4 . Millions of people pass through the gates of Disney’s entertainment parks in California, Florida and Japan each year. What makes these places an almost universal attraction? What makes foreign kings and queens and other important people want to visit these Disney parks? Well, one reason is the way they’re treated once they get there. The people at Disney go out of their way to serve their “guests”, as they prefer to call them, and to see that they enjoy themselves.

All new employees, from vice presidents to part-time workers, begin their employment by attending Disney University and taking “Traditions I”. Here, they learn about the company’s history, how it is managed, and why it is successful. They are shown how each department relates to the whole. All employees are shown how their part is important in making the park a success.

After passing “Traditions I”, the employees go on to do more specialized training for their specific jobs. No detail is missed. A simple job like taking tickets requires four eight-hour days of training. When one ticket taker was asked why it took so much training for such a simple, ordinary job, he replied, “What happens if someone wants to know where the restrooms are, when the parade starts or what bus to take back to the campgrounds? We need to know the answers or where to get them quickly. Our constant aim is to helps our guests enjoy the party.”

Even Disney’s managers get involved in the daily management of the park. Every year, the mangers leave their desks and business suits and put on special service clothes. For a full week, the bosses sell hot dogs or ice cream, take tickets or drive the monorail (单轨车), and take up any of the 100 jobs that make the entertainment park come alive. The managers agree that this week helps them to see the company’s goals more clearly.

All these efforts to serve the public well have made Walt Disney Productions famous. Disney is considered by many as the best mass service provider in America or the world. As one longtime business observer once said, “How Disney treats people, communicates with them, rewards them, is in my view the very reason for his fifty years of success… I have watched, very carefully and with great respect and admiration, the theory and with great respect and admiration, the theory and practice of selling satisfaction and serving millions of people on a daily basis, successfully. It is what Disney does best.”

5 . What do you want to be when you grow up? A teacher? A doctor? How about an ice-cream taster?

Yes, there really is a job where you can get paid to taste ice-cream. Just ask John Harrion, an “Official Taste Tester” for the past 21 years. Testing helps manufacturers to be sure of a product’s quality. During his career Harrison has been responsible for approving large quantities of the sweet ice cream — as well as for developing over 75 flavors (味道).

Some people think that it would be easy to do this job, after all, you just have to like ice cream, right? No — there’s more to the job than that, says Harrison, who has a degree in chemistry. He points out that a dairy or food-science degree would be very useful to someone wanting a career in this “cool” field.

In a typical morning on the job, Harrison tastes and assesses 60 ice-cream samples. He lets the ice cream warm up to about 12℉. Harrison explains, “You get more flavor from warmer ice cream, which is why some kids like to stir it, creating ice-cream soup.”

While the ice cream warms up, Harrison looks over the samples and grades each one on its appearance. “Tasting begins with the eyes,” he explains. He checks to see if the ice cream is attractive and asks himself, “Does the product have the color expected from that flavor?” Next it’s time to taste!

Continuing to think up new ideas, try out new flavors, and test samples from so many kinds of ice cream each day keeps Harrison busy but happy — working at one cool job.

6 . Suppose you become a leader in an organization. It’s very likely that you’ll want to have volunteers to help with the organization’s activities.     1    

Let’s begin with the question of why people volunteer. Researchers have identified several factors that motivate people to get involved. For example, people volunteer to express personal values related to unselfishness, to expand their range of experiences, and to strengthen social relationships. If volunteer positions do not meet these needs, people may not wish to participate.     2    

People also volunteer because they are required to do so. To increase levels of community service, some schools have launched compulsory volunteer programs. Unfortunately, these programs can shift people’s wish of participation from an internal factor (e.g., “I volunteer because it’s important to me”) to an external factor (e.g., “I volunteer because I’m required to do so”).     3     People must be sensitive to this possibility when they make volunteer activities a must.

Once people begin to volunteer, what leads them to remain in their positions over time? To answer this question, researchers have conducted follow-up studies in which they track volunteers over time. Having followed 238 volunteers in Florida over a year, they have found that one of the most important factors that influenced their satisfaction as volunteers was the amount of suffering they experienced in their volunteer positions. This result may lead to practical advice. The researchers note that attention should be given to “training methods that would prepare volunteers for troublesome situations or provide them with strategies for coping with the problem they do experience”.

    4     It was assumed that those people for whom the role of volunteer was most part of their personal identity would also be most likely to continue volunteer work. Participants indicated the degree to which the social role mattered by responding to statements such as “Volunteering in Hospital is an important part of who I am.” Consistent with the researchers’ expectations, they found a positive correlation between the strength of role identity and the length of time people continued to volunteer.

There is no better feeling than walking away from your desk in the evening with a sense of deep satisfaction for a job well done.    1     Here are five ways to help you do just that:

Empty your inbox．

    2     You will find that an empty inbox late in the day will give you a strong sense of accomplishment and order in your life. If you want an empty inbox, it means everything is in a particular spot: either in the trash, or sent to someone else.

    3    

If you leave a tiring and undesirable task until the next day, you will walk away from your desk with a dark cloud hanging over you and a sense of fear. On the other hand, try to complete the task before you leave the office, and you will walk away with a feeling of freedom and victory.

Do something nice for someone else.

The key here is intentionality. Plan to end your day by doing something specific and beneficial for someone in your life—a partner, friend, family member, customer, etc. You will feel better when doing a good deed to others. It is impossible to do something nice for someone without feeling better yourself.

Say thank you.

Take a moment before you shut things down for the day to be thankful for your life.    4     When you feel grateful to people around you, you will get a new idea on the difficulties of any given day.

8 . If you are a recent social science graduate who has had to listen to jokes about unemployment from your computer major classmates, you may have had the last laugh. There are many advantages for the social science major because this high-tech “Information Age” demands people who are flexible and who have good communication skills.

There are many social science majors in large companies who fill important positions. For example, a number of research studies found that social science majors had achieved greater managerial success than those who had technical training or pre-professional courses. Studies show that social science majors are most suited for change, which is the leading feature of the kind of high speed, high-pressure, high-tech world we now live in.

Social science majors are not only experiencing success in their long-term company jobs, but they are also finding jobs more easily. A study showed that many companies had filled a large percentage of their entry-level positions with social science graduates. The study also showed that the most sought-after quality in a person who was looking for a job was communication skills, noted as “very important” by 92 percent of the companies. Social science majors have these skills, often without knowing how important they are. It is probably due to these skills that they have been offered a wide variety of positions.

Finally, although some social science majors may still find it more difficult than their technically trained classmates to land the first job, recent graduates report that they don’t regret their choice of study.

9 . Have you ever heard of Big Data or are you familiar with Data Scientists and Data Engineers? They are probably new job titles, but the core job roles have been around for a while. Traditionally, anyone who analyzed data would be called a “data analyst” and anyone who created backend platforms to support data analysis would be a “Business intelligence (BI) Developer”.     1    

Here’s an overview of the roles of the Data Analyst, BI Developer, Data Scientist and Data Engineer.

Data Analysts are experienced data professionals in their organization who can question and process data, provide reports, summarize and visualize data. They have a strong understanding of how to influence existing tools and methods to solve a problem.     2    . However, they are not expected to deal with analyzing big data, nor are they typically expected to have the mathematical or research background to develop new algorithms for specific problems.

Skills: Data Analysts need to have a baseline understanding of some core skills: statistics, data munging, data visualization, exploratory data analysis, Tools: Microsoft Excel, SPSS, SPSS Modeler, SAS, SAS Miner, SQL, Microsoft Access, Tableau, SSAS.

    3    . And then they collect requirements, design, and build BI and reporting solutions for the company. They have to design, develop and support new and existing data warehouses, ETL packages, dashboards and analytical reports.

Additionally, they work with databases, both relational and multidimensional, and should have great SQL development skills to integrate data from different resources. They use all of these skills to meet the enterprise-wide self-service needs. BI Developers are typically not expected to perform data analyses.

Data Engineers are the data professionals who prepare the “big data” infrastructure to be analyzed by Data Scientists.     4    . Then, they write complex queries on that, make sure it is easily accessible, works smoothly, and their goal is optimizing（优化）the performance of their company’s big data ecosystem.

They might also run some ETL (Extract, Transform and Load) on top of big datasets and create big data warehouses that can be used for reporting or analysis by data scientists.

10 . When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuse, he came right out and said he was leaving “to pursue my goal of running a company.” Broadcasting his ambition was “very much my decision,” McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

McGee says leaving without a position lined up gave him time to reflect on what kinds of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn’t alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don’t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.

As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.

The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn Ferry, senior partner Dennis Carey: “I can’t think of a single search I’ve done where a board has not instructed me to look at sitting CEOs first.”

Those who jumped without a job haven’t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a decade ago, saying she wanted to be a CEO. It was a year before she became head of a tiny internet-based commodities exchange. Robert Willemstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.

Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional rule was it’s safer to stay where you are, but that’s been fundamentally inverted,” says one headhunter. “The people who’ve been hurt the worst are those who’ve stayed too long.”