CJEB Annual Report 2019-2020
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Quality of Life Survey – Key Findings
Quality of Life Survey – Key Findings Student Affairs Commiee March 30th, 2014 Quality of Life What? • University-wide survey designed to measure student quality of life on qualitative and quantitative levels. – Recommendations derived from data will drive short-, mid-, and long-term proJects to improve student quality of life. Why? • There has never been a comprehensive, campus-wide assessment of Columbia students’ quality of life. – Several schools and departments have surveys for specific needs, but they sometimes lack rigor and the ability to draw conclusions from a broad network of variables. 2 Quality of Life How? • 13 Categories: - Funding, Housing, Academics, Social Life, Transportation, Safety, Libraries, Space, Career Preparation, Administration, Fitness, Technology, and Health • Four parts in each category: - Satisfaction - Specific satisfaction questions per category - Importance - Satisfaction * Importance = Impact - Open-ended recommendation question per category • Randomized order of categories • Wide variety of variables: – 16 Demographic Variables – 84 Satisfaction Variables – 13 Importance Variables – 55 Personality Variables 3 Quality of Life — Timeline • Fall 2012: Survey Design and Development – Behavioral Research Lab at the Columbia Business School • February 2013: Pilot to selected students • February – April 2013: Engaged stakeholders and Improved Survey • April 2013: Launched Survey • 2013-2014: Analysis and Recommendations 4 Number of Responses Emailed to 36,000 students In 20 different schools Over 8,650 surveys started Over 6,250 completed responses Overall response rate of 17.1% 5 School Response Rates 35% 33% 33% 30% 30% 25% 25% 25% 25% 24% 21% 19% 20% 19% 17% 17% 14% 15% 14% 12% 12% 11% 10% 10% 10% 9% 9% 5% 0% Altogether, out of Columbia’s 2012 enrollment of over 36,000 full-time and part-time students, we received 6,276 complete responses. -
US-China Relations in a Changing Asia-Pacific by TJ Pempel
BUILDING A REGIONAL ORDER IN EAST ASIA: Community, Competition, Conflict CHU SHULONG EVANS J. R. REVERE YOICHI KATO SUN ZHE YUICHI HOSOYA NOBORU YAMAGUCHI MICHAEL A. MCDEVITT STEPHEN M. YOUNG T. J. PEMPEL March 2016 Our Mission The National Committee on American Foreign Policy (NCAFP) was founded in 1974 by Professor Hans J. Morgenthau and others. It is a nonprofit policy organization dedicated to the resolution of conflicts that threaten U.S. interests. Toward that end, the NCAFP identifies, articulates, and helps advance American foreign policy interests from a nonpartisan perspective within the framework of political realism. American foreign policy interests include: • Preserving and strengthening national security; •Supporting the values and the practice of political, religious, and cultural pluralism; • Advancing human rights; • Addressing non-traditional security challenges such as terrorism, cyber security and climate change; • Curbing the proliferation of nuclear and other unconventional weapons; and • Promoting an open and global economy. The NCAFP fulfills its mission through Track I½ and Track II diplomacy. These closed-door and off-the-record conferences provide opportunities for senior U.S. and foreign officials, subject experts, and scholars to engage in discussions designed to defuse conflict, build confidence, and resolve problems. Believing that an informed public is vital to a democratic society, the National Committee offers educational programs and issues a variety of publications that address security challenges facing the United States. Critical assistance for this volume was provided by Ms. Rorry Daniels, Associate Project Director of the NCAFP’s Forum on Asia-Pacific Security (FAPS); Ms. Juliet Lee, Project Assistant, FAPS; and Mr. -
Sogo Shosha in Mass Procurement System of Resource Japan’S Develop-And-Import Scheme of Iron Ore in the 1960S*
Revised on: 16/01/2009 The Role of Sogo Shosha in Mass Procurement System of Resource Japan’s Develop-and-Import Scheme of Iron Ore in the 1960s* Akira Tanaka** Faculty of Economics Nagoya City University 1 Yamanohata, Mizuho-cho, Mizuho-ku, Nagoya, 467-8501 Japan Tel: (+81) 52-872-5731 Fax: (+81)52-871-9429 E-mail: [email protected] Keywords: sogo shosha, Japan’s rapid economic growth, mineral resource, transactional relationships Acknowledgement: This work was supported by Ministry of Education, Culture, Sports, Science and Technology (MEXT)’s Grant-in-Aid for Young Scientists (B) #16730182, 2004-05, Grant-in-Aid for Science (C) #18530265, 2006-08, and the presidential grant, Nagoya City University, D-7, 2004. * This article is a revised version of Oikonomika, 44(3&4), 171-194, 2008. I am grateful for all the comments on the old version, including from Dr. Yue Wang and Prof. Thomas W. Roehl. ** Akira Tanaka is with Nagoya City University, Nagoya, Japan (email: [email protected]; phone: +81-52-872-5731; fax: +81-52-871-9429). 1 Revised on: 16/01/2009 The Role of Sogo Shosha in Mass Procurement System of Resource: Japan’s Develop-and-Import of Iron Ore in the 1960s Abstract This paper analyzes the role of sogo shosha (Japanese general trading companies) in the develop-and-import scheme of iron ore during the days of post-war high economic growth, and seeks the reasons behind the establishment of sogo shosha’s oligopolistic structure during this period. In the 1960s, with rapid growth in the demand for iron ore, there was a high level of demand for large-scale develop-and-import projects of iron ore from distant locations such as Australia. -
Employment Report
2019 EMPLOYMENT REPORT Columbia Business School students experience unparalleled access to dynamic companies and leaders After 21 years of teaching at this institution, it is an honor to assume the role of Dean of Columbia Business School. in New York and around the world, I want to thank Dean Glenn Hubbard for his excellent joining an entrepreneurial community stewardship of the School over these last 15 years. that fosters innovation and creates Columbia Business School is ushering in a new generation of students during a critical time—one that demands we everyday impact in the global address the rapidly-evolving needs of business in the digital future. The nature of the MBA job market has changed and so too must business education, which is at an inflection point, marketplace. They build connections where data science is as important as management science. with practitioners and industry This is why we must redefine business education, by sharpening our curriculum in order to embrace how technology, data, and leaders, and tap into a lifetime algorithms are transforming business. We will need to continue to create experiential learning opportunities to better prepare students for careers in the digital future across industries. We network of more than 47,000 alumni must strengthen our engagement with the University, creating curricular opportunities for our students, and exploring spanning over 100 countries who offer collaborative research in areas of broader impact and of significant interest to the School. We must also strengthen mentoring opportunities, internships, faculty thought leadership and enhance lifelong learning by offering new courses to alumni who want to continuously and so much more. -
Thoughts-Of-Life-And-Time-Print.Pdf
THOUGHTS OF LIFE AND TIME STRATEGIES FOR LIVING A COMPLETE LIFE WYNE INCE Thoughts of Life and Time Strategies for Living a Complete Life © Copyright 2017 by Wyne Ince. All rights reserved. This book is an evangelical tool, but please be mindful that it is a copyrighted effort. Write to Wyne Ince PO Box 481439 Charlotte, NC 28269 Website: ThoughtsofLifeandTime.com Feedback: wince@thoughtsoflifeandtime.com ISBN-13: 978-1973754886 ISBN-10: 1973754886 Library of Congress Control Number: 2017911571 CreateSpace Independent Publishing Platform, North Charleston, SC Copy Editors: Cindy Draughon and Rebecca Ince Cover Work: Priscilla Pantin Last Update: May 26, 2019 Throughout this text, all sections of scriptural references that are bolded, underlined, and italicized were done in this manner by the author for the sake of emphasis. Readers should be aware that Internet websites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. However, the author has made a conscientious effort to choose sites that demonstrate enduring qualities. The primary reference is the 1769 King James Version (KJV) of the Holy Bible (also known as the Authorized Version). Public Domain. Some verses are from the New King James Version® (NKJV). Copyright © 1982 by Thomas Nelson. Used by permission. The text of the New King James Version (NKJV) may be quoted or reprinted without prior written permission, but must meet certain qualifications: 1. Up to and including 1,000 verses may be quoted in printed form as long as the verses quoted amount to less than 50% of a complete book of the Bible and make up less than 50% of the total work in which they are quoted; 2. -
The Blue and White
THE UNDERGRADUATE MAGAZINE OF COLUMBIA UNIVERSITY, EST. 1890 THE BLUE AND WHITE Vol. XIX No. III May 2013 Lies My Teacher Told Me What you need to know before you teach for America Paying it Forward Pervasive debt at Columbia's nontraditional college ALS O INSIDE: CULTURE! AND SUB-CULTURE! Conor Skelding, CC ’14, Editor in Chief ANNA BAHR, BC ’14, Managing Editor ALLIE CURRY, CC ’13, Senior Editor Will Holt, CC ’15, Senior Editor TORSTEN ODLAND, CC ’15, Senior Editor CLAIRE SABEL, CC ’13, Senior Editor JESSIE CHASAN-TABer, CC ’16, Layout Editor LEILA MGALOBLISHVILI, CC ’16, Senior Illustrator ZUZANA GIERTLOVA, BC ’14, Publisher SOMER OMAR, CC ’16, Public Editor Staff Writers NAOMI SHArp, CC ’15 ALEXANDER PINES, CC ’16 Contributors NAOMI COHen, CC ’15 KATIE DONAHoe, BC ’16 BRITT FOSSUM, CC ’16 LUCA MARZORAti, CC ’15 MATTHEW SCHANTZ, CC ’13 DANIEL STONE, CC ’16 ALEXANDRA SVOKOS, CC ’14 HALLIE NELL SWANSON, CC ’16 Artists JULIETTE CHEN, CC ’16 BRITT FOSSUM, CC ’16 JIYOON HAN, CC ’13 ANGEL JIANG, CC ’15 KATHARINE LIN, CC ’16 ELISA MIRKIL, CC ’16 ALEXANDER PINES, CC ’16 ANNE SCOTTI, CC ’16 HANK SHORB, CC ’16 Editors Emeriti SYLVIE KREKOW, BC ’13 BRIAN WAGNER, SEAS ’13 THE BLUE & WHITE Vol. XIX FAMAM EXTENDIMUS FACTIS No. III COLUMNS FEATURES 4 BLUEBOOK Sylvie Krekow & 10 AT TWO SWORDS’ LENGTH: SHOULD YOU GRADUATE? 6 BLUE NOTES Brian Wagner Our monthly prose and cons 8 CAMPUS CHARACTERS 12 VERILY VERITAS Will Holt 13 ALL BROOKLYN BEER TASTES THE SAME 27 CURIO COLUMBIANA A B&W editor hops to Brooklyn to see what’s brewing 28 SKETCHBOOK 34 MEASURE -
Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?
IRLE IRLE WORKING PAPER #188-09 September 2009 Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln, Masahiro Shimotani Cite as: James R. Lincoln, Masahiro Shimotani. (2009). “Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?” IRLE Working Paper No. 188-09. http://irle.berkeley.edu/workingpapers/188-09.pdf irle.berkeley.edu/workingpapers Institute for Research on Labor and Employment Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley) Year Paper iirwps-- Whither the Keiretsu, Japan’s Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln Masahiro Shimotani University of California, Berkeley Fukui Prefectural University This paper is posted at the eScholarship Repository, University of California. http://repositories.cdlib.org/iir/iirwps/iirwps-188-09 Copyright c 2009 by the authors. WHITHER THE KEIRETSU, JAPAN’S BUSINESS NETWORKS? How were they structured? What did they do? Why are they gone? James R. Lincoln Walter A. Haas School of Business University of California, Berkeley Berkeley, CA 94720 USA ([email protected]) Masahiro Shimotani Faculty of Economics Fukui Prefectural University Fukui City, Japan ([email protected]) 1 INTRODUCTION The title of this volume and the papers that fill it concern business “groups,” a term suggesting an identifiable collection of actors (here, firms) within a clear-cut boundary. The Japanese keiretsu have been described in similar terms, yet compared to business groups in other countries the postwar keiretsu warrant the “group” label least. -
Jd/Mba Program
JD/MBA PROGRAM One world-class institution. Two degrees. Why Pursue the JD/MBA at Columbia? Globalization and innovation are changing the way we do business—and today’s Making an leaders must be prepared to adapt to an ever-evolving economic landscape. At the heart of this dynamic world is New York City, the hub for industries such as finance, media, and law—and home to Columbia University. Columbia Impact Business School and Columbia Law School have partnered to offer future leaders Where the opportunity to earn two prestigious degrees in as few as three years through Columbia’s JD/MBA Program. and Business Law Access to Expertise Meet — The dual degree program provides access to preeminent faculty members from two exceptional Columbia University • JD/MBA Program Columbia University schools, giving students an unparalleled academic “Obtaining both a JD and an advantage. MBA degree provides a unique — Students benefit from powerful Columbia alumni perspective on managing networks in both law and business, connecting opportunity and risk. It gives them to trailblazers across industries and a professional an edge by disciplines around the globe. providing them with multiple — Students get a jump start on their post-graduation frameworks for understanding pursuits, receiving career advice and access to and solving a variety of resources from the Law School’s Office of Career problems. Having both degrees Services and Professional Development and the enables recipients to have Career Management Center at Columbia Business School. many more career choices and develops the circumspection organizations value in their At the Center of Success senior professionals.” — The program is located in New York City, the business capital of the world and headquarters to Michael Malone, Associate Dean for MBA the most prestigious law firms in the U.S. -
Direct Foreign Investment in Canada by Sogo Shosha Since 1954
Geographical Review of Japan Vol. 66 (Ser. B), No. 1, 52-69, 1993 Direct Foreign Investment in Canada by Sogo Shosha Since 1954 Tamiko KURIHARA* Abstract The purposes of this paper are to clarify the roles and characteristics of sogo shosha investment and to explore the locations of their economic activities in Canada. Japanese direct foreign investment (DFI) in Canada has been relatively moderate in size while still significant in its impact. Since mature Japanese manufacturers, financial institutions and real estate companies made large investments during the 1980's, the proportion of sogo shosha investment in the total Japanese investment in Canada declined relatively. The expansion and diversifica tion of Japanese DFI in Canada in the last decade stemmed from the changes in investment climate of the host country and the appreciation of yen . Sogo shosha, or the nine largest Japanese general trading companies, have been the chief promoters of Japanese trade and major vehicles for carrying out Japanese overseas investment during the postwar period. Sogo shosha's investment in Canada has focused on the three major sectors; commerce, natural resource development and manufacturing. Investment in commerce resulted in es tablishing their wholly-owned trading subsidiaries and marketing companies. Sogo shosha participate in natural resource development projects and manufacturing joint ventures with minority equity shares and long-term purchasing contracts. Thus, the primary purpose of sogo shosha investment is to enhance their trading activities, and the leverage is enormous despite their relatively small amount of investment. Sogo shosha investment is considered a unique prototype of Japanese DFI. Sogo shosha first emerged in the Canadian economic arena in 1954 after World War II. -
Columbia Law School J.D. Application
Columbia Law School J.D. Application Fall 2020 FOR PREVIEW PURPOSES ONLY Updated September 24, 2019 www.law.columbia.edu Application Instructions Please note that applications to Columbia Law School must be Please note that candidates who have already completed at least one year submitted electronically through LSAC. Paper applications will not be of an ABA-approved J.D. program or the LL.M. program at Columbia accepted. Law School are not eligible to apply for regular admission and must apply as transfer candidates. Graduates of all other ABA-approved Kindly note that any application materials must be submitted directly LL.M. programs at U.S. institutions must apply for regular admission by the applicant to LSAC or to Columbia Law School – as applicable in and are not eligible to apply as transfer candidates. accordance with our instructions – not through an agent or third-party vendor. This requirement does not apply to letters of recommendation, which must be submitted directly from the recommender, nor to dean’s Law School Admission Test (LSAT)/ certifications or academic transcripts, which must be submitted directly Graduate Record Exam (GRE) from an official university dean, registrar, or other administrator (please All applicants are required to submit scores from the Law School continue reading below for additional information regarding these Admission Test (LSAT) or the Graduate Record Exam (GRE) to be requirements). In addition, the applicant will be required to attest to the considered for admission to Columbia Law School. accuracy and authenticity of all information and documents submitted to LSAC and to Columbia. If you have any questions about this The LSAT and the GRE are administered in many locations throughout requirement, please contact the Office of Admissions at admissions@ the world. -
2021 Commencement Show Transcript
Columbia University Commencement 2021 Transcript Prelude (2:00) A woman walks into the Rotunda of Low Library and turns to face the camera. Onscreen text reads: “The Star-Spangled Banner,” Francis Scott Key (1779–1843). The woman begins to sing the National Anthem. Woman singing: O say can you see. Screen cuts to view of the New York City skyline during the day. Woman singing: By the dawn's early light. Screen pans to Central Park. Onscreen text reads: Vocal performance by Grace Victoria D’Haiti, Barnard College, 2021. Screen pans over the Manhattan skyline, the Empire State Building, cuts to the skyline at night. D’Haiti singing: What so proudly we hailed at the twilight's last gleaming. Screen cuts to Columbia’s Morningside campus, panning over The Thinker and other sculptures. D’Haiti singing: Whose broad stripes and bright stars through the perilous fight. Screen cuts to Columbia school of Social Work, Earl Hall, Columbia Business School, the Medical Center campus, and the Gary C. Comer Building at Lamont-Doherty Earth Observatory. D’Haiti singing: O'er the ramparts we watched, were so gallantly streaming? Screen cuts to a mural of a healthcare worker with a stethoscope and wearing a mask, and the words Thank You, By M. Tony Peralta, Assistant @Art Mandan. D’Haiti singing: And the rocket's red glare. Screen cuts to the Waterlicht art exhibit at the Lenfest Center for the Arts. D’Haiti singing: The bombs bursting in air. Screen cuts to the lawns in front of Butler Library on a warm day, then fades to the steps of Low Library. -
Sogo Shosha's Reform of Business Model and Functions, and Handling
Kagawa University Economic Review Vol.91,No.1, June2018, 1-22 Sogo Shosha’s reform of business model and functions, and handling of AI and IoT Kazunari Sotta Abstract ⑴ After World War II, Sogo Shosha(general trading company)have flexibly changed and expanded their role and services to be provided while assessing market needs in the drastic changes of the external environment. In the past, the future and raison d’etre of Sogo Shosha were discussed but they reformed their business model and functions, and developed each time. In some researches, the greatest strengths of Sogo Shosha are considered to be the “comprehensive power” and the “adaptability”, such as the development of business markets in many fields, the development and management of new business, and the abundant funds, etc. It is expected that AI and IoT revolution will accelerate more and more from now on, therefore it is important to discuss Sogo Shosha’s handing of AI and IoT. Sogo Shosha have turned many changes of business environment into opportunities by making good use of their strengths. I believe that this time Sogo Shosha will again improve their functions and achieve great development by powerful tools, AI and IoT. Keyword : Sogo Shosha’s reform of business model and functions, AI and IoT, traditional trade of merchandises, business investment/management -2- Kagawa University Economic Review 2 1. Introduction After World War II, the raison d’etre of Sogo Shosha has been denied many times due to rapid economic growth, the collapse of the bubble economy, the appreciation of the yen, the problem of bad loans and the end of the resource boom, but Sogo Shosha overcame all the crises by providing services that matched market needs and working integrally with manufacturers.