AMITY SCHOOL OF BUSINESS

Edition II 2012

THE STUDENT GAZETTE

|| ||in this issue: Microsoft Surface || Skyfall - Coke Zero : Impact Marketng || Managing your Expenses Paranormal Activity Cars 2013 !

You think you look like a leader, and people seem to follow you, but is your leadership really showing?

Most members of a team know

when they’re doing their work

well. They often have a

particular area of expertise,

and they have deadlines and

deliverables.

For leaders, it’s a bit different.

How do you show that you’re

leading? Here are five

competencies that good leaders

demonstrate. They are related

to one another, and each is framed with a question to help you think

about opportunities to display leadership.

1. Visibility

We know that leaders need to be seen by followers--from formal

presentations and announcements, to a crisis, to simple “managing by

walking around.” The less-obvious occasions, however, are easily

overlooked. They can be lost opportunities, or powerful expressions of

leadership.

Is Your Leadership Showing?

As a leader, when do you feel

out of your comfort zone?

Maybe it’s when you have to

deliver bad or unpopular news,

or mediate a conflict between

direct reports, or perform a

necessary task that you just

don’t like. One CEO client told

me that he found it hard to

celebrate the “small to medium

wins” that his team wanted

acknowledged. He considered

these victories just part of doing

business. His solution was to

ask his executives to publicize

accomplishments up to a

certain level, allowing him to

save his praise for the really big

achievements.

Ask yourself, “How am I visible

to others when I don’t want to

be?” The answer is not to

pretend to like being visible--

far from it. Instead, ask yourself

this question prior to an

uncomfortable event, and use it

to help you prepare. Consider

some behavioral options, and

put yourself in a different

mental space. Then you’ll be

able to be visible in a more

productive, less stressful

manner.

2. Preparation

Many leaders are great at

preparing the logistics of

leadership (the facts and figures

in a plan, or the pitch for a

presentation). Too many

leaders, however, don’t prepare

regularly for the deeper daily requirements of leadership. This is a

shame, because most leaders face complex challenges, relentless claims

on their time, and increasing pressures to deliver on goals over which

they don’t have direct control. A bit of regular preparation goes a long

way.

Just as athletic activities involve physical, mental, and emotional

energies, leadership is a “whole-body practice” and requires

preparation of the whole person. The next time you are running

through your checklist prior to a leadership event, ask yourself, “How

have I prepared my whole self for this?”

3. Comfort

This is closely related to preparation, because leadership discomfort is

greatly enhanced by a lack of preparation. In order to be more

comfortable as a leader and to appear that way to other people, you

need to practice (which is simple preparation repeated). By

“comfortable,” I don’t mean perpetually happy or even relaxed--I

mean groundedin your complete embodiment of leadership.

Ask yourself, “How do I display that I am comfortable with the

responsibilities and demands of leadership?” Look for nagging doubts

in the back of your mind; or instincts that need to be surfaced around

what you feel should be happening instead of what is happening, or

that feeling of dread in the pit of your stomach about an issue not

faced. This is valuable data, and if you do not address your lack of

grounding and comfort, others will certainly sense it for you.

4. Listening

One reason that modern leadership is hard is because an effective

modern leader must listen to others. Though few people manage to do

it, this may be one of the easiest competencies to demonstrate--

provided you can resist the urge to talk.

Ask yourself, “What one thing can I tell myself as a reminder to listen

more?” It’s vitally important that you think up an effective cue. If you

can’t come up with one, that in itself could indicate a deeper internal

misalignment.

5. Blend

This list started with visibility. When the opposite is required, a leader

must blend in. Otherwise, he or she risks drawing attention away from

the people and issues at hand. When you pull back, it makes it easier

for other people to bring you

hard problems, bad news, and

perspectives that challenge the

status quo.

As a leader, it’s not all about

you. The clearest way to

demonstrate this is to find the

right moments to step out of the spotlight so that other people get the

attention they need. Ask yourself,

“When necessary, how do I lower the volume of my leadership

presence?”

Though leadership can be hard to demonstrate at times, regularly

questioning how you embody your role will serve your leadership well.

Student life and money: By Ila Rai We talk about student life and the instant realization is the money we all spend

each day. Most of us don’t even realize the expense but face the effect if this on

the last week of the month. Every last week we wait for the next month pocket

money so that we can get back to normal life style. But is our lifestyle normal if

we end up saving nothing and in return creating debt for us……

So why not follow some basic rule of money and some tips to lead on a “NORMAL

LIFESTYLE” where you party hard and still don’t drop.

Rule 1. Plan and spend.

Every month some expenses of students are fixed. This includes your laundry,

your rent, basic telephone bill, and petrol cost and maid charges. Always deduct

these expenses from your bank balance and then decide how you want to spend

your remaining balance lavishly. By doing this you will not be left empty handed

when you have to make important payments

Rule 2. Avoid credit card debt.

I know it sounds so exciting that just with swipe of card you can buy whatever you

want to. And that when you don’t have money to afford it. But this excitement my

friends, create your debt cycle. Credit card debt is brutal. This is one of the

stupidest things you can do. Instead, take your available resources and pay off

the balances. Spend it sincerely.

Rule 3. Open saving account-NOW

Yes I know I might sound like old aged,

but its time you open that account

which your dad has always talked

about. Invest into schemes or simply

open saving account…whatever you find

easy and give more return according to

your need.

Whatever you do, wherever you spend

don’t forget that its your parent’s hard

earned money. So don’t make a fool of

self and act wise.

Some more tips later. Till then spend

wise.

I

Motivating Sustained High

Performance

By Anjana Rajpoot & Garima Jain

Toyota’s high performance its people management

strategy. Yet each element of Toyota’s system is an

essential component of the whole process. Without a

fully engaged workforce, the other elements of Toyota’s

production practices would not yield such remarkable results.

The Essential Piece of the

Puzzle Those who try to follow in the

footsteps of successful leaders

often learn the techniques they

use, but don’t understand the

principles behind the techniques,

missing the fact that without the

latter, the former cannot deliver.

Every business situation is

unique and techniques

themselves are not always

directly transferable. What works

in one business environment

doesn’t necessarily work the

same way in another.

For example, allowing workers to

make a change in how a

consumer product is produced

might yield a better quality result.

Yet the same kind of

unscheduled “field change”

would be unacceptable on a

construction site, where changes

in one component of a building

can impact the integrity of the

entire structure. So while you

might not be able to apply

Toyota’s exact people-management strategies to your business, when you

understand the psychological principles behind the practices, you are in a

better position to determine the specific techniques you can use in your

company to achieve your performance objectives.

The Power to Motivate Believe it or not, everyone is motivated. But before going to motivational

factors, first, you need to understand the different types of motivation.

Intrinsic motivation (the motivation that lies within each one of us) is far

more powerful than

Extrinsic motivation (the carrot and stick that we impose on others to get

them to do what we want.)

It’s the difference between wanting to do something because it matters to

you, and having to do it because it matters to someone else. When you use

rewards and punishments as extrinsic motivators, you tend to get only

short term motivation, and short lived results. However, when you

understand the psychological principles that fuel motivation and find ways

to link them to your business goals, you can get people to much higher

levels of performance than you previously thought possible and you can

sustain this high performance over the long-term.

Satisfaction is Not Enough! Research into human motivation has found that what makes people highly

motivated in their work is different than what makes them merely satisfied

with their job conditions. When you provide sufficient pay, good benefits,

attractive surroundings, a pleasant boss, etc, you end up with satisfied

workers. When you provide responsibility

, recognition, involvement, and

challenge, you take people

beyond mere satisfaction and

inspire them to higher levels of performance.

Many business leaders try to motivate employees to higher performance by

improving working conditions. They increase pay, improve benefits, and

train supervisors in the latest management techniques. While making sure

that workers are satisfied with

their job conditions is an

important first step, having a

good boss, pleasant work

surroundings and fair pay and

benefits don’t naturally lead

people to “give it their all.” If

they did, every company would

easily achieve its full potential.

To truly maximize your

company’s performance, you

need to take a different approach.

You need to make people want to

contribute -- to take ownership of

their work, to show initiative, and

to voluntarily go beyond what’s

expected. What you’re looking

for is genuine commitment, not

simple compliance.

Understanding the psychological

principles of intrinsic motivation

is the key to building a culture of

full commitment.

#1-The Drive to Feel

Important After our basic needs for food,

sleep, and shelter are met, the

most significant human drive is

the desire to feel important.

Universities, hospitals and

churches have long recognized

that raising money becomes

much easier when major

benefactors visualize their names

immortalized on a piece of

marble or a bronze plaque. And

non-profit organizations of every

kind know that recognizing

volunteers and donors gives them

a sense of importance and is a

sure way to encourage further

involvement. In order to perform

at the highest possible level,

today’s organization needs to tap

into the skills, the creativity, and

the effort of all their people.

Toyota’s ability to position

employees as important to the

company’s success enabled them

to turn these average workers into a competitive advantage, an

achievement few businesses have been able to replicate.

# 2 - The Desire To Achieve The desire for achievement is present from the earliest years. When you

watch a child take his first steps or turn on the light switch for the first

time, you’ll notice an innate sense of accomplishment. In adults we see

this sense of personal pride come out after a job well done. Along with the

innate desire to achieve is the desire for autonomy and a sense of personal

competence. The feeling of true achievement comes when an individual

tackles a problem and masters it.

If you take away a person’s sense of “ownership” of a task, by giving too

many directions or exerting too much control, you take away most of the

motivational benefit that comes from achievement. When they

successfully complete a task, it’s because you told them how to do it, not

because they accomplished something important on their own.

In the Toyota System, managers don’t solve problems for employees.

Instead they ask questions and encourage workers to try new solutions and

learn as they go. As Fujio Cho, President of Toyota Motor Corporation,

said in 2002 address: “We place the highest value on actual

implementation and taking action. There are many things one doesn’t

understand and therefore we ask them, ‘Why don’t you just go ahead and

take action -- try to do something? You realize how little you know and you

face your own failures and you simply can correct those failures and redo

it again and at the second trial you realize another mistake or another

thing you didn’t like so you can redo it once again.’ So by constant

improvement, or should I say, the improvement based upon action, one can

rise to the higher level of practice and knowledge.”

Excessive control stifles people’s innate drive for achievement. It takes

away most of the satisfaction that comes from accomplishment and

inhibits further effort. So it’s no wonder that leaders who constantly direct

and correct tend to end up with less motivated people.

New management strategy challenged employees to improve both

themselves and the organization through continual learning and problem

solving. The increased sense of autonomy workers were given triggered

their internal drive for achievement. The result? Workers not only

willingly met management’s expectations, but frequently put in extra time

and effort in their desire to achieve even more.

# 3 - The Desire to Contribute

Everyone wants to be a hero, whether it’s a hero to their country, their

family or their team members. Feeling that you‘re making a significant

contribution is a major motivator that spurs you to want to contribute even

more. The system gave each employee an opportunity to contribute to

something much bigger than their individual jobs. Everyone in the plant

was asked to submit suggestions for improving operations and increasing

product quality. Everyone on the assembly line was given the power to

stop production if they saw a defect or a potential problem. The message to

every employee was, “Your contribution is essential to our company’s

mission of producing the highest quality cars for the American public.”

Today’s organizations need

heroes at every level. While most

heroic acts are modest, it’s the

sum of all contributions, small

and large, that move an

organization to a superior level of

achievement. Making every

employee feel that he or she can

be a hero by contributing to

something greater than

themselves brings out the best in

people and ignites their drive to

perform.

# 4 - The Desire for

Recognition The desire to achieve and the

desire to be a hero can be self-

sustaining for a time. But after a

while most of us need praise and

recognition for our efforts. No

matter how accomplished we are,

every one of us responds

positively to praise and

encouragement. Praise fuels our

self-esteem and pushes us to

achieve more and try harder. Yet

many of us become so

preoccupied with tasks and

results that we ignore the

fundamental need that our

employees and subordinates have

for recognition. This is

particularly true when it comes to

people who consistently perform

at high levels; however, this is a

strategic mistake. Praise is an

important motivator to prioritize

when you want to encourage

employees at all levels to

innovate, take chances and

contribute novel ideas.

The Toyota system depends on employees to minimize waste and defects

in the production process. Every employee has the power to stop the

manufacturing line if he or she thinks there is a problem. But this involves

risk. Toyota’s system builds in praise for each employee who stops the

production line -- even if no defect is found -- and recognizes the

employee for staying alert to possible problems. Toyota managers also

recognize and reward other behaviors the company wants to encourage --

such as perfect attendance and providing suggestions for improvement.

Maximize Your Ability to Motivate Businesses leaders have long recognized the relationship between

employee engagement and company profits. But, while many agree that

their people are their most valuable assets, only a few have been able to

capitalize on the full potential of their workforce. People rise to the

occasion when leaders create the right psychological environment for peak

performance. It is this principle that explains how some organizations are

able to grow from seemingly nowhere to rapidly outpace more established

competitors.

Organizations of any size that can harness the creativity and discretionary

efforts of their people are able to maintain or even increase their leads,

despite stiff competition and turbulent times. Understanding the

psychology of motivation puts tremendous power into your hands. While

there is no such thing as a “one size fits all” management technique, these

principles of motivation are universal. We encourage you to take these

principles and apply them to your own organization to create a

psychological environment that encourages full and enthusiastic

participation and contribution from people at all levels.

By Garima Jain

Mensa was founded in England in 1946 by Roland Berrill, a barrister, and Dr.

Lance Ware, a scientist and lawyer. They had the idea of forming a society for bright people, the only qualification for membership of which was a high IQ. The

original aims were, as they are today, to create a society that is non-political and free from all racial or religious distinctions. The society welcomes people from

every walk of life whose IQ is in the top 2% of the population.

In this column, we bring you a question from the Mensa Chapter, every month.

What word logically comes next in the following sequence?

SAME MEAT ATTACH CHIME

a) WORD b) CHURCH c) MEASURE d) LIKE Answer to last issues Q: The entire audience was Astir, even the overflow, which was sitting on a Stair, as they waited for the famous Indian musician to perform on the Sitar.

PES FullControl: players will be giving

greater freedom over ball control and

the way players receive and trap the

ball has been improved. For the first

time players will be given the option

to take manual control over their

shots. Dribbling speed has been

slowed to keep it more realistic, but

using R2 will allow players to add

"various styles to their close control".

Player ID: Players are more

recognisable in PES 2013, having

signature attributes, skills and tricks.

The intention is to make individual

players feel unique and easily

identifiable on the pitch. This also

extends to the behaviour of goal

keepers.

ProActive AI: PES 2013 promises to

balance games even more. Teams will

have greater organization in defence

and attack, and will respond more

quickly when they gain or lose

possession.

Tomb Raider delivers an intense and

gritty story of the origins of Lara Croft

and her ascent from frightened young

woman to hardened survivor, armed

with only raw instincts and the

physical ability to push beyond the

limits of human endurance. Superb

physics-based gameplay is paired

with a heart-pounding narrative in

Lara's most personal, character-

defining adventure to date.

Release Date: March 5, 2013

MSRP: 59.99 USD

RP-T+ for Rating Pending, Targeting a

Rating of Teen or Above:

Genre: Action

Publisher: Square Enix

Developer: Crystal Dynamics

Activision has confirmed that Call

of Duty: Black Ops 2 will be

released November 13, 2012 on

the PC, PlayStation 3, and Xbox

360.

Black Ops 2 is being developed by

Treyarch, who previously

developed Call of Duty 3, Call of

Duty: World at War and Call of

Duty: Black Ops.

At its press conference at E3

2012, Microsoft confirmed that all

DLC for Call of Duty: Black Ops 2

will come to Xbox 360 first as a

timed exclusive as with previous

iterations.

No precise amount of time was

revealed, but previous Call of

Duty DLC was exclusive to Xbox

Live for a period of 30 days.

Release Date: November 13,2012

Platforms: Playstation3, Xbox

360, PC

Developer: Treyarch

Publisher: Activision Square

Enix(Japan)

GameZone: Brought to you by Rahul Mehta

Gulati, Pandara Road Market Delhi

Gulati has been a grand Indian Food

joint and established one among the

best in hospitality for over four

decades in the capital city. It was

established in 1959, Gulati Restaurant

has generated a blissful, happy and

satisfied guest list over the years,

which includes not just the ultra rich

socialite's but also innumerable high-

flying dignitarie

China Garden, Greater Kailash (GK) 2 Delhi A perfect restaurant for sophisticated

fine dining when you're opting for

Chinese, especially when you're

looking for such a lavish spread of

options to choose from!

The moment you enter China Garden

you feel like you've entered a hotel.

With a fountain and marble work, a

reception and fine golden lights, not

many stand alone places you visit will

give you such an effect.

Sahib Sindh Sultan, Ambience Mall Gurgaon As you enter the place you are straight

away transported to the by-gone era of

'British Raj' in India. The walls, the

paintings, the decor, the train-like

compartment set up, the dress designs

of staff (dressed up like station

masters and sentrys) - just about

everything takes you to the pre-

independence times reminiscent of the

old undivided Punjab-Sindh province.

At this is the essence that is reflected

in the cuisine served at the place.

PLACES TO HANG OUT:

Try Delhi’s Finest Eateries and Cuisines. This

time we bring to you a varied choice:

Punjabi dishes, Gulati Gastronomy and

Chinese cookery

-By Rahul Mehta

THE IMPACT Marketing :

What if I make u experience the 007 in ‘YOU’ ?

Tell me now, Are you excitedfor Skyfall 007 ?

Marketing = ReThink the “New Thing” !

~ “Marketer KnowS It”

: Experiencing the BOND : 007

parent s

“Microsoft’s new logo: History behind its Design.

“Microsoft’s new logo style

with Windows 8, Windows Phone 8, Xbox, and the Office 2013 logo are the same style of red, blue, green and yellow four-color tiles, also represent its most important

products”

You all are well known about the news of Microsoft changed its

official new logo. Here we are discussing about the need for its

change after a very long period of time and about the new metro

style.

In 2012 two main things occupied the web virally. One is IPhone 5

and the next one is Microsoft Windows 8. After the release of

Customer preview, the official product is mostly expected to be

released by comingOctober 29. Microsoft, taking advantage of the

Windows 8 listed, together with replacement of the signs of a new

corporate logo. We came to know that Microsoft replaced its

official logo only after nearly 25 years. Microsoft’s CEO Steve

Ballmer is very keen in replacing their Company’s official logo.

Therefore, on the eve of the advent of Windows 8, they also replace

followed 25 years of corporate logo signs. Most of them think that it

is the logo of Windows 8. Sorry it actually companies logo, not a

Windows system replacement logo. The new logo continues the

minimalist style of Windows 8 emphasize, do you like it?

Now let’s see about the design concept of new logo. The new logo

consists of two parts: the logo (logotype) and symbol (symbol) logo

echoes Microsoft recently go minimalist style. The line is quite

simple Microsoft font Regular from previous Bold Italic style,

change standard font Segos font. The Windows logo, Microsoft will

be the four-color Windows flag symbol. Officially become part of

10

t H e C o l l e g e n e w s l e t t e r · s u m m e r 2 0 1 1

the overall corporate logo. Of

course it also simplified into

four square bricks, with a

deep sense of Metro style.

Microsoft’s new logo style

with Windows 8, Windows

Phone 8, Xbox, and the

Office 2013 logo are the same

style of red, blue, green and

yellow four-color tiles, also

represent its most important

products: Windows, Office

advertising, Xbox (see below

description). Microsoft’s next

from the PC, phone, tablet PC

and TV, to give users a whole

new experience.

In fact, it has been previously replaced three times logo earliest founded in 1975. It has a 1970′s

Disco style design, then put second logo in 1975 and 1987. Then turned into a pretty decent logo,

replace the logo in 1987 was re- use in use 25 years since most people know trademark logo.

Microsoft’s new logo has appeared on Microsoft’s official website. Its outlets began also been

started to replacement into a new logo.

s tudent life

Microsoft Surface Vs. iPad 3: The Battle Continues By Rahul Mehta

“Microsoft's Surface RT has a better display than does the iPad -- that's the case being made by one of the tech gurus behind the new tablet. At a Reddit IamA held yesterday, Microsoft engineers who

worked on Surface answered questions

about the tablet.

One question asked how users might consider

Surface versus the iPad in light of their different

screen resolutions. Surface for Windows RT

offers a resolution of 1366x768 while the current

iPad delivers a resolution of 2048x1536.

Microsoft's Steven Bathiche quickly chimed in to

address that issue. Bathiche is the director of

research for the company's Applied Sciences

group and as such added his expertise to the

development of the tablet.

Referring to screen resolution as only one

element affecting detail seen on the screen,

Bathiche talked up a technical measurement

called Modulation Transfer Function, which he

described as a combination of contrast and

resolution. "Without good contrast, resolution

decreases," said Bathiche.

s tudent life

And in this area, Surface apparently gets the

edge as a result of Microsoft's ClearType

display technology.

"The amount of light in a room and the

reflections off the screen have a huge effect on

the contrast of the display," Bathiche said. "In

fact, a small amount of reflection can greatly

reduce contrast and thus the perceived

resolution of the display. With the ClearType

Display technology we took a 3 pronged

approach to maximize that perceived resolution

and optimize for battery life, weight, and

thickness."

Looking at Surface, though not officially,

Bathiche said the amount of light reflected off

Microsoft's tablet was measured at around 5.5

percent to 6.2 percent. In contast, the light

reflected off the iPad was larger at 9.9 percent.

"Doing a side by side with the new iPad in a

consistently lit room, we have had many people

see more detail on Surface RT than on the Ipad

with more resolution," Bathiche added.

However, another person challenged Bathiche,

asking why Microsoft opted for a higher

resolution in the Windows Pro version of

Surface.

Here, Bathiche didn't even answer the question.

But a Reddit user chimed in, saying that

perhaps Microsoft wasn't as concerned about

preserving battery power. He also suggested

that since the Pro version is designed for a

"professional environment," the extra screen

space might be needed by people making

presentations.

Naturally, Bathiche is going to tout his own

company's product as superior to other tablets.

Without seeing the Surface tablet and the latest

iPad side-by-side, it's hard to tell for sure how

much validity his argument has.

And though screen quality is important, it's only

one factor that consumers and companies will

weigh when deciding whether to give the

Windows 8-based Surface a shot or opt for an

iPad.

Family Surface

The Surface tablets will be available in two

distinct versions. The first, running Windows RT --

effectively the "light" version of Windows 8 -- will

launch on October 26, starting at $499 and run

on an Nvidia Tegra 3 CPU. While it won't have

the full desktop version of Windows 8, running

only the Metro apps available through the

Windows app store, it will include a version of

Microsoft Office at no additional charge.

Approximately three months later, a Windows 8 Pro

version of the tablet will follow. The Pro will offer the

full Windows 8 OS running on an Intel Ivy Bridge

CPU (the same chips found in ultrabooks and other

laptops). The Pro version will also be slightly thicker,

offer a more robust battery, and boast better

peripheral support (USB 3.0 versus 2.0, DisplayPort,

and an SDXC expansion slot) and twice the storage

capacity of the RT version.

The surface of Surface

Surface uses a 10.6-inch optically bonded

ClearType display. The screen's 16:9 aspect

ratio (AR) is identical to that of an HDTV, so

many of your favorite movies and all newer TV

shows will run in full-screen on the tablet, with

no stretching or letterboxing. The vast majority

of Android tablets feature a 16:10 aspect ratio,

while the iPad uses the same squarish 4:3

aspect ratio you may remember from pre-HD

TVs.

The RT version of Surface sports a 1,366x768

screen, while the Surface Pro will boast at least

1,920x1,080 pixels (1080p).

Surface for Windows 8 Pro will support digital

inking, and during a demo at the conference the

company demoed this by writing on the screen

using a stylus and then zooming in on the

writing, which still looks smooth without any of the

"jaggies" you'd expect. According to Microsoft,

this is thanks to the 600dpi sampling rate the

screen records your writing at. Ostensibly, this

allows digital inking to be much more precise.

Thanks to the optical bonding process, there are

no layers between the Gorilla Glass 2.0 and the

display. Microsoft demonstrated that when you

use the Stylus, it feels like you're writing directly

on the page, not the glass on top of it and it touts

optical bonding as the reason behind this level of

pen-to-page intimacy. According to Microsoft,

there's only a 0.7-millimeter distance between the

Stylus and where you see the ink.

Surface will also make use of Windows' support

for something it's calling palm block tech.

Windows uses two digitizers: one for touch and

another for digital ink. As long as the Stylus is in

close proximity to the tablet screen, Windows will

shut off the touch sensor, so that your hand

doesn't accidentally swipe the screen while you're

trying to write or draw. Once you're done, the

Stylus can then adhere to the side of the tablet,

magnetically.

During our brief hands-on, the screen didn't feel

as responsive as we expected. We swiped the

screen briefly to rotate around a panoramic

picture Microsoft had on the device, but the

feedback of the animation felt rough and didn't

seem to respond as quickly to our swipes as we

would have liked. That said, this was early

preproduction hardware, so we'll have to see how

the final version behaves when it's released

commercially.

(Microsoft's) The stand

During the conference the Microsoft reps were

s tudent life

keen to continually mention the VaporMg

(pronounced "Vapor Mag") process it used to

build Surface. According to the company, the

process allows Microsoft to melt metal and then

mold it down to a 0.65mm thickness for any

given part. The layering of components is

apparently so efficient that even sticking a piece

of tape in between them would cause the tablet

to bulge.

The full magnesium case is both scratch- and

wear-resistant and weighs about 1.5 pounds.

We only got to hold the tablet briefly, but it felt

substantial -- fairly light but not airy.

Microsoft also credits VaporMg as the reason it

was able to seamlessly include the Surface's

built-in kickstand. We've seen kickstands on

tablets before and being able to easily prop up

your tablet is something we definitely

appreciate.

The bottom rear third of the tablet is all kickstand,

but it's not something you'd quickly notice without

being told it was there. There's an inch-long

groove that allows you to easily pull out the

kickstand and prop the tablet up. When combined

with the cover, the combination gives the tablet a

laptop look and, ostensibly, feel.

However, Microsoft may want to point out the

stand mechanism a bit more obviously. There

were a few journalists during demos (us included)

that couldn't figure out how to enable the

kickstand without being shown. Still, the

kickstand feels very well-integrated into the

design and is actually useful, so thumbs-up here.

Two tablets, two covers

If you took the keyboard attachment used by

the Asus Transformer family of tablets and melded

it with Apple's Smart Cover, you'd get the basic

idea behind Microsoft's cover implementation for

Surface.

There will be two types of cover and keyboard

attachments: Touch Cover and Type Cover. Like

Apple's Smart Cover, the covers are magnetically

attached to the edge of the tablet. Both types of

cover can act as either a cover for the screen or

as a full keyboard, with a two-button touch pad

and buttons for navigating Windows' Metro UI.

When flipped back, the keyboard automatically

shuts off.

Let's face it: no one likes typing on a tablet

screen for long periods of time, and Microsoft

certainly made it clear that typing on its cover-

keyboards was just as accurate and enjoyable

(and in the case of Type Cover, possible more

enjoyable) as typing on a normal keyboard. At

least according to the Microsoft reps.

On October 15, I toured Microsoft's Studio B

R&D division. During one of our many lab stops

I got a few brief moments to type on the Touch

Cover while it was connected to a working

Surface RT tablet.

Microsoft was keen to point out that due to

Surface's larger than usual (for tablets) 10.6-

inch screen, Touch Cover -- which is just as

wide -- hits the sweet spot for spaciousness, so

your hands are less likely to overlap while typing.

I now can indeed attest to its ease of typing and

the keyboard's surprising comfort. It's definitely

more spacious than typical tablet keyboards like

the Asus Transformer Infinity's accessory and

thanks to bongo drum-like feedback sound effect,

I didn't really miss that the keys don't depress.

Also, even with its thin build, I was impressed that

the keyboard could accurately determine when I

was actually pressing the keys versus the times I

was simply resting my fingers on top of them.

I'll definitely need to spend more time with Touch

Cover to determine just how effective it is at

emulating an actual keyboard, once I get the

chance.

As the conference went on, we started to notice

how much thought and detail Microsoft has

added to the experience it wants you to have with

Surface. One of the coolest little details was that

depending on which color Touch Cover (five

colors were shown) is connected to the tablet, the

color of the screen background in the Metro UI

would change to reflect it.

We didn't get to play with the thicker and much

more traditional Type Cover keyboard, but

Microsoft gave a pretty detailed demo of it in

action. Unlike the stationary buttons on the Touch

Cover, Type Cover keys have a 1.5mm travel,

while still being packed into what seemed to be a

relatively thin (5mm) enclosure.

Also, the keys sense the grams of pressure

you're applying to them. Unlike a touch screen,

this allows you to place your fingers on your

s tudent life

home keys without them interpreting that

placement as keystrokes.

Other specs

Aside from confirming that the Surface boasts

front and rear "HD" cameras, Microsoft was

mum on imaging details. That implies at least

720p image capture capability (which is merely

0.9 megapixels), but we're hoping for something

at least closer to the multimegapixel resolution

you find on middle-of-the-road tablets and

smartphones these days.

Here's a rundown of the official specs as we

know them:

Surface (Windows RT) tablet key specs

Windows RT operating system

Nvidia Tegra 3 CPU

9.3mm thick

676 grams/23.85 ounces

10.6-inch ClearType HD Display

31.5 watt hour battery

Ports: microSD, USB 2.0, Micro-HD video,

2x2 MIMO antennas

Storage options: 32GB and 64GB for Windows

RT

Front- and rear-facing "HD" cameras

Surface (Windows Pro) tablet key specs

Windows 8 operating system

Intel third-generation Core i CPU

13.5mm thick

903 grams/31.85 ounces

10.6-inch ClearType "Full HD" Display

42 watt hour battery

Ports: microSDXC, USB 3.0, Mini DisplayPort

video

Storage options: 64GB and 128GB

Front- and rear-facing "HD" cameras

What impressed us most was not the specs, but

the sheer attention to detail that went into building

this product and the obvious effort put into

integrating its features. It seems to be a truly

impressive design and engineering feat.

However, there are just too many important,

unanswered questions.

.

Most Awaited Cars of 2013

1 2013 Cadillac XTS Vital Stats:

Engine

3.6L V-6

Power

304 @ 6,800 rpm

0-60

6.5 seconds

Transmission

6-spd auto w/OD

2 2013 Bentley Continental Vital Stats:

Engine 4.0L V-8 Power 500 @ 6,000 rpm 0-60 5.7 seconds Transmission 8-spd w/OD

3 2013 Maserati GranTurismo Vital Stats:

Engine 4.7L V-8 Power 454 @ 7,000 rpm 0-60 4.7 seconds Transmission 6-spd auto w/OD

4 2013 Chevrolet Camero her Vital Stats:

Engine 3.6L V-6 Power 323 @ 6,800 rpm 0-60 6.0 seconds Transmission 6-spd man w/OD

5 2013 Audi S8 Vital Stats:

Engine 4.0L V-8 Power 520 @ 6,000 rpm 0-60 4.7 seconds Transmission 8-spd w/OD

62013

Hyundai

Genesis

Vital Stats:

Engine

3.8L V-6

Power

333 @ 6,400 rpm

0-60

5.5 seconds

Transmission

8-spd w/OD

The Most

Awaited Cars

of 2013

Brought to you by:

Sanket Jain

The Saga Continues: Paranormal Activity 4 Review by Mohini Bhargava

A Nevada family notices that the young boy living across the street always seems to be on his own. His single mother is evidently very busy, so the little boy appears drawn to our protagonist family, and even tends to turn up in their treehouse. One night, the boy's mother becomes ill and the kind family takes him in. Unfortunately, they are also unwittingly inviting into their home an invisible boogeyman that, along with a certain brunette in a tank top, has come to define a franchise. The fourth installment of any film series runs the risk of becoming stale, but horror sequels are especially susceptible to growing repetitive or, in the worst-case scenario, declining sharply in quality. Up to now, the Paranormal Activity films have maintained a healthy level of fright; getting plenty o f mileage on what seemed a limited premise. Unfortunately for Paranormal Activity 4, it seems as if the intent was to exhaust the franchise by running the premise thin. It's not simply a matter of refusing to bring anything new to the table; Paranormal 4 spends its frustrating runtime happily leaping into pitfalls it had largely avoided. Pursuant to the tradition of its predecessors, Paranormal Activity 4 is a cacophony of clangs and bangs all designed to startle far more than scare and is by far the laziest of the films in the series. It reaches a point wherein the thrills become so cheap that a vast majority of them are not even symptomatic of the titular paranormal activity. In fact, there are more red herrings in this movie than actual scares ("actual scares" being a term used here rather loosely). When the origin of the quick jump is revealed to be a mischievous boyfriend, a clumsy house resident, or, most aggravatingly, a cat, the film becomes an experiment in misdirection and contrivance. The one area in which the frights are actually functional is in the very few instances when Paranormal 4

stretches to find previously unexplored methods of capturing the ghostly events. These moments are also the only instances of lingering creepiness in the movie. And yet this one redeeming quality is quickly undone by PA4's many other techno blunders. The burning question in any found footage situation revolves around the motivation to continue filming in the face of supernatural mayhem. That is, why would anyone keep filming when the proverbial fecal matter strikes the fan? While the first three films found fair to ingenious methods of circumnavigating this problem, Paranormal Activity 4 is so unconcerned with feasibility that it resorts to woefully convenient schemes for recording the poltergeist's antics. Without giving too much away, let's just say that the film creates situations so unconducive to continual recording that asking the audience to subscribe to it is patronizing. Also, there is no internal consistency for how the various recording devices are maintained or afforded such versatility. Shoddier than Paranormal Activity 4's technological complex is its dearth of character development and its flimsy story mechanics. This is the first film in the series that has not directly focused on the immediate family of Katie (Katie Featherston). The introduction to a wholly new family unit should necessitate an emphasis on character development. We need to like them, or failing that at least know them, in order to succumb to the tension of their inevitable peril. And yet the only two characters we get to know, and then only sparsely, are the daughter and her boyfriend. The rest of the life forms in the film are merely there to occupy the old dark house. The plot is truly where Paranormal Activity 4 shows its weakness. Like Paranormal Activity 3, the most interesting conceptual set piece of the film is revealed minutes before the credits roll. Unlike the last entry however, the only effort at all exerted in this outing is compartmentalized in those brief minutes. The rest of the paltry story is stretched thin over a clunky series of unsatisfying and uneven devices in a mechanical rehashing of what we've seen before. There is no build, no escalation, and the result is pure boredom; the one unforgivable sin of a film like this. Top that off with a third-act twist so nonsensical it's insulting and it's clear to see this franchise is in trouble. A changing of the guard at director is sorely needed before this nosedive is impossible to correct.

“

Congratulations!

Winners:

Akash Guha

Rahul Mehta

Runners up:

Devashish Sharma

Hitansh Anand

Round 1(AUCTION)

ROUND 2(VIRTUAL MARKET)

schemes or tagline or stall name)

Marketing Mania!

Organized by: Marketing Club Members Abhilash Rout, Sanket Jain,Vipul Garg, Karan Banga

The event included bidding sessions of Products, the participants wanted to sell in the virtual market scenario. Each

team had virtual money of Rs 2000. The participants were given various stalls where they were visited by various

customers. Their task was to convince the customer to buy their product. The event was a grand success with around

12 participants’ .The participants and the judges enjoyed being the part of the event. The organizing team received

appraisals from all the judges. The conclusion of this event was to see how a marketer or a sales person is able make up

the best product and pricing strategy to tap the customer and how efficiently he is able to convince the customer to

accept his offering.

“ Do you know what you want to do with your career? What if you don't? The quest for the right

career field frustrates students both before and after graduation. It frustrates people who are

unhappy with their jobs and want something very different.

If that's your situation, you first must imagine what that field might be. That's easy to say, but hard to do.

People sometimes throw up their hands in despair and take whatever opportunity presents itself. Don't

settle for that. There are productive ways to look for clues about what might work for you.

Tommy (name has been changed) shifted career direction after doing imagination exercises. With a full-

time job, he was pursuing an MBA on nights and weekends. If he stayed with his employer after

graduating, he would not only move onto a management track, but the company would also refund his

tuition cost. He had assumed he would take full advantage of this deal, but when he went through what he

For Career Direction, Use Your Imagination

by Bill Barnett

called the "dream job exercise," he realized that was

wrong for him. He wasn't excited about the institution

and didn't want to move into management there.

What Tommy discovered through his dream job exercise were fields that emphasized intellectual

exploration. He'd felt some of that the first year or two in his current job, but not as much now. He recalled

his earlier interest in pursuing a PhD and becoming a professor. That's ultimately what he decided to do.

If you need ideas about your future direction, create your own dream job exercise. Follow these three

steps:

1. Imagine extreme jobs. Spend 10 minutes describing the perfect position — one that fully fills your

needs and is plausible for you. Think of a vivid, concrete example (like electronics product management

or starting a restaurant). Describe the job's characteristics: what you'd do each day, how the organization

would work, your impact, and so on. Be expansive. Do it again for one or two other "perfect" jobs.

Then, imagine the opposite — a job you'd feel was horrible, even though others might disagree. Describe

it in the same way.

2. Leverage extreme strengths. Look to

your own capabilities for inspiration. Take

your top strength, and imagine a few fields

where it would be the right fit. What might

be possible? For this moment at least, the

sky's the limit. Take a second strength and

go through the same process. Do it a third

time.

3. Recall past interests. Go back to your

time in high school, college, or your first

job. What did you enjoy most? How did you spend your time off? Look back to pivotal career decisions,

how and why you made them, and how they turned out. These are personal case studies. Why did you

make those decisions? How important are those criteria now?

15 for alu M ni, parents, and friend s of the university of C hi C ago

As you develop new skills and knowledge in school and at work, you may discard things along the way.

That's natural, often a sign of maturity. But you may also be leaving talents behind that belong in your

future.

These three steps bring to mind what you care most about in your work. Take a look at your lists and see

where they align with different fields of work. Once you have a promising idea, research that field and talk

to people who know it. Find out what it's like and if it matches your interests.

Once you've found something that sounds right to you, ensure you're the right fit. Develop yourpersonal

value proposition for your target position in that field. If you're not equipped for that position but you're

determined to make it happen, figure out how to upgrade your qualifications to create that opportunity,

whether it's starting with a lower position in the field, going back to school, or advancing your skill-set

using online resources.

Keep in mind that this is an early exercise, fit for those who don't know where to start or who may want to

change careers. The answer isn't black and white. You're looking for ideas to consider, not absolute

proof. But if you put effort into these steps, I'd be surprised if you don't come up with good ideas for fields

to explore.

How have you imagined new opportunities

16 t H e C o l l e g e n e w s l e t t e r · s u m m e r 2 0 1 1

AASHNA KAUR HEAD EDITOR

ABHILASH ROUT IT HEAD

AISHWARYE PANDEY MARKETER ‘KNOWS’ IT

GARIMA JAIN QUIZZING

ILA RAI HEAD FINANCE

ANJANA RAJPUT HR

MOHINI BHARGAVA MOVE REVIEWS

RAHUL MEHTA

SANKET JAIN

ENTERTAINMENT HEAD

WHATS NEW?

.

.

Aishwarye Pandey : Co Founder & Head : Marketing & Promotions

+917503726074

aishwarye@mail.com

Aashna Kaur : Co Founder & Head Editor +8802431600 asb.editor@gmail.com

AMITY SCHOOL OF BUSINESS

THE STUDENT GAZETTE