The World and Modern Science

  • Mar 14

    How to avoid that High Frequency Trading ruin our portfolio 14 August 2009 by Paola Pecora manipulation in the stock markets has always, except with different name and modus operandi each time. From the vulgar and rooted confidential information that no market is saved (given in peripheral markets where fortunes have been created thanks to her very frequently) until the last novelty on Wall Street (which is not so): High Frequency Trading (HFT) or high-frequency trading. As your name leaves guessing, it’s operative very frequent and repetitive in its form, but not its content. And why it arises in the light of common inverter this methodology of trading? Throughout history to be salable, need to have a police component: in this case the theft of a code to nothing less than Goldman Sachs (NYSE:GS). epth analysis. Is the latest fad in Wall Street, noted Charles Duhigg in The Times, a way for a handful of traders dominate the stock market, spy on the orders of the investors, and, according to critics, same to subtly manipulate share prices. High Frequency Trading – is called and blow is one of the operative that is spoken most and is a mysterious force of the market. Every business has its risks, and some are more exposed than others, know to locate and know those risks already constitutes a step forward to defend us.

    The majority of investors do not know read to these maneuvers of Wall Street investment firms – Goldman Sachs may be affecting their investment portfolios. The HFT is what is commonly known in the market by Algorithmic Trading. It is equivalent to algorithmic trading also called automatic trading or black box trading, same many have dubbed robo trading (the language Anglo-Saxon when it seeks to emphasize a concept uses the Spanish language). What is the HFT? The HFT is the use of software programs with quantitative strategies which, following certain guidelines are triggered and entering the market as orders both buying and selling with strong volume.

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  • Personnel

    Filed under News
    Oct 30

    Establishing a clear vision of the future of the library. Official site: Governor Cuomo. Set challenging goals and objectives. Create and maintain shared values, fairness and ethical behavior at all levels of the library models. Build trust and eliminate fears. Provide staff resources, training and freedom to act with responsibility and authority.

    Inspire, encourage and recognize the contributions of staff. Principle 3 involvement of the personnel, at all levels, is the essence of a library and its total commitment enables their abilities to be used for the benefit of this. This implies: the address should improve both the effectiveness and the efficiency of the library, including the system of quality management, through the participation and support of people. As an aid in the achievement of its objectives of improving performance, the address should promote the participation and development of its staff: – by providing continuous training and career planning, – defining their responsibilities and authorities, – establishing targets individual and team, and managing the performance of processes and evaluating the results, – facilitating active participation in the establishment of objectives and decision making – through honors and rewards-, facilitating the communication of open information and two-way continuously revising their staffing needs, – creating conditions to promote innovation- ensuring effective teamwork, – communicating opinions and suggestions, – using measurements of satisfaction of the staff, – investigating the reasons why staff is linked to the organisation and dissociates itself from it. The address of the library should make sure that you have the necessary competence for the effective and efficient operation of the organization. The address should consider the analysis both of the present competition needs and expected compared with the already existing in the library competition. The consideration of needs of competence includes sources such as – future demands related to the plans and the strategic and operational objectives, – anticipation of the needs of succession of managers of areas and of the labour force, – changes in processes, tools and equipment for the library – evaluation of the individual competence of the personnel to perform defined activities, – legal and regulatory requirements and standards that affect library and its stakeholders.

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