Stbumble697

1. Senior Dating Wharton Pennsylvania High School
2. Senior Dating Wharton Pennsylvania Real Estate
3. Senior Dating Wharton Pennsylvania Pa
4. Senior Dating Wharton Pennsylvania Zip

Sphinx was the first senior society at Penn to admit African-Americans, doing so in 1952, and in February 1971 was the first to be co-ed. Zelosophic Society. Founded in 1829, the Zelosophic Society is the oldest senior society at the University of Pennsylvania and is traditionally recognized to be a secret society at the University. Seniors Dating in Sharon, PA. Keystone State of Pennsylvania. Match.com has been the leading online dating site for over 10 years. Why is Match.com the most popular way in the world to find love on your terms? If you are searching for senior Erie Pennsylvania, then you have come to the right place! DatingForSeniors.com has all the Erie Pennsylvania you could ever hope for on a senior dating site. So create your free profile now and start meeting senior Erie Pennsylvania today!

It started with a smile and ended with a proposal. It was August 2014 after joining the 50 plus club that I received a smile from a man known only to me as 'Lasttango' in my Inbox.

As a group, they are “sober, industrious and driven by money,” reports the Wall Street Journal, but also “socially awkward and timid about taking the reins.” They are risk-averse and more diverse, says Inc. magazine. Forbes says they “want to work on their own and be judged on their own merits rather than those of their team.”

Generation Z is arriving, and they are different than previous generations – or at least that’s how this young cohort is being portrayed as it begins to enter the workforce. After the traditionalists, baby boomers, Generation X and Generation Y/millennials, we have Generation Z – that group born after 1995 now starting to graduate college.

Senior Dating Wharton Pennsylvania High School

But is Generation Z really different, and if so, how? When it comes to ascribing characteristics and accepting advice about a particular generation, caveat emptor. Over-generalizing about any group is a slippery business.

“We have to be careful that we are seeing people for the complex beings that they are,” says Wharton assistant management professor Stephanie Creary. Generational categories, she notes, might help us to understand commonalities. “But people are also going to behave in ways that are consistent with their multiple other identities. We want to make sure we are not creating biases.”

Still, Generation Z is made from different stuff than previous generations. They are on track to be the most diverse and highly educated generation yet, according to a recent Pew Research Center analysis of U.S. Census Bureau data. Only a little more than half of the post-millennial generation (the term Pew uses to identify 6- to 21-year-olds) is white non-Hispanic, and the oldest of them are entering college at a higher rate than millennials were (59% for Gen Z, and 53% for millennials) when they were the same age.

Significantly for employers and managers, Generation Z is entering the workforce with less job experience than previous generations. Only 19% of 15- to 17-year-olds in 2018 reported working during the previous calendar year, compared with 30% of millennials in the same age group in 2002. In 1968, nearly half of baby boomers (48%) reported working in the previous year when they were between 15 and 17 years old.

“We have to be careful that we are seeing people for the complex beings that they are.” –Stephanie Creary

But if Generation Z is different, how much are employers actually willing to do to accommodate this new generation of workers as its numbers begin to grow as a percentage of the workforce? It may depend on the ebb and flow of the labor market. “In the mid-1990s, before the bubble burst, the employment situation was looking good, and employers became concerned about new entrants – then the Generation X,” notes Penn State management and organization professor Aparna Joshi. “There were similar conversations happening about new millennials, and attributions were made about how seemingly entitled they were and what could be done to keep them engaged. After the economy tanked, these conversations became less about their so-called entitlement and more about expanding their skills.”

Moreover, even in today’s relatively tight labor market, most managers hardly lie awake nights thinking up ways to better customize their message for particular generations of workers.

“Honestly, we can’t get supervisors in most organizations to pay real attention to their subordinates, and the idea that we are going to cook up some special way to have them manage these young people as opposed to what they do for others is comical,” says management professor Peter Cappelli, director of Wharton’s Center for Human Resources.

A Different Sense of Technology and Authority

Yet the idea of attaching particular traits to respective generations captures the imagination. Why do we keep coming back to it?

“While the evidence that different generations have profoundly different character traits is weak, there definitely are subtle differences across generations,” says Wharton management professor Matthew Bidwell. “Certainly, people entering the workforce today as opposed to 50 years ago are different in terms of ethnic makeup and educational background, and different generations reflect some of the broad social trends that do gradually reshape the country. I would argue the reasons these discussions of different generations can be useful is not because the generations change but because the managers are getting older, and they start to forget how they themselves felt and behaved when they entered the workforce. We are always saying that young people are less committed to an organization, more obsessed about growth and self-actualization, and that’s always been true – age matters, even if the generation you were born into has a minor effect. On a practical level, these discussions about generations tap into the fact that, as we become more distant in age from the people who are entering the workforce, we find them more and more mystifying and find more challenges in relating to them and their approaches.”

In terms of measurable differences, Generation Z is not only more diverse, but its members also define diversity more broadly. In a recent Deloitte study on millennials versus Generation Z, Generation Z put nearly as much emphasis on the importance of diversity of gender, age, disability and education, but they put more emphasis on diversity relating to LGBT identity and religion than their elders.

Generation Z expects to stay at a company for less time than millennials, and they have a higher expectation for ethical behavior on the part of their employer, the Deloitte study found.

Generation Z has been shaped by a different set of social conventions, and that makes them behave differently in the workplace, says Creary. They are so comfortable with technology, for instance, that they sometimes have a hard time recognizing when a face-to-face conversation is more appropriate than an email exchange or text message. “I come from Generation X, and I think our generation was raised to appreciate the value of a phone conversation or a private meeting, as opposed to something on an open forum that is easily shareable,” says Creary. “That is a challenge to people now entering the workforce – helping them understand what is the most appropriate form of communication. When do you use email and when do you stop in someone’s office to schedule a meeting? There are real differences in terms of expectation.”

Another difference revolves around formality. “Many older workers were trained to have a different relationship with people in positions of authority, such that we would address them much more formally,” says Creary. “We were trained with the idea that regard for authority was really important regardless of whether you respected their ideas. This generation expects a much closer relationship with people of authority, so they can treat people who are higher in the hierarchy as their friend, and that can become a problem in a workplace where there are structures and chains of command that are important.”

“We can’t get supervisors in most organizations to pay real attention to their subordinates, and the idea that we are going to cook up some special way to have them manage these young people … is comical.” –Peter Cappelli

Generation Z and Managers: Getting to Know Each Other

Creary says many Generation Zers have gone through school with a notion of it as a kind of competitive sport — that the clubs joined and volunteer hours worked would secure success. “There is that sense that if I just check the boxes I will get to where I want to be,” says Creary. “And that is not how success works sometimes in the workplace. Relationships with other people is really key to success — and not just understanding what it means to build relationships with peers, but also mentors, which is why face-to-face conversation is important.”

To Generation Zers, Creary counsels: “Build a network of supporters who will advocate for you on your behalf. Make sure you are getting to know different people on the job, including those working in different areas of the company and in more senior roles.” And regarding feedback, she says to set realistic expectations. “Feedback will not necessarily come as often as you would like. If you would like to know how you are performing and you work in a large firm, consider setting quarterly meetings with your manager. Any more frequently than that might be unrealistic, especially if your manager supervises more than five employees.”

On the other side of the table, managers should be transparent about and reinforce important workplace norms and policies, Creary advises. “Recognize that you and your Gen Z co-worker might approach work differently, so make sure that you have an in-person conversation about this upfront that touches on workplace norms and policies. Be prepared to explain why these norms are important.”

It can also help for supervisors to get to know Generation Z employees on a more personal level. “Everyone has different levels of comfort around disclosing personal information,” she says. “However, your Gen Z employee might be more inclined to share personal information as a way of creating a closer relationship with you. No one is asking you to share information that makes you feel uncomfortable, but consider whether there are any hobbies, fun facts, experiences, etc. that you can share with them that will help them to view you as a real person.”

Managers might be smart to “take a more realistic approach and to sit down and really remember what we were like at that age and what we did,” says Bidwell. “People in the workforce lack a lot of the tacit knowledge that managers have learned over the years about things like the appropriate ways to behave – the ways to present yourself, all of that sort of thing. That takes time to learn, and you should be concerned but not horrified that younger people don’t know it.”

While there are legitimate complaints older workers can have about all the things younger workers don’t know – the accumulated knowledge – older workers would be wise to not rest on their laurels. “We also have to understand that we are resistant to change, and always be careful of reverence for the way things used to be done and careful that knowledge doesn’t harden into rigidity,” Bidwell says.

“We are always saying that young people are less committed to an organization, more obsessed about growth and self-actualization, and that’s always been true.” –Matthew Bidwell

No matter how new generations act and what they are called, organizations should realize that assigning labels and monolithic categorizations to generations is useful for framing the narrative, but less useful for managers and employers, says Joshi. “Regardless of whether we are looking at Generation X, Y or Z, the challenges that generations pose, however they are categorized or defined, boils down to issues such as succession planning and knowledge transfer in organizations – that is, identifying leaders who can build on outgoing executives’ experience but also are equipped to handle new realities that organizations grapple with,” she says. “This includes, among rank-and=file employees, ensuring the transfer of valuable firm-specific knowledge from retirees to new entrants, and ensuring that talented mid-level executives are not ignored in the haste to manage expectations and adapt to the needs of newer entrants. Generational differences, like any form of diversity, can be mined to the full extent for organizations, and like any diversity-related concern or initiative should be integrated into mentoring, succession planning and career-development initiatives.”

One major societal change could have implications for the workforce of the future. Several studies are finding that parents in recent years have been spending vastly more time with their children, Bidwell points out. Mothers went from spending 10 hours per week with their children in 1965 to 14 hours in 2011; fathers from 2.5 hours per week with their children in 1965 to 7 hours in 2011, according to a 2013 Pew Research Center study.

One reason parents spend more time with their children is that “as the value of education went up, the return on having a kid get into the right college increased so substantially that parents feel a need to make substantial investments in making sure that their kids get into the right college,” says Bidwell. “One argument for why children aren’t working as much is that as a parent you say, ‘You could become a national chess champion or violinist or compete for an athletic scholarship,’ and for the upper class, spending all your time earning $7.25 an hour is not a particularly good return. What it means is that parenting has really changed, and it will be interesting to see what it means for how these people behave as they enter the workforce.”

It could create a wave of workers who are more cautious and less independent – or ones who are better at taking direction. “It could go either way,” says Bidwell.

In any case, managers can’t be counted on to do anything much to accommodate the special qualities of Generation Zers because, as Cappelli points out, many managers are not paying close attention to subordinates. Why aren’t they?

“First, we’ve expanded the span of control – they have more subordinates,” says Cappelli. “Second, we’ve added tasks to their job in addition to supervising. Third, we don’t train them anymore. Fourth, we tend to promote the best individual performers to supervisory jobs rather than people who might be good at supervision.”

So, Generation Zers may want to take heed of what they can do to accommodate their environment. His advice to anyone just entering the workforce: “Pay attention, ask a lot of questions, be respectful of the fact that you don’t know what is going on. It’s a lot like entering a new school for the first time.”

Senior societies at University of Pennsylvania are an important part of student life.^[1][2][3]

Activity-based[edit]

Bell Senior Society[edit]

The Bell Senior Society was founded in 2014. The organization brings together students involved with innovation and technology around Penn's campus. New members are selected by the previous class based on potential, and passion for technology and entrepreneurship.

Kinoki Senior Society[edit]

Kinoki was founded in the spring of 2014. This organization brings together students who are passionate about film and plan on pursuing careers in the entertainment industry.

Omega Honor Society[edit]

The Zeta Xi Chapter of the Order of Omega was rechartered at Penn in 2014. Unlike its 'Omega' counterpart below, the chapter has both a university affiliation with the Office of Fraternity and Sorority Life, and a national affiliation. Omega is composed of juniors and seniors who best represent the positive aspects of Greek life: character, scholarship, service, and leadership.^[4]

Omega Senior Society[edit]

The Omega Senior Society, or The O.R.D.E.R., exists to recognize leadership in the Greek community. It is composed of influential members of Greek organizations and other similar student groups (colloquially known as 'off-campus fraternities/sororities').

Osiris Senior Society[edit]

Osiris, founded in the spring of 2013 by Lainie Huston and Jackson Foster, brings together senior leaders and outstanding members of the performing arts community. The society draws its name from the god Osiris, who was believed by some in ancient Greco-Egyptian times to have been the god who brought together the nine muses. Similarly, the society provides a forum for students of different art forms, including vocal, dance, theatrical, instrumental, photographic, and tech among others, to strengthen ties across the performing arts community. Throughout the year, members attend social events and support each other at shows, and each May members perform a senior showcase highlighting the talents of these students and fostering collaborative performance.^[5]

Identity-based[edit]

Atlas Senior Society[edit]

The Atlas Society was founded in 2016 by five international students. Atlas strives to create an ethnically and culturally diverse community of international students who have demonstrated leadership and an interest in intercultural learning and global experiences. The founding class includes 21 members from 18 countries and territories.

Carriage Senior Society[edit]

The Carriage Senior Society, founded in the spring of 2013, is a senior honor society of leaders from around campus who are members of the LGBTQ+ community. It is named for the home of the University's LGBT Center, Carriage House. Their symbol is a twelve-spoked carriage wheel and members refer to themselves as 'Spokes.'

New members are added both as Juniors in their spring semester and as Seniors in their fall semester. While members continue the traditional tap system for potential applicants, in recent years an open invitation to the informational 'Smoker' has been distributed to LGBTQ groups on campus. Any eligible student who attends the Smoker is then welcome to apply whether or not they have been tapped. An effort is made to include a diversity of identities and areas of leadership on campus in each class.

Cipactli Latino Honor Society[edit]

The Cipactli Latino Honor Society was founded in 2001. The mission and purpose of Cipactli is to acknowledge individual academic achievement, leadership, and distinguished service to the Latino community. Cipactli is the only Latino honor society in the Ivy League.

The members of Cipactli are chosen anytime between their junior fall semester and senior fall semester, and go through a rigorous application process. They are chosen for their outstanding work both in and outside the academic sphere, as well as their deep commitment to helping their communities develop in a sustainable and meaningful way. Cipactli's philosophy is known as 'The three pillars of Cipactli', which are Leadership, Academic Achievement, and Community Service.^[6]

Onyx Senior Society[edit]

The Onyx Senior Society was founded in 1974. With the aid of administrators Provost Elliot, Alice E. Emerson (Dean of Students), and Harold Haskins (Dean of Students), the honor society to encourages high academic achievement and community service at the university. The society recognizes outstanding performance within, and outside of, the classroom. The organization plays a significant role in promoting the academic success of minority students who operate in a competitive environment.

One of the goals of Onyx was to re-establish the Society for African-American Students at the University of Pennsylvania. The society provided an all-expenses-paid program for black students in the summer before their first year. The program lasted from 1969–72, and concentrated on preparing its participants for the academic mainstream by providing books, room and board, a stipend, and two credited courses. This program later birthed the Pre-Freshman Program. In response to such changes, the goals of Onyx have also changed and developed over time. In the past, Onyx has focused on forums as a means to inform the campus community about black issues. Forum topics have included the organization and promotion of networking within the black community, and mentoring, both on campus and in the surrounding Philadelphia community. Onyx hopes to create a positive social experience for blacks at the university, and to recognize black achievement, past and present. Notable members of Onyx include Grammy Award-winning singer John 'Legend' Stephens, former U.S. Congressman Harold Ford Jr., and former mayor of New Orleans and current National Urban League President and CEO, Marc Morial.

Oracle Senior Honor Society[edit]

The Oracle Senior Honor Society was founded in the fall of 2002. It recognizes outstanding members of each senior class who demonstrate passion, leadership, commitment and achievement as a student of Asian Pacific heritage or for the Asian Pacific community at the University of Pennsylvania.^[7] Since its founding, Oracle has represented leadership from organizations that span all facets of university life, from academics and service organizations, to cultural and performing arts groups, to Greek life and student government.

As a self-perpetuating senior society, juniors have the opportunity to apply for the society in the spring, and seniors have the opportunity to apply in the fall. Potential members, all of whom have served the university in some leadership capacity, learn more about the society and to meet the current members at an informal smoker. Each prospective member must then submit a written application detailing their qualifications. The current senior class selects the new class of Oracle members, representative of the diverse student population, by selecting from the applicant pool based on their fit to Oracle's purpose of demonstrating passion, leadership, commitment, and achievement.^[8][9]

Shamash Senior Society[edit]

Shamash Senior Society was founded in April 2018 in order to celebrate and create a community surrounding Jewish students on Penn's campus. The group aims to bring together leaders of the Jewish community and those that have established a commitment to leadership across campus that have a connection to Judaism. Shamash rests on four core tenets: impact, community, diversity, and service, and members are expected to uphold these tenets to the best of their ability.

The name of the society comes from the Hebrew word for 'servant' or 'attendant', and is more commonly known as the 'helper' candle on the Hanukkah menorah. This symbolism reflects a connection between leadership and Judaism that underscores the mission of the society.

Shamash is composed of members of the graduating class of seniors. Potential new members are invited to apply at the end of their junior year for membership in the following year's class, as well as eligible to apply in the fall of their senior year as well.^[10]

School-based[edit]

Hexagon Senior Society[edit]

Hexagon is a senior society that is devoted to recognizing leaders of the School of Engineering and Applied Sciences. The society was founded in 1910 to promote fraternization across different engineering majors. Members often lead tours of the Engineering School buildings.

Lantern Senior Society[edit]

The Lantern Society was founded in 1993. It is a senior society that is devoted to assemble a diverse group of outstanding Wharton undergraduates who have excelled academically, distinguished themselves as leaders among their peers, and contributed to the well-being of the community.

Nightingales Senior Society[edit]

The Nightingales Senior Society was founded in 2011. It is a society dedicated to senior nurses who have demonstrated leadership in the nursing school.

Gryphon Senior Society[edit]

The Gryphon Senior Society was founded in 2020. It is a society dedicated to recognizing outstanding student leaders in the College of Arts and Sciences.

Traditional societies[edit]

These were the first senior societies to be created at the University of Pennsylvania. The three traditional societies are Friars, Sphinx, and Mortarboard. Friars and Sphinx explicitly seek campus leaders, while Mortarboard seeks to recognize 'achievements in scholarship, leadership, and service.'^[11] Friars and Sphinx are exclusive to the University of Pennsylvania, whereas Mortarboard is a national honor society.

Friars Senior Society[edit]

Founded in 1899, Friars Senior Society is the oldest undergraduate secret honor society at the University of Pennsylvania with over 2,000 alumni in the United States and in 23 countries throughout the world.^[a] Friars was formed to establish uncompromising democracy in university activities. Each class is composed of one-third athletic captains, one-third performing arts leaders, and one-third student government, Greek, publications and community service leaders. Friars promotes interaction between those from all walks of life who have given their time and energies to making the university what it is; hence the name Friars, for those who sacrifice their time during college to meaningful activities. Throughout Penn's history, society members have contributed to many aspects of Penn life, such as the addition of straw hats to Hey Day in 1949 and the creation of Spring Fling in 1975.^[13]

Mortar Board Senior Society[edit]

Mortar Board is a chapter of the national Mortar Board Senior Honor Society. It was the first and only senior society open to women until 1971, when Sphinx and Friars became co-ed.^[b] Mortar Board recognizes juniors and seniors for their achievement.

Sphinx Senior Society[edit]

Senior Dating Wharton Pennsylvania Real Estate

The Sphinx Senior Society at the University of Pennsylvania, founded in 1900, is one of the most well-known honor societies at Penn,^[c] recognizing the top seniors who have made significant contributions to the university as leaders of the campus. Continuing in this tradition, the society has come to represent all facets of university life and has reflected the changing face of Penn's student body. Members today include leaders in student government, performing arts, media, service groups, cultural organizations, Greek life, athletics, and other realms of student affairs. Sphinx was the first senior society at Penn to admit African-Americans, doing so in 1952,^[18] and in February 1971 ^[19] was the first to be co-ed.

Zelosophic Society[edit]

Senior Dating Wharton Pennsylvania Pa

Founded in 1829, the Zelosophic Society is the oldest senior society at the University of Pennsylvania and is traditionally recognized to be a secret society at the University. Details about the founding of this organization are not known outside of the fact that it was founded shortly after the Philomathean Society, its rival organization. Throughout the years, the Zelosophic Society has continued its membership through a selective tapping process with a strict member limit of 20 individuals per class of inductees. Details about this society's existence are scarce.

Notes[edit]

1. ^'Founded in 1899, Friars is the older of the two and has twenty members, while the Sphinx, which got under way in 1900, has the largest membership with twenty-five.'^[12]
2. ^Mortar Board was a 'national honorary organization for women students. The Penn chapter [had] nine members chosen each Hey Day by the graduating seniors in the well known Tapping Service. These students represented nearly all activities open to women at Penn such as work on the Dolphin yearbook, the Pennsylvania News, class offices and various dramatic organizations.'^[14]
3. ^The university's oldest digitized alumni catalog,^[15] as well as membership books in the University Archives, has shown the first graduating class of Sphinx Senior Society and of Friars Senior Society to be 1900 and 1901 respectively. The first mention of a senior society at the university can also be found in the 1900 edition of The Record,^[16] the yearbook of the College. Though not mentioning Sphinx directly, the members notated as a senior society member were the members of the founding class of Sphinx. Due to previously lost records and the past competitive nature between the groups, the title of second oldest senior society at the university has been debated by members from both organizations, and has even led to inaccurate references.^[17]

References[edit]

Senior Dating Wharton Pennsylvania Zip

1. ^'Archived copy'. Archived from the original on December 28, 2010. Retrieved September 23, 2010.CS1 maint: archived copy as title (link)
2. ^Finkelstein, Morgan (April 8, 2010). 'Oh, Look, Senior Societies'. Under the Button. Archived from the original on November 29, 2010.
3. ^Pollock, Judy (April 15, 2008). 'The Daily Pennsylvanian'. Thedp.com. Archived from the original on June 24, 2016. Retrieved May 29, 2016.
4. ^'Constitution and Bylaws : Order of Omega'. orderofomega.org. Archived from the original on 2016-04-04. Retrieved 2016-04-05.
5. ^Osiris Senior SocietyArchived April 7, 2014, at the Wayback Machine
6. ^'Cipactli Latino Honor Society'. Archived from the original on 2015-02-16. Retrieved 2014-03-31.
7. ^About OracleArchived 2012-07-28 at the Wayback Machine Oracle Senior Honor Society
8. ^[1]Archived 2012-07-19 at the Wayback Machine Oracle Senior Society
9. ^Spring Senior Societies, Round TwoArchived 2012-04-13 at the Wayback Machine Under the Button - April 9, 2012
10. ^'Shamash Senior Society'. shamashseniorsociety.org. Archived from the original on 2018-09-21. Retrieved 2018-09-21.
11. ^'About Mortar Board'. Penn Mortar Board. Archived from the original on 2 February 2015. Retrieved 6 October 2014.
12. ^Tamblin C. Smith; et al. (1948). Pennsylvania Pictures, January 1948 Vol. IV, No. 3. Franklin Society Publication. pp. 3, [2]. Archived from the original on 2015-12-26. Retrieved 2015-10-17.
13. ^http://www.archives.upenn.edu/histy/features/traditions/heyday/timeline.htm^{[permanent dead link]}
14. ^Tamblin C. Smith; et al. (1948). Pennsylvania Pictures, January 1948 Vol. IV, No. 3. Franklin Society Publication. pp. 4, [3]. Archived from the original on 2015-12-26. Retrieved 2015-10-17.
15. ^Compiled by W.J. Maxwell (1917). General alumni catalogue of the University of Pennsylvania. University of Pennsylvania. p. 1336. Archived from the original on 2017-08-10. Retrieved 2017-02-08.
16. ^University of Pennsylvania (1900). The Record(PDF). Class of 1900. p. 377. Archived(PDF) from the original on 2016-03-22. Retrieved 2017-02-08.
17. ^Tamblin C. Smith; et al. (1948). Pennsylvania Pictures, January 1948 Vol. IV, No. 3. Franklin Society Publication. p. 3. Archived from the original on 2015-12-26. Retrieved 2015-10-17.
18. ^NEGROES ELECTED TO SPHINX AT U.OF P|New York Times, May 24, 1952>^{[permanent dead link]}
19. ^Male Honor Society at Penn Planing to Admit Women||New York Times, February 07, 1971>^{[permanent dead link]}

External links[edit]