AMITY SCHOOL OF BUSINESS
Edition II 2012
THE STUDENT GAZETTE
in this issue: Microsoft Surface
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Skyfall - Coke Zero : Impact Marketng
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Managing your Expenses
|| Paranormal Activity ||
Cars 2013 !
Is Your Leadership Showing? You think you look like a leader, and people seem to follow you, but is your leadership really showing?
Most members of a team know when they’re doing their work well. They often have a particular area of expertise, and they have deadlines and deliverables. For leaders, it’s a bit different. How do you show that you’re leading? Here are five competencies that good leaders demonstrate. They are related
to one another, and each is framed with a question to help you think about opportunities to display leadership.
1. Visibility We know that leaders need to be seen by followers--from formal presentations and announcements, to a crisis, to simple “managing by walking around.” The less-obvious occasions, however, are easily overlooked. They can be lost opportunities, or powerful expressions of leadership.
As a leader, when do you feel out of your comfort zone? Maybe it’s when you have to deliver bad or unpopular news, or mediate a conflict between direct reports, or perform a necessary task that you just don’t like. One CEO client told me that he found it hard to celebrate the “small to medium wins” that his team wanted acknowledged. He considered these victories just part of doing business. His solution was to ask his executives to publicize accomplishments up to a certain level, allowing him to save his praise for the really big achievements.
regularly for the deeper daily requirements of leadership. This is a shame, because most leaders face complex challenges, relentless claims on their time, and increasing pressures to deliver on goals over which they don’t have direct control. A bit of regular preparation goes a long way.
Ask yourself, “How am I visible to others when I don’t want to be?” The answer is not to pretend to like being visible-far from it. Instead, ask yourself this question prior to an uncomfortable event, and use it to help you prepare. Consider some behavioral options, and put yourself in a different mental space. Then you’ll be able to be visible in a more productive, less stressful manner.
Ask yourself, “How do I display that I am comfortable with the responsibilities and demands of leadership?” Look for nagging doubts in the back of your mind; or instincts that need to be surfaced around what you feel should be happening instead of what is happening, or that feeling of dread in the pit of your stomach about an issue not faced. This is valuable data, and if you do not address your lack of grounding and comfort, others will certainly sense it for you.
2. Preparation Many leaders are great at preparing the logistics of leadership (the facts and figures in a plan, or the pitch for a presentation). Too many leaders, however, don’t prepare
Just as athletic activities involve physical, mental, and emotional energies, leadership is a “whole-body practice” and requires preparation of the whole person. The next time you are running through your checklist prior to a leadership event, ask yourself, “How have I prepared my whole self for this?” 3. Comfort This is closely related to preparation, because leadership discomfort is greatly enhanced by a lack of preparation. In order to be more comfortable as a leader and to appear that way to other people, you need to practice (which is simple preparation repeated). By “comfortable,” I don’t mean perpetually happy or even relaxed--I mean groundedin your complete embodiment of leadership.
4. Listening One reason that modern leadership is hard is because an effective modern leader must listen to others. Though few people manage to do it, this may be one of the easiest competencies to demonstrate-provided you can resist the urge to talk. Ask yourself, “What one thing can I tell myself as a reminder to listen more?” It’s vitally important that you think up an effective cue. If you can’t come up with one, that in itself could indicate a deeper internal misalignment. 5. Blend This list started with visibility. When the opposite is required, a leader must blend in. Otherwise, he or she risks drawing attention away from the people and issues at hand. When you pull back, it makes it easier
for other people to bring you hard problems, bad news, and perspectives that challenge the status quo. As a leader, it’s not all about you. The clearest way to demonstrate this is to find the
right moments to step out of the spotlight so that other people get the attention they need. Ask yourself, “When necessary, how do I lower the volume of my leadership presence?” Though leadership can be hard to demonstrate at times, regularly questioning how you embody your role will serve your leadership well.
Student life and money: By Ila Rai
We talk about student life and the instant realization is the money we all spend each day. Most of us don’t even realize the expense but face the effect if this on the last week of the month. Every last week we wait for the next month pocket money so that we can get back to normal life style. But is our lifestyle normal if we end up saving nothing and in return creating debt for us…… So why not follow some basic rule of money and some tips to lead on a “NORMAL LIFESTYLE” where you party hard and still don’t drop. Rule 1. Plan and spend. Every month some expenses of students are fixed. This includes your laundry, your rent, basic telephone bill, and petrol cost and maid charges. Always deduct these expenses from your bank balance and then decide how you want to spend your remaining balance lavishly. By doing this you will not be left empty handed when you have to make important payments Rule 2. Avoid credit card debt.
Rule 3. Open saving account-NOW Yes I know I might sound like old aged, but its time you open that account which your dad has always talked about. Invest into schemes or simply open saving account…whatever you find easy and give more return according to your need. Whatever you do, wherever you spend don’t forget that its your parent’s hard earned money. So don’t make a fool of self and act wise. Some more tips later. Till then spend wise.
I know it sounds so exciting that just with swipe of card you can buy whatever you want to. And that when you don’t have money to afford it. But this excitement my friends, create your debt cycle. Credit card debt is brutal. This is one of the stupidest things you can do. Instead, take your available resources and pay off the balances. Spend it sincerely.
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Motivating Sustained High Performance By Anjana Rajpoot & Garima Jain
Toyota’s high performance its people management strategy. Yet each element of Toyota’s system is an essential component of the whole process. Without a fully engaged workforce, the other elements of Toyota’s production practices would not yield such remarkable results. The Essential Piece of the Puzzle Those who try to follow in the footsteps of successful leaders often learn the techniques they use, but don’t understand the principles behind the techniques, missing the fact that without the latter, the former cannot deliver. Every business situation is unique and techniques themselves are not always directly transferable. What works in one business environment doesn’t necessarily work the same way in another. For example, allowing workers to make a change in how a consumer product is produced might yield a better quality result. Yet the same kind of unscheduled “field change” would be unacceptable on a construction site, where changes in one component of a building can impact the integrity of the entire structure. So while you might not be able to apply , recognition, involvement, and challenge, you take people beyond mere satisfaction and
Toyota’s exact people-management strategies to your business, when you understand the psychological principles behind the practices, you are in a better position to determine the specific techniques you can use in your company to achieve your performance objectives.
The Power to Motivate Believe it or not, everyone is motivated. But before going to motivational factors, first, you need to understand the different types of motivation. Intrinsic motivation (the motivation that lies within each one of us) is far more powerful than Extrinsic motivation (the carrot and stick that we impose on others to get them to do what we want.) It’s the difference between wanting to do something because it matters to you, and having to do it because it matters to someone else. When you use rewards and punishments as extrinsic motivators, you tend to get only short term motivation, and short lived results. However, when you understand the psychological principles that fuel motivation and find ways to link them to your business goals, you can get people to much higher levels of performance than you previously thought possible and you can sustain this high performance over the long-term.
Satisfaction is Not Enough! Research into human motivation has found that what makes people highly motivated in their work is different than what makes them merely satisfied with their job conditions. When you provide sufficient pay, good benefits, attractive surroundings, a pleasant boss, etc, you end up with satisfied workers. When you provide responsibility inspire them to higher levels of performance. Many business leaders try to motivate employees to higher performance by improving working conditions. They increase pay, improve benefits, and train supervisors in the latest management techniques. While making sure
that workers are satisfied with their job conditions is an important first step, having a good boss, pleasant work surroundings and fair pay and benefits don’t naturally lead people to “give it their all.” If they did, every company would easily achieve its full potential. To truly maximize your company’s performance, you need to take a different approach. You need to make people want to contribute -- to take ownership of their work, to show initiative, and to voluntarily go beyond what’s expected. What you’re looking for is genuine commitment, not simple compliance. Understanding the psychological principles of intrinsic motivation is the key to building a culture of full commitment.
#1-The Drive Important
to
Feel
After our basic needs for food, sleep, and shelter are met, the most significant human drive is the desire to feel important. Universities, hospitals and churches have long recognized that raising money becomes much easier when major benefactors visualize their names immortalized on a piece of marble or a bronze plaque. And non-profit organizations of every kind know that recognizing volunteers and donors gives them a sense of importance and is a sure way to encourage further involvement. In order to perform at the highest possible level, today’s organization needs to tap into the skills, the creativity, and the effort of all their people. Toyota’s ability to position employees as important to the company’s success enabled them
to turn these average workers into a competitive advantage, an achievement few businesses have been able to replicate.
# 2 - The Desire To Achieve The desire for achievement is present from the earliest years. When you watch a child take his first steps or turn on the light switch for the first time, you’ll notice an innate sense of accomplishment. In adults we see this sense of personal pride come out after a job well done. Along with the innate desire to achieve is the desire for autonomy and a sense of personal competence. The feeling of true achievement comes when an individual tackles a problem and masters it. If you take away a person’s sense of “ownership” of a task, by giving too many directions or exerting too much control, you take away most of the motivational benefit that comes from achievement. When they successfully complete a task, it’s because you told them how to do it, not because they accomplished something important on their own. In the Toyota System, managers don’t solve problems for employees. Instead they ask questions and encourage workers to try new solutions and learn as they go. As Fujio Cho, President of Toyota Motor Corporation, said in 2002 address: “We place the highest value on actual implementation and taking action. There are many things one doesn’t understand and therefore we ask them, ‘Why don’t you just go ahead and take action -- try to do something? You realize how little you know and you face your own failures and you simply can correct those failures and redo it again and at the second trial you realize another mistake or another thing you didn’t like so you can redo it once again.’ So by constant improvement, or should I say, the improvement based upon action, one can rise to the higher level of practice and knowledge.” Excessive control stifles people’s innate drive for achievement. It takes away most of the satisfaction that comes from accomplishment and inhibits further effort. So it’s no wonder that leaders who constantly direct and correct tend to end up with less motivated people. New management strategy challenged employees to improve both themselves and the organization through continual learning and problem solving. The increased sense of autonomy workers were given triggered their internal drive for achievement. The result? Workers not only willingly met management’s expectations, but frequently put in extra time and effort in their desire to achieve even more.
# 3 - The Desire to Contribute Everyone wants to be a hero, whether it’s a hero to their country, their family or their team members. Feeling that you‘re making a significant contribution is a major motivator that spurs you to want to contribute even more. The system gave each employee an opportunity to contribute to something much bigger than their individual jobs. Everyone in the plant was asked to submit suggestions for improving operations and increasing product quality. Everyone on the assembly line was given the power to stop production if they saw a defect or a potential problem. The message to every employee was, “Your contribution is essential to our company’s mission of producing the highest quality cars for the American public.”
Today’s organizations need heroes at every level. While most heroic acts are modest, it’s the sum of all contributions, small and large, that move an organization to a superior level of achievement. Making every employee feel that he or she can be a hero by contributing to something greater than themselves brings out the best in people and ignites their drive to perform.
# 4 - The Desire for Recognition The desire to achieve and the desire to be a hero can be selfsustaining for a time. But after a while most of us need praise and recognition for our efforts. No matter how accomplished we are, every one of us responds positively to praise and encouragement. Praise fuels our self-esteem and pushes us to achieve more and try harder. Yet many of us become so preoccupied with tasks and results that we ignore the fundamental need that our employees and subordinates have for recognition. This is particularly true when it comes to people who consistently perform at high levels; however, this is a strategic mistake. Praise is an important motivator to prioritize when you want to encourage employees at all levels to innovate, take chances and contribute novel ideas.
The Toyota system depends on employees to minimize waste and defects in the production process. Every employee has the power to stop the manufacturing line if he or she thinks there is a problem. But this involves risk. Toyota’s system builds in praise for each employee who stops the production line -- even if no defect is found -- and recognizes the employee for staying alert to possible problems. Toyota managers also recognize and reward other behaviors the company wants to encourage -such as perfect attendance and providing suggestions for improvement.
Maximize Your Ability to Motivate Businesses leaders have long recognized the relationship between employee engagement and company profits. But, while many agree that their people are their most valuable assets, only a few have been able to capitalize on the full potential of their workforce. People rise to the occasion when leaders create the right psychological environment for peak performance. It is this principle that explains how some organizations are able to grow from seemingly nowhere to rapidly outpace more established competitors. Organizations of any size that can harness the creativity and discretionary efforts of their people are able to maintain or even increase their leads, despite stiff competition and turbulent times. Understanding the psychology of motivation puts tremendous power into your hands. While there is no such thing as a “one size fits all” management technique, these principles of motivation are universal. We encourage you to take these principles and apply them to your own organization to create a psychological environment that encourages full and enthusiastic participation and contribution from people at all levels.
By Garima Jain Mensa was founded in England in 1946 by Roland Berrill, a barrister, and Dr. Lance Ware, a scientist and lawyer. They had the idea of forming a society for bright people, the only qualification for membership of which was a high IQ. The original aims were, as they are today, to create a society that is non-political and free from all racial or religious distinctions. The society welcomes people from every walk of life whose IQ is in the top 2% of the population. In this column, we bring you a question from the Mensa Chapter, every month. What word logically comes next in the following sequence? SAME MEAT ATTACH CHIME a) WORD b) CHURCH c) MEASURE d) LIKE
Answer to last issues Q: The entire audience was Astir, even the overflow, which was sitting on a Stair, as they waited for the famous Indian musician to perform on the Sitar.
GameZone: Brought to you by Rahul Mehta
PES FullControl: players will be giving greater freedom over ball control and the way players receive and trap the ball has been improved. For the first time players will be given the option to take manual control over their shots. Dribbling speed has been slowed to keep it more realistic, but using R2 will allow players to add "various styles to their close control". Player ID: Players are more recognisable in PES 2013, having signature attributes, skills and tricks. The intention is to make individual players feel unique and easily identifiable on the pitch. This also extends to the behaviour of goal keepers. ProActive AI: PES 2013 promises to balance games even more. Teams will have greater organization in defence and attack, and will respond more quickly when they gain or lose possession.
Tomb Raider delivers an intense and gritty story of the origins of Lara Croft and her ascent from frightened young woman to hardened survivor, armed with only raw instincts and the physical ability to push beyond the limits of human endurance. Superb physics-based gameplay is paired with a heart-pounding narrative in Lara's most personal, characterdefining adventure to date. Release Date: March 5, 2013 MSRP: 59.99 USD RP-T+ for Rating Pending, Targeting a Rating of Teen or Above: Genre: Action
Activision has confirmed that Call of Duty: Black Ops 2 will be released November 13, 2012 on the PC, PlayStation 3, and Xbox 360. Black Ops 2 is being developed by Treyarch, who previously developed Call of Duty 3, Call of Duty: World at War and Call of Duty: Black Ops. At its press conference at E3 2012, Microsoft confirmed that all DLC for Call of Duty: Black Ops 2 will come to Xbox 360 first as a timed exclusive as with previous iterations. No precise amount of time was revealed, but previous Call of Duty DLC was exclusive to Xbox Live for a period of 30 days.
Publisher: Square Enix Developer: Crystal Dynamics
Release Date: November 13,2012 Platforms: Playstation3, Xbox 360, PC Developer: Treyarch Publisher: Activision Square Enix(Japan)
Gulati, Pandara Road Market Delhi Gulati has been a grand Indian Food joint and established one among the best in hospitality for over four decades in the capital city. It was established in 1959, Gulati Restaurant has generated a blissful, happy and satisfied guest list over the years, which includes not just the ultra rich socialite's but also innumerable highflying dignitarie China Garden, Greater Kailash (GK) 2 Delhi A perfect restaurant for sophisticated fine dining when you're opting for Chinese, especially when you're looking for such a lavish spread of options to choose from! The moment you enter China Garden you feel like you've entered a hotel. With a fountain and marble work, a reception and fine golden lights, not many stand alone places you visit will give you such an effect. Sahib Sindh Sultan, Ambience Mall Gurgaon As you enter the place you are straight away transported to the by-gone era of 'British Raj' in India. The walls, the paintings, the decor, the train-like compartment set up, the dress designs of staff (dressed up like station masters and sentrys) - just about everything takes you to the preindependence times reminiscent of the old undivided Punjab-Sindh province. At this is the essence that is reflected in the cuisine served at the place.
PLACES TO HANG OUT: Try Delhi’s Finest Eateries and Cuisines. This time we bring to you a varied choice: Punjabi dishes, Gulati Gastronomy and Chinese cookery -By Rahul Mehta
THE IMPACT Marketing :
What if I make u experience the 007 in ‘YOU’ ?
: Experiencing the BOND : 007
Tell me now, Are you excitedfor
Skyfall 007 ?
Marketing = ReThink the “New Thing” !
~
“Marketer KnowS It”
par e n t s
“Microsoft’s new logo: History behind its Design.
“Microsoft’s new logo style with Windows 8, Windows Phone 8, Xbox, and the Office 2013 logo are the same style of red, blue, green and yellow four-color tiles, also represent its most important products”
You all are well known about the news of Microsoft changed its official new logo. Here we are discussing about the need for its change after a very long period of time and about the new metro style. In 2012 two main things occupied the web virally. One is IPhone 5 and the next one is Microsoft Windows 8. After the release of Customer preview, the official product is mostly expected to be released by comingOctober 29. Microsoft, taking advantage of the Windows 8 listed, together with replacement of the signs of a new corporate logo. We came to know that Microsoft replaced its official logo only after nearly 25 years. Microsoft’s CEO Steve Ballmer is very keen in replacing their Company’s official logo. Therefore, on the eve of the advent of Windows 8, they also replace followed 25 years of corporate logo signs. Most of them think that it is the logo of Windows 8. Sorry it actually companies logo, not a Windows system replacement logo. The new logo continues the minimalist style of Windows 8 emphasize, do you like it? Now let’s see about the design concept of new logo. The new logo consists of two parts: the logo (logotype) and symbol (symbol) logo echoes Microsoft recently go minimalist style. The line is quite simple Microsoft font Regular from previous Bold Italic style, change standard font Segos font. The Windows logo, Microsoft will be the four-color Windows flag symbol. Officially become part of
the overall corporate logo. Of course it also simplified into four square bricks, with a deep sense of Metro style. Microsoft’s new logo style with Windows 8, Windows Phone 8, Xbox, and the Office 2013 logo are the same style of red, blue, green and yellow four-color tiles, also represent its most important products: Windows, Office advertising, Xbox (see below description). Microsoft’s next from the PC, phone, tablet PC and TV, to give users a whole new experience. In fact, it has been previously replaced three times logo earliest founded in 1975. It has a 1970′s Disco style design, then put second logo in 1975 and 1987. Then turned into a pretty decent logo, replace the logo in 1987 was re- use in use 25 years since most people know trademark logo. Microsoft’s new logo has appeared on Microsoft’s official website. Its outlets began also been started to replacement into a new logo.
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t He College newsletter · summer 2011
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Microsoft Surface Vs. iPad 3: The Battle Continues By Rahul Mehta
“Microsoft's Surface RT has a better display than does the iPad -- that's the case being made by one of the tech gurus behind the new tablet. At a Reddit IamA held yesterday, Microsoft engineers who worked on Surface answered questions about the tablet.
One question asked how users might consider Surface versus the iPad in light of their different screen resolutions. Surface for Windows RT offers a resolution of 1366x768 while the current iPad delivers a resolution of 2048x1536. Microsoft's Steven Bathiche quickly chimed in to address that issue. Bathiche is the director of research for the company's Applied Sciences group and as such added his expertise to the development of the tablet. Referring to screen resolution as only one element affecting detail seen on the screen, Bathiche talked up a technical measurement called Modulation Transfer Function, which he described as a combination of contrast and resolution. "Without good contrast, resolution decreases," said Bathiche.
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And in this area, Surface apparently gets the edge as a result of Microsoft's ClearType display technology. "The amount of light in a room and the reflections off the screen have a huge effect on the contrast of the display," Bathiche said. "In fact, a small amount of reflection can greatly reduce contrast and thus the perceived resolution of the display. With the ClearType Display technology we took a 3 pronged approach to maximize that perceived resolution and optimize for battery life, weight, and thickness." Looking at Surface, though not officially, Bathiche said the amount of light reflected off Microsoft's tablet was measured at around 5.5 percent to 6.2 percent. In contast, the light reflected off the iPad was larger at 9.9 percent. "Doing a side by side with the new iPad in a consistently lit room, we have had many people see more detail on Surface RT than on the Ipad with more resolution," Bathiche added. However, another person challenged Bathiche, asking why Microsoft opted for a higher resolution in the Windows Pro version of Surface. Here, Bathiche didn't even answer the question. But a Reddit user chimed in, saying that perhaps Microsoft wasn't as concerned about preserving battery power. He also suggested that since the Pro version is designed for a "professional environment," the extra screen space might be needed by people making presentations. Naturally, Bathiche is going to tout his own company's product as superior to other tablets. Without seeing the Surface tablet and the latest
iPad side-by-side, it's hard to tell for sure how much validity his argument has. And though screen quality is important, it's only one factor that consumers and companies will weigh when deciding whether to give the Windows 8-based Surface a shot or opt for an iPad. Family Surface The Surface tablets will be available in two distinct versions. The first, running Windows RT -effectively the "light" version of Windows 8 -- will launch on October 26, starting at $499 and run on an Nvidia Tegra 3 CPU. While it won't have the full desktop version of Windows 8, running only the Metro apps available through the Windows app store, it will include a version of Microsoft Office at no additional charge. Approximately three months later, a Windows 8 Pro version of the tablet will follow. The Pro will offer the full Windows 8 OS running on an Intel Ivy Bridge CPU (the same chips found in ultrabooks and other laptops). The Pro version will also be slightly thicker, offer a more robust battery, and boast better peripheral support (USB 3.0 versus 2.0, DisplayPort, and an SDXC expansion slot) and twice the storage capacity of the RT version.
writing, which still looks smooth without any of the "jaggies" you'd expect. According to Microsoft, this is thanks to the 600dpi sampling rate the screen records your writing at. Ostensibly, this allows digital inking to be much more precise. Thanks to the optical bonding process, there are no layers between the Gorilla Glass 2.0 and the display. Microsoft demonstrated that when you use the Stylus, it feels like you're writing directly on the page, not the glass on top of it and it touts optical bonding as the reason behind this level of pen-to-page intimacy. According to Microsoft, there's only a 0.7-millimeter distance between the Stylus and where you see the ink.
The surface of Surface Surface uses a 10.6-inch optically bonded ClearType display. The screen's 16:9 aspect ratio (AR) is identical to that of an HDTV, so many of your favorite movies and all newer TV shows will run in full-screen on the tablet, with no stretching or letterboxing. The vast majority of Android tablets feature a 16:10 aspect ratio, while the iPad uses the same squarish 4:3 aspect ratio you may remember from pre-HD TVs. The RT version of Surface sports a 1,366x768 screen, while the Surface Pro will boast at least 1,920x1,080 pixels (1080p). Surface for Windows 8 Pro will support digital inking, and during a demo at the conference the company demoed this by writing on the screen using a stylus and then zooming in on the
Surface will also make use of Windows' support for something it's calling palm block tech. Windows uses two digitizers: one for touch and another for digital ink. As long as the Stylus is in close proximity to the tablet screen, Windows will shut off the touch sensor, so that your hand doesn't accidentally swipe the screen while you're trying to write or draw. Once you're done, the Stylus can then adhere to the side of the tablet, magnetically. During our brief hands-on, the screen didn't feel as responsive as we expected. We swiped the screen briefly to rotate around a panoramic picture Microsoft had on the device, but the feedback of the animation felt rough and didn't seem to respond as quickly to our swipes as we would have liked. That said, this was early preproduction hardware, so we'll have to see how the final version behaves when it's released commercially. (Microsoft's) The stand During the conference the Microsoft reps were
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keen to continually mention the VaporMg (pronounced "Vapor Mag") process it used to build Surface. According to the company, the process allows Microsoft to melt metal and then mold it down to a 0.65mm thickness for any given part. The layering of components is apparently so efficient that even sticking a piece of tape in between them would cause the tablet to bulge. The full magnesium case is both scratch- and wear-resistant and weighs about 1.5 pounds. We only got to hold the tablet briefly, but it felt substantial -- fairly light but not airy. Microsoft also credits VaporMg as the reason it was able to seamlessly include the Surface's built-in kickstand. We've seen kickstands on tablets before and being able to easily prop up your tablet is something we definitely appreciate.
The bottom rear third of the tablet is all kickstand, but it's not something you'd quickly notice without being told it was there. There's an inch-long groove that allows you to easily pull out the kickstand and prop the tablet up. When combined with the cover, the combination gives the tablet a laptop look and, ostensibly, feel. However, Microsoft may want to point out the stand mechanism a bit more obviously. There were a few journalists during demos (us included) that couldn't figure out how to enable the kickstand without being shown. Still, the kickstand feels very well-integrated into the design and is actually useful, so thumbs-up here. Two tablets, two covers If you took the keyboard attachment used by the Asus Transformer family of tablets and melded it with Apple's Smart Cover, you'd get the basic idea behind Microsoft's cover implementation for Surface. There will be two types of cover and keyboard attachments: Touch Cover and Type Cover. Like Apple's Smart Cover, the covers are magnetically attached to the edge of the tablet. Both types of cover can act as either a cover for the screen or as a full keyboard, with a two-button touch pad and buttons for navigating Windows' Metro UI. When flipped back, the keyboard automatically shuts off. Let's face it: no one likes typing on a tablet screen for long periods of time, and Microsoft certainly made it clear that typing on its coverkeyboards was just as accurate and enjoyable (and in the case of Type Cover, possible more enjoyable) as typing on a normal keyboard. At least according to the Microsoft reps.
wide -- hits the sweet spot for spaciousness, so your hands are less likely to overlap while typing. I now can indeed attest to its ease of typing and the keyboard's surprising comfort. It's definitely more spacious than typical tablet keyboards like the Asus Transformer Infinity's accessory and thanks to bongo drum-like feedback sound effect, I didn't really miss that the keys don't depress. Also, even with its thin build, I was impressed that the keyboard could accurately determine when I was actually pressing the keys versus the times I was simply resting my fingers on top of them.
On October 15, I toured Microsoft's Studio B R&D division. During one of our many lab stops I got a few brief moments to type on the Touch Cover while it was connected to a working Surface RT tablet.
I'll definitely need to spend more time with Touch Cover to determine just how effective it is at emulating an actual keyboard, once I get the chance. As the conference went on, we started to notice how much thought and detail Microsoft has added to the experience it wants you to have with Surface. One of the coolest little details was that depending on which color Touch Cover (five colors were shown) is connected to the tablet, the color of the screen background in the Metro UI would change to reflect it. We didn't get to play with the thicker and much more traditional Type Cover keyboard, but Microsoft gave a pretty detailed demo of it in action. Unlike the stationary buttons on the Touch Cover, Type Cover keys have a 1.5mm travel, while still being packed into what seemed to be a relatively thin (5mm) enclosure.
Microsoft was keen to point out that due to Surface's larger than usual (for tablets) 10.6inch screen, Touch Cover -- which is just as
Also, the keys sense the grams of pressure you're applying to them. Unlike a touch screen, this allows you to place your fingers on your
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home keys without them interpreting that placement as keystrokes.
Other specs Aside from confirming that the Surface boasts front and rear "HD" cameras, Microsoft was mum on imaging details. That implies at least 720p image capture capability (which is merely 0.9 megapixels), but we're hoping for something at least closer to the multimegapixel resolution you find on middle-of-the-road tablets and smartphones these days.
Here's a rundown of the official specs as we know them: Surface (Windows RT) tablet key specs
.
Windows RT operating system
Nvidia Tegra 3 CPU
9.3mm thick
676 grams/23.85 ounces
10.6-inch ClearType HD Display
31.5 watt hour battery
Ports: microSD, USB 2.0, Micro-HD video, 2x2 MIMO antennas
Storage options: 32GB and 64GB for Windows RT
Front- and rear-facing "HD" cameras Surface (Windows Pro) tablet key specs
Windows 8 operating system
Intel third-generation Core i CPU
13.5mm thick
903 grams/31.85 ounces
10.6-inch ClearType "Full HD" Display
42 watt hour battery
Ports: microSDXC, USB 3.0, Mini DisplayPort video
Storage options: 64GB and 128GB
Front- and rear-facing "HD" cameras
What impressed us most was not the specs, but the sheer attention to detail that went into building this product and the obvious effort put into integrating its features. It seems to be a truly impressive design and engineering feat. However, there are just too many important, unanswered questions.
Most Awaited Cars of 2013
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2013 Cadillac XTS Vital Stats: Engine 3.6L V-6 Power 304 @ 6,800 rpm 0-60
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3
2013 Bentley Continental
2013 Maserati GranTurismo
Vital Stats:
Vital Stats:
Engine 4.0L V-8 Power 500 @ 6,000 rpm 0-60 5.7 seconds Transmission 8-spd w/OD
Engine 4.7L V-8 Power 454 @ 7,000 rpm 0-60 4.7 seconds Transmission 6-spd auto w/OD
6.5 seconds Transmission 6-spd auto w/OD
The Most Awaited Cars of 2013
62013 Hyundai Genesis
Vital Stats:
4
2013 Chevrolet Camero her Vital Stats: Engine 3.6L V-6 Power 323 @ 6,800 rpm 0-60 6.0 seconds Transmission 6-spd man w/OD
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2013 Audi S8 Vital Stats: Engine 4.0L V-8 Power 520 @ 6,000 rpm 0-60 4.7 seconds Transmission 8-spd w/OD
Engine 3.8L V-6
Power 333 @ 6,400 rpm 0-60 5.5 seconds
Brought to you by:
Transmission 8-spd w/OD
Sanket Jain
The Saga Continues: Paranormal Activity 4 Review by Mohini Bhargava
A Nevada family notices that the young boy living across the street always seems to be on his own. His single mother is evidently very busy, so the little boy appears drawn to our protagonist family, and even tends to turn up in their treehouse. One night, the boy's mother becomes ill and the kind family takes him in. Unfortunately, they are also unwittingly inviting into their home an invisible boogeyman that, along with a certain brunette in a tank top, has come to define a franchise. The fourth installment of any film series runs the risk of becoming stale, but horror sequels are especially susceptible to growing repetitive or, in the worst-case scenario, declining sharply in quality. Up to now, the Paranormal Activity films have maintained a healthy level of fright; getting plenty o f mileage on what seemed a limited premise. Unfortunately for Paranormal Activity 4, it seems as if the intent was to exhaust the franchise by running the premise thin. It's not simply a matter of refusing to bring anything new to the table; Paranormal 4 spends its frustrating runtime happily leaping into pitfalls it had largely avoided. Pursuant to the tradition of its predecessors, Paranormal Activity 4 is a cacophony of clangs and bangs all designed to startle far more than scare and is by far the laziest of the films in the series. It reaches a point wherein the thrills become so cheap that a vast majority of them are not even symptomatic of the titular paranormal activity. In fact, there are more red herrings in this movie than actual scares ("actual scares" being a term used here rather loosely). When the origin of the quick jump is revealed to be a mischievous boyfriend, a clumsy house resident, or, most aggravatingly, a cat, the film becomes an experiment in misdirection and contrivance. The one area in which the frights are actually functional is in the very few instances when Paranormal 4
stretches to find previously unexplored methods of capturing the ghostly events. These moments are also the only instances of lingering creepiness in the movie. And yet this one redeeming quality is quickly undone by PA4's many other techno blunders. The burning question in any found footage situation revolves around the motivation to continue filming in the face of supernatural mayhem. That is, why would anyone keep filming when the proverbial fecal matter strikes the fan? While the first three films found fair to ingenious methods of circumnavigating this problem, Paranormal Activity 4 is so unconcerned with feasibility that it resorts to woefully convenient schemes for recording the poltergeist's antics. Without giving too much away, let's just say that the film creates situations so unconducive to continual recording that asking the audience to subscribe to it is patronizing. Also, there is no internal consistency for how the various recording devices are maintained or afforded such versatility. Shoddier than Paranormal Activity 4's technological complex is its dearth of character development and its flimsy story mechanics. This is the first film in the series that has not directly focused on the immediate family of Katie (Katie Featherston). The introduction to a wholly new family unit should necessitate an emphasis on character development. We need to like them, or failing that at least know them, in order to succumb to the tension of their inevitable peril. And yet the only two characters we get to know, and then only sparsely, are the daughter and her boyfriend. The rest of the life forms in the film are merely there to occupy the old dark house. The plot is truly where Paranormal Activity 4 shows its weakness. Like Paranormal Activity 3, the most interesting conceptual set piece of the film is revealed minutes before the credits roll. Unlike the last entry however, the only effort at all exerted in this outing is compartmentalized in those brief minutes. The rest of the paltry story is stretched thin over a clunky series of unsatisfying and uneven devices in a mechanical rehashing of what we've seen before. There is no build, no escalation, and the result is pure boredom; the one unforgivable sin of a film like this. Top that off with a third-act twist so nonsensical it's insulting and it's clear to see this franchise is in trouble. A changing of the guard at director is sorely needed before this nosedive is impossible to correct. “
Marketing Mania! Organized by: Marketing Club Members Abhilash Rout, Sanket Jain,Vipul Garg, Karan Banga
The event included bidding sessions of Products, the participants wanted to sell in the virtual market scenario. Each team had virtual money of Rs 2000. The participants were given various stalls where they were visited by various customers. Their task was to convince the customer to buy their product. The event was a grand success with around 12 participants’ .The participants and the judges enjoyed being the part of the event. The organizing team received appraisals from all the judges. The conclusion of this event was to see how a marketer or a sales person is able make up the best product and pricing strategy to tap the customer and how efficiently he is able to convince the customer to accept his offering.
Congratulations! Winners: Akash Guha Rahul Mehta Runners up: Devashish Sharma Hitansh Anand
Round 1(AUCTION) ROUND 2(VIRTUAL MARKET) schemes or tagline or stall name)
For Career Direction, Use Your Imagination by Bill Barnett “ Do you know what you want to do with your career? What if you don't? The quest for the right career field frustrates students both before and after graduation. It frustrates people who are unhappy with their jobs and want something very different. If that's your situation, you first must imagine what that field might be. That's easy to say, but hard to do. People sometimes throw up their hands in despair and take whatever opportunity presents itself. Don't settle for that. There are productive ways to look for clues about what might work for you. Tommy (name has been changed) shifted career direction after doing imagination exercises. With a fulltime job, he was pursuing an MBA on nights and weekends. If he stayed with his employer after graduating, he would not only move onto a management track, but the company would also refund his tuition cost. He had assumed he would take full advantage of this deal, but when he went through what he
called the "dream job exercise," he realized that was wrong for him. He wasn't excited about the institution and didn't want to move into management there.
What Tommy discovered through his dream job exercise were fields that emphasized intellectual exploration. He'd felt some of that the first year or two in his current job, but not as much now. He recalled his earlier interest in pursuing a PhD and becoming a professor. That's ultimately what he decided to do. If you need ideas about your future direction, create your own dream job exercise. Follow these three steps: 1. Imagine extreme jobs. Spend 10 minutes describing the perfect position — one that fully fills your needs and is plausible for you. Think of a vivid, concrete example (like electronics product management or starting a restaurant). Describe the job's characteristics: what you'd do each day, how the organization would work, your impact, and so on. Be expansive. Do it again for one or two other "perfect" jobs. Then, imagine the opposite — a job you'd feel was horrible, even though others might disagree. Describe it in the same way. 2. Leverage extreme strengths. Look to your own capabilities for inspiration. Take your top strength, and imagine a few fields where it would be the right fit. What might be possible? For this moment at least, the sky's the limit. Take a second strength and go through the same process. Do it a third time. 3. Recall past interests. Go back to your time in high school, college, or your first job. What did you enjoy most? How did you spend your time off? Look back to pivotal career decisions, how and why you made them, and how they turned out. These are personal case studies. Why did you make those decisions? How important are those criteria now?
As you develop new skills and knowledge in school and at work, you may discard things along the way. That's natural, often a sign of maturity. But you may also be leaving talents behind that belong in your future. These three steps bring to mind what you care most about in your work. Take a look at your lists and see where they align with different fields of work. Once you have a promising idea, research that field and talk to people who know it. Find out what it's like and if it matches your interests. Once you've found something that sounds right to you, ensure you're the right fit. Develop yourpersonal value proposition for your target position in that field. If you're not equipped for that position but you're determined to make it happen, figure out how to upgrade your qualifications to create that opportunity, whether it's starting with a lower position in the field, going back to school, or advancing your skill-set using online resources. Keep in mind that this is an early exercise, fit for those who don't know where to start or who may want to change careers. The answer isn't black and white. You're looking for ideas to consider, not absolute proof. But if you put effort into these steps, I'd be surprised if you don't come up with good ideas for fields to explore. How have you imagined new opportunities
for alu M ni , par ents, and fri end s of the unive rsit y of C hi C ago
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t He College newsletter · summer 2011
AASHNA KAUR
HEAD EDITOR
ABHILASH ROUT
IT HEAD
AISHWARYE PANDEY
MARKETER ‘KNOWS’ IT
GARIMA JAIN
QUIZZING
ILA RAI
HEAD FINANCE
ANJANA RAJPUT
HR
MOHINI BHARGAVA
MOVE REVIEWS
RAHUL MEHTA
ENTERTAINMENT HEAD
SANKET JAIN
WHATS NEW?
AMITY SCHOOL OF BUSINESS
THE STUDENT GAZETTE
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Aishwarye Pandey : Co Founder & Head : Marketing & Promotions +917503726074 aishwarye@mail.com Aashna Kaur : Co Founder & Head Editor +8802431600 asb.editor@gmail.com
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