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在美國(guó)名校念書的貧困生面臨哪些挑戰(zhàn)

發(fā)布時(shí)間:2013-12-19 09:45    發(fā)布者:1770309616
關(guān)鍵詞: 美國(guó)名校
The Challenge Of Being Poor At America's Richest Colleges在美國(guó)名校念書的貧困生面臨哪些挑戰(zhàn)
Shelling out $300 for one chemistry textbook. Jetting off to Budapest, Paris and Rome while studying abroad in Madrid. Grabbing a last-minute Amtrak ticket to Manhattan for a job interview during senior year.
一個(gè)化學(xué)課本要300美元。在馬德里學(xué)習(xí)期間坐飛機(jī)前往布達(dá)佩斯、巴黎和羅馬。大四期間,在最后一刻買到美鐵車票趕到曼哈頓參加一個(gè)工作面試。

For many students at America’s elite colleges, these are as much a part of university life as pulling all-nighters and complaining about dining hall food. But for low-income students, these are not only unaffordable luxuries, but part of a topic that can be more taboo than sexual orientation: the size of their wallets.
對(duì)美國(guó)精英學(xué)校的很多學(xué)生來(lái)說(shuō),這類事情和開夜車以及抱怨食堂伙食一樣,構(gòu)成了他們大學(xué)生活的一部分。但對(duì)低收入家庭的學(xué)生而言,這不僅是難以負(fù)擔(dān)的奢侈品,而且是比討論性取向更忌諱的話題的一部分:他們錢包的大小。

Much has been written about getting high-achieving, low-income students through the Ivy-covered gates of America’s top colleges. And indeed, the focus on improving the economic diversity of college admissions is needed; a recent Brookings study found that just 8% of low-income students applied to a “reach” school and just 34% of high-achieving students in this group attended one of the country’s 238 most selective universities. (The study defined low income as being in the bottom fourth, income-wise, of families with a senior in high school. For 2008, the year studied, low-income meant a family income below $41, 472.)
讓成績(jī)優(yōu)異的低收入家庭學(xué)生進(jìn)入美國(guó)頂級(jí)大學(xué)被常春藤覆蓋的大門,這種故事已寫了很多了。事實(shí)上,提高人們對(duì)大學(xué)招生中學(xué)生經(jīng)濟(jì)背景多樣性的關(guān)注程度,這是很有必要的,最近布魯金斯學(xué)會(huì)(Brookings)的一項(xiàng)研究發(fā)現(xiàn),低收入家庭的學(xué)生中只有8%申請(qǐng)了“愿望”大學(xué),這個(gè)群體中成績(jī)優(yōu)異的學(xué)生里只有34%進(jìn)入了全美238所最優(yōu)秀的大學(xué)。(這項(xiàng)研究對(duì)低收入家庭學(xué)生的定義是:家庭收入排在倒數(shù)第四個(gè)等級(jí)的高中畢業(yè)班學(xué)生,這項(xiàng)研究于2008年開展,當(dāng)年的低收入家庭指收入在41,472美元以下的家庭。)

Not surprisingly, while poor kids are underrepresented on elite campuses, the wealthiest kids are overrepresented. At Harvard, 45.6% of undergraduates come from families with incomes above $200, 000 — in other words, incomes in the top 3.8% of all American households.
毫不奇怪,當(dāng)寒門學(xué)子在精英學(xué)校中所占比例過(guò)低時(shí),富裕家庭的孩子在這類學(xué)校中所占的比例偏高。在哈佛大學(xué),45.6%的大學(xué)生來(lái)自年收入超過(guò)200,000美元的家庭,換句話說(shuō),這代表了美國(guó)所有家庭中收入最高的3.8%家庭。

Yet for all the studies and attention paid to how to get more low income students onto America’s top campuses, there’s little discussion (on or off campus) about what life is like for those students after they win admission.
雖然對(duì)如何讓低收入家庭的學(xué)生進(jìn)入美國(guó)頂級(jí)學(xué)府進(jìn)行了這么多研究,關(guān)注程度不可謂不高,但這些學(xué)生進(jìn)入這些大學(xué)后的生活是怎樣的(校內(nèi)和校外),卻鮮有討論。

In a guest column for Duke University’s student newspaper that recently went viral, senior KellyNoel Waldorf addresses how isolating it can feel as a low-income student at an elite university. “Why is it not OK for me to talk about such an important part of my identity on Duke’s campus? Why is the word “poor” associated with words like lazy, unmotivated and uneducated? I am none of those things, ” she writes. “Why has our culture made me so afraid or ashamed or embarrassed that I felt like I couldn’t tell my best friends ‘Hey, I just can’t afford to go out tonight?’”
最近像病毒般迅速傳播的杜克大學(xué)學(xué)生報(bào)紙的客座專欄中,大四學(xué)生凱莉·諾埃爾·沃爾多夫(Kelly Noel Waldorf)談及一所精英大學(xué)的低收入家庭學(xué)生會(huì)感到多么孤立無(wú)援。“為什么在杜克大學(xué)的校園,我不能談?wù)撐疑矸葜羞@么重要的一部分?為什么一提到‘貧窮’這個(gè)詞,人們就與懶惰、消極和沒(méi)有受過(guò)教育聯(lián)系在一起?我不屬于其中任何一種。”她寫道。“為什么我們的文化讓我如此害怕,或恥于跟我的朋友們說(shuō):‘嗨,今晚我沒(méi)錢跟你們一起外出。’”

In a recent phone interview, Waldorf clarified that this isn’t just a Duke-specific problem, but an issue that exists across the country and is exacerbated by some of the wealth she and others see at Duke.
在最近進(jìn)行的電話采訪中,沃爾多夫表示,這并不僅僅是杜克大學(xué)的問(wèn)題,而是一個(gè)全美各大學(xué)中都存在的問(wèn)題,她和其他人在杜克大學(xué)看到的一些有錢學(xué)生的做法加劇了這種印象。

“I was in a class once where a professor basically assumed that no one in the class had cleaned a house for money, and that wasn’t true, ” Waldorf says. “It’s sort of like an erasure of that population, ” she says.
“我過(guò)去所在的一個(gè)班級(jí)里,有位教授認(rèn)為我們當(dāng)中基本上沒(méi)人為了掙錢去干打掃屋子的工作,但這不是事實(shí)。”沃爾多夫說(shuō)。“這就好像是把這部分人群給抹掉了一樣。”

Beth Breger, executive director for Leadership Enterprise for a Diverse America (LEDA), a scholarship organization that helps high-achieving, low-income students gain admission to America’s top colleges, says part of the problem stems from the fact that a majority of campuses are set up for your average upper/middle class student, one who comes to school with a certain set of “soft skills” that disadvantaged students still need to learn.
貝絲·布雷格(Beth Breger)是“面向多元化美國(guó)的領(lǐng)導(dǎo)事業(yè)(Leadership Enterprise for a Diverse America,LEDA)”的執(zhí)行董事,該組織為成績(jī)優(yōu)異的低收入家庭學(xué)生提供獎(jiǎng)學(xué)金,資助他們進(jìn)入美國(guó)頂級(jí)大學(xué)學(xué)習(xí)。她說(shuō)該問(wèn)題部分源于大多數(shù)大學(xué)是為中/上層階層的學(xué)生開設(shè)的,這些學(xué)生在進(jìn)入大學(xué)時(shí)已具備一定的“軟技能”,而這些軟技能是家庭條件不那么好的學(xué)生仍需要學(xué)習(xí)的。

“Setting up a bank account for the first time. How to make an appointment with a professor. How to ask for a recommendation letter. How to navigate support from a TA (teaching assistant), ” are things lower-income students need to learn, Breger says. And these knowledge gaps are just the tip of the iceberg.
“第一次開立銀行賬戶。如何跟教授預(yù)約。如何請(qǐng)別人給你寫推薦信。如何向助教尋求支持。”這些都是低收入家庭的學(xué)生需要學(xué)習(xí)的,布雷格如此表示。而知識(shí)上的差距還只是冰山一角。

As anyone who’s ever subsisted on ramen noodles for weeks on end knows, the effects of an empty wallet can pervade virtually every aspect of life. Students I spoke with talked about how, despite full academic scholarships that cover tuition, room and board, difficulties arise with everything from affording on-campus student events (such as musicals or concerts), to missing out on Greek life, to eating alone in at the dining hall on a Friday night when friends are eating out somewhere they can’t afford.
正如曾經(jīng)好幾周靠吃拉面維生的人最后終于知道,空空的錢包所造成的影響會(huì)遍及生活的每個(gè)方面。與我聊到這個(gè)話題的幾位學(xué)生說(shuō),雖然獲得了能夠支付學(xué)費(fèi)和食宿費(fèi)的全額獎(jiǎng)學(xué)金,但還是不斷遇到各種困難,從負(fù)擔(dān)校內(nèi)學(xué)生活動(dòng)的開銷(例如音樂(lè)喜劇和音樂(lè)會(huì))、缺席“希臘生活”(美國(guó)大學(xué)特有的一種社團(tuán)活動(dòng),通常是由同性組成的各種聯(lián)誼會(huì),如兄弟會(huì)、姐妹會(huì)——譯注),一直到周五晚上獨(dú)自在食堂吃飯,而朋友們外出去價(jià)格讓他們難以承受的餐廳就餐等等。

Even something as simple as a trip to the laundry room can serve as a reminder of the income disparities. Christian Ramirez, a LEDA scholar who grew up in Queens and is currently a junior at Harvard, remembers a time during his freshman year when his mother came to visit and decided to help him with his laundry. They both noticed piles of clothing on top of the washing machines in his dorm’s laundry room and Ramirez realized that he had seen those exact same piles a week or two before. The realization—that someone would simply forget to pick up his clothes –took both Ramirez and his mother aback. “When I do laundry, I literally make sure I have every single sock and no piece of clothing is left behind, ” he says. “I personally cannot afford to replace them, ’’ he says.
甚至連去趟洗衣房這么簡(jiǎn)單的事都能提醒他們收入上存在的懸殊差距。克里斯汀·拉米雷斯(Christian Ramirez)是一位LEDA獎(jiǎng)學(xué)金獲得者,他在皇后區(qū)長(zhǎng)大,現(xiàn)在是哈佛大學(xué)的三年級(jí)學(xué)生,他還記得在大一期間,他媽媽來(lái)看他時(shí)想幫他洗衣服。他們兩人都注意到在他們宿舍樓洗衣房的幾臺(tái)洗衣機(jī)上,摞著大堆衣物,拉米雷斯意識(shí)到他一或兩周前看到的是同一堆衣物。這種意識(shí)——有人根本忘記要收走衣物——讓拉米雷斯和他的母親都吃了一驚。“我去洗衣服的時(shí)候,我會(huì)確保每樣?xùn)|西都收走,沒(méi)有一件衣物落下。”他說(shuō)。“我個(gè)人沒(méi)法負(fù)擔(dān)弄丟了再買的開銷。”他說(shuō)。

Clothes can be one of the most conspicuous indicators of wealth, and more than one low income student noted the designer threads peers wear serve as persistent reminders of the wealth gap. Yasmine Arrington is a Jack Kent Cooke scholar – the recipient of a prestigious scholarship from the Jack Kent Cooke Foundation, so named for the former Redskins owner who left his fortune to high-need, high-achieving students — who now attends Elon University, a southern school where guys favor khakis and many girls wear the preppy Lilly Pulitzer brand. Arrington remembers her reaction when she discovered what an average Lilly Pulitzer piece might cost.
衣物是家庭富裕程度最顯而易見的指標(biāo)之一,而且不止一個(gè)低收入家庭的學(xué)生提到,從頭到腳一身名牌的同學(xué)無(wú)時(shí)無(wú)刻不在提醒他們財(cái)富上面的差距。杰克·肯特·庫(kù)克基金會(huì)(Jack Kent Cooke Foundation)的獎(jiǎng)學(xué)金享有極高聲望。基金會(huì)的名字以華盛頓紅人隊(duì)前老板的名字命名,他將自己的財(cái)富留給了成績(jī)優(yōu)異而又極需資助的學(xué)生。雅斯明·阿靈頓(Yasmine Arrington)是該獎(jiǎng)學(xué)金的獲得者,目前就讀于依隆大學(xué),在這所南方大學(xué)中,男生偏愛卡其布服裝,而很多女生則身著Lilly Pulitzer的學(xué)院風(fēng)服飾。阿靈頓還記得當(dāng)她發(fā)現(xiàn)平均一件Lilly Pulitzer衣服的價(jià)格時(shí)她的反應(yīng)是什么。

“I was like, ‘oh my goodness a dress for $200?’” Arrington, an Elon junior, says. However, she says it doesn’t get to her because she focuses on developing her own style for her own prices, which most importantly, makes her happy. “I don’t feel deprived because it makes me more unique. My style is my style and no one else is going to walk in with my suede boots or jeans.”
“我的反應(yīng)是‘哦我的天哪,一件衣服要200美元?’”依隆大學(xué)三年級(jí)學(xué)生阿靈頓說(shuō)。然而,她說(shuō)這并不會(huì)讓她煩心,因?yàn)樗龑W⒂谝宰约耗艹惺艿膬r(jià)格,發(fā)展出自己的穿衣風(fēng)格,更重要的是,這讓她很開心。“我沒(méi)覺得失落,因?yàn)檫@讓我更加獨(dú)特。我的風(fēng)格就是我的風(fēng)格,不會(huì)有人穿著跟我一樣的小山羊皮靴或牛仔褲走進(jìn)教室。”

Nightlife offers its own set of dilemmas. Those whose wealthier friends don’t mind footing the bill for a night out — in the name of friend-group unity, perhaps — find accepting such financial help can introduce a certain level of guilt.
夜生活上演了它自己的兩難處境。那些較富裕的學(xué)生并不介意為一個(gè)晚上的外出消遣買單——可能打著為大家統(tǒng)一結(jié)賬的名義——但接受這種“資助”的學(xué)生可能會(huì)產(chǎn)生一定程度的內(nèi)疚感。

“If we go out, and friends are like, ‘oh no, I’m getting this, I’ll pay for this, ’ and then it’s like bah!” says Edith Carolina Benavides, a Jack Kent Cooke scholar who is a senior at Harvard. “I literally owe so much money to my friends, beyond owing them so much for their support and being there for me.”
“如果我們外出,而朋友們說(shuō):‘哦不,我來(lái)結(jié),我來(lái)買單,’這種感覺很糟。”杰克·肯特·庫(kù)克獎(jiǎng)學(xué)金獲得者伊迪絲·卡羅琳娜·貝納維德斯(Edith Carolina Benavides)說(shuō),她是哈佛大學(xué)的四年級(jí)學(xué)生。“我欠我的朋友們這么多錢,此外他們給予了我這么多的支持和幫助,我欠他們的太多了。”

Maureen Mahoney, the dean of the college at Smith College, and Barbara Cervone, president of the education non-profit What Kids Can Do both noted that medical problems — particularly lagging dental care or undiagnosed learning disabilities — can cause significant snags for poor students who might already be reeling from the academic culture shock. Cervone remembers one high achieving student from the Dominican Republic who, in her freshman year at Wellesley, found she had several rotting teeth, which couldn’t be fixed because the university’s health policy wouldn’t cover it. After a petition to the college president, the policy changed and the student was able to get the care she needed and continue with her studies. But the situation highlights how proactive students have to be to procure the funds and care they might need.
史密斯學(xué)院院長(zhǎng)莫林·馬奧尼(Maureen Mahoney)和非營(yíng)利教育機(jī)構(gòu)What Kids Can Do總裁芭芭拉·切爾沃內(nèi)(Barbara Cervone)都注意到了醫(yī)療的問(wèn)題——尤其是拖著不治的牙病或未經(jīng)確診的學(xué)習(xí)障礙——可能會(huì)對(duì)已經(jīng)受到學(xué)院文化沖擊而煩惱不已的貧困學(xué)生造成更大困擾。切爾沃內(nèi)還記得一位來(lái)自多米尼加共和國(guó)的優(yōu)秀學(xué)生,在上韋爾斯利學(xué)院的第一年,她就發(fā)現(xiàn)自己有幾顆蛀牙,而這些蛀牙無(wú)法修補(bǔ),因?yàn)檫@所大學(xué)的醫(yī)保政策并不包括這一項(xiàng)。在向?qū)W院院長(zhǎng)遞交了一份請(qǐng)?jiān)笗螅瑢W(xué)校修改了醫(yī)保政策,這名學(xué)生得以接受其需要的牙科治療并繼續(xù)其學(xué)業(yè)。但這種情況表明,學(xué)生需要多主動(dòng)才能獲得其需要的資金支持和醫(yī)療服務(wù)。

This proactiveness doesn’t always come naturally, Mahoney notes, as many high-achieving students (low income or otherwise) have trouble asking for help when they need it. Assuming, of course, a low income student knows exactly what resources they need. Renata Martin, a Jack Kent Cooke scholar at Brown says that she never saw herself as “disadvantaged” while growing up, but coming to a school like Brown brought to light all the resources and opportunities she had missed out on, and missing out on even the simplest things – like academic support resources or individualized academic attention – can make it hard to look for them in a higher-ed scenario.
但馬奧尼指出,這種主動(dòng)性并不總是自發(fā)的,因?yàn)楹芏鄡?yōu)秀學(xué)生(低收入家庭或其它情況)在他們需要幫助的時(shí)候很難開口。當(dāng)然,假設(shè)一名低收入家庭的學(xué)生確切知道他們需要哪些資源的話。布朗大學(xué)的杰克·肯特·庫(kù)克獎(jiǎng)學(xué)金獲得者勒娜特·馬丁(Renata Martin)說(shuō),她在成長(zhǎng)的過(guò)程中從來(lái)不覺得自己是“窮人”,但上了布朗大學(xué)這樣的學(xué)校后,她看到了自己缺失的那些資源和機(jī)遇,她甚至看到了自己缺失的那些最簡(jiǎn)單的東西——比如學(xué)習(xí)輔導(dǎo)資源或?qū)€(gè)人的教學(xué)指導(dǎo)——這在高等教育中是很難得到的。

“I think the hardest part is not even financial – it’s trying to know about most of the things that your peers know about, ” she says. “It can be isolating, going to a public high school with all these differences you don’t think about until you go to an elite school where you stand out in many different ways.”
“我認(rèn)為最艱難的地方甚至都不是經(jīng)濟(jì)狀況,而是努力了解你的同學(xué)了解的大部分事物。”她說(shuō)。“這會(huì)讓你覺得很孤立,在上公立學(xué)校的時(shí)候你完全意識(shí)不到這些差異,直到你上了一所精英大學(xué),在那里你在很多方面都顯得很突出。”

Some colleges, like Smith, and scholarship foundations, like LEDA, try to spread awareness of the academic and financial support resources available to low-income students. At Smith, this support includes a (limited) extra fund available to students in emergency situations, so if a family emergency arises and a last-minute flight across the country becomes necessary, a low-income student can make the trip. Not all campuses or scholarship organizations offer this feature, so it’s important to check with the office of student life and/or the financial aid office to get a full list of student benefits and resources.
有些大學(xué),比如史密斯學(xué)院,以及獎(jiǎng)學(xué)金基金會(huì),比如LEDA,努力讓貧困家庭的學(xué)生知道他們可以獲得哪些學(xué)習(xí)輔導(dǎo)和資助資源。在史密斯學(xué)院,這種支持包括對(duì)遭遇緊急情況的學(xué)生提供(有限的)額外資助,因此,如果家里有急事,需要學(xué)生搭最后一刻的國(guó)內(nèi)航班趕回去處理的話,低收入家庭的學(xué)生能夠成行。并不是所有大學(xué)或獎(jiǎng)學(xué)金組織都提供這種資助,因此詢問(wèn)學(xué)生處或助學(xué)金管理處,以全面了解學(xué)生可以獲得的支持和資源是非常重要的。

While many of the students interviewed say that life as a low income student at an elite campus got progressively easier as they got older and carved out their own niches, Duke’s Waldorf notes that her low-income status adds additional pressure to one of the more trying parts of senior year: hunting for a job or applying to graduate school.
雖然很多接受采訪的學(xué)生表示,低收入家庭的學(xué)生在名校的生活隨著其年齡增長(zhǎng)和開辟出自己的小天地而逐漸變得較為輕松,但杜克大學(xué)的沃爾多夫指出,作為低收入家庭的學(xué)生,大四這一年,一件更加令人頭疼的事為她帶來(lái)了額外壓力:找工作還是申請(qǐng)進(jìn)入研究生院。

“I don’t have money to pay for transportation for interviews. What if my phone gets shut off right before an interview?” she says. “A lot of the Duke population is not thinking about, ‘is it difficult for my neighbor to job search because they don’t have nice interview clothes?’”
“我沒(méi)錢支付參加面試的交通費(fèi),如果我的電話在面試前恰好開不了機(jī)了怎么辦?”她說(shuō)。“杜克大學(xué)很多人都不會(huì)想:‘我隔壁同學(xué)找工作會(huì)不會(huì)很難,因?yàn)樗麄儧](méi)有參加面試的合適服裝?’”

To be sure, the solutions to these issues vary on a campus-by-campus basis. Some student career service centers — like Barnard’s — have a suit-borrowing program from which students without business-professional clothing can borrow a donated dress suit with their student ID, at no cost. Other campuses, such as UNC, have a stipend students can apply for that can help pay for interview clothes. Likewise, some colleges and graduate programs (William and Mary’s Mason School of Business is one) have stipends available for job-hunting transportation costs.
實(shí)話說(shuō),各學(xué)校對(duì)這些問(wèn)題的解決辦法各不相同。有些學(xué)生就業(yè)服務(wù)中心——比如巴納德學(xué)院——提供套裝出借服務(wù),沒(méi)有職業(yè)套裝的學(xué)生可以用自己的學(xué)生證免費(fèi)借用捐贈(zèng)的套裝。其它學(xué)校,例如北卡羅來(lái)納大學(xué),向?qū)W生提供了一項(xiàng)補(bǔ)助金,學(xué)生可以申請(qǐng)這筆資金以幫助他們購(gòu)買面試時(shí)穿的衣服。同樣,有些大學(xué)和研究生院(威廉與瑪麗學(xué)院梅森商學(xué)院就是一家)還為找工作的學(xué)生提供交通補(bǔ)助費(fèi)。

LEDA’s Breger says that graduate school application costs – including prep courses, prep books, test fees and school application fees – are so high that is not uncommon for a low income student to decide the costs are prohibitive. Instead, they may graduate and work for a few years to save money and then apply to graduate school. The good news is that there are fee-waivers available for low-income test takers of the GRE, GMAT, LSAT and MCAT; the bad news is that because different testing boards run each exam, the eligibility requirements and application process for the fee waivers vary from test to test, so it’s important to read the fine print before you count on receiving discounted exam fees.
LEDA的布雷格表示,研究生院的申請(qǐng)費(fèi)——包括備考教材、考試費(fèi)和學(xué)校申請(qǐng)費(fèi)——是如此之高,低收入家庭的學(xué)生普遍認(rèn)為費(fèi)用高得令人望而卻步。因此,他們可能會(huì)選擇大學(xué)畢業(yè)后工作幾年,存夠了錢再申請(qǐng)研究生院。好消息是GRE、GMAT、LSAT和MCAT考試對(duì)低收入家庭考生減免費(fèi)用,壞消息是因?yàn)楦骺荚囀怯刹煌目荚囄瘑T會(huì)管理的,減免費(fèi)用的資格要求和申請(qǐng)流程并不相同,因此在指望能獲得考試費(fèi)減免優(yōu)待之前,務(wù)必要閱讀印刷精美的說(shuō)明材料。

It should be noted that job-related resources aren’t just for low-income seniors; there are a number of stipends and scholarships available for low-income students who wish to pursue unpaid internships and research opportunities earlier in their undergraduate careers — opportunities that are frequently limited to their higher-net-worth counterparts. College Greenlight is one such resource for these scholarships: a division of scholarship search engine Cappex, it dedicates its algorithms to finding resources especially targeted to low-income or first-generation college students (often one and the same). Among the scholarships currently available on College Greenlight is a $10, 000 award for a student interested in broadcast journalism or digital media; a $25, 000 award with a potential spot in Merck’s summer program, specifically for an African American college junior; and four consecutive paid summers at Warner Brothers Studios in Burbank, California.
需要指出的是,與找工作相關(guān)的資源并不只是面向低收入家庭的大四畢業(yè)生的。此外還有很多補(bǔ)助金和獎(jiǎng)學(xué)金是提供給想要在大學(xué)期間盡早開始無(wú)薪實(shí)習(xí)和研究工作的低收入家庭學(xué)生的——這些工作機(jī)會(huì)常常只有他們那些家庭背景較優(yōu)越的同學(xué)才能得到。College Greenlight就是提供此類獎(jiǎng)金學(xué)信息的組織之一,它是獎(jiǎng)學(xué)金搜索引擎Cappex的一個(gè)部門,它開發(fā)的算法搜索特別為低收入或第一代大學(xué)生(通常都是一回事)提供獎(jiǎng)學(xué)金資源。目前,在College Greenlight上可以搜索到的獎(jiǎng)學(xué)金信息包括:對(duì)有興趣從事廣播新聞或數(shù)字媒體行業(yè)的學(xué)生提供的10,000美元獎(jiǎng)勵(lì);專門為非裔美籍大三學(xué)生提供的25,000美元獎(jiǎng)勵(lì),有可能會(huì)在默克藥廠(Merck)的暑期實(shí)習(xí)計(jì)劃中獲得一個(gè)職位;以及在加州伯班克市華納兄弟電影公司(Warner Brothers Studios)連續(xù)四年的帶薪暑期實(shí)習(xí)機(jī)會(huì)。

Jonathan April, College Greenlight’s general manager, says that many colleges offer their own internship stipend programs, so it’s important to supplement a Cappex/College Greenlight search with visits to the financial aid office and the career services office. (The dual visit might be a pain, but it’s better to leave no stone unturned with these things.)
College Greenlight的總經(jīng)理喬納森·埃普利爾(Jonathan April)表示,很多大學(xué)都設(shè)立了自己的實(shí)習(xí)補(bǔ)助金計(jì)劃,因此除了使用Cappex/College Greenlight搜索引擎之外,還要向助學(xué)金辦公室和就業(yè)服務(wù)辦公室了解情況,這非常重要。(造訪這兩個(gè)辦公室可能會(huì)是痛苦的經(jīng)歷,但對(duì)這些事情最好全面了解清楚。)

Ultimately, it’s spreading awareness of resources like these — and not being afraid to have discussions about economic disparities on campus — that will help low-income students feel more at ease at elite universities, students and adult experts say.
學(xué)生和專家表示,讓更多人知道此類資源的存在——并且讓大家認(rèn)識(shí)到不要害怕在校園里談?wù)摻?jīng)濟(jì)狀況上的差異——這將最終有助于名校里低收入家庭的學(xué)生放下包袱,活得更加輕松自在。

Low income students “need to be assured that they’re as entitled to all the resources of a Smith education as any other student here. It’s often not so much about direct intervention so much as exposing them to all the incredible opportunities we have here, and to make sure they know these opportunities are for them, ” Smith’s Mahoney says.
低收入家庭的學(xué)生“需要認(rèn)識(shí)到,他們和這里的任何其他學(xué)生一樣,有權(quán)獲得史密斯學(xué)院擁有的所有資源。這往往不在于直接的干預(yù),而在于向他們敞開我們學(xué)院提供的所有這些美好的機(jī)遇,并確保他們知道,這些機(jī)遇是屬于他們的。”史密斯學(xué)院院長(zhǎng)馬奧尼說(shuō)。

Breger echoes these sentiments. “You’re getting an education valued at a quarter-million dollars and you should milk every dollar you can, ” she says. “Get the most bang for your buck whether it’s your buck or not. These resources are part of what make these campuses so phenomenal. It’s not a sign of weakness to ask for help; if anything it’s a sign of strength.”
布雷格對(duì)這些觀點(diǎn)表示贊同。“你接受的是花費(fèi)高達(dá)25萬(wàn)美元的教育,你要擠出你能擠出的每一塊錢。不管是不是你的錢,你要花最少的錢辦最多的事。這些大學(xué)如此杰出,部分在于它們提供的這些資源。尋求幫助并不是軟弱無(wú)能的表現(xiàn),而是強(qiáng)大的表現(xiàn)。”

If hearing advice from adults doesn’t help, take it from someone who’s still navigating this often tricky terrain. Harvard’s Christian Ramirez remembers feeling alone as a low-income student at an Ivy League institution at first, but slowly realizing there were many other students like him and it was okay to ask one of them, or an administrator, for help.
如果成年人的建議沒(méi)有什么幫助,那就請(qǐng)教仍在摸索這一常常讓人頭疼的領(lǐng)域的某人吧。哈佛大學(xué)的克里斯汀·拉米雷斯還記得作為一個(gè)低收入家庭學(xué)生,剛開始進(jìn)入一所常春藤盟校學(xué)習(xí)時(shí)所感受到的那種孤獨(dú)感,但慢慢地,他意識(shí)到還有很多像他一樣的學(xué)生,而且向一位同學(xué)或?qū)W校的行政人員尋求幫助沒(méi)什么丟臉的。

“[The school’s] resources are there to help you, and don’t be afraid to seek them out, ” he says, ultimately concluding that success is possible if students channel one key characteristic. “It’s about being tenacious. I think tenacity in these situations can go a long way.”
“[學(xué)校的]資源就在那兒呢,都是為了幫助你的,不要害怕尋求幫助。”他說(shuō)。最后他總結(jié)道,如果學(xué)生們培養(yǎng)出一個(gè)非常關(guān)鍵的性格特征,他們是很有可能取得成功的。“這就是要頑強(qiáng)。我認(rèn)為在這些情況下,頑強(qiáng)能讓一個(gè)人走得很遠(yuǎn)。”

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1770309616 發(fā)表于 2013-12-19 09:47:13
journalism['dʒə:nəlizəm]video
n. 新聞業(yè),新聞工作;報(bào)章雜志
awareness[ə'wɛənis]video
n. 意識(shí),認(rèn)識(shí);明白,知道
recipient[ri'sipiənt]video
n. 容器,接受者;容納者adj. 容易接受的,感受性強(qiáng)的
sentiment['sentimənt]video
n. 感情,情緒;情操;觀點(diǎn);多愁善感
clarify['klærifai]video
vt. 澄清;闡明vi. 得到澄清;變得明晰;得到凈化
tuition[tju:'iʃən]video
n. 學(xué)費(fèi);講授
guilt[ɡilt]video
n. 犯罪,過(guò)失;內(nèi)疚
isolate['aisəleit, -lit]video
vt. 使隔離;使孤立;使絕緣n. [生物] 隔離種群vi. 隔離;孤立adj. 隔離的;孤立的
elite[ei'li:t, i'li:t]video
n. 精英;精華;中堅(jiān)分子
scenario[si'nɑ:riəu, -'næ-, -'nεə-]video
n. 方案;情節(jié);劇本
1770309616 發(fā)表于 2013-12-19 09:49:00
人質(zhì)談判專家給CEO們的管理啟示

    隨著企業(yè)家慢慢成熟變?yōu)轭I(lǐng)袖人物,他們運(yùn)營(yíng)公司的方式會(huì)出現(xiàn)兩大顯著變化。他們會(huì)花更多時(shí)間來(lái)傾聽,而不是發(fā)言。他們不再試圖尋找所有問(wèn)題的答案,而是開始更多地提問(wèn)。關(guān)鍵時(shí)刻,他們將憑借提出正確的問(wèn)題撥開迷霧,而不再亂下命令。
    這是為什么呢?正如莉斯·懷斯曼在《乘數(shù)》( Multipliers)中所描述的那樣,這種做法可以讓身邊的人變得更聰明。員工們不再坐等首席執(zhí)行官發(fā)號(hào)施令,而是開動(dòng)腦筋自己解決問(wèn)題。這將提高員工能力,最終使他們更好地實(shí)行公司戰(zhàn)略。
    傾聽是說(shuō)服他人認(rèn)同自己的最好方法。人質(zhì)談判專家深諳此道。他們只有一個(gè)目標(biāo),那就是讓人質(zhì)劫持者放下武器,但同時(shí)又不能上演徒手奪槍的戲碼。他們只能提出切中要害的問(wèn)題,令罪犯束手就擒。
    我并不說(shuō)要把員工比作罪犯。員工都是按照自己的動(dòng)機(jī)、自主安排的獨(dú)立個(gè)體。學(xué)會(huì)了怎么像CEO一樣去提問(wèn),同時(shí)并認(rèn)真傾聽每個(gè)員工的答案,這樣就能將工作場(chǎng)所的氛圍變得更愉快,同時(shí)取得更好的效果。領(lǐng)導(dǎo)力專家奧布里·丹尼爾斯說(shuō),絕大多數(shù)員工都停留在完成任務(wù)層次上,如果能讓他們?cè)谧冯S你的過(guò)程中充滿激情,他們一定會(huì)為之付出更多努力。它甚至可以變成一種競(jìng)爭(zhēng)優(yōu)勢(shì)。
    如何做到這一點(diǎn)呢?CEO們都可以讀讀馬克·古爾斯頓《傾聽就好》(Just Listen)一書,學(xué)學(xué)作者解決問(wèn)題的方法。他是一名臨床精神病專家,根據(jù)以前作為人質(zhì)談判專家和FBI培訓(xùn)師的經(jīng)歷提供商業(yè)咨詢。
    先從開會(huì)入手,員工們通常認(rèn)為會(huì)議浪費(fèi)生命。開會(huì)時(shí),不要一上來(lái)就跟下級(jí)對(duì)日程或發(fā)命令。他建議,讓員工設(shè)想一下,假如這是一次有史以來(lái)最成功的會(huì)議,那么等回到工位上,他們會(huì)想起這場(chǎng)會(huì)議都涵蓋了哪些議題?然后找?guī)讉€(gè)人問(wèn)一下他們的意見,不要總挑那些積極發(fā)言的人。他指出,通常員工的反饋會(huì)集中在以下幾點(diǎn)上:“我們想知道公司眼下頭等大事是什么”,以及“我想知道我該把精力放在什么上頭。萬(wàn)一跟我想的不一樣,我可不想等公司決定舍棄某項(xiàng)目后整整兩周時(shí)間才知道消息。”
    會(huì)議進(jìn)程中,要專注傾聽。身為CEO,聽的時(shí)候要注意關(guān)注全局,少發(fā)表意見。古爾斯頓建議采取“引導(dǎo)話題深入”的策略,顯示你對(duì)員工的意見很感興趣。員工講到重點(diǎn)的時(shí)候,例如帶“總是”或“絕不”這樣的句子,你就可以說(shuō)“再講透徹點(diǎn)”、“嗯”或者“真的嗎”,借此引導(dǎo)員工進(jìn)一步詳細(xì)闡述他關(guān)注的問(wèn)題。這時(shí)多半就能找到影響團(tuán)隊(duì)進(jìn)步的問(wèn)題,無(wú)論是壞了的復(fù)印機(jī),還是客服電話處理流程出了問(wèn)題。
    等到談完了會(huì)議中最重要的問(wèn)題,要確認(rèn)所有人都能領(lǐng)會(huì)到你的優(yōu)先次序。古爾斯頓建議會(huì)議結(jié)束時(shí),不妨來(lái)個(gè)小測(cè)驗(yàn)強(qiáng)化一下印象。讓員工在卡片上匿名寫下他們認(rèn)為會(huì)議上談到的最重要、最關(guān)鍵的工作,然后把卡片收上來(lái)。
    如果團(tuán)隊(duì)關(guān)注點(diǎn)出現(xiàn)了偏差,讀這些卡片就可以幫你發(fā)現(xiàn)問(wèn)題。如果你發(fā)現(xiàn)有人完全誤解了下一步工作重點(diǎn),可以這樣說(shuō):“我有一個(gè)好消息,還有一個(gè)壞消息。壞消息是我們思想還沒(méi)有完全統(tǒng)一。好消息是我負(fù)責(zé)解決這個(gè)問(wèn)題。我會(huì)把工作做得更好,這樣我們就可以擰成一股繩了。比如說(shuō)我捫心自問(wèn),眼下什么是最重要、最關(guān)鍵、最緊迫的工作,我想應(yīng)該是下面這些事情。”
    然后一一說(shuō)明。古爾斯頓說(shuō):“如果讓員工去猜,或者不說(shuō)明白,就有可能讓員工白忙一場(chǎng)。”這樣的后果可能很嚴(yán)重。
    能耐心傾聽員工的心聲,同時(shí)能把問(wèn)題提到關(guān)鍵點(diǎn)上的CEO收獲一定很大。他們的公司將得以成長(zhǎng)。他們有信心員工能圓滿完成工作,而不是像大多數(shù)企業(yè)家一樣,一年到頭、白天黑夜,任何事情都親力親為。所以,你愿意做哪種類型的CEO呢?(財(cái)富中文網(wǎng))


    譯者:侯婕

    When business owners mature as leaders, they make two crucial changes in the way they run their companies: They spend considerably more time listening than talking. And instead of trying to have all the answers, they start asking more questions. They'll cut through the fog at critical moments with exactly the right inquiry, instead of barking commands.
    Why? It makes everyone around them smarter, as Liz Wiseman explains in her book Multipliers. Instead of waiting for the CEO to issue orders, employees start thinking for themselves. That amplifies their strengths and ultimately makes them better at executing the company's strategy.
    Listening is the most powerful method to persuade others to join your cause. No one knows this better than hostage negotiators. They have one job -- to get the hostage-taker to put the weapon down -- but they can't just reach over and grab the barrel of the shotgun. All they can do is ask the right questions to make the hostage-taker want to surrender it on his own.
    I don't mean to imply that your employees are criminals. But they are individuals who have their own motivations and agendas. By learning to ask them questions the way a CEO should -- and listen carefully to their answers -- you'll build a happier workplace and achieve better results. Most employees will do what's necessary to get by, but if they are enthusiastically behind you, they'll put in a lot more effort, as leadership expert Aubrey Daniels has explained. That can be your competitive edge.
    So how do you do this? Every CEO can learn from the approach taken by Mark Goulston, author of the book Just Listen. He's a clinical psychiatrist who advises businesses based on what he learned as a former hostage negotiator and trainer for the FBI.
    It starts with your meetings, which employees usually think are a giant time suck. Don't start with reviewing the agenda or issuing directives at your next one. Instead, he suggests, ask your employees to imagine walking back to their desks afterward and think about what the meeting would have covered if it had been the best one you ever had. Go around the room and ask a few people, not just the biggest talkers, for their input. Usually, the feedback you'll get comes down to a couple of things, he says: "We'd like to know what the most urgent priorities are," and "I'd like to know what I should be focusing on -- and if it's different, I don't want to be told two weeks from now that we dropped it."
    Once the meeting is underway, concentrate on listening more -- with a CEO's focus on big-picture goals -- and making fewer comments. Goulston suggests using "conversation deepeners" to show employees you're interested in what they have to say. Simply saying, "say more about that," "hmmm," or "really" after they made a particularly emphatic comment -- such as one where they've used the word "always" or "never" -- will prompt them to elaborate on issues that they're passionate about. This is where you are likely to find out about things that are getting in the way of your team's progress, whether it's a broken copy machine or a process for handling customer service calls that's going awry.
    Once you've covered the most important topics at the meeting, make sure employees are leaving with the same priorities you have. Goulston recommends shaking things up with a pop quiz at the end. Ask employees to write down what they think were the most important and critical takeaways of the meeting on an index card -- anonymously -- and collect them.
    If your team is focused on the wrong priorities, reading the cards will help you figure that out. Let's say some of them have completely misunderstood the next steps you've outlined. You might say, "I've got good news and bad news. The bad news is we're all over the place. The good news is it's my responsibility to fix that. I'm going to do a better job so in the future we can all be on the same page. If I were to ask myself what I thought were the most important, critical, and urgent things, they would be the following."
    Then outline them. "If you leave anything to their imagination, and you're not specific, you run the risk of their working hard doing the wrong thing," says Goulston. That can lead to disaster.
    There's a big reward for CEOs who take the time to listen to their employees and learn how to ask the right questions. They're the ones who end up being able to grow their companies. They can trust their employees to get things done -- instead of working 24/7 to do everything themselves like the vast majority of business owners. Which type of CEO do you want to be?



1770309616 發(fā)表于 2013-12-19 09:50:55
2013最新美國(guó)十大MBA院校排名



1. 哈佛商學(xué)院
• 得分:100
• GMAT平均分:727
• 錄取率:11.8%
• 2013年平均基本工資:120,000美元
今年9月,《紐約時(shí)報(bào)》(The New York Times)發(fā)表了一篇長(zhǎng)篇專題報(bào)道,介紹哈佛商學(xué)院(Harvard Business School)在校園中努力消除性別不平等的成果。但那篇冗長(zhǎng)的文章留給讀者的總體印象是,哈佛商學(xué)院似乎存在一些深層次的問(wèn)題,仍然需要它努力解決。
事實(shí)上,在解決性別不平等問(wèn)題方面,哈佛商學(xué)院取得了令人印象深刻的進(jìn)展。性別不平等問(wèn)題在幾乎所有商學(xué)院都普遍存在。從更宏觀的層面說(shuō),這是一個(gè)社會(huì)問(wèn)題。2013屆學(xué)生中,榮獲“貝克學(xué)者”榮譽(yù)(Baker Scholar,班級(jí)前5%)的女性比例創(chuàng)下歷史記錄。47名貝克學(xué)者中有38%是女性。而在幾年前,這個(gè)精英群體中的女性可謂鳳毛麟角。雖然2009屆的女性學(xué)生比例達(dá)到了36%,但當(dāng)年的“貝克學(xué)者”僅有11%為女性。
而且在今年的新生班級(jí)中,女性學(xué)生比例更是創(chuàng)下哈佛商學(xué)院的記錄。941名新生中約41%是女性,去年的這個(gè)比例是40%,前年則是39%。


1.  Harvard
• Index: 100
• Average GMAT: 727
• Acceptance rate: 11.8%
• 2013 median base salary: $120,000
In September, The New York Times published a major feature on Harvard Business School's highly successful efforts to erase gender inequality from its campus. But the overall impression left by the lengthy article was that Harvard had some deep-seated problems that it was still struggling to resolve.
In fact, the school has made impressive strides to address what is a broader societal issue that plays out to some degree on all business school campuses. In the class of 2013, the percentage of women receiving Baker Scholar honors, the top 5% of the class, hit a new record. Out of 47 Baker Scholars, 38% were women. Only a few years ago, women were routinely underrepresented among this elite cohort. Though women account for 36% of Harvard's class of 2009, only 11% of Baker Scholars were female.
This year's entering class, meantime, boasts the highest percentage of women to ever enter Harvard Business School. Some 41% of the incoming 941 students were women, up from 40% last year and the previous year's 39%.



2. 斯坦福大學(xué)商學(xué)院
• 得分:99.6
• GMAT平均分:732
• 錄取率:6.8%
• 2013年平均基本工資:125,000美元
斯坦福大學(xué)商學(xué)院(Stanford)今年的畢業(yè)生中選擇創(chuàng)業(yè)的學(xué)生達(dá)到創(chuàng)紀(jì)錄的18%,鞏固了這所商學(xué)院作為領(lǐng)先MBA創(chuàng)業(yè)孵化器的地位。斯坦福大學(xué)商學(xué)院地處硅谷核心,毗鄰風(fēng)險(xiǎn)投資界的中心——沙丘路。這樣得天獨(dú)厚的地理位置優(yōu)勢(shì)使得源自斯坦福的初創(chuàng)企業(yè)能夠比誕生于其他商學(xué)院的新公司獲得更慷慨的投資。
斯坦福大學(xué)商學(xué)院今年的新生尤為引人注目。一年級(jí)MBA的平均分高達(dá)3.73分,在所有美國(guó)商學(xué)院中名列榜首,高于去年斯坦福大學(xué)商學(xué)院的3.69分。研究生管理專業(yè)入學(xué)考試(Graduate Management Admission Test)的平均分也創(chuàng)下歷史記錄,為732分,去年為729分。


2.  Stanford
• Index: 99.6
• Average GMAT: 732
• Acceptance rate: 6.8%
• 2013 median base salary: $125,000
A record 18% of this year's graduating class at Stanford started their own companies, solidifying this business school's position as the leading incubator for MBA startups. Its location in the heart of Silicon Valley, not far from Sand Hill Rd., the epicenter of the venture capital world, has made Stanford startups the most generously funded of all new ventures coming out of business school.
This year's entering class at Stanford is among the most distinguished its ever had. The average grade point average of the first-year MBAs crept ever higher, to an impressive 3.73, the highest of any U.S. business school and up from Stanford's 3.69 average last year. The average score on the Graduate Management Admission Test is also a new record: 732, up from 729 last year.


1770309616 發(fā)表于 2013-12-19 09:53:57

3. 芝加哥大學(xué)——布斯商學(xué)院
• 得分:98.9
• GMAT平均分:723
• 錄取率:21%
• 2013年平均基本工資:115,000美元
芝加哥大學(xué)布斯商學(xué)院(Chicago Booth)連續(xù)第四年在Poets&Quants的排名中位列第三,并依然保持著強(qiáng)勁的勢(shì)頭。今年的美國(guó)十佳商學(xué)院中,布斯商學(xué)院的申請(qǐng)人數(shù)增幅最大:約增加了10%。申請(qǐng)人數(shù)的增加使它有條件挑剔,而它今年最終錄取率僅有21%。今年新生的GMAT平均分為730分,首次與哈佛商學(xué)院打成平手。
在2008屆畢業(yè)生中進(jìn)行的MBA課程投資回報(bào)率排名調(diào)查中,布斯商學(xué)院名列第二位,僅次于斯坦福大學(xué)商學(xué)院。鑒于布斯商學(xué)院最負(fù)盛名的是金融行業(yè)的相關(guān)課程,而在經(jīng)濟(jì)危機(jī)期間,金融行業(yè)是受到的沖擊最為嚴(yán)重,尤其對(duì)2008屆畢業(yè)生而言更是沉重的打擊,這個(gè)結(jié)果令人大感意外。盡管如此,該學(xué)院畢業(yè)生的平均工資在五年內(nèi)增長(zhǎng)了92,600美元,高于哈佛商學(xué)院的79,600美元和沃頓商學(xué)院(Wharton)的74,400美元。


3.  Univ. of Chicago - Booth
• Index: 98.9
• Average GMAT: 723
• Acceptance rate: 21%
• 2013 median base salary: $115,000
Chicago Booth ranked third on Poets&Quants' list for the fourth consecutive year and continued to build on its formidable momentum. Among the top 10 U.S. business schools, Booth reported the largest increase in applications this year: a near 10% increase. The increased volume allowed the school to be quite selective, admitting only 21% of its applicant pool. The median GMAT score for the incoming class this year was 730, matching Harvard Business School for the very first time.
When grads from the class of 2008 were surveyed for a return-on-investment ranking of MBA programs, Booth turned up second, behind only Stanford University's Graduate School of Business. It was a surprising showing, particularly given Booth's reputation for its educational offerings in finance, which was among the most damaged sectors during the Great Recession and was particularly punishing to class of 2008 grads. Yet, Chicago alumni reported five-year gains in average salary of $92,600, well above Harvard's $79,600 or Wharton's $74,400.



4. 賓夕法尼亞大學(xué)——沃頓商學(xué)院
• 得分:98.2
• GMAT平均分:725
• 錄取率:22%
• 2013年平均基本工資:120,000美元
沃頓商學(xué)院出現(xiàn)了什么問(wèn)題?實(shí)際上,問(wèn)題并不嚴(yán)重。但兩個(gè)月前《華爾街日?qǐng)?bào)》(Wall Street Journal)的一篇文章卻指出,沃頓商學(xué)院近幾年落后于競(jìng)爭(zhēng)對(duì)手,還說(shuō)沃頓商學(xué)院過(guò)去四年的申請(qǐng)人數(shù)減少了12%,在商學(xué)院中的排名多年來(lái)也在持續(xù)下滑。幾家MBA入學(xué)咨詢公司也贊同這種觀點(diǎn),稱隨著市場(chǎng)從沃頓商學(xué)院的核心優(yōu)勢(shì)——金融領(lǐng)域,向科技與創(chuàng)業(yè)領(lǐng)域轉(zhuǎn)變,沃頓商學(xué)院正在慢慢褪去昔日的光環(huán)。
然而,今年沃頓商學(xué)院畢業(yè)生的就業(yè)情況卻創(chuàng)下了學(xué)院的歷史記錄。今年,沃頓商學(xué)院約97.8%的畢業(yè)生在畢業(yè)前三個(gè)月便收到了工作邀請(qǐng),高于去年的95.5%,而平均基本工資也達(dá)到了125,000美元,比2012年上漲了5,000美元。
沃頓商學(xué)院今年的新生或許也是它有史以來(lái)最優(yōu)秀的一屆——至少?gòu)腉MAT平均分來(lái)看是這樣。2015屆學(xué)生的GMAT平均分達(dá)到了創(chuàng)紀(jì)錄的725分,比前一年提高了7分。與其他許多商學(xué)院不同的是,在女性招生比例中,沃頓商學(xué)院一直走在前列,遠(yuǎn)遠(yuǎn)高于哈佛商學(xué)院或斯坦福大學(xué)商學(xué)院。沃頓商學(xué)院今年的新生有42%為女性。


4.  Univ. of Pennsylvania - Wharton
• Index: 98.2
• Average GMAT: 725
• Acceptance rate: 22%
• 2013 median base salary: $120,000
What's wrong with Wharton? Not very much, to tell the truth. Yet a Wall Street Journalstory two months ago suggested that Wharton has fallen behind rivals in recent years, pointing out that applications have dropped 12% in the past four years along with a years-long decline in business school rankings. Several MBA admissions consultants reinforced the story line, saying that Wharton's luster had faded as the market has shifted away from the school's core strength in finance toward technology and entrepreneurship.
Yet MBA graduates from Wharton this year had one of the best placement records in the school's history. Some 97.8% of the class had job offers three months after graduation, up from 95.5% a year earlier, and median base salaries rose to $125,000, up $5,000 from 2012.
This year's entering class at Wharton, moreover, is arguably its best ever -- at least as judged by average GMAT scores. The 725 average GMAT score for the class of 2015 is a record and seven points higher than the previous year. And unlike many other business schools, Wharton has led the way by enrolling record percentages of women, higher than either Harvard or Stanford. This year, 42% of the entering class is made up of women.


1770309616 發(fā)表于 2013-12-19 09:56:55

5. 西北大學(xué)——?jiǎng)P洛格商學(xué)院
• 得分:96.0
• GMAT平均分:715
• 錄取率:22.9%
• 2013年平均基本工資:120,000美元
凱洛格商學(xué)院(Kellogg)院長(zhǎng)薩麗•布朗特曾在紐約大學(xué)(New York University)斯特恩商學(xué)院(Stern School)負(fù)責(zé)商學(xué)專業(yè)的本科生課程。凱洛格商學(xué)院在她的帶領(lǐng)下正在朝著積極的方向發(fā)展。學(xué)院近期開始動(dòng)工修建一座超現(xiàn)代化的新校園,屆時(shí),在新校園將可以欣賞到密歇根湖和芝加哥天際線的壯麗景色。凱洛格商學(xué)院預(yù)計(jì)2016年末就會(huì)搬進(jìn)這個(gè)占地410,000平方英尺的全球中心。
布朗特給凱洛格商學(xué)院帶來(lái)的改變還不止如此,其他變化還包括:更加重視為商學(xué)專業(yè)本科生提供的一年制MBA課程,大刀闊斧地對(duì)學(xué)院的創(chuàng)業(yè)學(xué)教授方式進(jìn)行改革,以及一個(gè)新的營(yíng)銷活動(dòng),督促凱洛格的畢業(yè)生們“勇敢地思考”。這些改良舉措需要籌集3.5億美元的資金,布朗特目前距離這個(gè)目標(biāo)還有一半的距離。
今年,凱洛格商學(xué)院首次在錄取過(guò)程中增加了視頻環(huán)節(jié),要求申請(qǐng)人通過(guò)網(wǎng)絡(luò)攝像頭回答隨機(jī)提出的問(wèn)題。


5.  Northwestern-Kellogg
• Index: 96.0
• Average GMAT: 715
• Acceptance rate: 22.9%
• 2013 median base salary: $120,000
Under Dean Sally Blount, who was recruited from New York University's Stern School, where she led the undergraduate business program, Kellogg is pushing forward in remarkably positive ways. The school recently broke ground on a new ultra-modern home with dramatic vistas of Lake Michigan and Chicago's skyline. Kellogg expects to move into the 410,000 square foot global hub in late 2016.
It's the latest in a series of changes at Kellogg under Blount, including a greater emphasis on its one-year MBA program for business undergraduates, dramatic improvements in the way the school is teaching entrepreneurship, and a new marketing campaign that challenges Kellogg's grads to "think bravely." To fund the improvements, Blount is half way toward reaching the finish line of a $350 million capital campaign.
This year, for the first time ever, the school added a video component to its admissions process, requiring applicants to answer random questions on webcam.





6. 麻省理工學(xué)院斯隆商學(xué)院
• 得分:94.2
• GMAT平均分:713
• 錄取率:15.2%
• 2013年平均基本工資:118,500美元
麻省理工學(xué)院(MIT)斯隆商學(xué)院(Sloan)的兩年制MBA課程,包括案例研究、團(tuán)隊(duì)項(xiàng)目、課堂授課、真實(shí)案例討論、與行業(yè)領(lǐng)袖互動(dòng),以及實(shí)際操作實(shí)驗(yàn)室課程。通過(guò)第一學(xué)期的核心課程,學(xué)生將為在MIT斯隆商學(xué)院的學(xué)習(xí)打好基礎(chǔ)。通過(guò)與五六位同學(xué)合作完成經(jīng)濟(jì)學(xué)、會(huì)計(jì)、管理溝通、商業(yè)策略和組織流程等必修課程的作業(yè)(以及戰(zhàn)略營(yíng)銷或金融等選修課程),學(xué)生將掌握關(guān)鍵的技能。

6.  MIT Sloan

• Index: 94.2
• Average GMAT: 713
• Acceptance rate: 15.2%
• 2013 median base salary: $118,500
MIT Sloan's two-year MBA Program is comprised of a combination of case studies, team projects, lectures, live case discussions, interactions with industry leaders, and hands-on lab classes. Throughout the first-semester core curriculum, students build the foundation of their MIT Sloan education. Working with a team of five or six classmates, they gain skills through required course work in economics, accounting, managerial communication, business statistics, and organizational processes (as well as an elective in either strategic marketing or finance).

1770309616 發(fā)表于 2013-12-19 09:58:57

7. 哥倫比亞大學(xué)
• 得分:93.7
• GMAT平均分:716
• 錄取率:18.1%
• 2013年平均基本工資:110,000美元
領(lǐng)導(dǎo)力。創(chuàng)新。創(chuàng)業(yè)。這些毫無(wú)疑問(wèn)都是MBA領(lǐng)域里的流行詞,也是哥倫比亞大學(xué)商學(xué)院(Columbia)新核心課程的三個(gè)關(guān)鍵組成部分。哥倫比亞大學(xué)商學(xué)院在今年秋天為2015屆新生重新設(shè)計(jì)了課程。
這所商學(xué)院曾在2009年對(duì)課程進(jìn)行過(guò)一次修訂,以應(yīng)對(duì)金融危機(jī)給商業(yè)環(huán)境帶來(lái)的變化。最新核心課程推出之前,學(xué)院剛剛完成了一次非常成功的募資活動(dòng),為興建新校園募得5億至6億美元。預(yù)計(jì)新校園將于2018年初投入使用。
最近的一些變化包括,哥倫比亞大學(xué)商學(xué)院將把課程的一些技術(shù)部分在線教授,拿出更多教學(xué)時(shí)間進(jìn)行更深入的討論。此外,它還將增加選修課的數(shù)量,學(xué)生可以在第一年選修這些課程,幫助他們?cè)谑罴賹?shí)習(xí)期間,給雇主留下更深刻的印象。


7.  Columbia

• Index: 93.7
• Average GMAT: 716
• Acceptance rate: 18.1%
• 2013 median base salary: $110,000
Leadership. Innovation. Entrepreneurship. All popular buzzwords in MBA programs, for sure, and three of the key ingredients in a newly redesigned core curriculum Columbia has rolled out this fall for its incoming class of 2015.
The school's curriculum was last redesigned in 2009 to respond to the changing business environment wrought by the financial crisis. The new core comes on top of a highly successful fundraising campaign that has raised $500 million toward the $600 million cost of a new campus for the school, which is expected to open in early 2018.
Among the latest changes, Columbia will now teach some technical components of courses online to free up more classroom time for deeper discussion. The school will also increase the number of electives students can take in the first year to allow them to make a stronger impression on employers during their summer internships.





8. 達(dá)特茅斯大學(xué)塔克商學(xué)院
• 得分:93.6
• GMAT平均分:719
• 錄取率:20.8%
• 2013年平均基本工資:115,000美元
小。氣氛融洽。默契和協(xié)作。說(shuō)起在達(dá)特茅斯大學(xué)(Dartmouth)塔克商學(xué)院(Tuck School of Business)攻讀MBA的經(jīng)歷,學(xué)生們都會(huì)這么形容。塔克商學(xué)院位于偏遠(yuǎn)的新罕布什爾州漢諾威市。學(xué)院的學(xué)生和教授的關(guān)系非常融洽。這所學(xué)校宣布,連續(xù)第三年有超過(guò)70%的校友為學(xué)院捐款。這是非常了不起的成就,因?yàn)樵谇?0家商學(xué)院中,校友捐款比例僅有20%左右。
有關(guān)校友網(wǎng)絡(luò)對(duì)學(xué)校的忠誠(chéng)度如何,以及他們是否愿意幫助在校生,參與率通常都是最直觀、最有效的指標(biāo)。塔克商學(xué)院畢業(yè)生們的慷慨一方面反映了MBA學(xué)生在兩年學(xué)習(xí)期間,彼此之間和與學(xué)校之間建立起的親密關(guān)系。同時(shí),這也是一種世界級(jí)的募資方式,即積極調(diào)動(dòng)校友,讓捐款帶上了某種競(jìng)賽的味道。塔克商學(xué)院招生主管多納•克拉克說(shuō):“塔克商學(xué)院的校友們對(duì)于學(xué)院的感情就像人們對(duì)第一個(gè)孩子的感情一樣。”

8.  Dartmouth - Tuck
• Index: 93.6
• Average GMAT: 719
• Acceptance rate: 20.8%
• 2013 median base salary: $115,000
Small. Intimate. Cozy and collaborative. That is how students describe the MBA experience at Dartmouth's Tuck School of Business in rural Hanover, N.H., where students and professors get to know each other remarkably well. The school announced that for the third consecutive year, more than 70% of its alumni have contributed money to the school. That's quite an achievement, considering the average alumni giving rate for a top 20 business school is about 20%.
The participation rate is often considered the best and most visible sign of the alumni network's loyalty to the school and its willingness to help current students. The generosity of Tuck's alumni reflects, in part, the strong bonds MBA students make with each other and the school during their two-year MBA experience. But it's also a reflection of a world-class fundraising operation that heavily involves alumni and makes giving something of a competition. "Tuck alums feel as strongly about the school as people do to their first-born children," says Dawna Clarke, director of admissions.

1770309616 發(fā)表于 2013-12-19 10:00:46

9. 杜克大學(xué)——福庫(kù)商學(xué)院
• 得分:92.8
• GMAT平均分:694
• 錄取率:26%
• 2013年平均基本工資:110,000美元
杜克大學(xué)(Duke)可以自豪地宣稱,它為全世界最著名的高管之一提供過(guò)MBA教育:蘋果公司(Apple)CEO蒂姆•庫(kù)克——已故史蒂夫•喬布斯欽點(diǎn)的繼任者。面對(duì)這樣的“活廣告”,其他學(xué)院也只能羨慕嫉妒恨了。
近幾年,學(xué)院在MBA畢業(yè)生與求賢若渴的世界級(jí)公司之間成功地架起了一座橋梁。前往福庫(kù)商學(xué)院(Fuqua)招聘的公司的廣泛性和多樣性是學(xué)生質(zhì)量的最好證明,也是對(duì)學(xué)院工作的最大認(rèn)可。這也解釋了福庫(kù)商學(xué)院為什么在今年的排名中上升了一個(gè)名次。


9.  Duke - Fuqua
• Index: 92.8
• Average GMAT: 694
• Acceptance rate: 26%
• 2013 median base salary: $110,000
Duke can lay claim to providing the MBA education for one of the most famous executives in the world: Apple CEO Tim Cook, the late Steve Jobs' handpicked successor. No school could get a better living advertisement for itself.
In recent years, the school has had great success at matching its MBA graduates with world-class companies seeking the best and brightest. The breadth and diversity of recruiters coming to Fuqua is a testament to the quality of its students and what the school does with them. That helps explain how Fuqua moved up one spot on this year's ranking.





10. 加州大學(xué)伯克利分校——哈斯商學(xué)院
• 得分:92.0
• GMAT平均分:714
• 錄取率:13.9%(估算)
• 2013年平均基本工資:115,000美元
曾有內(nèi)部人士開玩笑說(shuō),加州大學(xué)伯克利分校(UC Berkeley)的哈斯商學(xué)院(Haas School)是嬉皮士們的商學(xué)院。這雖然是一句戲言,卻用一種戲謔的方式表明,哈斯商學(xué)院是最難進(jìn)的商學(xué)院之一。如果你對(duì)科技、創(chuàng)業(yè)和創(chuàng)新感興趣,哈斯商學(xué)院是攻讀MBA最優(yōu)秀的商學(xué)院之一。
哈斯商學(xué)院的MBA課程招生很挑剔,每年秋天只招收240名全日制MBA學(xué)生的小班,共設(shè)12門必修課,旨在培養(yǎng)綜合管理觀念,為未來(lái)更有針對(duì)性的課程提供一個(gè)框架。課程第一年分成四個(gè)部分。核心課程為商業(yè)基礎(chǔ),包括營(yíng)銷、金融和會(huì)計(jì)。
兩年前,這所學(xué)院進(jìn)行了一次重要的課程改革,開始更加注重領(lǐng)導(dǎo)力。改革對(duì)現(xiàn)有的兩門核心課程——領(lǐng)導(dǎo)學(xué)和領(lǐng)導(dǎo)力溝通——進(jìn)行了修改,以培養(yǎng)更多領(lǐng)導(dǎo)技能,如影響他人的能力。此外添加了另外一門核心課程——“找出問(wèn)題,解決問(wèn)題”,以提供學(xué)院認(rèn)為“在傳統(tǒng)MBA教育中缺失的基本技能”。
Poets&Quants的綜合排名結(jié)合了全球五大最具影響力的商學(xué)院排名:彭博社《商業(yè)周刊》、《經(jīng)濟(jì)學(xué)人》、《金融時(shí)報(bào)》、福布斯和《美國(guó)新聞與世界報(bào)道》,對(duì)每一份排名根據(jù)其權(quán)威性和可信度進(jìn)行加權(quán)平均計(jì)算。《商業(yè)周刊》、福布斯和《美國(guó)新聞與世界報(bào)道》所占的比重分別占25%,《金融時(shí)報(bào)》占15%,《經(jīng)濟(jì)學(xué)人》占10%。

10.  UC Berkeley - Haas
• Index: 92.0
• Average GMAT: 714
• Acceptance rate: 13.9% (estimate)
• 2013 median base salary: $115,000
The insiders joke that Berkeley's Haas School is the business school for hippies. That's never been the case, but it's a quaint way to refer to one of the hardest schools in the world to get into. If you're interested in tech, entrepreneurship, and innovation, Haas is one of the best schools in the world to get an MBA.
The highly selective program, which enrolls a small class of 240 full-time MBAs each fall, is anchored by 12 required courses that promote a general management perspective and provide a framework for the more specific courses that follow. The first year of the program is divided into four quarters. The core curriculum is rooted in business fundamentals, including marketing, finance, and accounting.
Two years ago, the school made significant curriculum changes to focus more on leadership. In the overhaul, a pair of existing core courses, Leading People and Leadership Communications, had been restructured to offer additional leadership skills, such as the ability to influence others. And a new course called "Problem Finding, Problem Solving" was added to the core to address what the school considers "underlying skill sets that are missing in a typical MBA education."
Poets&Quants' composite ranking combines the five most influential business school rankings in the world: Bloomberg BusinessWeek, The Economist, The Financial Times, Forbes, and U.S. News & World Report. Each ranking is weighted to account for their authority and credibility. BusinessWeek, Forbes, and U.S. News lists are given a weight of 25% each, while the FT is given a 15% weight, and The Economist is given a 10% weight.

bubifengyun 發(fā)表于 2013-12-21 14:33:57
看到上海這幾天霧霾,頓時(shí)感覺那邊的環(huán)境很好啊。能活在清新的空氣中真好。比汪峰總是埋在春天里好多了。
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