Hult holds Career Boot Camp for studentsÂÂ

One of the most important factors that prospective students deliberate on when choosing a Masters or MBA program is the probability of finding a job afterward. Common questions are how will getting a degree with Hult’s name help you find a job? What kind of tools does Hult provide its students to make sure they get respected job placements?  Business graduate students today may be more equipped with the technical skills needed in many high-functioning industries, but many are still lost when it comes to finding their career path. By equipping the students with the necessary career development preparations for their future. Hult International Business School recently organized the first global Career Boot Camps for the academic year of 2017 and invited Masters and MBA students to attend. A term originally coined as a disciplined form of military training, a Career Boot Camp is nowhere near as extreme, but just as productive. The intensive day, is rigorous preparation for creating your professional brand and image, introducing yourself to the market, and practicing your pitch ready for networking. So what happens at a Career Boot Camp? The aim:  Was to give MBA and Masters students the tools to uncover a deeper understanding of themselves as individuals, and future employees, and then begin them on their individual career development journeys. Product: me: Morning sessions,  facilitated by Hults expert team of international career advisors, were spent looking intensively at students unique: motivators, skills, and values, with the aim of ultimately uncovering their drivers, as a future job seeker. Then students then put what they had learned to work and got started with early career research. Brand: me:  Afternoons were focused on creating elevator pitches. Students then put them straight into to practice in networking role plays. This was then followed by another practical session focused on creating an enhanced LinkedIn profile. Guest speakers: The program included guest speakers and other Hult professionals from different campuses. At the Boston campus, the whole-day event was capped off with a talk on networking from professional speaker and coach Jaymin J. Patel on How to network like a rock-star. Networking: At the end of the day, students also had the opportunity to network with each other and share their thoughts on the skills and insights they had gained. Hult Boston Boot Camp   Jaymin Patel on Networking like a rockstar â€Å"The talk from Jaymin Patel about networking like a rockstar’ was particularly interesting for me,† says Tejal Cheekhooree, MIB student from Mauritius,It actually made me understand the true meaning of networking and how to do it. This will greatly influence my networking skills which can help me a lot in the future.† In his talk, Patel strongly encouraged his audience to practice conducting meaningful conversations when building networks. â€Å"Most of all, be authentic,† says Patel who also published his first book on networking. On the other hand, Bahyt Kuntuarova, MIM student from Kazakhstan, will make use of the learnings in the Boot Camp in her future interactions with potential employers, now she has a deeper understanding of herself and her motivations. Hult London Boot Camp   Peter Hill Senior Director of Career Development gives an overview of the Career Boot Camp at Hul Hult House gathered some 200 students and faculty, for its first Boot Camp of the year. Espen Myklebust, a MIB candidate at Hult London, who has just come back from a one-year sailing trip around the world with his friends, raising funds for a charity shared newly developed his action plan for the next months. Myklebust has now set himself a goal to finish his rà ©sumà © and start doing mock interviews before the end of November. Shubham Kumar, also a MIB candidate at Hult London, from New Delhi, India, shared one of the things he took away from the Boot Camp I think I have definitely learned how to better pitch and present myself in front of new faces. Hult Dubai  Boot Camp   Students practicing their pitches Hult really understands the importance of aiding its students to land a job and giving them the skills and resources to help them do this. Thats why Career Boot Camp is just one of the tools at Hult were able to use to prepare ourselves for our professional futures, Sayuri Lau, MIB student, and Global Ambassador. Hult San Francisco  Boot Camp   Students discussing what drives and motivates them During the exercises, we framed our identities and by sharing it within the group we developed a deeper understanding of ourselves that we would have otherwise not realized. By the end of the day, most of us had a firm grasp of our unique identities and developed knowledge about where to start our job search. Even though we all know that this is only the starting point of our journey of getting a job, we can be sure that we have a better chance with workshops like this that are lined up for us throughout the year.  JoonYong Jun, MBA student, and Global Ambassador. Even though we all know that this is only the starting point in our journey to getting a job, we can be sure that we have a better chance with workshops like this that are lined up for us throughout the year. Sayuri Lau, MIB student, and Global Ambassador. What are the next steps for the students at Hult? Hult offers a range of tools at students’ disposal. The Advising Program at Hult London, for example, offers up to five one-on-one systematic advisory sessions, available for students to sign up via MyCareer. Peter Hill’s advice to current students is Stay engaged with the career development team, don’t let your fear of uncertainty stop you from doing things or seeking help where its needed. And most importantly, be intentional when figuring out your priorities. As an international business school that focuses on the personal development of its students. Hult believes that by incorporating their takeaways about their Hult DNA that they are equipped to be more confident in building relationships and pursuing the career paths they want for themselves. So what about you..? To find out more about Hult’s programs and curriculum,  download a brochure here.   Article contributors: Reina Adriano is a Filipina studying for a Masters in International Business at Hult in Boston. Being a stock-trader, she plans to enter the world of finance after graduation but also hopes that she can still do something else: to write and to write about people, like she has always done. Visit her  blog. Sayuri Lau is an MIB student at Hult International Business School at the Dubai Campus. Her professional experience has ranged from risk and process control consulting at EY to Marketing head at a German start-up. She is interested in strategy, communications, and social responsibility. In her free time, she likes to go diving, travel and practices photography. Alik Jebejian is a MIB student and Global Ambassador at the Hult London Campus. Outside of studying, Alik practices her flute, as she has been doing for the past 15 years. Alik speaks six languages which enable her to do what she loves most: traveling, meeting new people, and experiencing new cultures. Follow Alik to see more of the exciting student life at Hult London on her  Instagram page.   JoonYong Jun is an MBA student at Hult San Francisco Campus. He has 6 years of work experience as a salesman and a marketing manager in the IT industry. He is fond of playing video games and a huge fan of superhero movies (DC does not suck, but he prefers avengers to Justice League). Make the most of what your career has to offer with a Masters in International Business from Hult. To learn more, take a look at our blog Top 10 things to look for in a business school, or give your employability a huge boost with an MBA in international business. Download a brochure or get in touch today to find out how Hult can help you to explore everything about the business world, the future, and yourself. Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021 Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021"> During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . Happy New Year, Hultians! . Happy New Year, Hultians! .

Five 600 Word Essays On Business (Property) Skills - Free Essay Example

Five 600 word essays on business (Property) skills 1. A Short essay (600 words) on commercial property leases explaining: â€Å"The most important points to note in a commercial lease†. (this is designed to develop your understanding of commercial property leases). The first quality which should be present in any commercial property lease is synergy between the purposes permitted under the terms of the lease, (or that for which it has been used for ten years), and the planning permission which pertains to the property. The landlord should be able to prove the appropriate planning permission exists, whilst the tenant will be liable for bringing the premises into a state compliant with any contingent planning requirements, i.e. those introduced during the lifetime of the lease. (Freedman and Steele 1998: p.119) Considering the contemporary trends towards environmental control and improvement, this is no small consideration. The differences between a new lease and an existing lease should also be considered: generally speaking, a completely new lease is likely to generate less costs, fewer complications, and be contingent upon a shorter timeframe than an existing one. Further to this, the issues arising out of Security of Tenure must be carefully weighed: basically, this will determine whether or not the tenant will have the automatic right to a new lease when the existing one expires. The 1954 Landlord and Tenant Act prescribes protection for the tenant on satisfaction of the relevant conditio ns, i.e., à ¢Ã¢â€š ¬Ã‚ ¢ There must be a tenancy in the legally defined sense of that status à ¢Ã¢â€š ¬Ã¢â‚¬Å" not a licence. à ¢Ã¢â€š ¬Ã‚ ¢ The tenant must occupy at least part of the leased premises. à ¢Ã¢â€š ¬Ã‚ ¢ Any such occupation must be, at least in part, for the purposes of the tenants business, as prescribed by the lease. However, if such occupation is only partial, the effect of this will be to limit the tenants new tenancy rights to those specific parts of the premises. (Lamont et al. 2005: p.4). The tenant also has to consider the intensity, i.e. the continuity of their use of the premises: if the latter is not constant, they may be obliged to prove unbroken use through a prescribed legal test. (Lamont et al., 2005: p.14). The conventional commercial issues will also need to be considered, i.e. the length of the lease, the rent, whether or not a rent bond or guarantor is required, and whether or not Value Added Tax is chargeable on it. This will depend up on whether or not the landlord has elected to waive VAT exemption, in agreement with HMRC. (Freedman and Steele 1998: p.33) Other key issues include responsibility for insurance(s), the presence of a break clause allowing the landlord an early cessation of the lease, whether or not the premises may be underlet, and the intervals of any integral rent reviews. All of these sub-considerations need to be weighed carefully against the tenants future plans: for example, a clause permitting the user the assignation or subletting the premises does not completely absolve them from reference to the landlord. They may still be entitled to withhold their consent, even if the core purpose of the sub-lessee is in keeping with the original terms of the lease. (Freedman and Steele 1998: p.116) The prospective tenant may need to pursue incorporation of the appropriate Schedule of Condition, taking into consideration any existing issues with the maintenance of the property: this is the mea ns of avoiding the responsibilities contingent upon a full repairing lease. This is, in itself, insufficient to ensure that all future maintenance liabilities are avoided, as they may also be incorporate into service charge clauses. It should also be borne in mind that, as long as they have complied with the regulations on the preconditions of liability, a landlord may be able to commute service charges into additional rent, and pursue recovery in the usual manner, i.e. through the courts. (Freedman and Steele 1998: p.50) As a tenant, you must also establish if the property provides you with everything you require in its unaltered state, or allow you the facility of making such changes as you may consider necessary, i.e. through variations or licenses to alter within the lease? Yielding Up covenants may require that anything added to the premises during the lease is either left in place, or removed: either contingency may involve additional losses for the tenant. (Freedman and Steele 1998: p.103). 2. A Short essay (600 words) outlining the various approaches to Alternative Dispute Resolution and a reflection on its advantages in todays UK market. (This is designed to assess your understanding of the range of methods available for resolving property disputes). In discussing the various approaches possible within Alternative Dispute Resolution in the UK, it is first necessary to recognise the framework and developments which have informed the contemporary arrangements. The market for ADR services was prompted by the desire for or necessity of avoiding formal litigation. As such, the associated frameworks were given additional definition by the Civil Procedure Rules of 1998, as a result of which, à ¢Ã¢â€š ¬Ã‚ ¦ADR was specifically recognised for the first time at the heart of civil justice procedure, as a tool of active case managementà ¢Ã¢â€š ¬Ã‚ ¦ (Mackie et al 2007: p.4). Through this means, ADR accrued much of its value to end users, in terms of cost reduction, flexibility, and timescale of operation. However, it should also be borne in mind that this same flexibility is reflected in the diffuse, protean, and comparatively informal or unstructured nature of many of the available ADR options: as Mackie et al. express it, there are à ¢Ã¢â€š ¬Ã‚ ¦many ways of defining ADR. (2007: p.8). The more prominent may be identified asà ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¢ Mediation, or a structured dispute resolution procedure, incorporating third parties, without a legally binding resolution, i.e. (Mackie et al. 2007: p.8). à ¢Ã¢â€š ¬Ã‚ ¢ Evaluative Processes, such as Early Neutral Evaluation (ENE), Judicial Appraisal, or Expert Opinion: all of these are designed to clarify the issues involved at an early stage, and, if they cannot provide resolution, offer initial indication(s) of the likely outcome(s) of any further processes. (Mackie et al. 2007: p.13). à ¢Ã¢â€š ¬Ã‚ ¢ Adjudicative Processes, ranging from the non-binding judgments of third parties, the use of applicable Ombudsman schemes, (to which both parties in the dispute agree), through to actual litigation. à ¢Ã¢â€š ¬Ã‚ ¢ Hybrid Processes, i.e., Executive Tribunals, Mini-Trials, and Med-Arb. As Mackie et al. explain, à ¢Ã¢â€š ¬Ã‚ ¦Arb-Med may also be attempted, where the third party makes an arbitral decision but keeps it in a sealed envelope while switching to mediation, only revealing the decision if the mediation does not result in settlement. (Mackie 2007: p.14). The nature of ADR with specific regard to property continues to evolve in proportion to the demands of the market, and the established precedents. For example, the repetition of similar kinds of disputes under Mobile Homes Act 1983 has led to their transfer to the Residential Property Tribunals as of April 2010. The intermediate status of the latter is illustrated by the fact that its decisions imply no enforcement powers: instead, possible contingent actions through the County Courts are at the discretion of the plaintiff party. As the convening Tribunal Service itself explains regarding its sub-committees, à ¢Ã¢â€š ¬Ã‚ ¦they are quasi-judicial bodies, which means that housing legislation has given them the powers to settle some disputes which wou ld otherwise have to be dealt with by the Courts. They provide an easier and generally cheaper alternative to the Court system. (Residential Property Tribunal Service 2009). In conclusion then, the advantages of ADR in the contemporary market may be regarded as those ofà ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¢ Cost: considerably lower, in comparative terms, than those of litigation. à ¢Ã¢â€š ¬Ã‚ ¢ Timeframe: shorter and considerably more flexible than those implied by involvement with the courts. This may be a major issue for parties involved in commercial, i.e. income-contingent outcomes. à ¢Ã¢â€š ¬Ã‚ ¢ Control: in ADR, both parties have the facility of involvement and intervention in the process, rather than being locked into the pre-defined procedures à ¢Ã¢â€š ¬Ã¢â‚¬Å" and outcomes à ¢Ã¢â€š ¬Ã¢â‚¬Å" of formal court proceedings. à ¢Ã¢â€š ¬Ã‚ ¢ Damage Limitation: the adversarial nature of litigation may permanently destroy relationships between parties which might otherwise b een of commercial value in the future. à ¢Ã¢â€š ¬Ã‚ ¢ Self-Determination: both parties have the possibility of helping to construct creative and flexible solutions. à ¢Ã¢â€š ¬Ã‚ ¢ Confidentiality: the proceedings of a court hearing are a matter of public record, so sensitive commercial details cannot be protected. 3. A Short essay (600 words) identifying the nature of professional ethics together with examples of instances where these might be compromised. Include comment on problems outlined by speaker. Include a reflection as to how standards and attitudes have changed over the past 50 years. (This is designed to test your IT skills and to develop a sense of ethical standards and consumer protection). Any reflection upon professional ethics undertaken at present, it is fair to argue, has to take account of two intersecting and conflicting pressures. In the first instance, there are the growing pressures for commercial organisations to act within the boundaries of corporate social responsibility and sustainability. In the second instance, there are the more recent developments to consider, i.e. the pressure for organisations and individuals to return to older protocols of profit maximization in the face of a recessionary downturn. When these two factors are combined, it becomes apparent that there are no simple answers as to what constitutes an appropriate system of professional ethics; in fact, it is likely that the definition would vary widely, depending on who was asked to provide it. There can be no question about the fact that the bar has been raised immeasurably in terms of ethical expectations over the last fifty years. The number of FTSE 100 companies who publish their own standalone corporate responsibility reports continues to rise, indicating that professional ethics must not only be exercised à ¢Ã¢â€š ¬Ã¢â‚¬Å" but be seen to be exercised. (Brewster 2007). In addition, organisations in sectors tinged by ethical lapses have begun to appoint ethics officers, both as a source of in-house expertise, and stakeholder reassurance. (Arnold 2007). Unfortunately, it is also the case that catastrophic ethical failures remain a feature of the corporate landscape, and in fact have become even more damaging. As Rosenthal indicates, these frequently extend to agencies who are responsible for the maintenance of standards. (Rosenthal 2007). However, if the history of ethical attitudes tells us anything of which we may be certain, it is that such attitudes are subject to constant change. As Conroy and Emerson point out, ethical attitudes have followed cyclical patterns, varying slightly from longer term trends, in a manner similar to the economy it self. Within this, attitudes are alternately decreasing, increasing, or changing in terms of their tolerance of un-ethical behaviour. (Conroy and Emerson 2008: p.907). In the present environment, it remains to be seen which side of the ethical equation dominant attitudes will support, i.e., the continual raising of standards, or a return to earlier protocols, such as caveat emptor. As Vickers has argued, it is likely that any new thesis will be followed, inevitably, by an antithesis, in ethical terms. (Vickers 2005). It remains the case that professionals themselves, operating within real organisations and real business pressures, must themselves deliberate between all of the theoretical ethical models available to them. Altman, for example, is clear on the fact that, in terms of Kantian ethics, a corporation, or its officers, should have no other responsibilities than the raising of shareholder value. (Altman 2007: p.261). Fisher and Lovell meanwhile remind us that there a re two basic categories of ethics: the Consequentialist, and the Non-Consequentialist. In the former, the ethical quality of any action is judged through its outcome; in the latter, the action is judged on its own virtues or merits. (Fisher and Lovell, 2006: p.101). If a Consequentialist position is taken, then the individual must decide whether to pursue the general good, such as the best median outcome for the whole of society, or simply a good, such as the best business outcome for their organisation, regardless of the wider societal repercussions. (Fisher and Lovell 2006: p.131) However, if a Non-Consequentialist position is adopted, then the professional must act according to whatever Virtue ethics demands, i.e., judge what is right or wrong from à ¢Ã¢â€š ¬Ã‚ ¦predetermined principles and standardsà ¢Ã¢â€š ¬Ã‚ ¦, regardless of the outcome. (Fisher and Lovell 2006: p.101). Ultimately, each professional practitioner and organisation must balance their own priorities and p erspectives somewhere within this nexus of possibilities, judging what is right for their businesses and society as a whole. 4. A short essay (600 words) titled The Current Property Market in the UK and Europe. Although it can justly claim to be the victim of forces beyond its control, the property industry in the UK and Europe is not entirely blameless with regard to the current malaise of the market. Before the collapse of the US sub-prime market, the European market for mortgage backed securities à ¢Ã¢â€š ¬Ã¢â‚¬Å" dominated by the UK, was starting to see issues with securitisations amongst non-prime creditors, for example in the buy-to-let sector. (Davies 2006). Halifax Bank of Scotland alone successfully marketed  £500 million worth of mortgage-backed bonds during 2008. (Davies and Croft 2008). More realistic lending practices and revenue expectations now appear prevalent: as Johnson reports, the average gross loan-to-value ratio was 24.1 per cent during 2009, down from 29.8 per cent in the previous year. (Johnson 2010). It remains debatable, however, whether property values or industry practices yet reflect a more sustainable outlook across the sector. As many analyst s have indicated, current property prices are being maintained by two intersecting factors: a low rate of supply, and commensurately low interest rates. However, upward adjustments of the latter will, in all probability, place downward pressure on overall prices. (Leunig et al. 2010). Predicting the final trajectory of asking prices in the immediate future will also depend upon what happens to real disposable incomes, and in this respect, the portents are less than healthy. Although asking prices may begin to rise, it may also be the case that, with less money in general circulation, there will be a flattening out of historical trends in price-earnings ratios, and the cost of property will actually fall in real terms. The lenders preferred solution to this kind of impasse, i.e. the offering of ever higher loan to earnings ratios, may no longer be available: even though some banks are again offering six times salary advances, a return to the days of eight-multiple products appe ars unlikely. (Leunig et al. 2010). Meanwhile, large property companies, such as Great Portland Estates, are seeing the effects of a UK recovery gradually appearing on their balance sheets: the latters  £1.2 billion portfolio saw an 8.7 per cent rise during the final three months of 2009, the best quarterly return for the company in three years. This has facilitated an 11.6 per cent growth in net asset value per share to 251 pence, whilst new purchases in the final quarter of 2009 have already accrued a 14.4 per cent increase in value, or 9.5 per cent net of costs. (Thomas 2010). Despite such successes notably in the capital and other select, higher value enclaves, the overall picture is a more complex one, with divergent trends and contrasting future prospects. For example, according to the IPD monthly property index, the UK commercial property market realized total returns of 22.2 per cent during 2009. (Thomas 2010) However, this encouraging statistic masks sig nificant regional and sectoral differences in fortunes, of which the situation in retail property furnishes but one example. According to DTZ, one fifth of all UK shopping developments, with a combined tag of  £10.1 billion, is currently at risk of defaulting on credit agreements, due to a combination of falling earnings and values. (Thomas 2010). In fact, DTZs Mark Williams asserts that a mere one hundred of the UKs eight hundred and forty retail developments could currently be regarded as prime in real estate terms: he attributes this to a huge overhang of poorer quality centres à ¢Ã¢â€š ¬Ã¢â‚¬Å" a legacy of the 1980s boom in development. With their twenty year leases nearing expiry, and outdated facilities becoming less attractive to hard-pressed retailers, their prospects are diminishing. (Thomas 2010) This situation exemplifies a number of similar situations in sub-sectors of the property market, where value and demand differ wildly: as Thomas expresses it in the Financial Times. à ¢Ã¢â€š ¬Ã‚ ¦There is a large and growing gap between the so-called secondary or tertiary real estate that fills the towns and urban areas of the UK, and the prime stock of well-located modern property producing income on a long lease that is the exception, rather than the norm. (Thomas 2010). 5. A short essay (600 words) explaining the basic principles of negotiation à ¢Ã¢â€š ¬Ã¢â‚¬Å" getting to yes. (IT skills again à ¢Ã¢â€š ¬Ã¢â‚¬Å" otherwise hopefully self-explanatory). The idea that there are principles which may be aggregated together to form a best practice within negotiation is one forwarded by commentators such as Fisher, Ury, and Patton in Getting to Yes: Negotiating Agreement without Giving in, (1983). This in turn is predicated upon the ideas of principled negotiation as developed by the Harvard Negotiation Project. (Fisher et al. 1983: p.xii). The collective trope which draws the principles together lays in the idea that purely positional negotiation, i.e. that conducted through the definition and defence of ones own position, is ultimately a poor negotiating technique, and one likely to be counterproductive: à ¢Ã¢â€š ¬Ã‚ ¦As more attention is paid to positions, less attention is devoted to meeting the underlying concerns of the partiesà ¢Ã¢â€š ¬Ã‚ ¦, and consequently, à ¢Ã¢â€š ¬Ã‚ ¦Any agreement reached may reflect a mechanical splitting of the difference between final positions rather than a solution carefully crafted to meet t he legitimate interests of the parties. ((Fisher et al. 1983: p.5). The subsequent principles set out the means to avoid such a scenario throughà ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¢ Separating the people from the problem. à ¢Ã¢â€š ¬Ã‚ ¢ Focusing on interests rather than positions. à ¢Ã¢â€š ¬Ã‚ ¢ The invention of options for mutual gain. à ¢Ã¢â€š ¬Ã‚ ¢ The establishment of objective criteria. The separation of the people from the problem does not quite equate to the depersonalizing of the negotiating process: rather, it implies application of the appropriate relationship management skills. In simple terms, à ¢Ã¢â€š ¬Ã‚ ¦If negotiators view themselves as adversaries in a personal face-to-face confrontation, it is difficult to separate their relationship from the substantive problem. (Fisher et al. 1983: p.39). However, the exclusion of personal animosity is only part of this principle. The rest is composed of consciously maintaining the appropriate emotional responses, of und erstanding all of the related perceptions, the development of a relationship, and above all, the establishment of some degree of trust. As J.S. Mill proposed, somebody who knows only their own side of any debate or negotiation, knows little enough of that. (Mill 1843 Ch.2) In other words, achieving a negotiated solution relies upon the understanding of why and how the others position was established. This leads into the next principle of negotiation, i.e. the need to focus on interests, rather than positions. Once the elements which are constructive of the other partys position are understood and disaggregated, it is far more feasible to reach point of mutual agreement. As Fisher et al. point out, à ¢Ã¢â€š ¬Ã‚ ¦Fighting hard on the substantive issues increases the pressure for an effective solution; giving support to the human beings on the other side tends to improve your relationship and to increase the likelihood of reaching agreement. (Fisher et al. 1983: p.57). It is also the case that the clarification of issues is supportive of the next stage in the process, i.e. the invention of options for mutual gain. This involves considering the issues holistically and creatively, assembling all of the objective third party perspectives which might have some bearing, and, where expedient, involving a detached intermediary to assist in the facilitation of the negotiating process. The fruition of these cumulative stages lays in the establishment of objective criteria through which agreement can be reached. By this stage, any emotional stand-off should have been neutralized, so that the participants know they are discussing issues, rather than their respective personalities: moreover, the real issues have been identified, and unhelpful or generalized positions have been deconstructed. Any unnecessary pressure or compulsion should also have been qualified out of the scenario, leaving only the most desirable and achievable solutions to suggest themsel ves. As Fisher et al. conclude, à ¢Ã¢â€š ¬Ã‚ ¦Shifting discussion in a negotiation from the question of what the other side is willing to do to the question of how the matter ought to be decided does not end the argument, nor does it guarantee a favourable result. It does, however, provide a strategy you can vigorously pursue without the high costs of positional bargaining. (Fisher et al. 1983: p.96). 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