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000-R03 - IBM SurePOS 700 Technical Mastery - BrainDump Information

Vendor Name : IBM
Exam Code : 000-R03
Exam Name : IBM SurePOS 700 Technical Mastery
Questions and Answers : 31 Q & A
Updated On : February 15, 2019
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000-R03 exam Dumps Source : IBM SurePOS 700 Technical Mastery

Test Code : 000-R03
Test Name : IBM SurePOS 700 Technical Mastery
Vendor Name : IBM
Q&A : 31 Real Questions

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IBM IBM SurePOS 700 Technical

IBM Unveils World's First built-in Quantum Computing gadget for industrial Use | killexams.com Real Questions and Pass4sure dumps

IBM to Open Quantum Computation middle for industrial customers in Poughkeepsie, ny

YORKTOWN HEIGHTS, N.Y., Jan. eight, 2019 /PRNewswire/ -- at the 2019 client Electronics show (CES), IBM (NYSE: IBM) nowadays unveiled IBM Q device One™, the area's first built-in regular approximate quantum computing device designed for scientific and industrial use. IBM additionally announced plans to open its first IBM Q Quantum Computation middle for commercial consumers in Poughkeepsie, ny in 2019.

IBM Q methods are designed to in the future tackle complications which are at the moment viewed as too complicated and exponential in nature for classical programs to address. Future purposes of quantum computing may additionally encompass discovering new how you can model fiscal records and keeping apart key global possibility components to make more suitable investments, or discovering the best path throughout international programs for extremely-effective logistics and optimizing fleet operations for deliveries.

Designed by way of IBM scientists, programs engineers and industrial designers, IBM Q gadget One has an advanced, modular and compact design optimized for balance, reliability and continual commercial use. For the primary time ever, IBM Q system One enables usual approximate superconducting quantum computers to operate beyond the confines of the research lab.

plenty as classical computer systems combine distinct add-ons into an integrated structure optimized to work collectively, IBM is making use of the identical strategy to quantum computing with the primary built-in general quantum computing system. IBM Q gadget One is constituted of a few customized components that work collectively to serve because the most advanced cloud-primarily based quantum computing application accessible, including:

  • Quantum hardware designed to be reliable and auto-calibrated to provide repeatable and predictable wonderful qubits;
  • Cryogenic engineering that can provide a continual bloodless and isolated quantum environment;
  • excessive precision electronics in compact kind elements to tightly control huge numbers of qubits;
  • Quantum firmware to control the gadget health and enable equipment upgrades without downtime for clients; and
  • Classical computation to supply cozy cloud entry and hybrid execution of quantum algorithms.
  • The IBM Q Quantum Computation middle

    The IBM Q Quantum Computation middle opening later this year in Poughkeepsie, ny, will expand the IBM Q network business quantum computing application, which already contains programs at the Thomas J. Watson analysis core in Yorktown, ny. This new middle will condo one of the world's most advanced cloud-based mostly quantum computing systems, which might be accessible to individuals of the IBM Q community, a world neighborhood of leading Fortune 500 organizations, startups, tutorial institutions, and country wide analysis labs working with IBM to improve quantum computing and discover functional purposes for enterprise and science.

    IBM Poughkeepsie's exciting heritage in computing stretches again to the construction of IBM's first line of construction company computer systems in the 1950s, the IBM seven-hundred collection, and the IBM device/360 within the Sixties, which revolutionized the realm by way of altering the style groups thought about laptop hardware. Now home to some of the world's most-powerful classical system, the IBM mainframe, IBM Poughkeepsie is located to be one of the crucial few areas on this planet with the technical capabilities, infrastructure and abilities to run a quantum computation middle, including entry to excessive performance computing methods and a high availability information middle obligatory to work alongside quantum computers.

    "The IBM Q gadget One is a massive step ahead in the commercialization of quantum computing," said Arvind Krishna, senior vice president of Hybrid Cloud and director of IBM research. "This new gadget is important in expanding quantum computing beyond the walls of the research lab as we work to boost functional quantum functions for enterprise and science."

    Designing a primary: IBM Q equipment One

    IBM assembled a global-classification crew of business designers, architects, and manufacturers to work alongside IBM research scientists and methods engineers to design IBM Q equipment One, including UK industrial and interior design studios Map task office and prevalent Design Studio, and Goppion, a Milan-based company of excessive-end museum monitor situations that give protection to one of the vital world's most valuable paintings together with the Mona Lisa at the Louvre, and the Crown Jewels on the Tower of London.

    together these collaborators designed the primary quantum system to consolidate hundreds of add-ons into a glass-enclosed, air-tight environment constructed notably for company use, a milestone within the evolution of business quantum computer systems.

    This integrated gadget aims to handle one of the vital difficult facets of quantum computing: constantly preserving the pleasant of qubits used to function quantum computations. potent yet mild, qubits right away lose their special quantum properties, typically inside 100 microseconds (for state-of-the-paintings superconducting qubits), due partially to the interconnected machinery's ambient noise of vibrations, temperature fluctuations, and electromagnetic waves. protection from this interference is one among many the explanation why quantum computers and their add-ons require cautious engineering and isolation.

    Story continues

    The design of IBM Q device One contains a 9-foot-tall, 9-foot-vast case of half-inch thick borosilicate glass forming a sealed, hermetic enclosure that opens easily the usage of "roto-translation," a motor-driven rotation round two displaced axes engineered to simplify the device's renovation and upgrade manner while minimizing downtime – one other creative trait that makes the IBM Q equipment One acceptable to official business use.

    A collection of impartial aluminum and metal frames unify, however also decouple the system's cryostat, manage electronics, and exterior casing, assisting to prevent expertise vibration interference that ends up in "part jitter" and qubit decoherence.  

    a replica of IBM Q gadget One can be on reveal at CES. For greater information seek advice from, here.

    This new system marks the next evolution of IBM Q, the business's first effort to introduce the public to programmable standard quantum computing throughout the cloud-primarily based IBM Q experience, and the commercial IBM Q community platform for business and science purposes. The free and publicly accessible IBM Q experience has been at all times working considering may additionally of 2016 and now boasts more than a hundred,000 users, who've run more than 6.7 million experiments and published greater than one hundred thirty third-birthday celebration analysis papers. developers have also downloaded Qiskit, a full-stack, open-source quantum application development kit, more than one hundred forty,000 instances to create and run quantum computing courses. The IBM Q community includes the fresh additions of Argonne countrywide Laboratory, CERN, ExxonMobil, Fermilab, and Lawrence Berkeley country wide Laboratory.

    About IBM Q

    IBM Q is an industry-first initiative to build commercial generic quantum systems for business and science functions. For extra tips about IBM's quantum computing efforts, please consult with www.ibm.com/ibmq. 

    IBM Q network™, IBM Q device One™, and IBM Q™ are emblems of foreign business Machines supplier.

    Media Contact:Chris NayIBM research Communicationscnay@us.ibm.com 720-349-2032

    View pictures

    A rendering of IBM Q system One, the area's first utterly built-in frequent quantum computing gadget, presently put in at the Thomas J Watson research center in Yorktown Heights, manhattan, where IBM scientists are using it to discover device advancements and enhancements that speed up commercial applications of this transformational expertise. For the first time ever, IBM Q system One allows quantum computers to function past the confines of the analysis lab.

    extra

    View pictures

    IBM organisation emblem. (PRNewsFoto/IBM business enterprise) (PRNewsFoto/) (PRNewsfoto/IBM)

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    excessive Powered POS device by way of IBM for speedy Transactions | killexams.com Real Questions and Pass4sure dumps

    ibm_sureposIBM has long been a leader in the technology business, creating and manufacturing not handiest optimum computers but also point-of-sale know-how. IBM introduces the SurePOS 700 aspect of sale gadget which is a excessive powered POS system for retail stores and supermarkets, offering the highest feasible performance whereas holding company prices low.

    The SurePOS 700 is much more energy effective than their previous 500/600 model, with up to 30 p.c in power mark downs. this is a very good advantage for any company which has to deal with excessive energy expenses each month. both POS device models have a deep-sleep automation function, but what the SurePOS seven hundred model presents is quicker scanning and bar code processing besides minimizing charges for companies. With quicker scanning means, retail stores can maximize the number of gadgets scanned per minute whereas the cashier tests out the valued clientele. like the SurePOS 500/600 mannequin, the brand new seven hundred POS equipment is IBM Retail Hardened, which skill that it has been validated to withstand excessive temperatures, apart from liquid spills, and radio waves. Being proof against spills makes this POS device ideal for use in eating places without needing to be anxious about damaging the system. elevate-out restaurants will locate the SurePOS seven hundred to their potential, as will grocery outlets and some other company that relies upon meals items for almost all of their gains.

    The swish, device-free design of the SurePOS seven-hundred has a removable front panel which allows for effortless entry to every part in the equipment. may still any parts of the POS equipment want changing, they can effortlessly be put in via this panel. This tremendous feature helps reduce down on time spent on repairs. There are additionally safety patches attainable with a view to stay away from the device from being hacked into. The POS device gadget has high-bandwidth Ethernet, fast automatic configuration that allows you to permit any business to deploy in minimal time and eight different SurePorts that allows for USB connections to existing peripherals. With a POS gadget just like the SurePOS 700, the newest software applications can also be used with it, whether it is TouchSuite, Iridium, or IBM. additionally, this POS equipment is crafted from recycled plastics, making it a call that any environmentalist may be happy to invest in.

    IBM has been in company on the grounds that 1911 and is based mostly in Armonk, long island. situated by using Thomas J. Watson, IBM was the result of a merger of three organizations that presented state-of-the-paintings expertise to offices across the nation. The enterprise is without doubt one of the maximum ranked global providers of know-how options by Fortune magazine.

    photo Courtesy of IBM.

    http://www-03.ibm.com/items/retail/products/pos/seven hundred/index.html

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    IBM i Has Been Getting With The application For Years | killexams.com Real Questions and Pass4sure dumps

    February four, 2019 Timothy Prickett Morgan

    there are lots of things that one may constructively criticize IBM about when it involves the power programs platform working the IBM i operating gadget. however, in recent years at the least, one of those issues would now not be – and will no longer be – that the company has not accomplished adequate to embody the most critical elements of the up to date programming toolbox.

    truly, the enterprise has done and more and more decent job of embracing and lengthening the compilers, interpreters, frameworks, and fashions of the programming languages which have long past mainstream due to the fact Java first took the stage at the beginning of the dot-com increase in 1996 as an try and convey a simplified variant of C++, living in an idealized, simplified, and importantly transportable hardware abstraction referred to as a virtual laptop. in view that that point, massive Blue and the IBM i neighborhood have worked collectively, commonly with the community out in entrance with the active involvement of the IBMers within the developerWorks company, to carry the Apache internet server and the Tomcat application server the OS/400, i5/OS and IBM i platform together with programming languages comparable to Perl, Hypertext Preprocessor, Python, and Node.js, and versioning tools equivalent to Git, and other systems utility that are are standard equipment for contemporary programmers.

    The 2019 edition of the IBM i marketplace Survey, which turned into released in January and which is spearheaded with the aid of Tom Huntington, govt vice president of technical options at HelpSystems, offered some perception into what is happening out there on the programming front. The survey become performed ultimate October and had seven-hundred respondents, with 57 percent coming from the united states but handiest 2 p.c from Canada; an extra 19 % got here from Europe, 15 % got here from Latin the us, and the remainder was cut up throughout Australia, Asia, and Africa. As we have stated earlier than, this is now not exactly consultant of the specific IBM i put in base, which is extra heavily dispensed outside of the united states; however the numbers are steadily shifting within the correct route as HelpSystems interprets the survey into more languages and corporations such as it Jungle inspire readers to take the survey.

    The diversity of operating programs supported on the power systems platform and the capacity to snap in tools created for Unix-like working techniques into the PASE AIX runtime embedded in OS/four hundred and its successors is a key element to the means to get and use equipment that different platforms have. (during this way, IBM preserves its personal advantages corresponding to RPG enterprise language programming and an built-in relational database administration gadget and grafts on the advantages of different systems, giving it a sort of hybrid vigor.) And IBM i stores had been embracing that operating device variety on the platform and becoming less based on windows Server machines operating on X86 iron in different places within the datacenter, as that you would be able to see from this operating device distribution from the survey:

    \

    simplest 22 p.c of the agencies surveyed said that they were best running the IBM i platform, and admittedly, we find it difficult to accept as true with that this quantity isn't zero p.c given how pervasive home windows file and print servers are. but it is feasible to move it on my own with IBM i, most likely in factory or faraway retail settings, and it is feasible so we are able to take the survey respondents at face value. what's interesting during this chart is that the share of home windows Server is falling. lower back in the day, someplace north of ninety five % of IBM midrange shops stated using home windows Server alongside their OS/four hundred and i5/OS machines, and this has been trending down as Linux, each on energy systems iron interior of PowerVM logical partitions and on outboard X86 systems, is on the upward push. AIX has received some penetration at IBM i retail outlets, too, both on distinct energy techniques machinery and on PowerVM partitions on the identical machines working IBM i.

    As you could think about, RPG is still essentially the most widely wide-spread programming language in use at IBM i shops, with over 84 percent of respondents asserting they use RPG to create functions (or purchased RPG applications from third celebration software carriers that do). The SQL database programming language ranks number two, at seventy two p.c, adopted via the CL scripting language native to IBM at forty seven p.c and Java at 41 %. right here’s the rundown of programming language adoption:

    There are a couple of exciting issues going on right here. First, whereas sixty eight % of outlets report the use of home windows Server in their IBM i shops, simplest 17 percent say they're the usage of the .internet framework from Microsoft for programming, which supports visual basic and the Java-impressed (that’s the best method to claim that) C# languages. we would have thought that after two and a half decades, Java would have been up there with RPG and SQL as a favored language, however that has no longer happened. The share of COBOL is concerning the ancient fashion and tends to be concentrated within the monetary features and assurance industries the place code was ported from mainframes so many decades in the past.

    agencies had been without doubt allowed to put down more than one programming language as a part of the survey, and if you add up all the percentages, you get 320 %, which suggests an arithmetic mean of 3.2 languages in use per web page on regular throughout the IBM i put in base. (well, at the least this upper echelon – wherein we suggest the active component, no longer the biggest organizations or those with the largest machines – part of the IBM i base. We don’t be aware of anything else concerning the individuals who don’t take surveys and we feel that the information that turned into gathered for the five years of the IBM i market Survey are representative of these active shops. That capacity those who preserve their techniques and working systems fairly present and that tend to be more inclined to undertake newer applied sciences, ranging from storage area networks to excessive availability clustering to superior programming concepts.) we are of two minds about this common. First, RPG, SQL, and CL dominate, and combined they offer you a typical of two languages. We feel there are loads of websites that particularly use RPG and SQL, primarily folks that have third party utility software. it is crucial to understand that the survey question became no longer what languages were used to create your purposes, but somewhat what languages are used for brand spanking new utility development. So the bottom might have a lot more distinct and an improved numerical distribution of compilers and interpreters than this facts implies. I don’t believe this is the case, nonetheless it likely averages extra like 5 languages as a result of whether or not they comprehend it or not, there’s likely some SQL, CL, or Java running someplace in the application stack.

    The survey requested agencies about what open source technologies they've deployed of their IBM midrange retail outlets, and accept as true with it or now not the Apache net server, which IBM first commercialized as the kernel of WebSphere again in 1998, remains on the rise and that is doubtless occurring as fewer and fewer retail outlets use home windows Server for application and web serving and greater retail outlets go native. That the native Apache web server has handiest forty percent penetration tells you what these home windows Server that continue to be are doing. it is a mix of print, file, net, and utility serving plus a in shape dose of SQL Server for analytical database processing that companies don’t want to install natively on their IBM i machines. Python and Node.js are on a steady upward push, and the Git versioning tool is discovering its personal degree, too.

    What we can’t know from the first five surveys and what we'd like to comprehend within the sixth subsequent year is how many of RPG is being coded within the contemporary free form fashion that is more like what Java does and what percentage is still using the older college, extra tightly confined older RPG model. My bet is that for new code, it is doubtless as high as half and half, and that is reflected within the indisputable fact that about have of the organizations surveyed noted that they had bought Rational Developer for i and had been the usage of it for as a minimum some application coding. About a third of the corporations that have RDi say they are the use of it for all of their application building, about a third say it is round half and half, and a 3rd say it is lower than half. commonplace that out and it is averaging around half of the purposes at half of the businesses surveyed are completed the use of RDi, which implies free kind RPG.

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    Newsonomics: It looks like Tronc is about to be chopped up and sold for parts | killexams.com real questions and Pass4sure dumps

    Aug. 29, 2018, 3:56 p.m.

    Rupert Murdoch owning the New York Daily News? A McCormick controlling the Chicago Tribune again? The L.A. Times pulling a Washington Post, aiming to run the industry’s underlying infrastructure? A lot of change is coming soon.

    While it still requires some deal jiu-jitsu, Tronc looks to be on the brink of being broken up.

    Will Wyatt’s new Donerail Group, several confidential sources tell me, has now gotten the financing in place to do a deal to buy Tronc. Donerail would purchase Tronc’s 10 daily newspaper properties, take the company private, and then most likely sell the papers off to individual buyers — some of whom it already has lined up.

    Tronc’s been in play, quietly, for much of the year, but several pieces of the deal puzzle have only just fallen into place. (Donerail’s interest was first reported in early August by Reuters.) But it’s now become clear, through multiple insider accounts, how such a deal may work. A completed deal would likely come in as a $640 million to $700 million transaction. That would value Tronc shares somewhere above the $18 to $19 range; they trade at $17 today.

    On the surface, the latest drama to envelop Tronc looks fairly straightforward. “Alternative investment” fund sees chaos and cash in the unending decline of the daily newspaper business, thinks it can make a buck.

    Tronc being Tronc, though, nothing is as straightforward as it seems. Unsurprisingly, the characters that have starred in the company’s two-year dramedy — most prominently moneyman Michael Ferro and now L.A. Times owner Patrick Soon-Shiong — have assumed major roles, even if their parts have gone largely unreported.

    If the Donerail deal goes through, it apparently requires Soon-Shiong throwing in with it. That means he would maintain his continuing 25 percent stake in Tronc — which he’s held onto throughout his long effort to buy the Los Angeles Times and San Diego Union-Tribune. Soon-Shiong’s retention of that stake makes Wyatt’s financing of the deal possible; he only needs enough borrowing to pay off the other 75 percent of shareholders.

    The apparent quid pro quo: Soon-Shiong would extend to other Tronc, or Tronc-sold, properties, the suite of newspaper technology services he’s trying to rapidly build. (The L.A. Times declined comment on Soon-Shiong’s tech intentions.)

    There are a lot of moving, and dependent, pieces there, but insiders say that’s the contour of the deal currently in detailed final discussions.

    If it works, Wyatt — an accomplished “event-driven” investor — gets his deal done and aims to make money selling off Tronc, title by title, city by city. Soon-Shiong gets to magnify the impact of his planned news technology strategies, aiming to combine the substantial engineering resources of his Nantworks technologies with those of news publishing — in part potentially replacing The Washington Post’s Arc platform, which has been rolling out across Tronc newspapers.

    Still playing out in this deal: the odd relationship between Soon-Shiong and Michael Ferro. For a very short time — banding together to fend off a hostile Gannett bid only two years ago, though it feels like an eon in Tronc time — the two were allies. Since then, it’s been a war between the two: hot, cold, and then lukewarm enough for Soon-Shiong to complete his purchase of the Times from Tronc in June.

    But the tale of the two doesn’t stop there.

    While #metoo allegations forced Ferro out of his formal chairman role in March, he’s kept a steady hand behind CEO Justin Dearborn’s tiller — among other things figuring out a new way to pocket a $7.5 million payoff from the company, a move just reported in federal filings this month and detailed below.

    Formally, Ferro still heads up Merrick Media, the group of Chicago-based investors that owns a quarter of Tronc. His investors, as I have noted, want out. So Ferro has been trying for months to swing some kind of deal to get that stake sold, and at an above-market price.

    In April, he announced a deal with McCormick Media to cash out Merrick at a hefty premium, intended to net $208.7 million. But that deal fell through, prompting my satiric (and premature) Ferro obit.

    In the months since, he’s been working another deal — to sell the whole company.

    That’s where Donerail fits in. Its head, Will Wyatt, is no stranger to Ferro. In fact, his then-employer Starboard Value took a position in Tronc as it fended off Gannett in 2016, reports the Chicago Tribune’s Robert Channick. In his days at Starboard, the company became quite familiar with Tribune Publishing, Tribune Media (its then-broadcast sibling) and then Tronc. Wyatt himself played a role as a “consultant” to Tronc on the L.A. Times sale to Soon-Shiong, so he became well in touch with all the players.

    That’s what led to the approach of keeping Soon-Shiong in the ownership group — and satisfying his strategic aims. Soon-Shiong could want to just cash out of his holdings, and has assessed the market for his quarter-share, say sources. Alternatively, he can look at his participation in a new ownership group as an opportunity to further his “100-year plan” to transform news media.

    The Times’ technology transition, after the closing of the sale, continues to be problematic. Though a Transition Services Agreement — that long held up the closing of the Times sale, as I reported — is in place, the process has been arduous.

    And that’s where part of the deal jiu-jitsu resides. Soon-Shiong, who recently hired technology talent back from Tronc, wants to reverse the proposition. He would like the new Times, say sources, to build out and own the kinds of technologies — including artificial intelligence-directed predictive analytics — and then provide them more widely to newspaper companies.

    It’s a big vision. One issue: timing. While Soon-Shiong’s vision and financial capacity are clear, little is now built. If the Donerail deal should proceed, with Soon-Shiong’s technology services as part of a package sold to buyers of individual properties, what exactly would be available to them — and when?

    Curiously, this deal could get done without clear answers to those questions.

    Buying Tronc: Where’s the value?

    Tronc doesn’t seem like a big prize.

    As public newspaper companies reported their second-quarter results, Tronc managed to turn in the worse revenue performance among all its peers. Tronc lost 11 percent, year-over-year, in Q2. No one did better than a 4.9 percent loss, which GateHouse recorded, but none of other groups dipped into double-digit downturn territory.

    The company’s major news of the quarter: slashing the New York Daily News newsroom in half, in an effort to turn the Ferro-bought property from a big ongoing loss to break-even. Tronc maintains its 2018 profit forecast only by ramping up the cutting of expenses, including newsroom staff.

    (The only good recent news? Today’s International Trade Commission ruling reversed the new tariffs on Canadian newsprint. Those tariff-related price increases had dinged Tronc earnings by $2.5 million in the second quarter alone. Newsprint pricing should now ease into the final quarter of the year, helping Tronc and newspaper budgets overall.)

    At a price of $640 million to $700 million, Wyatt’s new group would pay a relatively high multiple for the company — about 5× its 2018 forecast EBITDA. At that hefty price, close financial observers in the news industry share a common (if not-for-attribution) view: Where’s the value?

    Yes, eliminating Tronc’s corporate headquarters staff provides some financial rationale for a split-up, but that seems inadequate to justify the math. Those brokering the business of selling and buying newspapers scratch their heads at Donerail’s reported interest.

    Common to an increasing number of buyers these days, Wyatt hasn’t talked publicly about his interest — or about what he intends to do with Tronc’s 10 papers if he lands them. (My efforts to reach him were unsuccessful.) In fact, as he’s acknowledged privately recently: “My background’s not in operating companies.” It’s in buying — and quickly selling.

    Hence this emerging conventional wisdom: Donerail would split Tronc up, selling the parts.

    In this scenario, the likely strategy would be to find “hometown buyers like Patrick Soon-Shiong.” Translation: Find “civic buyers,” the kinds of wealthy individuals (or small groups of wealthy individuals) who still see value in the local newspaper brand and institution. (I called this small group the 50-50 men four years ago, as a few of them entered the business, an entry that has produced quite mixed results.) Then win an above-market price for each property, as Tronc did at selling the Times to Soon-Shiong for (effectively) $600 million.

    “How many of those people are really out there still?” one newspaper CEO asked me this week. “Are there really people in Baltimore, Hartford, and Chicago ready to buy…I wouldn’t go ahead with any deal to buy Tronc unless I had agreements with buyers in at least some of those cities,” he said.

    At least a couple of buyers may be in the wings, and it’s possible such “letters of intent” are out there.

    McCormick Media, led by Sargent McCormick, a distant relative of Colonel McCormick of Chicago Tribune lore, could re-enter the picture. While its first effort to buy Merrick Media’s shares fizzled, the group has maintained its interest. Now, sources say, McCormick Media could either become a Donerail partner in a wider Tronc buy, or buy the hometown Chicago Tribune itself out of such a deal. Sargent McCormick declined comment on the company’s next moves.

    Donerail would probably want to quickly dispatch the financially problematic New York Daily News. There, says one source, Rupert Murdoch, owner of the rival New York Post is set to pounce, paying $1 for the paper. (Aug. 30 update: “We have no interest whatsoever in the Daily News. We have not approached Tronc and will not be approaching Tronc.”)

    Hearst remains a logical buyer for the Hartford Courant, given its Connecticut strength, though in the past has seemed uninterested in buying it.

    In Baltimore, various civic names have been bandied about for years as potential buyers. It’s unclear which of them, or which new candidates, might now be interested. All of Tronc’s newspaper businesses have continued to shrink and weaken in the interim.

    Then there’s likely GateHouse Media interest in the South Florida Sun-Sentinel, adjacent to two significant properties it owns there, and perhaps Tronc’s Allentown and/or Virginia properties.

    That would mean a new combination of insiders and outsiders replacing Tronc.

    As newspaper industry people contemplate more “outsiders” entering their once-close fraternity, they’ve gotten lessons in vulture investing (via Alden Global Capital’s strategy). Now they can ponder “event-driven” buying.

    As a principal at Starboard Value, and before that at Empyrean Capital and Magnetar Capital, Wyatt has specialized in “event-driven” investment. In plain language, that means seizing on an investment opportunity “after a corporate event, such as a bankruptcy, merger, acquisition, or spinoff,” at which point “the event-driven investor will purchase the stock of the company to be acquired, and sell it after the acquisition, when its price has risen to the acquisition price (or greater).”

    Most plainly, Donerail sees opportunity in Tronc’s chaos.

    Presumably, then, a Donerail buy would net this value investor a quick buck on a Tronc breakup.

    The problem: Selling the individual properties at prices above that initial 5× multiple might prove difficult. Also, the properties generally share a low tax basis, meaning the seller would owe significant tax — one financial analyst estimates it at 20 to 25 percent — on sale proceeds.

    Finally, there’s the reality that always comes with the unwinding of individual properties from a mothership chain: “dissynergies.” Anyone buying an individual newspaper has to add in the further cost and time of undoing and redoing fundamental operating functions — raising the effective price of any acquisition.

    Those are the woes a splitting newspaper company faces. All chains have greatly centralized every business function they can to achieve cost savings over the past five-plus years. That means any new owner of a newly solo daily must figure out everything from basic publishing systems to finance to HR to national ad sales. Remember it was such dissynergy — resulting in that torturous Transition Services Agreement — that held up Soon-Shiong’s buy; it’s also what has complicated such heroic separations as the Berkshire Eagle’s escape from Digital First Media ownership.

    Though a much longer shot, Donerail — or a future owner — could decide to operate Tronc whole. Its balance sheet is an enviable one. Tronc paid down almost all its debt — a rare condition in the newspaper trade — when it sold the southern California properties. After it pays taxes of about $110 million on the transaction, it will still have more than $100 million in cash. So, another scenario: a buyer acquires Tronc, scoops up some of the cash, and ladles new debt on top. Those new debt payments, of course, would only further tighten newsroom and other budgets, but they could satisfy short-term investing objectives.

    Financial engineering to the fore

    All in all, this episode of Tronc drama looks a lot like the previous ones. It is likely to be financial engineering that drives the future of Tronc’s papers from Baltimore to Fort Lauderdale to Chicago — not any new model of digital product, content, or business model. The readers, the employees, and the large affected communities remain mere spectators.

    Of course, Michael Ferro remains the man in the middle, ever brokering. Given his familiarity with would-be buyer Wyatt, one financial observer wondered if this would end up with “Ferro round-tripping” — noting Ferro’s uncanny abilities to make money on both ends of a deal, even as more traditional business people whisper that he loves to skate on thin legal or regulatory ice.

    Earlier this month, without fanfare or public notice, Ferro pocketed another $7.5 million in cash from the company. Tronc watchers will recall the consulting agreement he was granted by the Tronc board late last year, after it decided that paying him for its leased jet had gotten too complicated. That deal provided him $5 million a year, beginning in January 2018, in exchange for “certain management expertise and technical services.” Ferro got the first payment in January this year, just before the #metoo charges caused his exit.

    Then, in June (and explained in an Aug. 10 SEC filing), the Tronc board decided to pay him money owed for 2019 and 2020, albeit at a “discount.” Ferro granted Tronc a 25 percent discount and took in an immediate payment of $7.5 million. Further, “the Company agreed to pay $0.3 million in legal fees incurred by Mr. Ferro while conducting the Company’s business.”

    Even his most severe detractors marvel at Ferro’s continuing ability to come out on top in his business adventures, noting his mastery of timing. (In May, IBM announced layoffs at its new Watson Health division, built in part on the Merge Healthcare business it bought from Ferro and associates in 2015.)

    Then there are the financial incentives built into the contracts of top Tronc executives. Those agreements accelerate their bonus and stock option compensation in case of a sale, assuming a legal “change of control” takes place. They amount to as much as $23.5 million in payments. More than $10 million of that, potentially, could go to Ross Levinsohn. Just last week, Levinsohn was able to exercise his first year of Tronc stock options even as the talk around L.A. is how little work Levinsohn seems to be doing now in his reconfigured job as head of Tribune Interactive, where he landed after Tronc removed him as Times publisher and then internally cleared him of his own #metoo allegations.

    In short, much of what we know about Tronc’s structuring of compensation favors financial engineering over the betterment of the business — or journalism, or service to its communities — itself.

    A Tronc by any other name

    How long will that name — Tronc — remain among us? If you’ll recall, many assumed the Tronc name would depart for Trivial Pursuit boards of the future; Tribune Media, its once-sister broadcast company, was finalizing its sale to Sinclair Media, which could have freed up the Tribune moniker. But, unexpectedly, that sale has blown up, and at least for now, Tribune Media remains an operating company. So, even if Tronc isn’t sold and broken up, the chances of it reclaiming its birthright brand anytime soon have shrunk.

    Old newspaper brands stir a lot of emotion — and grabbing. Insiders point to quite colorful skirmishes between executives as the Tribune Company split in two back in 2014, with TV stations going to Tribune Media and newspapers to Tribune Publishing. “We found people moving around expensive chairs with hours to go on the split. You know the rule: Possession is nine-tenths of the law,” one former exec remembered this week. In that fray, high-branded art — including Diebenkorns, Rockwells, and Picassos — saw action. Consider the L.A. Times’ Daniel Miller’s own colorful account of the disappearance/reappearance of five iconic Picassos — another layer of tarnish on what was once a great publishing name.

    Then there’s the curious Donerail name. Given the gallows humor inherent in the post-Sam Zell travails of the once-staid Tribune Company, it might be tempting to think of the stealthy company — a mere single page to its website — as the Donner Company, ready to commit more cannibalism in the eat-or-be-eaten newspaper trade.

    Yet Donerail ironically sees itself as an underdog. Donerail, horse-racing historians will tell you, was the biggest underdog to ever win the Kentucky Derby, way back in 1913. It was a 91-1 shot.

    You can conjecture among yourselves what that might mean for Donerail’s own odds as it considers entering the daily newspaper business.


    THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | killexams.com real questions and Pass4sure dumps

    THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age.

    By Louis S. Richman

    (FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

    -- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

    -- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless we did a better job of training them, our technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

    -- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of our managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

    -- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

    -- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

    -- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

    CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


    Where is the focus in IT education? | killexams.com real questions and Pass4sure dumps

    I would like to question the focus in South Africa on skills training and education in the field of information and knowledge management.

    Strongly developed capacity in these technologies is clearly essential if a country is to create jobs, be internationally competitive, and prosper. A clear example is given by industry in India, where its considerable success and growth over the past years is attributed, according to Business Report, to their ability to "leverage white collar skills in the knowledge economy to have a global impact on blue collar manufacturing".

    This has been achieved chiefly through mastery of the global knowledge economy and the combination of value and volume, skills and scale that characterises their industrial operations. Information technology, engineering, design and manufacturing are integrated as close cousins to produce, for example, the new Tata Nano car at under R20 000.

    Clearly this is a winning formula.

    A recent survey conducted by Isett Seta of some 700 organisations in the IT sector provides illuminating insight. These companies identified some 1450 candidates requiring end user computing-type training. The organisations also identified some 1200 candidates at CEO, CIO, programme and project manager, business development manager and business analyst level that required educational intervention.

    These latter candidates are all in highly skilled and senior management roles. In other words, the perceived need for educational intervention at senior management level is numerically almost as high as it is at more junior levels, and is proportionally far higher, given the much smaller population at that level. In contrast, the survey identified 80 candidates in the "software engineering" category.

    Other interesting figures derive from an IBM survey. This revealed that fully 84% of CIOs internationally believed that information technology was significantly and profoundly transforming their industries, yet only 16% believed that their company was taking full advantage of its potential. No survey has been conducted locally, but it is doubtful that the results would be very different.

    Taken together, these figures suggest that while the need for adopting transformational information technologies is recognised and is accepted at senior management level, it is not happening in practice. Also, while it is the decisions made at senior management level that will ultimately determine if the organisation takes full advantage of the potential of information management technology, there is a substantial and quantified need for management education at that level. Can optimal decisions be made in this environment?

    Yet, when the weaknesses of our knowledge economy are reported, most publications and media stress the need for specific technical computer skills and computer literacy. While it cannot be denied that these skills are essential in a modern economy, and that the population at large needs to be comfortable with interacting with information devices, it is clear that growth and the ability to compete internationally and boost productivity will come from organisations that have the managerial capacity to embrace fully 21st century information technologies.

    This is a management issue. What educational paths are open to management that will provide them with the understanding and knowledge to direct an organisation that is critically dependent on its information resources? If the Indian example described above is representative, this cannot be achieved through short courses and seminars by visiting experts and consultants. Rather, a radical revision of management educational programmes is overdue, much as a radical revision of business processes is required to keep business competitive.

    The conclusion is inescapable; much more focus must be given to upgrading senior management with regard to understanding, accepting and internalising the opportunities offered by emerging information management technologies.

    Newly-designed international qualifications are coming on stream to address this need, and the writer would value readers’ input and comment.

    Comments

    Engineer IT



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    Issu : https://issuu.com/trutrainers/docs/000-r03
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