Salary Related Quotes

A few years ago, for instance, the AARP asked some lawyers if they would offer less expensive services to needy retirees, at something like $30 an hour. The lawyers said no. Then the program manager from AARP had a brilliant idea: he asked the lawyers if they would offer free services to needy retirees. Overwhelmingly, the lawyers said yes. What was going on here? How could zero dollars be more attractive than $30? When money was mentioned, the lawyers used market norms and found the offer lacking, relative to their market salary. When no money was mentioned they used social norms and were willing to volunteer their time. Why didn’t they just accept the $30, thinking of themselves as volunteers who received $30? Because once market norms enter our considerations, the social norms depart.

As we’ve gone along, I’ve pointed out that a warm childhood relationship with his mother—not maternal education—was significantly related to a man’s verbal test scores, to high salary, to class rank at Harvard, and to military rank at the end of World War II. At the men’s twenty-fifth reunion, it looked, to my surprise, as though the quality of a man’s relationship with his mother had little effect on overall midlife adjustment. However, forty-five years later, to my surprise again, the data suggested that there was a significant positive correlation between the quality of one’s maternal relationship and the absence of cognitive decline. At age ninety, 33 percent of the men with poor maternal relationships, and only 13 percent of men with warm relationships, suffered from dementia.

Everything, my good friend, is relative, from the king who stands in the way of his designated successor to the employee who impedes the supernumerary: if the king dies, the successor inherits a crown; if the employee dies, the supernumerary inherits a salary of twelve hundred livres. These twelve hundred livres are his civil list: they are as necessary to his survival as the king’s twelve million. Every individual, from the lowest to the highest on the social scale, is at the centre of a little network of interests, with its storms and its hooked atoms, like the worlds of Descartes;2 except that these worlds get larger as one goes up: it is a reverse spiral balanced on a single point.

Biologists hold that our mental and emotional world is governed by biochemical mechanisms shaped by millions of years of evolution. Like all other mental states, our subjective well-being is not determined by external parameters such as salary, social relations or political rights. Rather, it is determined by a complex system of nerves, neurons, synapses and various biochemical substances such as serotonin, dopamine and oxytocin.

When do you wish to go?” “Early to-morrow morning, sir.” “Well, you must have some money; you can’t travel without money, and I daresay you have not much: I have given you no salary yet. How much have you in the world, Jane?” he asked, smiling. I drew out my purse; a meagre thing it was. “Five shillings, sir.” He took the purse, poured the hoard into his palm, and chuckled over it as if its scantiness amused him. Soon he produced his pocket-book: “Here,” said he, offering me a note; it was fifty pounds, and he owed me but fifteen. I told him I had no change. “I don’t want change; you know that. Take your wages.” I declined accepting more than was my due. He scowled at first; then, as if recollecting something, he said— “Right, right! Better not give you all now: you would, perhaps, stay away three months if you had fifty pounds. There are ten; is it not plenty?” “Yes, sir, but now you owe me five.” “Come back for it, then; I am your banker for forty pounds.” “Mr. Rochester, I may as well mention another matter of business to you while I have the opportunity.” “Matter of business? I am curious to hear it.” “You have as good as informed me, sir, that you are going shortly to be married?” “Yes; what then?” “In that case, sir, Adèle ought to go to school: I am sure you will perceive the necessity of it.” “To get her out of my bride’s way, who might otherwise walk over her rather too emphatically? There’s sense in the suggestion; not a doubt of it. Adèle, as you say, must go to school; and you, of course, must march straight to—the devil?” “I hope not, sir; but I must seek another situation somewhere.” “In course!” he exclaimed, with a twang of voice and a distortion of features equally fantastic and ludicrous. He looked at me some minutes. “And old Madam Reed, or the Misses, her daughters, will be solicited by you to seek a place, I suppose?” “No, sir; I am not on such terms with my relatives as would justify me in asking favours of them—but I shall advertise.

the welfare states of western Europe were not politically divisive. They were socially re-distributive in general intent (some more than others) but not at all revolutionary—they did not ‘soak the rich’. On the contrary: although the greatest immediate advantage was felt by the poor, the real long-term beneficiaries were the professional and commercial middle class. In many cases they had not previously been eligible for work-related health, unemployment or retirement benefits and had been obliged, before the war, to purchase such services and benefits from the private sector. Now they had full access to them, either free or at low cost. Taken with the state provision of free or subsidized secondary and higher education for their children, this left the salaried professional and white-collar classes with both a better quality of life and more disposable income. Far from dividing the social classes against each other, the European welfare state bound them closer together than ever before, with a common interest in its preservation and defense.

Poverty is a funny phenomenon. It is always defined financially and always relative to what other people earn. It is possible to be extremely happy despite having little money and being officially categorised as poverty-stricken. You can also be really unhappy despite earning a high salary. Those who always want something more will always live in poverty, regardless of how much they earn, while those who are content with what they have will always feel they have an abundance. Most poverty in the UK isn't material poverty, it's spiritual poverty, a state of mind in which fulfilment comes only from the pursuit of material gain.

Although it would be difficult to prove, the pervading view of wealth—that it should be forcibly taken from those who have it—probably has an effect on crime. If, as they are told over and over, the poor are entitled to money earned by others, why should they not simply take it themselves and cut out the middleman? Crime is, in fact, a much more efficient way to spread wealth. Of every dollar spent by Congress for welfare, only thirty cents actually reach recipients. Administration and bureaucrat salaries eat up the rest.1318 New York City spends an incredible $18,000 a year per person to accommodate drifters on cots laid out by the hundreds on the floors of armories.

Naturally, it is too good to be true. Diamond's idea of helping you with your job is to lecture you on the obsolete and retrograde nature of salaried employment. He goes on at length, in his constricted nasal manner, about how, in our social history, jobs are an aberration, a flash in the pan. Human beings have been on earth for a million years, he claims (you think he's mistaken about that), but have only had jobs for the past five hundred years (that doesn't sound right, either), an inconsequential period, relatively speaking. People have always worked, he explains, but they have only held jobs with wages and employers and vacations and pink slips--for a very short time.

Thomas A. Edison told his associates that "Carver is worth a fortune" and backed up his statement by offering to employ the black chemist at an astronomically high salary. Carver turned down the offer. Henry Ford, who thought Carver "the greatest scientist living," tried to get him to come to his River Rouge establishment, with an equal lack of success. Because of the strangely unaccountable source from which his magic with plant products sprang, his methods continued to be as wholly inscrutable as Burbank's to scientists and to the general public. Visitors finding Carver puttering at his workbench amid a confusing clutter of molds, soils, plants, and insects were baffled by the utter and, to many of them, meaningless simpFcity of his replies to their persistent pleas for him to reveal his secrets. To one puzzled interlocutor he said: "The secrets are in the plants. To elicit them you have to love them enough." "But why do so few people have your power?" the man persisted. "Who besides you can do these things?" "Everyone can," said Carver, "if only they believe it.

Before the assassination of President John F. Kennedy, the very word conspiracy was seldom used by most Americans. The JFK assassination was the seminal national event in the lives of the Baby Boomer generation. We’ve heard all the clichés about the loss of our innocence, and the beginning of public distrust in our government’s leaders, being born with the events of November 22, 1963, but there’s a good deal of truth in that. President Kennedy tapped into our innate idealism and inspired a great many people, especially the young, like no president ever had before. John F. Kennedy was vastly different from most of our elected presidents. He was the first president to refuse a salary. He never attended a Bilderberg meeting. He was the first Catholic to sit in the Oval Office, and he almost certainly wasn’t related to numerous other presidents and/or the royal family of England, as is often the case. He was a genuine war hero, having tugged an injured man more than three miles using only a life preserver’s strap between his teeth, after the Japanese had destroyed the boat he commanded, PT-109. This selfless act seems even more courageous when one takes into account Kennedy’s recurring health problems and chronic bad back. He was an intellectual and an accomplished author who wrote many of his memorable speeches. He would never have been invited to dance naked with other powerful men and worship a giant owl, as so many of our leaders do every summer at Bohemian Grove in California.

In a sense the rise of Anabaptism was no surprise. Most revolutionary movements produce a wing of radicals who feel called of God to reform the reformation. And that is what Anabaptism was, a voice calling the moderate reformers to strike even more deeply at the foundations of the old order. Like most counterculture movements, the Anabaptists lacked cohesiveness. No single body of doctrine and no unifying organization prevailed among them. Even the name Anabaptist was pinned on them by their enemies. It meant rebaptizer and was intended to associate the radicals with heretics in the early church and subject them to severe persecution. The move succeeded famously. Actually, the Anabaptists rejected all thoughts of rebaptism because they never considered the ceremonial sprinkling they received in infancy as valid baptism. They much preferred Baptists as a designation. To most of them, however, the fundamental issue was not baptism. It was the nature of the church and its relation to civil governments. They had come to their convictions like most other Protestants: through Scripture. Luther had taught that common people have a right to search the Bible for themselves. It had been his guide to salvation; why not theirs? As a result, little groups of Anabaptist believers gathered about their Bibles. They discovered a different world in the pages of the New Testament. They found no state-church alliance, no Christendom. Instead they discovered that the apostolic churches were companies of committed believers, communities of men and women who had freely and personally chosen to follow Jesus. And for the sixteenth century, that was a revolutionary idea. In spite of Luther’s stress on personal religion, Lutheran churches were established churches. They retained an ordained clergy who considered the whole population of a given territory members of their church. The churches looked to the state for salary and support. Official Protestantism seemed to differ little from official Catholicism. Anabaptists wanted to change all that. Their goal was the “restitution” of apostolic Christianity, a return to churches of true believers. In the early church, they said, men and women who had experienced personal spiritual regeneration were the only fit subjects for baptism. The apostolic churches knew nothing of the practice of baptizing infants. That tradition was simply a convenient device for perpetuating Christendom: nominal but spiritually impotent Christian society. The true church, the radicals insisted, is always a community of saints, dedicated disciples in a wicked world. Like the missionary monks of the Middle Ages, the Anabaptists wanted to shape society by their example of radical discipleship—if necessary, even by death. They steadfastly refused to be a part of worldly power including bearing arms, holding political office, and taking oaths. In the sixteenth century this independence from social and civic society was seen as inflammatory, revolutionary, or even treasonous.

Ultimately, the World Top Incomes Database (WTID), which is based on the joint work of some thirty researchers around the world, is the largest historical database available concerning the evolution of income inequality; it is the primary source of data for this book.24 The book’s second most important source of data, on which I will actually draw first, concerns wealth, including both the distribution of wealth and its relation to income. Wealth also generates income and is therefore important on the income study side of things as well. Indeed, income consists of two components: income from labor (wages, salaries, bonuses, earnings from nonwage labor, and other remuneration statutorily classified as labor related) and income from capital (rent, dividends, interest, profits, capital gains, royalties, and other income derived from the mere fact of owning capital in the form of land, real estate, financial instruments, industrial equipment, etc., again regardless of its precise legal classification). The WTID contains a great deal of information about the evolution of income from capital over the course of the twentieth century. It is nevertheless essential to complete this information by looking at sources directly concerned with wealth. Here I rely on three distinct types of historical data and methodology, each of which is complementary to the others.25 In the first place, just as income tax returns allow us to study changes in income inequality, estate tax returns enable us to study changes in the inequality of wealth.26 This

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Let’s zoom in on a particular form of synesthesia as an example. For most of us, February and Wednesday do not have any particular place in space. But some synesthetes experience precise locations in relation to their bodies for numbers, time units, and other concepts involving sequence or ordinality. They can point to the spot where the number 32 is, where December floats, or where the year 1966 lies.8 These objectified three-dimensional sequences are commonly called number forms, although more precisely the phenomenon is called spatial sequence synesthesia.9 The most common types of spatial sequence synesthesia involve days of the week, months of the year, the counting integers, or years grouped by decade. In addition to these common types, researchers have encountered spatial configurations for shoe and clothing sizes, baseball statistics, historical eras, salaries, TV channels, temperature, and more.

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At roughly $10,000 per student per year, the average American school is spending $250,000–$300,000 per classroom of twenty-five to thirty students. Where is that money going? Arguably, most of it should be going to teachers; but that isn’t how it works. Teachers’ salaries are a relatively small part of the expenditure. If we generously put a teacher’s salary and benefits at $100,000 per year—teachers in most of the country make far less—and the cost of maintaining a 1,000-square-foot classroom at $30,000 per year (a figure comparable to leasing high-end office space), we still have $120,000–$170,000 for each classroom to be spent on “other stuff.” This other stuff includes things like well-paid administrators, security guards, and well-manicured football fields—none of which have a direct role in students’ learning.

Between state building and economic growth Having a state is a basic precondition for intensive economic growth. The economist Paul Collier has demonstrated the converse of this proposition, namely, that state breakdown, civil war, and interstate conflict have very negative consequences for growth.20 A great deal of Africa’s poverty in the late twentieth century was related to the fact that states there were very weak and subject to constant breakdown and instability. Beyond the establishment of a state that can provide for basic order, greater administrative capacity is also strongly correlated with economic growth. This is particularly true at low absolute levels of per capita GDP (less than $1,000); while it remains important at higher levels of income, the impact may not be proportionate. There is also a large literature linking good governance to economic growth, though the definition of “good governance” is not well established and, depending on the author, sometimes includes all three components of political development.21 While the correlation between a strong, coherent state and economic growth is well established, the direction of causality is not always clear. The economist Jeffrey Sachs has maintained that good governance is endogenous: it is the product of economic growth rather than a cause of it.22 There is a good logic to this: government costs money. One of the reasons why there is so much corruption in poor countries is that they cannot afford to pay their civil servants adequate salaries to feed their families, so they are inclined to take bribes. Per capita spending on all government services, from armies and roads to schools and police on the street, was about $17,000 in the United States in 2008 but only $19 in Afghanistan.23 It is therefore not a surprise that the Afghan state is much weaker than the American one, or that large flows of aid money generate corruption.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

This isn’t, however, just a public relations challenge for organizational leaders; corporate social responsibility is a very real issue for job seekers. For the 2007 Cone’s Millennial Cause Study, 68 percent of Generation Y’ers stated that they currently do or will refuse to work for a company that does not have a strong corporate social responsibility record, and 75 percent will pay particularly close attention, both for employment and consumer choices, to companies who have strong CSR records. Numerous studies have found that a company’s CSR record will affect an organization’s ability to recruit and retain qualified employees (i.e., Chesloff, 2010; Greening & Turban, 2000). Murray’s (2008) survey found that one third of the respondents felt working for a caring and responsible employer was more important than the salary that they earned, and nearly one half would turn away from an employer with a negative corporate social responsibility history.

And indeed today as it struggles with its financial crisis, the central issue in Greek politics remains resentment of the influence of Brussels, Germany, the International Monetary Fund, and other external actors, which are seen as pulling strings behind the back of a weak Greek government. Although there is considerable distrust of government in American political culture, by contrast, the basic legitimacy of democratic institutions runs very deep. Distrust of government is related to the Greek inability to collect taxes. Americans loudly proclaim their dislike of taxes, but when Congress mandates a tax, the government is energetic in enforcement. Moreover, international surveys suggest that levels of tax compliance are reasonably high in the United States; higher, certainly, than most European countries on the Mediterranean. Tax evasion in Greece is widespread, with restaurants requiring cash payments, doctors declaring poverty-line salaries, and unreported swimming pools owned by asset-hiding citizens dotting the Athenian landscape. By one account, Greece’s shadow economy—unreported income hidden from the tax authorities—constitutes 29.6 percent of total GDP.24 A second factor has to do with the late arrival of capitalism in Greece. The United States was an early industrializer; the private sector and entrepreneurship remained the main occupations of most Americans. Greece urbanized and took on other trappings of a modern society early on, but it failed to build a strong base of industrial employment. In the absence of entrepreneurial opportunities, Greeks sought jobs in the state sector, and politicians seeking to mobilize votes were happy to oblige. Moreover, the Greek pattern of urbanization in which whole villages moved from the countryside preserved intact rural patronage networks, networks that industry-based development tended to dissolve.

In each case, the relative cost of postponing the purchase for buyer and seller determines the intensity of competition between the [past and future] selves of the seller. If the buyer has a lower cost of postponing the purchase (delay, making do with an interior model) than the seller (inventory, staff salaries) the buyer has the bargaining power.

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the most important document of Leo’s pontificate, his bull Rerum novarum, issued on May 15, 1891. The subject of that bull was one with which few popes had dealt before: the proper relations between laborers and their employers. In the bull, Leo shows that he is aware of the inequities that have resulted from the contrast between “the enormous fortunes of a few individuals, and the extreme poverty of the masses.” Therefore, he writes, the time has come “to define the mutual rights and obligations of the rich and the poor, of capital and labor.” Such relations have become all the more tragic since labor organizations have disappeared in recent times, and “a small group of very rich people have been able to throw upon the masses of poor laborers a yoke that is little better than slavery itself.” Although it is an error to believe that between the rich and the poor there can only be class war, it is true that the defense of the poor merits special attention, for the rich have many ways to protect themselves, while the poor have no other recourse than the protection of the state. Therefore, laws should be such that the rights of the poor are guaranteed. In particular, this refers to the right of every laborer to a salary sufficient to sustain him and his family, without being forced to work beyond a fair limit. All this is to be done because “God seems to lean in favor of those who suffer misfortune.

The family piano’s role in the music that flowed out of the residential streets of Detroit cannot be overstated. The piano, and its availability to children of the black working class and middle class, is essential to understanding what happened in that time and place, and why it happened, not just with Berry Gordy Jr. but with so many other young black musicians who came of age there from the late forties to the early sixties. What was special then about pianos and Detroit? First, because of the auto plants and related industries, most Detroiters had steady salaries and families enjoyed a measure of disposable income they could use to listen to music in clubs and at home. Second, the economic geography of the city meant that the vast majority of residents lived in single-family houses, not high-rise apartments, making it easier to deliver pianos and find room for them. And third, Detroit had the egalitarian advantage of a remarkable piano enterprise, the Grinnell Brothers Music House.

■ Types are (sets of) things we can talk about. ■ Relations are (sets of) things we say about the things we can talk about. (There is a nice analogy here that might help you appreciate and remember these important points: Types are to relations as nouns are to sentences.) Thus, in the example, the things we can talk about are employee numbers, names, department numbers, and money values, and the things we say are true utterances of the form “The employee with the specified employee number has the specified name, works in the specified department, and earns the specified salary.” It follows from all of the foregoing that: 1. Types and relations are both necessary (without types, we have nothing to talk about; without relations, we cannot say anything). 2. Types and relations are sufficient, as well as necessary—i.e., we do not need anything else, logically speaking. 3. Types and relations are not the same thing. It is an unfortunate fact that certain commercial products—not relational ones, by definition!—are confused over this very point.

The conditioning of the populace must be directed by a small corps of expert technicians in the employ of an oligarchy, with only a limited number of assistants who are fully aware of their task. When we consider the British and Americans (as distinct from resident aliens), we may be certain that most of the teachers who inject illusions into the minds of the young, many of the journalists who manufacture tripe for the press and radio, and even quite a few of the “social scientists” who concoct sophistries for the half-educated, are not conscious of what they are doing, being themselves deceived. And the individuals who suspect that they are deluding their victims probably soothe their consciences with assurances that they are engaged in noble work for “democracy” and their salaries. Thus, although it is true that the manufacture of propaganda, like the manufacture of shoes or stoves, requires today a larger number of technicians and other employees than were needed even a few decades ago, the number concerned in its production is relatively small and the employers even fewer, so that historians still think in terms of a small group engaged in conscious and calculated deception of a great majority.

Unless a suburban woman is in the relatively rare position of commanding a high salary, and is able to find and afford top-quality child care, she may find herself in a no-win situation

Stiglitz addresses the growth of inequality over the past thirty years. He takes on the neoclassical view that wages and salaries reflect the marginal productivity of workers, showing that the very high incomes of corporate executives in fact reveal a form of ‘rent-seeking’, in which rewards are extracted without relation to productivity or economic desert. Moreover he points out—again contrary to the orthodox view—that such inequality is not the price that has to be paid for greater economic prosperity, but actually retards growth.

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

Deprived of their direct ties with Central Asia -- and with it their access to Turkish slaves, mercenaries and war horses -- the later Ghaznavids lost their wider, imperial vision an acquired the character of a regional, North Indian state. They were certainly not seen as menacing aliens who might have posed a civilzational threat to Indian culture. Contemporary Sanskrit inscriptions refer to the Ghaznavids not as Muslims but as 'turushkas' (Turks), an ethnic term, or as 'hammiras', a Sanskritized rendering of 'amir' (Arabic for commander), an official title. For their part, in the eleventh and twelfth centuries Ghaznavid rulers in India issued coins from Lahore bearing the same legends that had appeared on those of their Indian predecessors, the Hindu Shahi dynasty (c.850-1002). These included Śiva's bull Nandi and the Sanskrit phrase 'śri samanta deva' (Honourable Chief Commander) inscribed in Devanagari script. Such measures point to the later Ghaznavids' investment in establishing cultural and monetary continuity with North Indian kingsdoms. Moreover, despite the dynasty's rhetoric about defending Sunni Islam, religion posed no bar to military recruitment, as Indians had always been prominent in Ghaznavid armies. In 1033 Mahmud of Ghazni gave the command of his army stationed in Lahore to a Hindu general, and in Ghazni itself Indian military contingents had their own commanders, inhabited their own quarter of the city, and were generally considered more reliable soldiers than the Turks. Crucially, the Ghaznavids brought to the Punjab the entire gamut of Persianate institutions and practices that would define the political economy of much of India for centuries to come. Inherited from the creative ferment of tenth-century Khurasan and Central Asia under the Samanid rulers of Bukhara, these included: the elaboration of a ranked and salaried bureaucracy tied to the state's land revenue and military systems; the institution of elite, or military, slavery; an elaboration of the office of 'sultan'; the courtly patronage of Persian arts, crafts and literature; and a tradition of spiritually powerful holy men, or Sufis, whose relations with royal power were ambivalent, to say the least.

The word “precariat” generally stands for work that no longer has fixed rules about labor relations, salary, or the length of the work day. However, if we analyze the past, we see that these rules functioned only for a limited period in the history of relations between labor and capital.

Let us turn now to a study of a small Newfoundland fishing village. Fishing is, in England at any rate – more hazardous even than mining. Cat Harbour, a community in Newfoundland, is very complex. Its social relationships occur in terms of a densely elaborate series of interrelated conceptual universes one important consequence of which is that virtually all permanent members of the community are kin, ‘cunny kin’, or economic associates of all other of the 285 permanent members. The primary activity of the community is cod fishing. Salmon, lobster, and squid provide additional sources of revenue. Woodcutting is necessary in off-seasons. Domestic gardening, and stints in lumber camps when money is needed, are the two other profitable activities. The community's religion is reactionary. Women assume the main roles in the operation though not the government of the churches in the town. A complicated system of ‘jinking’ – curses, magic, and witchcraft – governs and modulates social relationships. Successful cod fishing in the area depends upon highly developed skills of navigation, knowledge of fish movements, and familiarity with local nautical conditions. Lore is passed down by word of mouth, and literacy among older fishermen is not universal by any means. ‘Stranger’ males cannot easily assume dominant positions in the fishing systems and may only hire on for salary or percentage. Because women in the community are not paid for their labour, there has been a pattern of female migration out of the area. Significantly, two thirds of the wives in the community are from outside the area. This has a predictable effect on the community's concept of ‘the feminine’. An elaborate anti-female symbolism is woven into the fabric of male communal life, e.g. strong boats are male and older leaky ones are female. Women ‘are regarded as polluting “on the water” and the more traditional men would not consider going out if a woman had set foot in the boat that day – they are “jinker” (i.e., a jinx), even unwittingly'. (It is not only relatively unsophisticated workers such as those fishermen who insist on sexual purity. The very skilled technicians drilling for natural gas in the North Sea affirm the same taboo: women are not permitted on their drilling platform rigs.) It would be, however, a rare Cat Harbour woman who would consider such an act, for they are aware of their structural position in the outport society and the cognition surrounding their sex….Cat Harbour is a male-dominated society….Only men can normally inherit property, or smoke or drink, and the increasingly frequent breach of this by women is the source of much gossip (and not a negligible amount of conflict and resentment). Men are seated first at meals and eat together – women and children eating afterwards. Men are given the choicest and largest portions, and sit at the same table with a ‘stranger’ or guest. Women work extremely demanding and long hours, ‘especially during the fishing season, for not only do they have to fix up to 5 to 6 meals each day for the fishermen, but do all their household chores, mind the children and help “put away fish”. They seldom have time to visit extensively, usually only a few minutes to and from the shop or Post Office….Men on the other hand, spend each evening arguing, gossiping, and “telling cuffers”, in the shop, and have numerous “blows” (i.e., breaks) during the day.’ Pre-adolescents are separated on sexual lines. Boys play exclusively male games and identify strongly with fathers or older brothers. Girls perform light women's work, though Faris indicates '. . . often openly aspire to be male and do male things. By this time they can clearly see the privileged position of the Cat Harbour male….’. Girls are advised not to marry a fisherman, and are encouraged to leave the community if they wish to avoid a hard life. Boys are told it is better to leave Cat Harbour than become fishermen....

Let’s start with the assumption that all members of a household enjoy an equal standard of living. Measuring poverty by household means that we lack individual level data, but in the late 1970s, the UK government inadvertently created a handy natural experiment that allowed researchers to test the assumption using a proxy measure.16 Until 1977, child benefit in Britain was mainly credited to the father in the form of a tax reduction on his salary. After 1977 this tax deduction was replaced by a cash payment to the mother, representing a substantial redistribution of income from men to women. If money were shared equally within households, this transfer of income ‘from wallet to purse’ should have had no impact on how the money was spent. But it did. Using the proxy measure of how much Britain was spending on clothes, the researchers found that following the policy change the country saw ‘a substantial increase in spending on women’s and children’s clothing, relative to men’s clothing’.

Since there is such desperation to hire black faculty, black professors are constantly being wooed from campus to campus with higher salary offers. Not surprisingly, blacks now make more money than whites with equivalent Ph.D.s.602

Every decision we make for our projects, be it technology, process or people related, can be a viewed as a form of investment. Investments come associated with a cost, which may or may not be monetary, and carry trust that they will eventually pay off. Our employers choose to offer us salaries in the hope that this investment will positively affect the outcome of their venture. We decide to follow a specific development methodology in the hope that it will make the team more productive. We choose to spend a month redesigning the physical architecture of an application in the belief that it will be beneficial in the long run.

Since time immemorial, the issue of money has been an uncomfortable one. Notice that your friends would rather talk about what they do for a living instead of how much money they make for a living, or that during family reunions and social get-togethers, your relatives — and you yourself — avoid the topic of job salaries like the plague.

Companies remain intent on maximising profits, personal salaries, bonuses and career opportunities. Conferences on mindfulness, ethics and vision seem little more than exercises in public relations. These gestures seem trivial in comparison to the core aims of corporations. A meteor will land one day and extinguish them.

Exploitation can be measured not only in paltry wages, but in the disparity between the wealth created by the worker and the pay she or he receives. Thus some professional athletes receive dramatically higher salaries than most people, but compared to the enormous wealth they produce for their owners, and taking into account the rigors and relative brevity of their careers, the injuries sustained, and the lack of life-long benefits, it can be said they are exploited at a far higher rate than most workers.

This may be the fundamental problem with caring a lot about what others think: It can put you on the established path—the my-isn’t-that-impressive path—and keep you there for a long time. Maybe it stops you from swerving, from ever even considering a swerve, because what you risk losing in terms of other people’s high regard can feel too costly. Maybe you spend three years in Massachusetts, studying constitutional law and discussing the relative merits of exclusionary vertical agreements in antitrust cases. For some, this might be truly interesting, but for you it is not. Maybe during those three years you make friends you’ll love and respect forever, people who seem genuinely called to the bloodless intricacies of the law, but you yourself are not called. Your passion stays low, yet under no circumstance will you underperform. You live, as you always have, by the code of effort/result, and with it you keep achieving until you think you know the answers to all the questions—including the most important one. Am I good enough? Yes, in fact I am. What happens next is that the rewards get real. You reach for the next rung of the ladder, and this time it’s a job with a salary in the Chicago offices of a high-end law firm called Sidley & Austin. You’re back where you started, in the city where you were born, only now you go to work on the forty-seventh floor in a downtown building with a wide plaza and a sculpture out front. You used to pass by it as a South Side kid riding the bus to high school, peering mutely out the window at the people who strode like titans to their jobs. Now you’re one of them. You’ve worked yourself out of that bus and across the plaza and onto an upward-moving elevator so silent it seems to glide. You’ve joined the tribe. At the age of twenty-five, you have an assistant. You make more money than your parents ever have. Your co-workers are polite, educated, and mostly white. You wear an Armani suit and sign up for a subscription wine service. You make monthly payments on your law school loans and go to step aerobics after work. Because you can, you buy yourself a Saab. Is there anything to question? It doesn’t seem that way. You’re a lawyer now. You’ve taken everything ever given to you—the love of your parents, the faith of your teachers, the music from Southside and Robbie, the meals from Aunt Sis, the vocabulary words drilled into you by Dandy—and converted it to this. You’ve climbed the mountain. And part of your job, aside from parsing abstract intellectual property issues for big corporations, is to help cultivate the next set of young lawyers being courted by the firm. A senior partner asks if you’ll mentor an incoming summer associate, and the answer is easy: Of course you will. You have yet to understand the altering force of a simple yes. You don’t know that when a memo arrives to confirm the assignment, some deep and unseen fault line in your life has begun to tremble, that some hold is already starting to slip. Next to your name is another name, that of some hotshot law student who’s busy climbing his own ladder. Like you, he’s black and from Harvard. Other than that, you know nothing—just the name, and it’s an odd one. Barack.

Kids are jumping out the windows of burning buildings, falling to their deaths. And we think the problem is that they’re jumping. This is what we’ve done: We’ve tried to find ways to get them to stop jumping. Convince them that burning alive is better than leaving when the shit gets too hot for them to take. We’ve boarded up windows and made better nets to catch them, found more convincing ways to tell them not to jump. They’re making the decision that it’s better to be dead and gone than to be alive in what we have here, this life, the one we made for them, the one they’ve inherited. And we’re either involved and have a hand in each one of their deaths, just like I did with my brother, or we’re absent, which is still involvement, just like silence is not just silence but is not speaking up. I’m in suicide prevention now. I’ve had fifteen relatives commit suicide over the course of my life, not counting my brother. I had one community I was working with recently in South Dakota tell me they were grieved out. That was after experiencing seventeen suicides in their community in just eight months. But how do we instill in our children the will to live? At these conferences. And in the offices. In the emails and at the community events, there has to be an urgency, a do-whatever-at-any-cost sort of spirit behind what we do. Or fuck the programs, maybe we should send the money to the families themselves, who need it and know what to do with it, since we all know what that money goes toward, salaries and conferences like this one. I’m sorry. I get paid outta that shit too, and actually, shit, I’m not sorry, this issue shouldn’t be met with politeness or formality. We can’t get lost in the career advancements and grant objectives, the day-to-day grind, as if we have to do what we do. We choose what we do, and in that choice comes the community. We are choosing for them. All the time. That’s what these kids are feeling. They have no control. Guess what kinda control they do have? We need to be about what we’re always saying we’re about. And if we can’t, and we’re really just about ourselves, we need to step aside, let somebody else from the community who really cares, who’ll really do something, let them come in and help. Fuck all the rest.

Racist is a very strange phenomenon that requires more investigation and exposure, because as it is today, seen as politically incorrect, is basically just making people hide their thoughts while continuing to defend them. Three of the most interesting aspects related to racism that I have found correlate to intelligence, spiritual vibration, and eyesight. I say intelligence because a lot of people are really too stupid and don't know what it means having their genes altered through many generations of marriages between communities and tribes, long before there was the concept of country and nationality. Besides, many borders have changed over the centuries as the result of political agreements. As for what concerns the vibration of fear, it does seek for external validation, which is why the most paranoid tend to be the most racist. Their obsession with survival makes them seek for a group of people to blame. This is quite obvious in nations where locals hate immigrants but will go to other nations for better salaries. Then there is eyesight, which is surely associated with how the mind operates. Because for many people I look like a local citizen, while for many others I belong nowhere and they can't associate me with any country. Consequently, it is impossible to look at the topic of racism without looking at what it says about the spiritual level of someone. I have never seen racism among cats or dogs of different colors, so what makes humans inferior to animals is puzzling, especially when the most inferior among us think that this anomaly in their thinking makes them superior. That would be like a psychopath, unable to empathize with anyone, to believe he is superior to other humans, which actually is the case. Are racists then mentally ill? Quite certainly! Is xenophobia a mental illness? Most likely! We should look at both mental conditions in the same way we look at depression and anxiety, as self-destructive states.

We all share the instinct, and we can all relate to it, which gives our curiosity-driven need to explore the added beauty that no one has to be forced to do it. People don’t necessarily have to be incentivized with stock options and mega-salaries for curiosity-driven creativity to occur. The only essential ingredient is a work environment that’s structured to encourage our innate drive to wonder, question, and explore.

As it relates to addressing the question of salary expectations, strategically answer the question by asking for the salary range for the position. You can facilitate this by stating something to the effect of, “That is a great question—it would be helpful if you could share what the range is for this position.

Not so, sir. You’re talking about an officer who doesn’t exist anymore. Therefore, Sargon’s crime does not exist.” Winslade shook his head slowly. “Think again, McGill. Just because one fact has been deleted from our minds doesn’t mean all related events have been removed as well.” “Huh? That doesn’t make any sense.” “Of course it does. If a computer forgets to pay your salary, would it also forget to bill you for the payment service? Hmm?

More damningly, several studies of performance-related bonuses or salary increases have found that white men are rewarded at a higher rate than equally performing women and ethnic minorities, with one study of a financial corporation uncovering a 25% difference in performance-based bonuses between women and men in the same job.

The people who worked there were young, too. In my early thirties, I was one of the oldest members of staff. Perhaps because of this, I made an extra show of my enthusiasm for the role. My white-hot passion for multimedia marketing. My fanatical fervour for company-client relations. I stayed later than anyone else. Talked louder. Worked harder. Or at least, more overtly. I’d buzz about the building like a Benzedrine-addled bumblebee, spewing worn-out idioms to anyone in earshot. Shooting from the hip. Thinking outside the box. I was such a fucking idiot. We all were. And the inflated sense of self-importance. My God. Because you see, we weren’t just there to make a salary. Or to pimp advertising space. Or to make our shareholders richer. Oh no. We were out there making a real difference to the world. We were shaping relationships. We were curating memories. We were facilitating meaningful connections in a noisy world. Jesus. It was like a cult. And I hadn’t just drunk the Kool-Aid. I’d filled a paddling pool and was doing backstroke in the stuff. To think we actually thought what we were doing mattered. In the way that food matters. Or shelter. Or water. Or clean air. What a terrible joke we were. Of course, once the outbreak happened, it quickly transpired we weren’t as essential as we’d assumed. The company folded. Too many dead. Or not enough people alive to make it worthwhile. Whatever

Five months later, Goldman launched Project Maximus, buying another $1.75 billion in bonds to finance 1MDB’s acquisition of power plants from the Malaysian casino-and-plantations conglomerate Genting Group. Again, the fund paid a high price, and, like Tanjong, Genting made payments to a Najib-linked charity. This time, $790.3 million disappeared into the look-alike Aabar. David Ryan, president of Goldman’s Asia operations, argued to lower the fee on the second bond, given how easy it had been to sell the first round. But he was overruled by senior executives, including Gary Cohn. While Goldman was working on the deal, Ryan was effectively sidelined; the bank brought in a veteran banker, Mark Schwartz, a proponent of the 1MDB business, as chairman in Asia, a post senior to Ryan’s. Goldman earned a little less than the first deal, making $114 million—still an enormous windfall. For bringing in the business, Leissner was paid a salary and bonuses in 2012 of more than $10 million, making him one of the bank’s top-remunerated employees. But that was just the tip of the iceberg. Unknown to his bosses at Goldman, and three months after the first bond, millions of dollars began to flow into a British Virgin Islands shell company controlled by Leissner, some of which he shared with Roger Ng, according to Department of Justice filings. Millions of dollars more moved through Leissner’s shell company to pay bribes to 1MDB officials. Over the next two years, more than $200 million in 1MDB money, raised by Goldman, would flow through accounts controlled by Leissner and his relatives. He could have taken his hefty Goldman salary and disavowed knowledge of the bribery carried out by Low and others. Perhaps he would have gotten away with it, as many Wall Street bankers do in countries far from headquarters. But he decided to take a risk by becoming a direct accomplice in the fraud, rather than just greasing its wheels. He had seen the kind of life Low was leading, and he must have thought that a mere $10 million wasn’t going to cut it, not if he wanted to buy super yachts and host parties himself. Soon he would be doing just that.

Facebook Marketing Course By taking a Facebook marketing course, you can quickly create a means of income on a huge platform like Facebook. This Facebook marketing course covers a large part of digital marketing. When we talk about social media, we mean Facebook as the biggest online social media platform. Because every month on average 2.96 billion people around the world actively use Facebook and 1.3 billion people use Facebook Messenger. So think about how much of a platform you are getting for free to promote your business. Most of us don't know about Facebook's numerous features and tools, or even if we do, we don't know how to use them. Although it is unbelievable, it is true that if we learn the use of those tools, we can easily increase the sales of our website, Facebook page, or e-commerce site many times. Why learn Facebook Marketing? The interface we usually see on Facebook is only 20% of Facebook. The remaining 80 percent are in various subdomains of Facebook. In our country, no one can use 99 percent of Facebook. It cannot be said that more than 5% of the mangoes are used by the common people. And spammers can use 10 percent. So today I will discuss how to earn from Facebook by using the maximum of Facebook. In 2019, Facebook earned $40 million from Facebook ads alone, after paying content creators, bloggers, publishers, and developers. Which has doubled till now. If the calculation includes the amount Facebook pays to those who create content and make videos on Facebook, the amount would be $1 billion. Have you ever wondered why Facebook gives them so much money? The reason is propaganda. As a result of this campaign, the business expanded. That is not in the words - "propaganda is expansion"! The objective of this Facebook campaign and marketing is to increase sales. The higher the sales, the higher the profit. That's why every company now hires its own social media marketing manager to promote its business and increase sales. A social media marketing manager's salary ranges from around $500 to $3,000. In other words, Facebook has facilitated the way to do business in social media as well as to get a job. How many Types of Facebook Marketing? To know how to use Facebook's features and tools, you need to take a Facebook Marketing Course. Facebook marketing is generally of two types, namely – free Facebook marketing and paid Facebook marketing. In this case, you can do both types of courses. Facebook free and paid marketing is used according to the type of business. Free Facebook Marketing Marketing or advertising on Facebook without spending any money is called Free Facebook Marketing. Let's give an example – “You open a Facebook page for your business, then give it a nice name according to the type of work you do. Then continue to post about your products every day, as well as request your relatives and friends to like your page. Also, ask them to share your page. Give them a little flattery so that they stay by your side and help grow your page by liking-commenting-sharing, etc etc”. But you don't have to spend any money to do them. This is called Free Facebook Marketing. Paid Facebook Marketing On Facebook, those posts that we see under a post (Sponsored) are called paid Facebook marketing. Every company wants everyone to know about their products. So they use paid Facebook marketing in addition to using free Facebook promotion. It is possible to reach very selective customers by using this paid Facebook marketing. For example, "You want your product's customers to be located within the Dhaka Banani area and for both men and women, and you can also give an age limit that people between so and so age will see my ad or post". It is natural that you will not get the benefits that you can enjoy in the case of paid Facebook marketing in the case of free. This is why you need to spend money on paid Facebook marketing.

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

The producer soon approached Carpenter with the idea, who expressed interest in helming the production. Carpenter would agree to a modest salary of $10,000 to write, direct, and score the project. There were several conditions to his involvement, however. First, he would have complete creative control over the film. Second, he would receive above-the-title billing. Third, his then-girlfriend Debra Hill would be hired to co-write and produce. These were rather bold demands given Carpenter’s relative inexperience as a director and Hill’s complete inexperience as a producer. Even so, Yablans took a leap of faith and agreed to all conditions.

Adjustable girls’ are desirable, good girls. The English word ‘adjust’ is used so often in raising good girls that it has become a Hindi word. Adjustable girls automatically change their bodies and behaviour to please others; they fit in anywhere and obligingly slip, slide, squeeze and shrink into the tiniest physical and psychological spaces. Beta, thoda adjust kar lo , darling, adjust a little. You learn it when sitting in a car, legs tightly squeezed together, while the men sit back with their legs apart; you learn   it when you can’t  wear tight clothes, pants or dresses in front of disapproving visiting relatives; you learn it when you are not allowed to speak back to that idiot   of an uncle who calls you dark, fat, hairy or stupid and pities you; you learn it when you are scolded for being upset about anything; you learn it as you watch your brother get the bigger chocolate or go to a better school or college and you pretend it does not hurt; you learn it when you are left at home but the boys go out; you learn it when your mother does nothing when your father    is rude to her, scolds her, demeans her or hits her. As many mothers say to their daughters, Apne aap ko thoda adjust kar lo , you adjust yourself. This is a deceptively benign way, bit by bit, to start erasing any signs of an independent self in girls. It teaches girls to discount themselves and makes girls available at a permanent discount in the world. In marriage it is reflected in dowries and at work in lower salaries.

You run the engineering analysis department at an architectural firm, and in the past your staff’s salaries have been included in COS. Now the finance folks are moving all those costs out of COS. It’s perfectly reasonable—even though your department has a lot to do with completing an architectural design, a case can be made that it isn’t directly related to any particular job. So does the change matter? You bet. You and your staff are no longer part of what’s often called “above the line.” That means you’re going to show up differently on the corporate radar screen. If your company focuses on gross profit, for instance, management will be monitoring COS carefully. It will try to ensure that departments affecting COS have everything they need to hit their targets. Once you’re outside of COS—“below the line”—the level of attention may be significantly lower.

Richard Joseph’s seminal work on Nigerian governance—to which this book owes an intellectual debt—appeared in 1987 and a lively academic discussion of “prebendalism,” its core idea, continues right up to the present, though mostly in academic rather than policy circles.[5] Prebendalism and neopatrimonialism can exist anywhere; their essence is the privatization and exploitation of public resources by those who control the government and its bureaucracy.[6] By origin, “prebendal” refers to Anglican and Roman Catholic clergy assigned to cathedrals that were entitled to a share of the foundation’s income by virtue of their position—not as a return for the services they might or might not perform. The income itself is called a “prebend” and the recipient is called a “prebendary.” In the Nigerian context, prebendal describes the behavior of elites that access and share the government’s oil revenue, not because of their services to the state, but because they are entitled to do so. There is the expectation that prebendal beneficiaries will share their prebend with their patrons and their clients. This relationship, in which patrons distribute wealth to their clients, is often described as neopatrimonial.[7] Hence, prebendalism is intimately related to the neopatrimonial patronage-clientage organization of Nigerian society. Prebendal behavior is most salient among elites, but its spirit and that of neopatrimonialism extend throughout society. A policeman at a checkpoint is salaried. But because he controls the checkpoint, he is entitled to ask for a bribe, and does so: “What do you have for me today?” He is expected to share a portion of the bribe he receives with his boss or patron and with subordinates and family. The system is partly a product of poverty: the policeman at the checkpoint may not have received his salary for months, and, if he had, it is too small to support a family. So, his bribe collection is part of a system of work-arounds. This system of entitlements and sharing is unregulated except by various local customs and wide open to abuse.

At the time of hyperinflation it’s terrible for the people, particularly for low-income people and small savers, because they see that in a few hours or in a few days they are being told their salaries got destroyed by the price increases, which take place at an incredible speed. That is why the people ask the government, ‘Please do something.’ And if the government comes with a good stabilization plan, that is the opportunity to also accompany that plan with other reforms … the most important reforms were related to the opening up of the economy and to the deregulation and the privatization process. But the only way to implement all those reforms was, at that time, to take advantage of the situation created by hyperinflation, because the population was ready to accept drastic changes in order to eliminate hyperinflation and to go back to normality.”40

So, you’re perfectly fine—” “Other than the stab wound.” “Ah yes, ha ha. Sorry.” He actually said ‘ha ha’ in a way that Paul found irritating. “Still though, you and I have dealt with some difficult information and now look – we are making jokes! This has gone very well.” He resumed beaming at Paul. “Which brings me to the next issue we must address. There appears to have been an issue with the emergency contact details the nurse took from you when you were admitted.” “Oh?” “It happens all the time. People are rushing about—” “I’d been stabbed.” “You’d been stabbed. We rang the number you gave us and, apparently, it is a Chinese takeaway called the Oriental Palace.” “It’s not just a takeaway. They’ve recently expanded to include an in-dining area with ambiance.” Mrs Wu would’ve been proud. She had been answering the phone ‘Hello Oriental Palace, now including an in-dining area with ambiance’ for nearly three months. She clearly didn’t know what ambiance meant, but somebody must’ve told her the place had it, and she was damn sure going to sell it. “I see,” said Dr Sinha. “And do you have a relative working at the Oriental Palace?” “No, not as such.” Or at all. “Ask for Mickey.” “OK. Mickey who?” Paul had been dreading that question. Who really knew the second name of their regular delivery guy? Sure, Mickey had come in and nabbed the occasional smoke or life-threateningly cheap Eastern European beer on a slow Tuesday. He’d even stayed to watch half of Roxanne on DVD once, but a second name seemed like a very personal question. Mickey had told him he was not from China, and how annoyed he got when people assumed he was. Unfortunately, Paul had forgotten where Mickey was from, so that was another no-go area. “Just Mickey.” “So, no relatives you’d like us to call?” “Nope. None.” Dr Sinha was clearly uncomfortable at this. “Well, as someone from a very large family, may I say, I envy you. I spend half of my salary on birthday cards alone.

Strategy #10 – Saving for Your Child’s Education with Maximum Tax Benefits The challenge I have with government-sponsored educational savings plans is that the government is in control of your money, how you use it, when you use it, and how it’s taxed. For example, in a 529 plan (also called a Coverdell IRA), you can deduct money you contribute to the IRA and then when you use it tax-free for your child’s education. Sounds almost too good to be true, doesn’t it? What sort of limitations do you think the government places on these funds in order to control your money? First, they control how much you can contribute. Then, they control what you can do with the money in the plan, even controlling how you invest the money. Next, they control what expenses you can pay for with the fund. Only certain educational expenses qualify. Finally, if you don’t use the funds for education, you have only two choices. One choice is to transfer the money to a relative who can use it for their education. The other is to distribute it to yourself and pay taxes and penalties. So, if you make too much money from your investments in the plan, you pay a penalty for not using all of the money for education. What if you could have all of the tax benefits of a 529 plan without giving the government any control over your money? Wouldn’t that be a lot better? In tax strategy #5 we talked about paying your children to work in your business. When I teach this principle in my Tax and Asset Protection class, the question always comes up about what to do with the money you pay them. This is the perfect opportunity to have your children pay for their own education without having to rely on Section 529 plans or other tax-deferred, government controlled educational savings plans. Your children can contribute their money to an LLC, limited partnership, or S corporation that owns a business or investments. Like a 529 plan, you get a deduction when you pay your child a salary. Like a 529 plan, there is no tax to the child when received. Like the 529 plan, with good planning, especially in real estate, there is no tax on the cash flow from the investment. But unlike a 529 plan, you have full control over the investment. Unlike a 529 plan, you can take it out and use it for any expense for your child (except for support, like food and clothing), and you can take it out any time you like. Unlike a 529 plan, there are no penalties for distributing the money or accumulating a huge amount over a lifetime. Now isn’t that a much better plan than a government-controlled savings plan? Stop using government plans and make your own plan. You will have much more control and

VPs of Administration and Finance represent the interests of that business vertical. They are also strongly partial to the systems used by that business vertical. For example, within a medical university, they cannot be expected to also represent marketing; advancement; communications; business development; client relations; disease control; provost; faculty; student life; or other departments. Think about your enterprise: How can the person overseeing finance be impartial or well-informed across all your departments? Under many organizations' reporting structures, the CIO is expected to develop relationships with these other business verticals, but since they report to the CFO they are excluded from the very cabinet meetings where leaders congregate. Even when CIOs are invited, they are not considered of equal rank -- because they are not. Everyone views the CFO as the final authority for IT decisions, leading to some serious problems. In these organizations, finance drives strategy instead of strategy driving finance. IT is seen as a cost center and there is a perennial pressure to cut costs and reduce expenditures -- often at the detriment of strategy. Cybersecurity may be non-existent in these organizations. Setting appropriate salaries for CIOs and people reporting to the CIOs becomes impossible.

He therefore determined to hire a hatchet man to do the nasty work for him, bringing in a former McKinsey operative and giving him the title of Chief Operating Officer. This COO was himself quite expensive, his salary, bonus, long-term compensation, and perquisites amounting to the cost of several hundred smaller jobs. He at once targeted Law, Accounting, Public Relations, Event Planning, Office Services, and several other formerly integrated departments for extreme unction, although he did spare the executive chef. “This place is way fat,” he told the CEO, who knew he was full of shit but admired the zeal with which he justified his compensation.

The good news is that we can sometimes control the “circles” around us, moving toward smaller circles that boost our relative happiness. If we are at our class reunion, and there's a “big circle” in the middle of the room with a drink in his hand, boasting of his big salary, we can consciously take several steps away and talk with someone else. If we are thinking of buying a new house, we can be selective about the open houses we go to, skipping the houses that are above our means. If we are thinking about buying a new car, we can focus on the models that we can afford, and so on. We

When money was mentioned, the lawyers used market norms and found the offer lacking, relative to their market salary. When no money was mentioned they used social norms and were willing to volunteer their time. Why didn't they just accept the $30, thinking of themselves as volunteers who received $30? Because once market norms enter our considerations, the social norms depart.

With a zero risk profile, no one dares to take responsibility. Mistakes are hidden like dust is swept under the carpet and when they come to light, innocent people who had nothing to do with the mistakes are let go, while the responsible people stay in their positions. Company leaders understand the zero risk profile and rule with authority. People not wanting to risk their income, do unpaid overtime. Though this is illegal, the lack of “Western” ethics does neither shock nor surprise any of the employees. People complaining are creatively fired. Most employees keep their mouths shut and know other companies apply the exact same methods. It merely is business as usual. This demotivates the masses and – consequently - service levels become progressively worse. With the strong company hierarchies and the many levels of middle management, information from the lowest levels in the company hardly reaches general management and vice versa. Underutilized resources, like the employees, generate - relatively seen – little added value. Salaries are in line with these values and people just accept it. Regardless of their age or background, they know their friends and family members earn a similar low salary elsewhere. It is what it is, right?

acknowledging the relative and emotive nature of ‘worth’, a fair wage is nothing but an economic and emotional threshold at which an individual no longer worries about immediate financial security. It is the point at which the focus shifts from the pay, to the work itself