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It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don’t at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth’s story:I did not get what I wanted when I did not ask for it. We had cubicle (小隔间 ) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn’t a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you’ll probably have to ask for it.Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your servicesGo into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction. We can learn from the passage that().
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Large, multinational corporations may be the companies whose ups and downs seize headlines. But to a far greater extent than most Americans realize, the economy’s vitality depends on the fortunes of tiny shops and restaurants, neighborhood services and factories. Small businesses, defined as those with fewer than 100 workers, now employ 60 percent of the workforce and expected to generate half of all new jobs between now and the year 2000. Some 1.2 million small firms have opened their doors over the past 6 years of economic growth, and 1989 will see an additional 200000 entrepreneurs striking off on their own.Too many of these pioneers, however, will blaze ahead unprepared. Idealists will overestimate the clamor(大声的要求) for their products or fail to factor in the competition. Nearly everyone will underestimate, often fatally, the capital that success requires. Midcareer executives, forced by a takeover or a restructuring to quit the corporation and find another way to support themselves, may savor(欣赏) the idea of being their own boss but may forget that entrepreneurs must also, at least for a while, be bookkeepers and receptionists, too. According to Small Business Administration data, 24 of every 100 businesses starting out today are likely to disappear in two years, and 27 more will have shut their doors four years from now. By 1995, more than 60 of those 100 start-ups will have folded. A new study of 3000 small businesses, sponsored by American Express and the National Federation of Independent Business, suggests slightly better odds: three years after start-up, 77 percent of the companies surveyed were still alive. Most credited their success in large part to having picked a business they already were comfortable in. Eighty percent had worked with the same product or service in their last jobs.Thinking through an enterprise before the launch is obviously critical. But many entrepreneurs forget that a firm’s health in its infancy may be little indication of how well it will age. You must tenderly monitor its pulse. In their zeal to expand, small business owners often ignore early warning signs of a stagnant(停滞的) market or of decaying profitability. They hopefully pour more and more into the enterprise, preferring not to acknowledge eroding profit margins that means the market for their ingenious service or product has evaporated, or that they must cut the payroll or vacate their lavish offices. Only when the financial well runs dry do they see the seriousness of the illness, and by then the patient is usually too far gone to save.Frequent checks of your firm’s vital signs will also guide you to a sensible rate of growth. To snatch opportunity, you must spot the signals that it is time to conquer the new markets, add products or perhaps franchise(给予特权) your hot ideas. Before opening small businesses, the most important thing for small business owners is().
It is a wise father that knows his own child, but today a man can boost his paternal (fatherly) wisdom—or at least confirm that he’s the kid’s dad. All he needs to do is to shell out $30 for paternity testing kit (PTK) at his local drugstore — and another $120 to get the results.More than 60000 people have purchased the PTKs since they first become available without prescriptions last year, according to Doug Fogg, chief operating officer of Identigene, which makes the over-the-counter(无需处方的) kits. More than two dozen companies sell DNA tests directly to the public, ranging in price from a few hundred dollars to more than $2500.Among the most popular: paternity and kinship(亲属关系) testing, which adopted children can use to find their biological relatives and families can use to track down kids put up for adoption. DNA testing is also the latest rage among passionate genealogists (系谱学者)— and supports businesses that offer to search for a family’s geographic roots.Most tests require collecting cells by swabbing saliva(唾液) in the mouth and sending it to the company for testing. All tests require a potential candidate with whom to compare DNA.But some observers are skeptical. "There’s a kind of false precision being hawked by people claiming they are doing ancestry testing," says Troy Duster, a New York University sociologist. He notes that each individual has many ancestors — numbering in the hundreds just a few centuries back. Yet most ancestry testing only considers a single lineage, either the Y chromosome(染色体) inherited through men in a father’s line or mitochondrial(线粒体的) DNA, which is passed down only from mothers. This DNA can reveal genetic information about only one or two ancestors, even though, for example, just three generations back people also have six other great-grandparents or, four generations back, 14 other great-great-grandparents.Critics also argue that commercial genetic testing is only as good as the reference collections to which a sample is compared. Databases used by some companies don’t rely on data collected systematically but rather lump together information from different research projects. This means that a DNA database may have a lot of data from some regions and not others, so a person’s test results may differ depending on the company that processes the results. In addition, the computer programs a company uses to estimate relationships may be patented and not subject to peer review or outside evaluation. In the last paragraph, a problem commercial genetic testing faces is().
It is a wise father that knows his own child, but today a man can boost his paternal (fatherly) wisdom—or at least confirm that he’s the kid’s dad. All he needs to do is to shell out $30 for paternity testing kit (PTK) at his local drugstore — and another $120 to get the results.More than 60000 people have purchased the PTKs since they first become available without prescriptions last year, according to Doug Fogg, chief operating officer of Identigene, which makes the over-the-counter(无需处方的) kits. More than two dozen companies sell DNA tests directly to the public, ranging in price from a few hundred dollars to more than $2500.Among the most popular: paternity and kinship(亲属关系) testing, which adopted children can use to find their biological relatives and families can use to track down kids put up for adoption. DNA testing is also the latest rage among passionate genealogists (系谱学者)— and supports businesses that offer to search for a family’s geographic roots.Most tests require collecting cells by swabbing saliva(唾液) in the mouth and sending it to the company for testing. All tests require a potential candidate with whom to compare DNA.But some observers are skeptical. "There’s a kind of false precision being hawked by people claiming they are doing ancestry testing," says Troy Duster, a New York University sociologist. He notes that each individual has many ancestors — numbering in the hundreds just a few centuries back. Yet most ancestry testing only considers a single lineage, either the Y chromosome(染色体) inherited through men in a father’s line or mitochondrial(线粒体的) DNA, which is passed down only from mothers. This DNA can reveal genetic information about only one or two ancestors, even though, for example, just three generations back people also have six other great-grandparents or, four generations back, 14 other great-great-grandparents.Critics also argue that commercial genetic testing is only as good as the reference collections to which a sample is compared. Databases used by some companies don’t rely on data collected systematically but rather lump together information from different research projects. This means that a DNA database may have a lot of data from some regions and not others, so a person’s test results may differ depending on the company that processes the results. In addition, the computer programs a company uses to estimate relationships may be patented and not subject to peer review or outside evaluation. In paragraphs 1 and 2, the text shows PTK’s().
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