Why Men Don’t Want the Jobs Done Mostly by Women - The New York Times“Traditional masculinity is standing in the way of working-class men’s employment, and I think it’s a problem,” said Andrew Cherlin, a sociologist and public policy professor at Johns Hopkins and author of “Labor’s Love Lost: The Rise and Fall of the Working-Class Family in America.” “We have a cultural lag where our views of masculinity have not caught up to the change in the job market,” he said.
Wall Street’s Old, Unwanted Bond Salesmen Find a Home in Chicago - BloombergIn the new Wall Street, there are simply fewer jobs. Post-crisis rules to curb risk-taking and shrinking bond-trading revenues have compelled banks to cut costs. Electronic trading platforms have let clients bypass salespeople. In the past five years alone, the biggest global firms have cut almost 10,000 trading and investment banking jobs, according to research firm Coalition Ltd. Older, higher-paid traders and salespeople have been especially vulnerable.
The media doesn't see its own pampered blindness.Despite claiming to “know” Mr. Jobs after “scores of hours in private conversations,” Mr. Mossberg of ReCode said in his column: “I know very little about his relationship with his daughter Lisa.”
Marina Abramovic's odd jobs“We milked the goats in Sardinia to get sausages and bread. … We made [sweaters] and sell them on the market,” says Abramovic. For one month, Abramovic even worked as a mail carrier in London—which didn’t end well. “First it took me so long time to deliver all the letters,” she says. “And I decide that every letter who was written with typewriter machine must be bad news or a bill, and I throw them away. And I only deliver letters written by hand and become much faster. Only beautiful letters. After four weeks working, they could not prove anything, but they asked me to give back uniform, which I did.”
Google Cabs And Uber Bots Will Challenge Jobs 'Below The API'
Saving time = saved lifetimesOne day Jobs marched into the cubicle of Larry Kenyon, the engineer who was working on the Macintosh operating system, and complained that it was taking too long to boot up. Kenyon started to explain why reducing the boot-up time wasn’t possible, but Jobs cut him off. “If it would save a person’s life, could you find a way to shave 10 seconds off the boot time?” he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if five million people were using the Mac and it took 10 seconds extra to turn it on every day, that added up to 300 million or so hours a year—the equivalent of at least 100 lifetimes a year. After a few weeks Kenyon had the machine booting up 28 seconds faster.
Jobs leapfrogged product shortfallsThe mark of an innovative company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds itself behind. That happened when Jobs built the original iMac. He focused on making it useful for managing a user’s photos and videos, but it was left behind when dealing with music. People with PCs were downloading and swapping music and then ripping and burning their own CDs. The iMac’s slot drive couldn’t burn CDs. “I felt like a dope,” he said. “I thought we had missed it.” But instead of merely catching up by upgrading the iMac’s CD drive, he decided to create an integrated system that would transform the music industry. The result was the combination of iTunes, the iTunes Store, and the iPod, which allowed users to buy, share, manage, store, and play music better than they could with any other devices. After the iPod became a huge success, Jobs spent little time relishing it. Instead he began to worry about what might endanger it. One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod sales by creating the iPhone. “If we don’t cannibalize ourselves, someone else will,” he said.
Jobs: simplify!During the design of the iPod interface, Jobs tried at every meeting to find ways to cut clutter. He insisted on being able to get to whatever he wanted in three clicks. One navigation screen, for example, asked users whether they wanted to search by song, album, or artist. “Why do we need that screen?” Jobs demanded. The designers realized they didn’t. “There would be times when we’d rack our brains on a user interface problem, and he would go, ‘Did you think of this?’” says Tony Fadell, who led the iPod team. “And then we’d all go, ‘Holy shit.’ He’d redefine the problem or approach, and our little problem would go away.” At one point Jobs made the simplest of all suggestions: Let’s get rid of the on/off button. At first the team members were taken aback, but then they realized the button was unnecessary. The device would gradually power down if it wasn’t being used and would spring to life when reengaged.
Jobs slashes hundreds of priorities to 3After he righted the company, Jobs began taking his “top 100” people on a retreat each year. On the last day, he would stand in front of a whiteboard (he loved whiteboards, because they gave him complete control of a situation and they engendered focus) and ask, “What are the 10 things we should be doing next?” People would fight to get their suggestions on the list. Jobs would write them down—and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of 10. Then Jobs would slash the bottom seven and announce, “We can only do three.”
Marissa Mayer copy/pastes Steve Jobs on innovationAt an F.Y.I. around that time, she read a speech that Jobs gave to Apple employees at the beginning of his turnaround. Afterward, channeling Jobs, Mayer told hundreds of employees sitting at URL’s, “Our purpose is to inspire and delight our users, to build beautiful services, things that people love to use and enjoy using every day, and that’s our opportunity.” She continued: “We are the world’s largest start-up. We have $5 billion in revenue, but it can and will go in the blink of an eye if we don’t do our jobs.”
U.S. Payrolls Rise as Jobless Rate Drops to Six-Year LowThe last time payrolls increased at least 200,000 for as many months was a stretch that ended in March 1995.
The academic job market is structured in many respects like a drug gang, with an expanding mass of outsiders and a shrinking core of insiders. Even if the probability that you might get shot in academia is relatively small (unless you mark student papers very harshly), one can observe similar dynamics. Academia is only a somewhat extreme example of this trend, but it affects labour markets virtually everywhere. One of the hot topics in labour market research at the moment is what we call “dualisation”. Dualisation is the strengthening of this divide between insiders in secure, stable employment and outsiders in fixed-term, precarious employment. Academic systems more or less everywhere rely at least to some extent on the existence of a supply of “outsiders” ready to forego wages and employment security in exchange for the prospect of uncertain security, prestige, freedom and reasonably high salaries that tenured positions entail.
Two studies, one by the Women's Sports Foundation and the other by the Oppenheimer Foundation, found that 82 percent of executive businesswomen played organized sports in middle school and high school and that 80 percent of female executives in Fortune 500 companies identified themselves as competitive tomboys during childhood. The Oppenheimer study also found that while 16 percent of women describe themselves as athletic, when you look at the responses of women who earn over $75,000 annually, the number rises to about 50 percent. These findings are consistent with the work of economist Betsy Stevenson on Title IX, which finds that participation in high school sports increases the likelihood that a girl will attend college, enter the labor market, and enter previously male-dominated occupations.
The number of applications for unemployment insurance payments declined by 15,000 to 320,000 in the week ended Aug. 10, the fewest since October 2007, from a revised 335,000, a Labor Department report showed today in Washington. The median forecast of 44 economists surveyed by Bloomberg called for 335,000. There was nothing unusual in the data and no states were estimated, a Labor Department spokesman said as the data was released to the press.