"William Perera, a recent Saratoga High School graduate, competed in the Pacific Crest Half Ironman Triathlon held at Sunriver, Ore., in June, and was a winner in his age group.
The course started with a 1.2-mile swim in the Wickiup Reservoir, followed by a 58-mile bike ride around Mount Bachelor and a 13.1-mile run. Perera finished the triathlon in six hours and five minutes, faster than all other competitors in the 16-19 age division.
It was the fourth triathlon of the year for Perera, who plans to attend UCLA this fall. Earlier in the year he completed the Mount Diablo, Granite Bay and Berkeley Triathlons."
Sunday, August 31, 2008
anderson ucla
"Former Marine Sgt. Shawn James has found moving from the military world to the business world a difficult journey.Add a disability, and potential partners shy away in droves, said the 33-year-old San Diego resident, who dreams of starting a company involving hybrid vehicles."
Thursday, August 28, 2008
It was the quintessential college scene: dozens of students from the Harvard Black Men’s Forum and the Association of Black Harvard Women picnicking on the Radcliffe Quad, playing capture-the-flag and running relay races at their end-of-the-year field day.
But just an hour into the festivities on the sunny afternoon in May 2007, the fun screeched to a halt. Two campus police officers rode up on motorcycles. Were they students? the officers asked. Did they have permission to be there? The young men and women, dressed in Harvard T-shirts, would discover that a fellow student in a nearby dorm had mistaken them for trespassers, according to students who were there and whose account was confirmed by Harvard officials.
The incident, which ignited criticism from black students and faculty, highlighted the prejudices that many black students say they continue to face at Harvard — not only from police, but from classmates as well.
But just an hour into the festivities on the sunny afternoon in May 2007, the fun screeched to a halt. Two campus police officers rode up on motorcycles. Were they students? the officers asked. Did they have permission to be there? The young men and women, dressed in Harvard T-shirts, would discover that a fellow student in a nearby dorm had mistaken them for trespassers, according to students who were there and whose account was confirmed by Harvard officials.
The incident, which ignited criticism from black students and faculty, highlighted the prejudices that many black students say they continue to face at Harvard — not only from police, but from classmates as well.
Tuesday, August 26, 2008
Tips For Getting Into A Top Business School - Forbes.com
"With banks laying staffers off and the mortgage industry imploding, lots of people think it's a good time to attend business school. One indicator: The number of people taking the GMAT, a requirement for getting in, is up 12%, compared with this time last year.
That means more competition than ever to get into a top school. But getting into the school of your dreams isn't an impossible feat, if you follow certain tricks of the trade.
'The chance of getting into a top business school is 10% to 15%,' says Chioma Isiadinso, a former admissions board member at Harvard Business School and author of The Best Business Schools' Admissions Secrets. 'If you make good choices during the application process, you can up it to 80%.'"
That means more competition than ever to get into a top school. But getting into the school of your dreams isn't an impossible feat, if you follow certain tricks of the trade.
'The chance of getting into a top business school is 10% to 15%,' says Chioma Isiadinso, a former admissions board member at Harvard Business School and author of The Best Business Schools' Admissions Secrets. 'If you make good choices during the application process, you can up it to 80%.'"
Monday, August 25, 2008
The Harvard Crimson :: Harvard Tops Princeton, But Students Dismiss Rankings
"For the first time in a dozen years, Harvard won an unchallenged first in the U.S. News 'Best Colleges' ranking, an achievement that knocked Princeton off of the pedestal on which it had sat for the past eight years.
A handful of Ivy League schools plus Stanford, MIT, Caltech, the University of Chicago, and Duke round out the top ten.
Robert Morse, U.S. News' director of data research, said that because the difference between the top three schools has been small, 'it didn't take a great amount of movement to push Harvard ahead of Princeton.'
A few media outlets had reported that changes in class size allowed Harvard to pass Princeton, but Morse said that small changes across the board—in areas such as student retention, financial resources, faculty resources, and peer assessment score—also played a role."
A handful of Ivy League schools plus Stanford, MIT, Caltech, the University of Chicago, and Duke round out the top ten.
Robert Morse, U.S. News' director of data research, said that because the difference between the top three schools has been small, 'it didn't take a great amount of movement to push Harvard ahead of Princeton.'
A few media outlets had reported that changes in class size allowed Harvard to pass Princeton, but Morse said that small changes across the board—in areas such as student retention, financial resources, faculty resources, and peer assessment score—also played a role."
Sunday, August 17, 2008
Friday, August 8, 2008
Tuesday, August 5, 2008
After earning a Harvard degree, Yoshito Hori gave up the life of a salaryman to start a school for would-be entrepreneurs
"When Yoshito Hori quit Sumitomo Corp. in the early 1990s and started a business school, many of his colleagues thought he was taking too great a risk. As it turned out, he was on the leading edge of the venture boom."
"Hori founded Globis Management School in Tokyo in 1992 and then launched the venture capital fund Globis Capital Partners in 1996.
Hori was a Kyoto University graduate and got his MBA from Harvard Business School. Unlike in the United States, becoming an entrepreneur was not common in Japan in the early 1990s, especially for those who had graduated from a prestigious university and had a job at a large company.
All that has changed.
"These days, young people don't think of starting a new venture as a risk," Hori, 46, said at his company's headquarters in Chiyoda Ward, Tokyo. He notes the growing number of young Japanese entrepreneurs in high-tech and other sectors.
In 1992, when he was 30, Hori began offering classes in a small classroom in Shibuya Ward. He and other MBA holders taught marketing and finance to young, career-minded businesspeople.
Some 20 students joined his academy, Globis Management School. Tailored for the Japanese business environment, the program was structured around case studies, which the students analyzed and debated.
The school was popular with those who wanted a brief, less expensive taste of an MBA experience in Japan rather than attending courses in the U.S. or Europe. A business course like this was rare in Japan at the time, Hori said.
The school was accredited as an official graduate school of management in December 2005 and now offers MBAs. It became an educational corporation this April and will open a new campus in Nagoya next year. "
"Hori founded Globis Management School in Tokyo in 1992 and then launched the venture capital fund Globis Capital Partners in 1996.
Hori was a Kyoto University graduate and got his MBA from Harvard Business School. Unlike in the United States, becoming an entrepreneur was not common in Japan in the early 1990s, especially for those who had graduated from a prestigious university and had a job at a large company.
All that has changed.
"These days, young people don't think of starting a new venture as a risk," Hori, 46, said at his company's headquarters in Chiyoda Ward, Tokyo. He notes the growing number of young Japanese entrepreneurs in high-tech and other sectors.
In 1992, when he was 30, Hori began offering classes in a small classroom in Shibuya Ward. He and other MBA holders taught marketing and finance to young, career-minded businesspeople.
Some 20 students joined his academy, Globis Management School. Tailored for the Japanese business environment, the program was structured around case studies, which the students analyzed and debated.
The school was popular with those who wanted a brief, less expensive taste of an MBA experience in Japan rather than attending courses in the U.S. or Europe. A business course like this was rare in Japan at the time, Hori said.
The school was accredited as an official graduate school of management in December 2005 and now offers MBAs. It became an educational corporation this April and will open a new campus in Nagoya next year. "
Monday, August 4, 2008
Harvard MBA Leaves With Great Access, Nice Book, No Job!
Review by Caroline Baum Aug. 4 (Bloomberg) -- What do some of the world's mostsuccessful business leaders, savviest entrepreneurs and reviledfelons have in common? Six initials: HBS MBA. A Master of Business Administration degree from HarvardBusiness School is an elite calling card. It opens doors,provides a network worthy of Who's Who and can be the first stepon a path to untold riches. (So what if former Enron CEO JeffreySkilling ended up in jail?) Intrigued by the opportunities open to someone with thisgolden degree, journalist Philip Delves Broughton quits his postas Paris bureau chief for London's Daily Telegraph to attend HBS.``Ahead of the Curve'' is the funny, insightful story of hisexperience. Delves Broughton, class of 2006, was one of 895 studentsselected from a field of 7,100 applicants, a 12.6 percentacceptance rate. Once you're in, though, it's ``almost impossibleto fail,'' the author writes. Students in the bottom 10 percentare given ``every kind of support.'' The only involuntary way outis failing to show up for class and being ``mean to everyone whotried to help you.'' That doesn't mean the program isn't without its challenges.The competition is intense, the workload daunting and thepressure to secure a $400,000-a-year job with a hedge fund orprivate equity fund never far from students' consciousness.
Cold Calling
Students are taught business using the case method, adaptedfrom the law school. Instead of listening to lectures, they learnbusiness principles by analyzing real situations in class.Professors ``cold call'' students to present the assigned case,intensifying the pressure to be prepared. The first year's required curriculum -- 10 courses, five persemester -- covers the fundamentals of business, includingfinance, accounting, marketing, organizational behavior,leadership and corporate accountability. The second yearcurriculum is elective. Some students come to HBS with a purpose: Their companiessend them, or they want to make a career change. Others come tofind themselves. Our narrator falls into the second category. He struggles with technology (Word is the only Microsoftapplication he's ever used), concepts (liabilities are the moneybanks have, assets the money they don't) and a constant sense ofbeing behind his classmates, many of whom have started companies,run factories, served in the military and worked as consultantsand public servants.
Vice Presidents Anonymous
Where Delves Broughton excels is in applying hisjournalist's eye for detail. He's at his best -- and mosthilarious -- when describing his classmates and, by design ordefault, deprecating himself. For some members of his class, accustomed to 80-hourworkweeks, the 55 hours of academic work expected of studentsseemed like a vacation, he writes. One veteran of a privateequity firm ``did not expect to learn much, but she was lookingforward to sleeping, working out and taking long vacations.'' HBS is all about leadership, starting with the school'smission statement: ``to educate leaders who make a difference inthe world.'' Even lowly positions at student clubs are advertisedas ``leadership opportunities'' and carry the title of vicepresident. ``One day we, too, might be part of corporate America'sbulging vice-presidential class, so we may as well get used tothe weightlessness of the title,'' the author writes.
Advice and Consent
Delves Broughton wrestles with the prospect of corporatelife. He tries to reconcile the advice of the business luminarieswho come to HBS to share their wisdom -- do something you love,the money will follow, family comes first -- with the reality formost graduates. ``The degree enabled them to get jobs that robbed them oftheir private lives,'' he says. The consolation is that the moneythey accumulate eventually allows them ``to live the lives theywanted.'' After many job applications, dozens of interviews and aseries of rejections (McKinsey & Co.) from employers he didn'treject first (Google), Delves Broughton comes up empty-handed.(``You went to Harvard Business School and couldn't find a job?''he imagines people thinking when they meet him.) That doesn't mean the two years and $175,000 for tuition andliving expenses was for naught. In the end, he realizes HBS isn'tabout getting a job. ``It was about putting up the structure fora more interesting life,'' he writes. That may sound like a rationalization, but if this book isany indication, Philip Delves Broughton got his money's worthfrom Harvard Business School.
``Ahead of the Curve: Two Years at Harvard Business School''is published in the U.S. by the Penguin Press (283 pages,$25.95). It's published in the U.K. by Viking under the title``What They Teach You at Harvard Business School'' (12.99 pounds,paperback).
(Caroline Baum, author of ``Just What I Said,'' is aBloomberg News columnist. The opinions expressed are her own.)
For related news:Top arts and lifestyle stories: MUSEBook reviews: TNI BOOK MUSE More by Caroline Baum: NI BAUM
--Editors: Laurie Muchnick, Yvette Ferreol.
Cold Calling
Students are taught business using the case method, adaptedfrom the law school. Instead of listening to lectures, they learnbusiness principles by analyzing real situations in class.Professors ``cold call'' students to present the assigned case,intensifying the pressure to be prepared. The first year's required curriculum -- 10 courses, five persemester -- covers the fundamentals of business, includingfinance, accounting, marketing, organizational behavior,leadership and corporate accountability. The second yearcurriculum is elective. Some students come to HBS with a purpose: Their companiessend them, or they want to make a career change. Others come tofind themselves. Our narrator falls into the second category. He struggles with technology (Word is the only Microsoftapplication he's ever used), concepts (liabilities are the moneybanks have, assets the money they don't) and a constant sense ofbeing behind his classmates, many of whom have started companies,run factories, served in the military and worked as consultantsand public servants.
Vice Presidents Anonymous
Where Delves Broughton excels is in applying hisjournalist's eye for detail. He's at his best -- and mosthilarious -- when describing his classmates and, by design ordefault, deprecating himself. For some members of his class, accustomed to 80-hourworkweeks, the 55 hours of academic work expected of studentsseemed like a vacation, he writes. One veteran of a privateequity firm ``did not expect to learn much, but she was lookingforward to sleeping, working out and taking long vacations.'' HBS is all about leadership, starting with the school'smission statement: ``to educate leaders who make a difference inthe world.'' Even lowly positions at student clubs are advertisedas ``leadership opportunities'' and carry the title of vicepresident. ``One day we, too, might be part of corporate America'sbulging vice-presidential class, so we may as well get used tothe weightlessness of the title,'' the author writes.
Advice and Consent
Delves Broughton wrestles with the prospect of corporatelife. He tries to reconcile the advice of the business luminarieswho come to HBS to share their wisdom -- do something you love,the money will follow, family comes first -- with the reality formost graduates. ``The degree enabled them to get jobs that robbed them oftheir private lives,'' he says. The consolation is that the moneythey accumulate eventually allows them ``to live the lives theywanted.'' After many job applications, dozens of interviews and aseries of rejections (McKinsey & Co.) from employers he didn'treject first (Google), Delves Broughton comes up empty-handed.(``You went to Harvard Business School and couldn't find a job?''he imagines people thinking when they meet him.) That doesn't mean the two years and $175,000 for tuition andliving expenses was for naught. In the end, he realizes HBS isn'tabout getting a job. ``It was about putting up the structure fora more interesting life,'' he writes. That may sound like a rationalization, but if this book isany indication, Philip Delves Broughton got his money's worthfrom Harvard Business School.
``Ahead of the Curve: Two Years at Harvard Business School''is published in the U.S. by the Penguin Press (283 pages,$25.95). It's published in the U.K. by Viking under the title``What They Teach You at Harvard Business School'' (12.99 pounds,paperback).
(Caroline Baum, author of ``Just What I Said,'' is aBloomberg News columnist. The opinions expressed are her own.)
For related news:Top arts and lifestyle stories: MUSE
--Editors: Laurie Muchnick, Yvette Ferreol.
Sunday, August 3, 2008
GMAT
"Question: What's a Good Score on the GMAT Test?
Answer: Every business school program has a different understanding of what constitutes a "good" GMAT score, and there's usually not a fixed cut-off point required for admission. Admissions committees will also be looking at your past GPA and work experience, so you can think of your GMAT score as being balanced by those other considerations. Some schools may accept lower GMAT scores if you have a rich work history and a good past GPA; others may let you in because of high GMAT scores if you only have a few years of work experience.
Your first step should be to research the average GMAT test scores of the students who were accepted into the specific business schools you're interested in. Most schools publish these numbers online, so find them and take note of the average scores.
You should aim for a higher than average GMAT score to make yourself a competitive candidate for business school admissions.
Here's an idea of what you're up against: The most prestigious US business schools, including the Ivy Leagues, report that their students scored 700 on the GMAT on average. Less prestigious business schools, such as those at many state universities, report an average GMAT score of 550 - only slightly higher than the average score earned by all GMAT testers. In between those extremes, scoring 650 on the GMAT will beat the average and make you a competitive candidate at most business schools around the US.
So find out the average GMAT score for students accepted into the schools you're interested in, and target your test prep to match or beat that score.Business Week has 2 great resources that will help you understand the relationship between GMAT scores and schools:
An MBA Program Search to find the schools that would be the best match for you, considering your work experience, GMAT score, preferred state or region, and other factors.
MBA Program Profiles for most business schools in North America. Click on the schools you're interested in to learn the average GMAT score for accepted students in the past few years as well as the cost, the program length, and other vital information."
Answer: Every business school program has a different understanding of what constitutes a "good" GMAT score, and there's usually not a fixed cut-off point required for admission. Admissions committees will also be looking at your past GPA and work experience, so you can think of your GMAT score as being balanced by those other considerations. Some schools may accept lower GMAT scores if you have a rich work history and a good past GPA; others may let you in because of high GMAT scores if you only have a few years of work experience.
Your first step should be to research the average GMAT test scores of the students who were accepted into the specific business schools you're interested in. Most schools publish these numbers online, so find them and take note of the average scores.
You should aim for a higher than average GMAT score to make yourself a competitive candidate for business school admissions.
Here's an idea of what you're up against: The most prestigious US business schools, including the Ivy Leagues, report that their students scored 700 on the GMAT on average. Less prestigious business schools, such as those at many state universities, report an average GMAT score of 550 - only slightly higher than the average score earned by all GMAT testers. In between those extremes, scoring 650 on the GMAT will beat the average and make you a competitive candidate at most business schools around the US.
So find out the average GMAT score for students accepted into the schools you're interested in, and target your test prep to match or beat that score.Business Week has 2 great resources that will help you understand the relationship between GMAT scores and schools:
An MBA Program Search to find the schools that would be the best match for you, considering your work experience, GMAT score, preferred state or region, and other factors.
MBA Program Profiles for most business schools in North America. Click on the schools you're interested in to learn the average GMAT score for accepted students in the past few years as well as the cost, the program length, and other vital information."
UCLA Anderson MBA
The Anderson School at UCLA offers graduate degrees in management.
www.anderson.ucla.edu
Friday, August 1, 2008
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