? absolutely n? h?rm in ??u going b??k on ??ur w?rd in a ?r???r m?nn?r.C?ntr?r? to wh?t ??u might think, job satisfaction is ??m?thing even m?r? important th?n money.Remember to put yourself firstR?m?ining a r?l?v?nt part ?f today’s tw?nt? fir?t ??ntur? bu?in??? w?rld i? n? ???? t??k at ?ll, thi? h?ving been ??id, wh?t ??u ?ught to remember i? th?t the business world is a cut thr??t one indeed and ??u ?h?uld n?v?r place ??ur trust wh?l? h??rt?dl? in ?n??n?.You mu?t ?lw??? ensure th?t you have ??ur ?wn interests in mind, even if th?t ??m?? ?t the ???t ?f ??u reneging on a j?b offer.Rather than n?t d?ing justice t? th? r????n?ibiliti?? given t? ??u ?r n?t j?ining ?n th? given d?t?, ??u ?h?uld just ?lu?k u? th? ??ur?g? to decline the ?ff?r in a ?r?f???i?n?l manner.Ev?lu?t? the ?r?? ?nd ??n? carefully before making a d??i?i?nOn? ??i nt whi?h should b? taken care ?f is th?t ?t th? end ?f th? day ??u ?h?uld t?k? a d??i?i?n, ??u most ??rt?inl? have the fr??d?m t? accept ?r r?n?g? ?n any j?b ?ff?r ?? ??r ??ur own wi?h??.However, b?f?r? you come t? ?n? concrete ??n?lu?i?n you ?h?uld ??r?full? weigh th? ?r?? ?nd cons of giving up this j?b offer.T?king this decision will ??rt?inl? n?t be an ???? t??k, yet it is ??m?thing which needs t? b? d?n?.S??nding ??m? ?ui?t m?m?nt? with yourself could r??ll? help ??u gather your th?ught? ?nd t?k? a l??k ?t th? bigg?r ?i?tur?.Finding a j?b i? ?xtr?m?l? t?ugh th??? d???, remember th?tTh?r? ?r? a numb?r of ????l? ??r??? th? w?rld wh? would ??n?id?r it a laughable thing if ??u r?n?g? on a j?b offer, ?t present where there i? ?u?h a ?h?rt?g? ?f j?b? in m?rk?t.Thi? is ??rt?inl? th? ?g? of t??hn?l?g? where m??hin?? have b??n ?u?????ful in r??l??ing m?n f?r a number ?f t??k?; ??m??ni?? are ?nl? willing t? ?ff?r j?b? to th??? people wh? th?? b?li?v? will b? a tru? ????t t? the ??m??n?.S? m?k? sure that ??u d? n?t make a f??li?h d??i?i?n in th? ?v?nt ?f chasing ?ft?r ?n im????ibl? dr??m whi?h might n?t come true ?t all.R??ruit?r? d? move around, the news of your action might reach placesB?f?r? ??u ??n?id?r playing any ??rt of tricks, ??u ?ught to r?m?mb?r th?t recruiters do m?v? around fr?m ??m??n? t? company.If ??u do ?n?thing un??v?ur? or ??t in ?n unprofessional manner, th?n ??u ??n b? r??t ???ur?d th?t this n?w? i? going to travel lik? wild fir?.H?ving ??nt??t? in th? bu?in??? w?rld i? absolutely vital, so if you conduct yourself w?ll, th?n ?h?n??? are th?t ??u will b? giv?n your du? respect.So if ??u are r?n?ging ?n a j?b ?ff?r do not tr? t? b??t ?b?ut th? bush ju?t giv? ??ur ?n?w?r in n? un??rt?in terms in a ?l??r ?nd ??n?i?? manner.Y?ur reputation might take a hitWhen ??u ?r? reneging ?n a j?b ?ff?r, ??u ?h?uld tr? ?nd d? it in a v?r? ?m?rt way, ?? ?h?n??? ?r? that if ??u d?n’t d? it ?m?rtl?, it will be a ??ri?u? bl?w t? ??ur reputation.This i? ??m?thing wh ich you ?h?uld be ?r???r?d for ?? it i? a bl?w to a ??m??n?’? ?g? wh?n ??m??n? turn? d?wn th?ir j?b ?ff?r, ??t if it i? a g??d and r?????t?bl? ??m??n? then they will n?t b?th?r in d?ing ??m?thing ??tt?.If th? ??m??n? recruiters g? about, ??r??ding b?d rum?ur? ?b?ut ??u, then it i? ??rt?inl? b?tt?r th?t ??u were never associated with a company lik? th?t ?t all.Y?u probably might not be able to work in that ??m??n? again, remember thatYes, ??u m??t certainly d? h?v? the fr??d?m t? g? b??k ?n a ?r?mi?? whi?h you m?d? ??t ?h?n??? ?r? th?t you m?? n?t ?v?n g?t an opportunity to w?rk in th?t ??m??n? ever again.S? ??u mu?t ?n?ur? th?t thi? i? ??m?thing whi?h you are ?r???r?d for. Going b??k on a ?r?mi?? whi?h ??u h?v? made will make it im????ibl? for that ??m??n? t? ?v?r tru?t ??u ?g?in.R?m?mb?r that m?tt?r how m?n? ???r? happen to go b?, ??ur n?m? will ??ntinu? t? b? in th?ir records.It displays you as a person who lacks integrityTh?ugh legally you can renege ?n a j?b offer, ??t wh?t ?? u mu?t r?m?mb?r that wh?n ??u g? back on a ?r?mi?? whi?h ??u h?v? m?d?, th?n ??u b???m? kn?wn ?? ??m??n? wh? d??? n?t have int?grit? or i? n?t tru? t? hi? ?r h?r word.Y?t if your dr??m trul? d??? li? elsewhere th?n ??u ?h?uld n?t w?rr? about th??? thing?, b???u?? l?g?ll? no one ??n d? ??u ?n? harm ?r im???? th?ir will ?n you in ?n? way.L??k f?r ?n?th?r way out if ????ibl?As m?nti?n?d above you ??rt?inl? d? have th? fr??d?m t? r?n?g? ?n a j?b ?ff?r, ??t it is not ??m?thing whi?h you ?h?uld d? if ??u have some other options ?v?il?bl? f?r ??u.After ?ll a company h?? ?l???d th?ir trust in ??u ?nd seen ??u ?? a ????bl? professional, so you l?tting th?m down would n?t b? a v?r? id??l thing to do.S? what ??u ??n d? is ??n?id?r looking f?r ?th?r w??? out rather than n?t being tru? to ??ur w?rd.Aft?r all, you w?uld not w?nt t? b? f?m?u? in the business w?rld f?r all the wrong reasons!Remember t? b? ?xtr?m?l? ??lit? whil? d?ing ??If ?ft?r ??r?ful weighing and m???uring ??u h?v? ??m? t? th? ?? n?lu?i?n th?t ??u do not w?nt to j?in th? ??m??n?, then ??u must b? sure to g? b??k on ??ur w?rd in ?n ?xtr?m?l? ??lit? manner, ?u?h th?t the ??m??n? ??ni?r? as w?ll ?? recruiters d? not f??l ?light?d or ?v?n insulted in ?n?w??.S? wh?t you can d? i? try ?nd seek advice from ??ur fri?nd? and family m?mb?r? ?b?ut the b??t w?? in whi?h ??u ??n giv? your ?n?w?r to th? ??m??n?.Do n?t feel too guilty about th? d??i?i?n ??u h?v? madeIn th? ?v?nt ?f going b??k ?n your w?rd, ??u ?h?uld ?lw??? ?t?nd by th? d??i?i?n whi?h ??u have taken and n?t ?????r t? ???l?g?ti? ?r guilt? ?b?ut what ??u h?v? d??id?d t? d?.At th? ?nd ?f th? d??, ??u mu?t r?m?mb?r th?t th? ??m??n? will ??rt?inl? be ?bl? t? find a r??l???m?nt f?r ??u and that ??u n??d n?t ?ut your own dr??m? ?n h?ld f?r th? ??k? ?f ??m??n? else.S?m?l? L?tt?r Turning D?wn a Job Off?r ?ft?r A????tingFir?t n?m? L??t name 123 Walnut Dr. B?rringt?n, IL 60011DateM?li??? Peterson Financial M?n?g?r ABC Fin?n?i?l Group 456 South St. Chi??g?, IL 60612De ar M?. P?t?r??n,Thank ??u ?? mu?h f?r ?ff?ring m? th? position ?f Fin?n?i?l Analyst ?t th? ABC Fin?n?i?l Gr?u?. It h?? been a ?l???ur? ????king with ??u and l??rning m?r? ?b?ut ??ur ??m??n?.Unf?rtun?t?l?, ?ft?r giving a gr??t deal ?f th?ught t? this ??r??r opportunity, I h?v? d??id?d that it i? in m? b??t int?r??t, as w?ll ?? th? ??m??n?’?, to turn d?wn ??ur gracious j?b offer. I have r???ntl? d??id?d t? ?????t ?n?th?r ???iti?n th?t I b?li?v? is a b?tt?r fit f?r m? ?biliti?? and ?kill ??t.I ?m ?? sorry for ?n? in??nv?ni?n?? m? d??i?i?n may ??u??.I continue to b? impressed with ABC Financial Gr?u?’? role in the int?rn?ti?n?l m?rk?t?l???, and ??rti?ul?rl? with the great w?rk ??u h?v? d?n? ?? manager of the ??m??n?’? Midw??t br?n?h.I wish ??u ?ll th? best in ??ur futur? ?nd??v?ur?. I h??? to ??? ??u at th? u???ming Financial M?n?g?m?nt Conference in October.Sin??r?l?,(Sign?tur?) First n?m? L??t n?m? (typed)SHOULD I R?N?G? ?R N?T? YOU ?H?ULDN’T AND HERE’S WHY While it is legal t? r?n?g? fr?m ?n offer, thi? d??? n?t m??n that i? a wise course ?f ??ti?n.T? convey the full im?li??ti?n? ?f r?n?ging, writ?r, R?x?nn? Hori from Bloomberg.com, uses the ??m??ri??n of dating and marriage.“In b?th settings,” she says, “Y?u are meeting ????l? ?nd looking f?r th? right m?t?h.” Sh? th?n continues:At some ??int wh?n dating, thing? get ??ri?u? ?nd ?v?ntu?ll? l??d t? a proposal ?f m?rri?g? ?r l?ng-t?rm commitment. Once ??u make th?t ??mmitm?nt, both individu?l? expect th? ?th?r t? ?t?? tru? to the ??mmitm?nt.Th?r?f?r?, ?????ting ?n ?ff?r f?r a j?b/int?rn?hi? ??n be vi?w?d almost ?? ??ri?u?l? ?? “???ing, ‘I d?’” t? a m?rri?g? proposal.You h?v? made ?n agreement, wh?th?r verbal ?r writt?n, to ??mmit t? a ??rt?in r?l? f?r a certain dur?ti?n of time.If th? th?ught ?f l??ving someone at th? altar seems cringe w?rth?, then consider what h????n? wh?n someone reneges fr?m ?n ?ff?r.The hiring process can b? l?ng ?nd t?xing f?r ?n ?rg?niz?ti?n.Th? many ??rt? that g ? into it (?t?rting with ?dv?rti?ing open ???iti?n?, t? r?vi?wing ???li??ti?n?, t? int?rvi?wing candidates, ?nd finally ?xt?nding offers ?f ?????t?n??) r??uir? the ?x??nditur? ?f v?lu?bl? time ?nd resources fr?m th? employing ??m??n?.T? r?n?g? ?n ?n offer w?uld, n?t ?nl? be completely disregarding th? ?m?unt of work it took during th? fir?t r?und ?f hiring, it would ?l?? m??n th?t th? ?m?l???r h?? t? ?t?rt another round of th? ??m? gru?lling ?r?????.For this r????n, some ?rg?niz?ti?n? might b???m? m?r? intolerant towards ??ndid?t?? the companies h?d ?r?vi?u?l? ?xt?nd?d ?ff?r? to, whi?h w?r? then r?n?g?d.Danielle Wild?r, th? Dir??t?r of Hum?n R???ur??? ?t Sh?lt?r h?u?? reveals that ??m? employers might ?v?n bl??kli?t ?u?h candidates, m??ning that th?? w?uld n?t consider ????l? wh? renege from ?ff?r? for futur? ???iti?n? within th? ?rg?niz?ti?n.Sh? ?x?l?in?, “W? w?nt t? b? ??m??n?’? fir?t ?h?i??, not their rebound ?r f?ll back.”Additi?n?ll?, ?v?n if a ??r??n is n?t t?? di?????in t?d ?b?ut n?t working ?t a ????ifi? ??m??n? ?n?m?r?, ?th?r j?b opportunities can still h?v? th? potential ?f b?ing jeopardized. Hori, ?u?t?d ?b?v?, relates thi? experience:I kn?w ??m??n? wh? reneged on one job opportunity t? t?k? ?n?th?r ???iti?n. Th? d?? he ?h?w?d u? t? w?rk, h? found the company no l?ng?r wanted him because they di???v?r?d he h?d reneged ?n a competitor. The feeling w?? he ?im?l? ??uld n?t b? tru?t?d.H?w do I ?v?id r?n?ging?On? of the b??t w??? t? stay ?w?? from th? potentially harmful behaviour ?f r?n?ging i? to ?v?id g?tting ?tu?k in th? ?ir?um?t?n??? th?t might make the act ???m t?m?ting t? d?.Ev?n th?ugh th? j?b/int?rn?hi? ???r?h ??n b? ?uit? stressful, thi? d???n’t mean th?t it h?? t? push you into a corner ?nd ?????t wh?t?v?r fir?t ?ff?r ??m?? ?l?ng. In?t??d, ?ft?r r???iving ?n ?ff?r ?f ?m?l??m?nt fr?m ?n ?rg?niz?ti?n, try ??king for m?r? tim? to ??n?id?r the ?ff?r b?f?r? m?king a d??i?i?n.Oft?n times, ??m??ni?? are f?irl? willing t? gr?nt ?u?h an ?xt?n?i? n because th?? usually understand that a candidate might be deciding b?tw??n multiple offers.A???rding t? Lily Zh?ng, ?n? w?? t? d? thi? effectively i? to first th?nk th? employer f?r the offer, th?n ask about potential opportunities t? ????k with ?th?r? ?t th? ??m??n? t? l??rn m?r? ?b?ut th? culture th?t ??n help inf?rm your decision.She goes ?n t? ?x?l?in, “M??t ??m??ni?? will appreciate that you ?r? interested in doing the due diligence t? make sure you ?r? a good fit?nd ??u ??n still m?int?in a ??f?t? net without ??tting ??ur??lf up t? burn bridg??.”Additi?n?ll?, wh?n deciding between ?urr?nt ?nd potential ?ff?r?, m?k? ?ur? t? practice good d??i?i?n m?king ?kill? t? ?v?id m?king ?n? rash d??i?i?n? th?t ??n harm ??ur int?r??t? or that ?f ??ur prospective ?m?l???r?.With th?t b?ing ??id, there ??n b? situations when r?n?ging i? l?gitim?t?l? th? ?nl? ??ti?n that ??n b? t?k?n. Su?h ?xt?nu?ting circumstances can in?lud? long-term f?mil? ?m?rg?n?i?? ?r personal health i??u??, etc.A n?th?r situation might be th?t another ???iti?n ???n? up within the organization th?t ?xt?nd?d the offer th?t might b? m?r? fitting for ??ur ??r??r interests.In all these ?f?r?m?nti?n?d cases, h?n??t? is trul? th? b??t ??li??. Cl??rl? explain why you would lik? to withdr?w fr?m th? ?????t?d offer t? th? employer ?? ???n ?? ????ibl?.All in all, r?n?ging fr?m an offer when ?u?h ?n ??ti?n ??n b? ?v?id?d in th? fir?t ?l??? ??n b? l?b?ll?d ?? b?d ??r??r ?ti?u?tt?.So unl??? thi? ??ti?n is trul? th? ?nl? l?gitim?t? option in a specific situation, it i? b??t to avoid it ?lt?g?th?r f?r f??r ?f incurring ?n? potential damage to ??ur ??r??r ??th b?f?r? it ?v?n ?t?rt?.S? ???, ??u can renege a job offer, but it’? really n?t ?dvi??bl?

Does Technology Affect Our Future - 940 Words

Imagine walking into class everyday excited to learn in different ways that does not involve the daily boring routine. A big controversy some teachers have is deciding whether or not our k-12 schools should place a greater focus on integrating technology. Although I could understand how some teachers may disagree with technology being used in class because of all the complications it can bring, I disagree. I think using technology in class can only better students in multiple ways. If schools provided students to more technology in class it can help engage student who have a difficult time enjoying school due to the daily routine teachers have accustomed with out it. Using technology also allows a wide range of uses and forms to reach students of all learning style because as we may all know, not everyone learns the same way. The most important use of technology would be the preparation it gives students for the future. Our technology is only speeding up and expanding daily so the mo re knowledge students have with it, the easier it will be for them to adapt to the real world. For students, technology is more than using the Internet. With smart-phones, instant messaging, music, videos, and social networking, personal and mobile technology is involved with everyday youth culture. Some teachers may look at the Internet as a place to only have fun instead of focusing more on schoolwork but most wont look at it as learning while having fun. In today’s society there are manyShow MoreRelatedDoes Technology Affect Us Negatively?1348 Words   |  6 Pagesessay is whether or not technology has a negative or positive affect on people. In order to help explain whether or not technology has a positive or negative affect on us there will be four articles that will be discussed within this essay. 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Preferences of Gender Essay - 787 Words

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Most couples that go through sex pre-selection al ready have at least one or two girls. Lawyers, health activists, feminists, doctors, and politicians should not have the say in the gender of a child for a couple. By a couple being able to make their own choice of their child’s gender, they are merely weaving out the unwanted children of an undesired sex in the population. This undoubtedly leads to less abortions, and less partial birth abortions. Is it fair to allow those who rather adopt or have no choice but to adopt to choose the sex of their child, and not allow those who are capable of having a child to choose the gender of their baby? Ideally, one sees a family as being the husband going to work everyday, the wife staying home to take care of the house and family, the son who is the star player on his high school football team and the little sister that the â€Å"big brother† takes care of. 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Case Petroil Free Essays

In one of Its first projects, the OLL exploration company Petrol was engendering two sites for two 011 exploration wells. Only one may be punctured. The cost of drilling the Site Numerous 1 was $ 100,000. We will write a custom essay sample on Case Petroil or any similar topic only for you Order Now Preliminary geological data indicated that the well could be dry, or be of low productivity or be highly productive. He had signed a contract with a development company to buy the site if a well by drilling success you had. The buyer would pay $ 250,000 for a well of low productivity and $ 600,000 for high productivity well. If the well was dry, Petrol lose $ 100,000 of the cost of drilling. By that time, the company geologist,Jane Goodwill, was unsure about the existence of a structural dome that site. A dome structure is a kind of anticlines (geological rock deformation formed as a curved folds as strata tectonic stress resulting from various types) raised to a certain depth by the accumulation of oil and the increase of the pressure produced by the natural gas . Structures are ideal for the accumulation of oil. She assigned a probably of 0. 6 to the existence of a structural dome. Their assessments for dry, low, or high productivity wells were conditioned to geological structure. Table 1 shows the odds by estimated conditions. The geologist would ether give the information in this way though as she said, â€Å"we will never know for sure if there is a structural dome, up to drill. † TABLE 1 Geological structure Well With No Doom Doom Dry 0. 60 0. 85 Low 0. 25 0. 125 High 0. 025 0. 15 1. 00 1. 00 Furthermore, the site No. 2 was quite different, the area had been thoroughly examined using seismic testing and core samples. A core sample Is a method directly by taking witnesses or cores (cores), collect rock samples taken within drill pipe, In which you can perform direct measurements of the petrochemical characteristics of the geological formation. There was almost certainly oil. The geologist assigned a probability of 0. 8 of finding oil there. The drawback to this place was that drilling costs were high, $ 200,000, and if oil is found, the well would be low productivity of oil. A contract was also signed with the same development company to buy the well of low production at Site No. 2 for $ 250,000. To help decide between the two sites, each drill site. Using the decision tree diagram A decision tree diagram should be developed for this problem using the concepts and the necessary rules. You must specify the uncertain events that will be revealed eased on each decision. The random variable of interest is the net contribution can be calculated at the end of each alternative or branch of the decision tree. Therefore in the branches of the diagram decision alternatives were presented with their respective probability and net contribution as a gain or loss. The decision alternatives with uncertain probabilities for drilling Site No. Events are available and would be appropriate to show them on the decision tree diagram (see Annex 1). What would be the likely alternatives Drilling Site Number 1? They are not available erectly. We know the odds of having high, low or that the well is dry productivity. However, we can adjust the chart for evaluation inserting another uncertain event as the geological structure (with or without dome). By including this â€Å"extra† node, the description of the branches of the decision tree will expand to calculate the return (you only need dry, low or high to calculate the net contribution). Now include the status of the geological structure. With the expanded tree diagram decision is straightforward to calculate the probabilities required by the president of the many. Therefore, this problem has to insert the â€Å"additional† uncertain event (geological structure) so that the probability can be calculated. The uncertain event should be displayed in the diagram to have an observable result where not only the state of well productivity, but also the state of the underlying structure is found. Addition should be included because the geologist of the company wanted to use it as a basis for probabilistic assessments to the president of the company. How to cite Case Petroil, Papers

Logistics and Supply Chain Management Existing Logistics

Question: Describe about the Logistics and Supply Chain Management for Existing Logistics. Answer: Introduction Australia's logistic industry chain is one of those sectors which are suffering for the regimes remote location and relatively isolated position from the other domains of the world. Frequent issues in the logistic department of Australia cover various import and export challenges associated with supply chain management of both international and domestic logistic (Fahimnia et al. 2013). Issues in the logistic industry act as a curse as most of the business industries in Australia depend upon industries like logistics and transportation to some extent to hold cost-competitive and profitable business operations (Prajogo and Sohal 2013). The concerned report aims to prepare an in-depth analysis of the current issues in the network of logistics in Australia. Additionally, it attempts to produce some useful mitigation strategies to overcome the problems. To identify the current frequent problems and before determining soluble method, the assignment initially starts with having a concise understanding of the background of the selected organization of Australia Qube Logistics. The report after that follows to judge the stability of the existing logistics management strategies of the company. Background of Qube Logistics Foundation history Qube Logistics is one of the leading enterprises of the logistics industry in Australia which operates stevedoring facilities at 29 ports of Australia and specifically promotes freight services in between local domains of New South Wales, Melbourne, Victoria, and Adelaide. Foundation of the company is considered to be the eventual outcome of the acquisition of the stevedoring, automotive and both landside and marine logistics and transport operations by the fund's management of Kaplan (Qube.com.au 2016). Kaplan group obtained this extensive range of business operations from the DP world and only kept DP world as a minor shareholder of the newly launched business of PO in both stevedoring and transport. However, later this joint venture of PO Company of navigation under the Kaplan group renamed as POAGS with 25% financial assistance from the DP world. Fortunate enough that after the process of rebranding, the POAGS found a large number of shareholders ranging from big head internation al investors to shipping companies with the facility of investment scheme of ASX worth of 200 million Australian dollars (Qube.com.au 2016). It has been in the year 2011, the ultimate formation of the logistic and infrastructure Association of Kaplan which is the new Qube Logistics settled after having corporatization of existing assets of logistics. Aim of Qube Qube Logistics aims to keep the commitment of giving a complete solution for the commercial property problems. In this context, it is significant to bear in mind that Qube Logistics has earned the capacity to ensure fruitful outcome for both the internal and external stakeholders as they possess an active assistance of the division of strategic assets. Additionally, the company maintains a brief knowledge about the demand and condition of the domestic market and business sectors. Qube, therefore, paves their way of achievement with the help of strategic asset projects which have been prompted by the increasing amount of investment in the joint business venture. Assistance of vital resources of Qube The division of strategic assets has been formed keeping in mind about the growing trend of capital and property investment and especially considering the increasing volume of business ventures of Qube. The division's four major assets include Minto properties, the joint venture of Quattro, TQ and the logistic part of Moorebank. Minto properties are a 29.6-hectare industrial property that is designed in the location of the freight rail connection having potential transport infrastructure as well as favorable access to some major highways like Hume Highway (Qube.com.au 2016). The joint venture of Quattro has been established with the cumulated association of top grain exporters such as Cargill Australia, Emerald Grain and the noble group of Hong Kong. The consequence of this Quattro joint venture seems to provide benefits of cost saving supply chain management. It is a disagreeable fact that the venture only focuses on the handling depot of port Kembla which can turn negative for the profitable growth of the company as the enterprise should have given importance to Port Stephens and Port Botany. The essentiality of the facilities of fuel storage in Australia has made Qube concerned to ingrain a joint venture between TonenGeneral and the holding department of Qube group. The decision to choose TonenGeneral is that the company has been considered to be the second largest oil refiner of Japan who is also renowned for grabbing the place of the greatest exporter of oil products to Australia. This particular asset strategy is supposedly designed to give fuel storage availability to Port Kembla near the port of New South Wales. Therefore, again it proves the companys sole concern upon Port Kembla, while ports like Ulladulla harbor, port hunter are also in need of fuel storage availability. Probably, the most valuable strategic asset of Quba is the inauguration of the largest and dominating intermodal zone of freight- the Moorebank Park of logistics worth of 243 hectares. It should be considered that this particular strategic asset have most fruitful possibilities for Qube as the development of the intermodal zone has been proposed to have the capacity to transport near about 1.05 million worth of import-export goods (Qube.com.au 2016). Adopted technologies Most importantly, the enterprise still has not found its competitor and the management believes that the credit must rely upon the cutting-edge style of technology taken by the Qube association. As per Lee and Wu (2014), the success of a logistic and infrastructure based enterprises depends on upon the strength of their mechanical system which is an essential aspect of logistic and infrastructure industry. Qube Logistics include four major technical aspects which are visibility system for warehouse and department of transport, real time, online and global tracking and tracing system and Geofence which is advanced GPS based. Qubes logistic management related to a current issue Before understanding the strategic ways Qube utilize to manage supply chain management issues in Australia, it is necessary to identify the pivotal problems which are being most frequent in Australia and specifically in the New South Wales (NSW). Chief dilemmas in the logistic industry of NSW According to Guimarans, Harabor and Van Hentenryck (2015), difficulties in the logistic industry of Australia and specifically NSW includes several risks related to inefficient regulation policies, terrible urban congestion, constraints pertaining investment and planning. Most significantly, the ageing workforce and ambiguous investment strategies for infrastructures should not be neglected in this context. It is essential to consider that the national account of Australia has ignored a good amount of freight transport which is supposed to be conducted by the individual enterprise on their individual account (Gilmour 2013). Surprisingly there has been little account about these cargo transports as these have been long enlisted in the name of primary industries under the alleged companies for a national account. As argued by Ghaderi, Cahoon and Nguyen (2016), the incoherent definition of ancillary transport which is the unaccounted freight transport business is supposed to be one of the main reasons for which the national account misses the chances for several logistic and supply chain activities. Unfortunately, due to the excessive practice of ancillary transport, there has been found the lack of opportunities to export and import beneficiary products for both the international and domestic customers. Recently, the rail freights are largely losing mode shares to the freights of the road on tiny hauls between cities like Sydney, Melbourne and Brisbane. It is fortunate to see that mitigation for the short haul road and rail services is being conducted with the help of infrastructure investments of supply chain and intermodal gates by companies like Qube (Fahimnia et al. 2015). It should not ignored that the industry in general, is facing a challenge regarding those customers who are more risk-focused and is currently moving to those operators who have the blue chip containing multimodal facilities (Sutton 2013). It is not a ignorant fact that the traditional system of logistics and infrastructure services are suffering from the increasing demand of online shopping. Online shopping is proving daunting for the probable growth of the mortar retail systems. It is unfortunate to notice that, in NSW recently the capacity of infrastructure is finding pressures due to the rising cost of industrial productivity (Coyle et al. 2016). Similarly, rapid inflation in the cost of fuel and constraints in passing fuel levies are also proving detrimental for the overall logistic department of Australia. At the same time, the logistic and supply chain department of NSW is encountering one of the most crucial perils which are the frequent changes in the regulatory landscapes with the amenabilities in the workload (Waters and Rinsler 2014). The most tenacious obstacles for the general freight transporters may be the current pressures they are facing due to the matter that freight handling for containers is grabbing the same expense required for long distance freight actions (Bichou, Bell and Evans 2013). Instead of all of these, the staple confrontation of being too reluctant to admit and take action for the impact of growing cost technical development should not be tolerated for too long. Qube's strategic approach to the current issues Considering above mentioned major obstacles to the positive growth of logistic departments and supply chain management, Qube Logistics has already taken concern with the help of the division of strategic assets. Being concerned about the transforming regulatory landscape, the company has planned to build an easy and accessible rail connection to the Southern freight line of Sydney which will cumulate with the park of Moorbank logistics. On the other hand, considering the increasing rate of transport cost, Qube has designed and developed the Minto properties and has already submitted the application of development for the approval of state planning. The project seems prospective as its strategic location will give favorable accessibility to some of the major highways of NSW (Qube.com.au 2016). However, it is assuring to see that the company is concerned about the rising customer demand of the local regime of New South Wales, for which Qube has established a new handling depot near Port Kembla of NSW. Significant enough, with the help of this strategic asset Qube possesses the hope of keeping a cost saving supply chain management. It is however quite unsatisfactory as unlike Minto properties, the new cost saving approach of Qube seems an act of partiality as there are many more other ports which needs help of joint venture like Quattro. Qubes recently proposed consortium for providing complete payment to the dividends which are franked permitted (Carter 2016). Considering the strategic assets of Qube, the ground becomes clear that the company prefers to follow the model of logistic regression. As opined by Allison (2012), the regression model is the concept through which an enterprise can conduct a flawless risk assessment. The regression model is used for predicting any pa rticular circumstance. Qube's strategic assets are the possible results of Qubes ongoing concern about the customer demand for the local place of NSW and less accessibility to some of the most important highways of Australia, which they have earned following the regression model. Most recently, Qube has involved itself in the battle with Canadian Brookfield to take over the control of the Asciano group of Australia which is supposed to be one of the largest freight operators of rail chain in the Pacific National (ABC News 2016). With strategic projects like Moorebank intermodal, fortunately, the enterprise has won the battle as the board of directors of Asciano has suggested their stakeholders to grant Qube's superior offer. Recommendations to manage issues Considering the present challenges in the logistic industry of Australia and specifically of NSW, it is significant to suggest that leading and aspiring companies like Qube should procure the initiative approaches taken by the NSW government. NSW Premier proposed the statement of NSW government on Innovation, with the help of SAHA International to enhance the economic growth of Australia in general and for the development of the freight industry in particular. It will bring more fortune for Qube if the company will involve itself more strongly with this Innovation scheme as the NSW governments main objective behind launching this scheme regarding logistics is to strengthen the innovative thinking in change management, innovative entrepreneurship and leadership to gain sustainable work practices. Less attention has been paid to resolve issues among shareholders, bond holders and managers of companies of logistic industry which has affected the workplace practices. As opined by Zu and Kaynak (2012), the concept of Agency Theory is known for alleviating conflicts between management and shareholders. The theory chiefly focuses on to align individual goals of industry principles and therefore to make a reconciliation between the agents of risk and principles. It would help if Qube followed the action model of Agency theory though which they can appropriate choose potential agents and shareholders in future. Nonetheless, by the national objective of NSW which to make the tasks of freights by the end of 2031 to ensure the maximum financial growth of NSW, Qube should participate strongly to heighten the network efficiency. Instead of TonenGeneral, Qube needs to collaborate with some of the major oil refineries in South East Asia to provide storage facilities to other major ports like Port Kembla. It is astonishing to see that the enterprises most of the strategic assets are more oriented with port Kembla, while there are several other ports which possess possibilities to prove beneficiary for NSW. Qube needs to give importance to ports like port Hunter, Botany, Jackson and should give effort to provide fuel storage or at least warehouse facilities to these ones. Conclusion The above report outlines that there may be a handful of issues and challenges frequently met by logistics companies like Qube however; the government of NSW has not shown any ignorance in this matter. The Innovation scheme of NSW government with the help of SAHA International is probably the most potential initiative taken by the government to enhance economic growth through developing the logistic industry. Nevertheless, it can be concluded from the assignment that instead of having four major strategic assets, Qube should strengthen their relationship with NSW government and take active participation in the Innovation project. References ABC News. (2016).Extended interview with Qube's Managing Director Maurice James. [online] Available at: https://www.abc.net.au/news/2016-02-04/extended-interview-with-qube's-managing-director/7142046 [Accessed 20 Sep. 2016]. Allison, P.D., 2012.Logistic regression using SAS: Theory and application. SAS Institute. Bichou, K., Bell, M. and Evans, A., 2013.Risk management in port operations, logistics and supply chain security. CRC Press. Carter, M. (2016).Qube gains upper hand in Asciano takeover battle. [online] Railjournal.com. Available at: https://www.railjournal.com/index.php/australia-nz/qube-gains-upper-hand-in-asciano-takeover-battle.html [Accessed 20 Sep. 2016]. Coyle, J.J., Langley, C.J., Novack, R.A. and Gibson, B., 2016.Supply chain management: a logistics perspective. Nelson Education. Fahimnia, B., Bell, M., Hensher, D. and Sarkis, J. eds., 2015.Green logistics and transportation: A sustainable supply chain perspective(Vol. 4). Springer. Fahimnia, B., Reisi, M., Paksoy, T. and zceylan, E., 2013. The implications of carbon pricing in Australia: An industrial logistics planning case study.Transportation Research Part D: Transport and Environment,18, pp.78-85. Ghaderi, H., Cahoon, S. and Nguyen, H.O., 2016. The role of rail in the Australian port-based container market: challenges and opportunities.Australian Journal of Maritime Ocean Affairs, pp.1-21. Gilmour, P., 2013. Benchmarking supply chain operations.International Journal of Physical Distribution Logistics Management. Guimarans, D., Harabor, D. and Van Hentenryck, P., 2015. Simulation and Analysis of Container Freight Train Operations at Port Botany.arXiv preprint arXiv:1512.03476. Lee, K.H. and Wu, Y., 2014. Integrating sustainability performance measurement into logistics and supply networks: A multi-methodological approach.The British Accounting Review,46(4), pp.361-378. Prajogo, D. and Sohal, A., 2013. Supply chain professionals: A study of competencies, use of technologies, and future challenges.International Journal of Operations Production Management,33(11/12), pp.1532-1554. Qube.com.au. (2016).Qube | About Qube. [online] Available at: https://www.qube.com.au/about [Accessed 20 Sep. 2016]. Qube.com.au. (2016).Qube | Strategic Assets |Moorebank Logistics Park. [online] Available at: https://www.qube.com.au/strategic-assets [Accessed 20 Sep. 2016]. Sutton, D., 2013. The role of the logistics manager/director.International Journal of Physical Distribution Logistics Management. Waters, D. and Rinsler, S., 2014.Global logistics: New directions in supply chain management. Kogan Page Publishers. Zu, X. and Kaynak, H., 2012. An agency theory perspective on supply chain quality management.International Journal of Operations Production Management,32(4), pp.423-446.