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Postby mends » 19 Jan 2006, 16:58

porque quem trabalha em banco de investimento tem que ganhar muito... :lol:

Wall Street Bonuses Good News for Everyone
In a refreshing change from the typical jealous whinings about how much money Wall Streeters are raking in this year, Bloomberg columnist David Pauly takes a more positive view of the bonuses, focusing on that Econ 101 concept: The Multiplier Effect. Noting that each new job on Wall Street creates three more jobs in the city and suburbs, Healy writes:


Investment bankers and currency traders with bolstered bank accounts won't hesitate to spend $2 million or $3 million for a New York apartment, enriching the sellers. Those deals also will provide real estate saleswomen with nifty commissions, and many will immediately go to Saks Fifth Avenue and splurge on a new wardrobe. Saks may even be able to hire a few new sales people. Newly endowed stock-and-bond salesmen will also be inclined to be more generous when they tip their doormen and their cab drivers or when they get calls from charities.


retirado do Bolg UNDER THE COUNTER - http://www.underthecounter.net - recomendo.
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Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

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Postby junior » 20 Jan 2006, 14:15

Ok, mas isso se aplica a qualquer profissão, não? Se eu ganhasse muito, juro que botaria o sistema financeiro para "rodar" :lol:
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Postby mends » 20 Jan 2006, 14:37

é qualquer profissão. Se tomar no agregado, macroeconomicamente, é o que os keynesianos chamam de multiplicador monetário - se bem que eles dizem que 1 a mais que você ganha pode virar 10 na ponta da cadeia :rolleyes:
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 23 Jan 2006, 10:09

sugestão pro Wagnão
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 24 Jan 2006, 17:44

no Brasil isso não seria possível - o blog od cara é <a href='http://dardashti.blogspot.com/' target='_blank'>aqui</a>

A Happy Ending to My First Investment.

Disney is poised to buyout Pixar for $7 billion.

The longer story...

I was born in 1983.
I had my Bar Mitzvah celebration when I was 13 - in 1996.
I'm now 22.

As a kid (I'm still a kid?) I loved computers, technology, cartoons, the internet, etc. So I natually learned everything I could about Pixar well before the company became an institutional favorite; I watched the company release Toy Story I, followed the news around the IPO, and just thought about the whole situation for a while. [The Peter Lynch "look in the kitchen" approach]

I saw the overwhelming lines at the theaters for Toy Story I (and knew the computer animated movies would be huge), the quality of their management (i.e. Steve Jobs), the quality of their product (i.e. computer animations much better than any rival, story lines on par - or better than - Disney's), and knew this would revolutionize motion pictures... [the Phil Fisher "scuttlebutt" approach]. Once they built a library with titles even better than that of Disney (Bug's Life, Monster's Inc, etc.) I quietly realized that Steve Jobs was likely positioning Pixar as a production company on par with Disney (which, 10 years later, is literally the case).

So,<span style='font-size:14pt;line-height:100%'> <span style='color:red'>my best investment decision in the past 9 years has been to do nothing.
Back in 1996 Pixar had 79 million shares outstanding and was trading at a split adjusted $7 to $8 a share when I went "all-in" with the Bar Mitzvah money.

10 years later it's at roughly $120 share, ignoring the splits. The big bet is finally paying off, a decade later.</span></span>

nada mal...um retorno médio (composto) de 31% ao ano!
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 01 Feb 2006, 10:31

ser engenheiro é ter sempre que trocar as lâmpadas...
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 15 Feb 2006, 13:24

do underthecounter:

Soifer Consulting has been tracking an interesting contrarian indicator (which we found via Daily Dose of Optimism) for the past several years: If 10% or less of the graduating Harvard MBA class takes "market-sensitive" job (e.f. investment banking, trading, investment management, VC or private equit), it's bullish; if 30% or more do, it's bearish. Back in November, Harvard released the results of its 2005 class and guess what? Exactly 30% chose market-sensitive jobs, up from 26% a year ago and 23% in 2003. The previous two sell signals came in 2000 and 1987. Maybe they're on to something.
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 15 Feb 2006, 13:28

essa tb é legal (do <a href='http://www.peridotcapital.blogspot.com/' target='_blank'>PERIDOT CAPITALIST</a>)

Merrill Lynch (MER) is changing the name of its mutual fund group to Princeton Portfolio Research and Management later this year. Now this might seem strange on the surface, just because as far as name recognition and brand awareness go, I would think investors would choose to invest with Merrill over Princeton. Maybe that's just me.

The part of this story that really got a laugh out of me was Merrill Lynch's reasoning for making the change. In essence they think a new brand will make it easier for them to gain market share in the retail mutual fund business. Their concern is that brokers and financial advisors with other major firms have avoided offering Merrill Lynch funds because they see it as giving business to their competition.

That seems like a very valid concern. I can't see many Morgan Stanley and Goldman Sachs brokers trying to sell Merrill funds to their clients. But isn't it hilarious that they think changing the name will help this problem? Do they think retail brokers are just going to start blindly recommending this new fund family without looking into them at all?

So they'll do a little research to find out exactly who these "Princeton" folks are, and they'll learn, if they haven't heard already, that it's the old Merrill Lynch fund family. And we're back to square one.
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 01 Mar 2006, 17:55

a esperança do wagnão
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 10 Apr 2006, 11:52

ELIO GASPARI


Xô, cliente
O Banco do Brasil quer destruir seu serviço de câmbio. Na quarta-feira, um cliente (servidor de empresa pública), com oito anos de conta, foi ao guichê da agência do aeroporto do Galeão. Queria comprar 2.000 com o dinheiro que tinha em sua conta. Nada feito. Disseram-lhe que seu cadastro estava desatualizado. O cidadão perguntou quanto eles cobravam por 2.000 euros. Resposta: R$ 5.520. Ele fez um cheque, sacou o dinheiro de sua conta, andou dez metros e perguntou ao primeiro carregador por quanto ele lhe venderia 2.000 euros. Resposta: R$ 5.400. Fechou, pagou, embolsou os euros e foi em frente. Economizou R$ 120. Tratam os clientes desse jeito e querem ser tratados como se fossem um patrimônio público.
"I used to be on an endless run.
Believe in miracles 'cause I'm one.
I have been blessed with the power to survive.
After all these years I'm still alive."

Joey Ramone, em uma das minhas músicas favoritas ("I Believe in Miracles")
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Postby mends » 07 Jun 2006, 09:05

o sonho do Wagnão é ser partner da Accenture e trabalhar 24 horas por dia, em vários fusos horários. Saca só:

Have Advice, Will Travel

Lacking Permanent Offices,
Accenture's Executives Run
'Virtual' Company on the Fly
By CAROL HYMOWITZ
June 5, 2006; Page B1

Bill Green, chief executive of consulting firm Accenture Ltd., doesn't keep family photos or other personal items on his desk. That's because he doesn't have a permanent desk -- or, for that matter, a permanent office.

The 52-year-old Mr. Green runs what might be called a virtual company. Accenture has no operational headquarters and no formal branches. Its chief financial officer lives in Silicon Valley. Its chief technologist is based in Germany. The head of human resources is in Chicago. And the firm's thousands of management and technology consultants are constantly on the go, often reviewing projects and negotiating new contracts in clients' offices or working temporarily in offices that Accenture leases in more than 100 locations around the world.

"We don't get to go down the hall to the coffee pot, ask someone how their weekend was and then ask a business question," says Mr. Green, whose home base is Boston. In the past 12 months, he has logged 165,000 air miles, often relying on phone and email to keep up with his senior staff. "We spend time together in the countries where our clients are, which is more important if you're running a global company."

As companies move jobs around the world, managers increasingly supervise out-of-sight employees. The head of development for Boeing Co.'s new 787 airplane manages thousands of employees and some 100 suppliers at more than 100 sites in different countries. Google Inc. engineers in Bangalore, India, worked with engineers in New York to help launch Google Finance. EarthLink Inc.'s vice president of customer support is based in Atlanta and oversees employees at call centers in India, the Philippines, Canada and elsewhere.

At Accenture, virtual management goes much further. Mr. Green and his operating lieutenants not only manage remotely but do so while constantly in motion. "Anyone who says managing this way is easy is lying," says Adrian Lajtha, head of Accenture's financial-services group.

Indeed, there are difficulties to Accenture's approach. Employees can't pop into colleagues' offices for impromptu meetings. With participants scattered across time zones, scheduling phone conferences can trigger conflicts over whose sleep will be interrupted. And some matters, especially sensitive personnel issues, require a personal visit -- no matter the distance.

Another challenge: weathering constant jet lag. Some Sunday evenings, Mr. Green says, when he leaves home to catch another overseas flight, "My wife asks me, 'Why are you doing this?'"

For all the challenges, Accenture executives say virtual management works for them. For one thing, they don't have the overhead costs of a headquarters, which, they say, would be steeper than their extra travel costs. And spending time with clients cements relationships, they say; nearly 85% of the firm's 100 largest accounts have been Accenture clients for 10 years or more.

Executives say their frequent contact with lower-level employees working with clients is another plus. "We get information that we'd never get if we were stuck back at a headquarters," says Mr. Green.

The company took a gamble on virtual management 17 years ago when it separated from Arthur Andersen, the now-defunct accounting firm, and began operating as 40 locally owned partnerships in 47 countries under the name Andersen Consulting. It was renamed Accenture when it went public five years ago.

At that time, Accenture's partners couldn't agree on a headquarters location for the new company. With many of them on the road much of the time, partners decided they should live where they wanted and meet regularly. Accenture is incorporated in Bermuda, which some critics have said is an effort to reduce its U.S. taxes. Addressing that issue, Roxanne Taylor, managing director of corporate communications, says: "As a global company, we pay taxes in each of the countries in which we generate income, including U.S. taxes on income generated by our U.S. operations."

Technology helps keep a virtual company on track. Every day, Accenture employees log on to the company's internal Web site to record where they are working. When Mr. Green needs a desk in Shanghai, London or New York, he sets up shop in Accenture's office there just like any other employee on the move, finds a cubicle, logs on to his laptop and gets access to his files, email and phone messages. Clients who call him at his Boston number are patched through and often don't realize he is several time zones away. He shares documents and financial data with other executives through Accenture's internal Web site. And when he wants to see, as well as hear, other executives, he conducts a videoconference.

Travel vendors track employee movements. Within hours of last year's London bombings, Accenture executives had located more than 13,000 employees in the United Kingdom, including 1,500 who were traveling that day. When a client in Copenhagen asked to see a senior executive, Mr. Green telephoned Chief Operating Officer Steve Rohleder just as his plane was landing in Nice, France, en route from New York to India. Mr. Green asked Mr. Rohleder to change planes and head north.

Every six weeks, Mr. Green meets for several days in a different city with his 23-member executive leadership team. "We land somewhere, meet clients in the area, meet employees, then get together as a team to make decisions -- and head out again," he says.

To compensate for restricted face time, he talks daily by phone with many of his direct reports. Every other Friday, he confers by phone with the heads of Accenture's five operating groups to review projects and decide where consultants are most needed.

A "magic hour" for global phone conferences is 1 p.m. London time, says Mr. Lajtha, who lives in London but travels 85% of the time. That's midnight in Australia, 9 p.m. in Beijing, and 5 a.m. in California. "It isn't too grim" for anyone, he notes.

He sometimes alters his own schedule to be in better sync with his managers around the world. An "early bird" who likes to begin his workday by 7 a.m., Mr. Lajtha starts later when he is in Europe so he has energy for one-to-one phone calls between 7 p.m. and midnight with managers in Asia and the U.S.

But some problems require "being there in person," he says. When he learned that a project team in the U.S. felt bogged down, he made an unexpected visit to their work site and held a three-hour meeting. When he decided to transfer a manager to a job he thought was a better fit, he wanted the news delivered in person. The manager subsequently called to say he appreciated "the face-to-face meeting and to ask me what I thought about his new opportunity," says Mr. Lajtha.

Personal contact is particularly important during tough times. During the last economic slowdown, Mr. Lajtha held 280 meetings in 18 months with groups of his 12,000 employees. "When times are tough, you have to go into communication overload so people have faith they can come through," he says. For virtual executives, that means more travel and more odd-hour conferences.

To spark informal exchanges, Mr. Green schedules breakfasts and dinners with executives whose paths cross his as he globe-trots. Mr. Lajtha walks around Accenture's New York office when he's there, knowing he is likely to run into half a dozen other senior executives also passing through.

Accenture employs about 129,000 people and plans to add 40,000 more this year. Mr. Green, a 28-year veteran, tries to meet hundreds of young recruits at the company's training center in St. Charles, Ill., where he teaches several times each year. He also keeps in touch with employees he hired and mentored earlier in their careers.

Mr. Green says many companies that Accenture advises are following his management mode, at least partially. When he visited the headquarters of three big U.S. clients recently, none of the CEOs were there. "I meet more CEOs of big companies in China or India these days than at their headquarters," he says.

Write to Carol Hymowitz at carol.hymowitz@wsj.com
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Postby mends » 10 Aug 2006, 09:23

...

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Postby mends » 10 Aug 2006, 11:44

Empresa EMPRESA CENTRO DE EXCELÊNCIA EM GESTÃO
Endereço
Bairro
Cidade SÃO PAULO
Estado SÃO PAULO
País BRASIL
CEP
Tipo Oferta EMPREGO
Área MARKETING
Cargo -
Vagas 1
Atuação Desenv. e implementação de estratégias de divulgação e suporte para o desenv. de novos produtos
Curso Sup. Completo
Semestre
Requisitos
Gerais Exp. 4-5 anos; Inglês fluente; Boa redação; Habilidade para coordenar grupo e trabalhar em equipe; Pesquisador ativo, informado; Que tenha bons contatos com profissionais complementares de Mkt; Sensível, criativo, carismático, persistente; Habilidade em "fazer acontecer"/ execução; Facilidade em comunicar-se; Autonomia para resolver problemas; Disponib. para início imediato
Requisitos
Informática
Benefícios
Inscrição Enviar CV para o e-mail: sonia@oficinadecarreira.com.br
Assunto: Profissional de Mkt
Data de
Validade 23/08/2006

**eles querem um gay, é isso? Manda o CV, Danilo!
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Postby Danilo » 10 Aug 2006, 12:08

Ui, mona, eu não tenho superior completo.
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Postby mends » 10 Aug 2006, 14:46

outro:

Empresa SADIA S/A
Endereço R. FORTUNATO FERRAZ, 659
Bairro VILA ANASTÁCIO
Cidade SÃO PAULO
Estado SÃO PAULO
País BRASIL
CEP 05093901
Tipo Oferta EMPREGO
Área ADMINISTRATIVA
Cargo ASSISTENTE EXECUTIVO
Vagas 1
Atuação Receber dados para compilar informações e confeccionar relatórios gerenciais; Organizar reuniões gerenciais; Desenvolver apres. para reuniões; Auxiliar na execução de tarefas adm. e em reuniões; Elaborar, atualizar e controlar agenda de reuniões; Providenciar pagamentos de notas fiscais e compra de materiais pelo sistema SAP; Controlar, arquivar documentos e correspondências recebidas e enviadas; Recepcionar pessoas, clientes externos e internos (nacional e internacional); Atend. telefônico (nacional e internacional); Organizar eventos e viagens; Serviços de apoio logístico (reuniões, eventos, viagens); Conhecer as especificações de indicadores, atualização do templo de excelência e elab. do relatório de situação atual; Conhecer orçamento e acomp. de gastos fixos; Participar no desdobramento das metas; Suportar as tarefas administrativas e pessoais
Curso Sup. Completo
Semestre
Requisitos
Gerais Exp. mín. 2 anos; Boa comunicação em inglês (fluente: oral, leitura e escrita); Redação de textos (cartas, apresentações etc.)
Requisitos
Informática Informática (Word, Excel e Power Point) avançada
Benefícios AM, AO, A. Funeral, C. Farm., SV, P. Priv., Part. Lucros, Rest., Estac./ VT, Desc. Prod., Acad.
Inscrição Cadastre-se no site: http://www.sadia.com.br
OU envie seu CV para o e-mail: ione.lima@sadia.com.br
Sigla: Assist. Executivo
Data de
Validade 15/08/2006

as tarefas são tão insuportáveis assim? maldito português estraçalhado...fora os benefícios: auxílio funeral, bola-gato caprichado ect etc...por que* não pagar SALÁRIO e deixar as pessoas decidirem o que fazer com o seu (delas) dinheiro? Maldito paternalismo besta.

*eu sei o porquê: num precisa responder... :(
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