CSS Today
############################################################\\ \\######### T h e E l e c t r o n i c N e w s l e t t e r o f \\ \\C S S %=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=\\ N \\=%=%=%= ____________ ____________ _____________ \\ \\ / _____ )) / _________)) / __________)) \\ E \\ / // )____)) { ((________ { ((_________ \\ \\ { || _____ \_________ )) \__________ )) \\ W \\ \ \\____) )) __________) )) ___________) )) \\ \\ \____________// (_____________// (______________// \\ \\ \\ \\ ]]]]]]]]] ]]]]]]] ]]]]]]]] ]]]]]]] ]]] ]]] \\ \ ]]] ]]] ]]] ]]] ]]] ]]] ]]] ]] ]] \\ ]]] ]]] ]]] ]]] ]]] ]]]]]]]]] ]] ]] ========== ]]] ]]] ]]] ]]] ]]] ]]] ]]] ]]] No. 95008 ]]] ]]]]]]] ]]]]]]]] ]]] ]]] ]]] _1995.03.04_ %=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%= CSS Today Editorial Board csstoday@iastate.edu %=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=%=
Many of CSS are entering the job seeking (or hunting) stage. As one who has landed a permanent job recently, I would like to share my experiences and provide some suggestions.
Let your mentors, colleagues, and friends know that you are looking for a job and kinds of job you are seeking, as many positions are only locally advertised. Apply for as many jobs as you can, even for those you do not think that you are competitive. I applied for many jobs in my latest round of job seeking, and hoped to get one of the two best ones (both academic positions), although I was not optimistic. However, I got offer from both places (in fact the only offers during that last round!) whereas all the other applications fell through. Of course, do not apply for the ones that you are not interested in or clearly not qualified for.
Pay attention to your resume writing, including content, format, language, and length. Do not be modest. Of course, do not exaggerate either. Go over your resume with your mentor and/or colleagues. If you are looking for an academic position, try to build up publication and grant-funding records. These are very important. At least try to be a junior partner (co-PI or associate PI) in grant writing.
One thing unique to us is that many employers have legitimate concerns about our language (English) capabilities, for more and more positions require good oral and/or writing communication skills. Make sure to tell your references to write your communication skills in the recommendation letters. Also, you may call the employer to express your interest and in the meantime demonstrate your level of oral skills. Keep a good record of all the positions you apply, so when a potential employer contacts you would not forget what the position is about, or worse yet, forget that you have applied for that job. This is all too common nowadays since one usually applies for many positions. If you are caught off guard, be calm and ask if you could call him (her) back.
Interview is very important. Be confident and honest. Dress properly. If not sure, dress in suites and ties. Be formal (address Dr., Mr., Ms., etc.) in the first meeting. Be prepared for the seminar (if applicable). Practice the talk several times. Ask your colleagues to sit in your practice and give constructive and honest criticism. Use good quality slides rather than overheads. Don't talk fast, especially don't give a long seminar. People hate long talks no matter how interesting it is. In the seminar, be sure to relate your experiences and knowledge to the job you are applying for. Show interest in the institution, research fields of interviewers, laboratory and facilities. During interview, also ask if they can show you around the city (town). Upon return, send them a postcard or letter thanking them for the hospitality and opportunity, your impression of the place, etc.
When you are offered a job, make sure that you agree to the terms before accepting it. For academic jobs, not only starting salary and fringe benefits (health insurance, retirement, etc.), but also start-up funds, teaching load, laboratory set-up, and facilities. Find out from your major advisor, department head, or journals (The Chronicle of Higher Education and Academe) what the ranges of start-up salaries in your field are. Also find out what kinds of start-up fund are common. Use those information to negotiate. Dick Tracy of Colorado State University advised that when asked what salary you feel you need to be attracted to the job, say "of course, the job is more important than the salary, but others with my qualifications are being offered $xx,xxx. Also find out the relative loads of teaching, research, and "service" and how these are weighted in evaluation for raise and promotion. Request a reduced teaching load in the first year if possible. Do NOT negotiate until you have the offer in writing. Also remember that you will never (well, never say never) be in as a good negotiating position again. I was too timid to demand start-up fund and laboratory set-up (I asked politely and quickly withdrew when was told "no") and waited almost a year before my laboratory was finished. Put the terms (start-up fund amount, when the equipment/lab space will be available) in writing. Of course, be positive and respectful during the negotiation process and you will in turn gain the respect of your "bosses" and get a good start on your new career.
(Dr. Junda Lin is Assistant Professor at Florida Institute of Technology)
"It is so embarrassing!" a friend of mine cried on the phone at the end of his first week on his first job, "I wore my usual sweatshirt and blue jean and Nike shoes to work only to find out that everybody else was dressing up neatly. I just wished there were a hole on the floor so that I could sneaked in to hide myself." "Didn't the recruiter tell you what you should wear?" I asked. "Yes, he did. He said 'casual dress'," he sounded puzzled.
That was an easy mistake. As a matter of fact, it was two easy mistakes.
We remember back in China people care much about dressing. We talked a lot about it, we spent some time on it, and we shared a lot of our own shopping experience with each other. When we came to the US to attend schools, we suddenly found that people wore all kinds of clothes, and it seemed to us that one could really wear anything as he or she liked. "Americans don't care about dressing," we concluded easily.
That first impression was then enhanced again and again as our life on campus dragged longer and longer. When we finally approached the end of this long academic tunnel at school and were ready to enter the workplace, we almost forgot that there were still people in the world that would wear suit. During the years, we might have given away all the suits and good dresses that we brought from China. Then we would repeated the kind of mistake my friend has made.
The world outside the campus is actually very different than we have thought. People here care no less about dressing than in China. It is an even bigger deal in a business environment. A while ago, IBM's New Jersy Center relaxed its dressing code from formal to casual and it hit the national radio news. You can see how serious it is a matter in this part of the world.
In a business environment, dresses roughly fall to three categories: 1) Business formal dress 2) Business casual dress 3) Casual dress each of which is needed for different occasions, and also depending on the company's dressing code. Many companies have written dressing code, some don't. Usually big companies and service-oriented companies tend to have formal dressing and strict rules, and management people tend to dress more formally than techies. Many companies offer in their orientation program special sessions for appropriate dressing and personal conduct, but some don't.
Of course, there are fine sub-categories within, between, and beyond these three. For example, tuxedo is probably needed for some company activities. If you take a cruise trip on the sea, you'd better be prepared with a tux since there is usually a formal night on board. The requirement for tux is sometimes coded as "black tie", of which you should be aware. Usually people don't buy tux, but rent it.
The upper end of business dress is "business formal dress", which usually means a single breasted, navy blue, matching (with jacket and pant of the same color) suit, white non-strip shirt, conservative tie, black leather shoes, and black socks, with seasonal accessories such as black (or dark colored) coat, dress glove, and a good neck scarf. That is a safe package.
Flexibility comes in for the color of the suit, style, and the tie, but at the beginning of your job, or for an interview, you should still go by the conservative way. Once in the job for a while, you will gradually find out what other colors and styles are appropriate in the particular company. You will find that double breasted suits are a favorite of many people. Usually, black, grey, charcoal, and oliver green are popular colors for business dress. Lighter colors will also go as day to day dresses, as long as you won't go to a very important business meeting. You can also have a little of your own flavor by changing your ties. However, you must have black socks and leather shoes to match your formal dress.
In a relaxed fashion, business formal dress could also mean non-matching suits. That is, a sportswear or blaze plus a pant of different color. But you must make sure that is the case in your situation.
For ladies, business formal also means dark colored matching suits on the most conservative end. You must be aware that pant-suit (instead of skirt) is not always acceptable in some business environment. This situation is changing, though. To match the suit, ladies should have corresponding white shirt (with or without collar), leather shoes, plus a hand bag and minimal conservative jewelry. If it is in the winter, a pair of boots might also be a must in addition to coat, scarf, gloves, etc.
Business casual dress is a wider category than business formal. It could mean non-matching suits for men (with or without tie) and women, it could also mean more relaxed form with shirt/sweater plus casual pant for men, and shirt/sweater plus skirt or dress skirt or shirt plus pant for women. But, it is still a little bit formal. It won't mean jeans. That's very tricky for those fresh out of college, since "business casual" here could be shortened to "casual" while it does not mean "casual (literally)" at all. That's probably my friend's case when the recruiter mentioned "casual" but in fact meant "business casual."
The business casual for women could be stretched and relaxed a little bit to a even wider range. In many such case, women have more flexibility. You can choose to go by the conservative end with pant-suit, or you can also go a little fashionable. As long as it is neat, it should be fine. By the way, there are much more varieties in women's clothes than men's.
With the above two categories cleared, it is easier to say about he real casual. Real casual dress requires no tie, and usually covers jeans. Yet, the complete campus style clothes we have been used to in the many years being poor students are usually still out of the scope of the business environment, even in a social outing. It is helpful to know that jeans by itself is a very special kind that it is always a good idea to ask whether it is ok for certain occasions.
The big difference between campus and business environments is that in a school-like campus one's success is usually measured by one's knowledge and intellectual capability, but in a business atmosphere one's success is measured by one's potential to make profit for the firm and oneself, and that reflects in the different styles of dressing. That's my understanding of the rational behind the dressing code. It may not be to individuals, it is probably more to the firm. For a service-oriented firm, its employees must be well dressed as well as well trained to build its image and to attract customers (individuals or other companies).
As a note, with formal dress, you must not forget to trim your hair. Another note is, don't be surprised if you overheard someone talking about your sloppy dress behind. Humans are human, be Chinese or American, they care much about each other. They will never be hesitant to compliment you by saying "nice tie!", "nice shoes!", or "Cool suit!" You are on track if you start to hear these feedback.
While this article is intended to be an introductory message to our readers that are entering the work place, it is out of the scope to talk about more details such as the style, materials (cotton, wool and leather are still the favorites), name brand, prices, and even the store you buy your clothes, and so on. You will have the fun to explore the fine points. The golden rules are:
Rule 1: When in doubt, dress up (rather than down)!
Rule 2: When in doubt, don't hesitate to ask. Go and talk to a sales person in a good store (though you may not afford to buy there). They are more knowledgeable than you think.
Rule 3: at last, when in doubt, use common sense (rather than imagination)!
For the first time in the IFCSS history, the IFCSS Council passed a resolution asking the IFCSS president Dr. Luo Ning to resign immediately, according to a memo to LUO Ning from Mr. Li Jinghong, the Council chairman on February 26, 1995. The memo, Cc-ed to all public networks, also served as an announcment and a public campaign to remove LUO Ning from his post.
"The IFCSS Council no longer trusts you, the current president of IFCSS, in your integrity and ability in managing IFCSS business," Mr. LI cited the resolution in his memo.
LUO was required by the resolution that was passed on the February 25 Council teleconference to respond by March 1, 1995. "If you refuse or give no response by the above date," LI said, "your impeachments shall be filed with the IFCSS Supervisory Committee automatically."
It is noticed that the Council had based its case on a SVC statement on the investigation of the IFCSS 6th Congress travel reimbursement process. LUO was accused, together with the former president Dr. LIN Changsheng, of "misusing public funds, abusing their power, and committing a stray of serious corruptions," according to the Council resolution. However, the above mentioned SVC statement has not been formally released to the public yet. Upon inquiry, the SVC said that its report "is not ready to be released to the public yet." "The Constitution of IFCSS requires that the lawful decisions of the IFCSS SVC to be obeyed implemented by the Council, the HQ and all other branches of IFCSS," the Council resolution claims in its introduction.
In addition to the impeachement resolution, the Council passed a series of resolutions to "condemn" Dr. LUO Ning for his having "repeatedly violated resolutions adopted by the IFCSS Congress and the Council" and "decisions made by the IFCSS SVC," and "refused to cooperate with the IFCSS council."
The Council also passed resolutions to eliminate the position of the IFCSS HQ offcie manager, to limit the expense of the HQ, to put the financial management under the direct control of the Council, and so so.
The Council's resolution on the preparation of the IFCSS 7th Congress requires the HQ to allot a special fund for the Congress cost, and the Congress preparation task force will be composed solely of the Council members, which is another unprecedented move by this term's Council. In the past one member from HQ and one from SVC have been included into the task force, although the Council is the only one responsible for the Congress.
As many IFCSS activists said, if all the Council resolutions are implemented, the IFCSS HQ will be effectively shut down untill the close of the next Congress. During the whole period, the Council will be the only functioning body of IFCSS. That seems to be contrary to the original idea of check-andbalance of the current IFCSS three-tier structure, although it has been a big topic within IFCSS whether IFCSS should continue to be a threetier or a one-board struture.
"The aforementioned resolution is based on charges which are either groundless accusations or unconstitutional premises," says Dr. LUO Ning, IFCSS president, in his public statement issued one February 27 in response to the Council's demanding his immediate resignation.
As for the statement of the Supervisory Board (SB), which the Council resolution was based on, "the HQ is still in the process of preparing a response before the deadline of March 1, 1995, specified by the SB."
LUO thinks the Council's move threatens the very democratic foundation of the IFCSS which provides the checks and balances of the three branches of the offices --the President, the Council and the Supervisory Board. "It climaxes the attempts in the past half year by some members of the Council to micromanage the daily operations of the HQ," the statement says.
He calls the current situation a matter of life and death constitutional crisis for FCSS and vows to stay firm on his presidential post and fight the gross violation of the Bylaws of the IFCSS.
The president has filed an appeal to the supervisory board against the resolutions passed by the Council on February 28, 1995. .
"All the resolutions deliberated during the last Council meeting on February 25, 1995, were not publicized before February 18, 1995," the appeal says. The IFCSS Council Bylaw requires the Council to publicize its agenda and motions to be deliberated in a Council meeting to all IFCSS members one week before the meeting. Without doing so, the resolutions passed are not valid.
LUO thinks Mr. Li Jinghong, the Chairman of the Council should bear the chief responsibility on this misconduct. The appeal accuses LI of failing to inform the public of the Council motions, changing the Council meeting date arbitrarily, blocking the HQ staff to be present in the meeting on behalf of the president, and blocking some Council member from participating the Council meeting.
The president appeals to the SB to investigate whether Mr. Li Jinghong has any hidden political agenda behind these highly irregular behaviors.
"In view of the critical nature of this matter, I appeal that the SB conduct this investigation in accordance with the basic principle of justice: To base the conclusion of the investigation on the evidences collected only from public inquiries," LUO requests. In the past, the supervisory committee has been conducting its investigations on various important IFCSS issues in a closed-door manner out of the public eyes.
Council's resolution of impeachment took me by surprise. My first instinct: do we have to take this excessive step to end the gridlock? Since 6da, most of us discerned a crisis of governability of IFCSS. The crisis was purportedly the result of conflicts between the executive office and the legislative council. The two branches seemed locked into a struggle over a number of issues. This is really not abnormal. The truth of the matter is impeachment may bring more divisions than consensus in the IFCSS community. At stake is less much the president-council relationship than the image of IFCSS--a symbol of unity and independence.
We should all take a step back to look at the important mix of politics and power in IFCSS from broader political context and perspective. We should also need to decide which issue shall take priority. It seems that IFCSS is at the crucial moment not in power struggle, but in survival (a lack of financial resources to sustain the organization).
Impeachment is not only excessive but also contentious. What are impeachable offenses? Please note, IFCSS was in large part modeled on the American way of separation of powers. In American politics, the House initiates the resolution, and the Senate holds the trial over which the Chief Justice presides. The House has adopted impeachment resolutions against 16 federal officers, and all of them were on criminal conviction. Impeachable offenses must be criminally rather than administratively based. We have to be very careful and cautious about the construction of impeachment. Managerial mistakes or errors, if any, should not be used for impeachment charges. Different leadership style should be tolerated.
We also have to be serious and responsible for the consequences incurred to the individual. Whatever we do, we should do it to minimize personal damage. After so many years in the life of IFCSS, haven't we learned how to resolve conflicts in constructive and productive and protective manners?
Lastly, the ball is in the hand of IFCSS SVC at the present time. Will SVC conduct the investigation fairly and subject the evidences to public scrutiny? There is no precedent of impeachment for SVC to follow, and everything SVC will have done will be the example for the successors. Like others, I will follow the event and look forward to a satisfactory result.
(BAI Yan is an assistant professor of political science at Michigan State University.)
IFCSS is in crisis again. The Council is demanding the resignation of the President. The defiant President is accusing the Council Chair for hidden political agenda. Familiar words such as "shocked", "disappointed", and "saddened", flood the mailing lists. All is well in our little political microcosm.
Are there any "Calvin and Hobbes" fans out there? Just the other day, our beloved Calvin was acting up again, running around the house. Mom was furious, "Calvin, stop running in the house or ... !!". Calvin, ever smart as he is, pondered for only one minute, "Although the rules are in the book, it will take all the resources to enforce them!" Having realized this plain fact, he runs around as happily as ever.
This stripe may just as well sum up the crisis of IFCSS.
The first recorded internal political fight within a modern day prodemocracy organization is that between Wang Binzhang and Hu Ping in MinLian quite a few years ago. Lessons were drawn from that event: in order to prevent ugly inner fighting for power, an organization must institute a complicated check -and-balance power separation structure reminiscent of that of the US government. MinLian became the one that started this practice.
IFCSS, founded shortly after this MinLian fiasco, was a quick-learner. This organization boasts the most complete adoption of the three-power structure since the first day. Within a couple of years, a series of by-laws and regulations were established under an already all-encompassing Charter (Constitution). There is no doubt that IFCSS is the most democratic organization on paper -THE RULES ARE IN THE BOOK.
Yet, crises keep occurring. Several past Presidents have been accused of abusing power, misusing public fund, and promoting personal political agenda. None of these conflicts were resolved according to the rules. Most ended with the annual election. Some lingered from one administration to another. There is little indication that the current crisis would be any different -THE RULES ARE NOT ENFORCEABLE.
There are two major, but intertwined reasons for such a flaw. The first is that an organization is not a country. Although one may faithfully copy the three branches of bureaucratic power, one cannot do the same to the violent machine that is the law enforcement: the police, army, and the prison system. Without such a force, any decision (including the impeachment of the President) by any branch of power, no matter how legitimate, relies little more than personal integrity and respect to the same organizational laws for enforcement. It is thus little better than the piece of paper or the collection of bytes that carry it, so long as the conflicting party refuses to go along.
Of course one can also choose to make the internal matter external and seek help from existing law enforcement machine: a court battle. Besides the high cost and negative publicity associated with it, the unfeasibility of this action hitches on the other reason of the flaw: the existing laws are internally contradictory and non-enforceable in any case. It is easy to imagine the mess it would create once the court starts to examine the fundamental concepts such as the membership of IFCSS, the qualifications of our council members, the validation of Council resolutions without President's signature, etc. etc.. It is even easier to speculate that the case would be immediately thrown, if not laughed, out of the court. Even NAACP could not afford such a court fight and opted a buy-out.
As most people can clearly see from the unfolding of the events, the current dispute within IFCSS is largely a personal one. Fighting for one's ego is a lot harder to avoid or resolve on the bases of personal respect to the ambiguous laws than fighting for any issue/agenda. This is exactly where the democratic system is supposed to safe guard. This is also when we are once again reminded that a democracy on paper is not necessarily a democracy in function.
Dr. DONG Quan has been elected as the 6th Term President of Sino-Ecologists Club Overseas (Sino-ECO) recently in the annual presidential election. Dr. DONG obtained his Ph.D. at the University of Venderbilt, Nashville, TN, and now join the University of Miami as post-doc. Sino-ECO was founded in 1988 for the purpose of promoting the exchange of ideas, knowledge, and scientific development in ecology and related sciences among ecologists overseas and in China. Its members are from US, Canada, Japan, Australia, Europe, and China. Based on the Bylaw, Sino-ECO elects its president each year. Then the President forms the Board of Directors, which includes Drs. GUAN Weihe (FL), HE Xi (HI), LI Xiaojun (Vice-President, D.C.), LIN Guanghui (AZ), LUO Jiangang (Treasurer, NY), MIAO Shili (FL), PAN Yude (MA), and ZOU Xiaoming (PR). The President has also the power to establish working committees and appoint committee chairs.
"One of the goals for this presidency is to establish an Overseas Chapter of the Ecological Society of China." Dr. DONG said. In 1994, Sino-ECO successfully proposed a China Chapter under the Ecological Society of America (ESA), one of the largest societies in the U.S. The name "China Chapter", later, was changed into "Asian Ecology Section" based on Sino-ECO members' suggestion. Sino-ECO organized two successful workshops in Huhhot and Shanghai in the year of 1994. It has been a tradition that Sino-ECO has its "Annual Get Together" at Annual Meeting of ESA. Many members believe that friendships and having fun are the soul of Sino-ECO besides academic exchange. The organization has its networks, sino-ecol@ jupiter.esd.ornl.gov (Members) and sino-eco@ jupiter.esd.ornl.gov (Directors). The Sino-ECO Newsletter has been published bi-monthly since 1988.
10:40 AM, November 29, 1994, gunshot echoed on the fourth floor of the Medical Center, the University of Utah. A Chinese young lady emerged from a laboratory shortly, with a 0.38 Colt semi-automatic shotgun on hand. She walked to the stairs, but collapsed at the door. An administrator showed up at the door, and the gun was seized without struggle.
Minutes later, campus police led the lady away handcuffed.
Who Are They?
The young lady is Ms ZHANG Qi, a laboratory technician at the Medical Center. The victim is Mr YU Ping, a technician working at the same laboratory. They both are from China and they were dating each other not long ago.
ZHANG Qi grew up in Harbin, attended Jilin University before she came to the US. She married Mr SONG Linsheng, currently a PhD candidate in the Department of Chemistry of the University of Utah, when they were classmates at Jilin. Mr SONG came to the US after graduation from Jilin, and Ms ZHANG joined him in 1985. Later, she was studying at Utah, and transferred to the Medical Center about one and half year ago. It was said that the couple has a young daughter, but their marriage was always in trouble. ZHANG's parents were living with them at the time, but the relationship were never improved. However, her transfer to the Medical Center was the turning point of the troubling marriage, since the affair with Mr YU started shortly after ZHANG met him.
In last January, ZHANG filed a divorce. After three months efforts without merit, the couple finally broke. From people close to the couple, Mr SONG confronted Mr YU for his involvement in the couple's problem, but their unpleasant quarrels did not change anything.
The ordeal of ZHANG started after the divorce. It is said that she was hoping to get married with YU after the settlement, only found YU was not interested in marriage. To be able to compromise, ZHANG planed to send the two-year old daughter to China with her parents, but the illness of her parents prevented their return. In earlier of last year, YU visited China, and it was rumored that he was on a trip to meet his girl friend. Upon his return, YU told ZHANG that he had already married to his girl friend in China. Hearing this, ZHANG was furious and desperate. People saw them fighting constantly. Before the Thanksgiving, in front of many colleagues, Mr YU asked ZHANG to return his keys, and he said that they should never see each other again. ZHANG suffered from insomnia the whole week, and she was in a mood for suicide. Later, YU called police to report the suicide case, and ZHANG was under police surveillance and investigation. At this moment, ZHANG was under pressures from her parents, friends, and colleagues, and this forced her to take the extreme action.
YU Ping's Accounts
Recovering from the gunshot, YU Ping met a Chinese reporter to tell his own account. He admitted that he had an affair with ZHANG, but he was pursued by ZHANG. They exchanged love letters, and YU sent a postcard to ZHANG when he was in China. However, YU stressed, their relationship was purely spiritual, and they never had sexual relation. He denied the accusation that he changed his mind on the marriage, and never played any role in ZHANG's breakup with her husband. He also said he never used the daughter as an excuse. He said they were no longer dating each other after ZHANG's husband, SONG, confronted him.
The story did not end here, YU said. After he told ZHANG that he is going to get married with his girl friend, ZHANG was angry. After ZHANG's divorce case approved, YU saw a big "?" on his door. ZHANG once asked him directly about their marriage. After getting a "No", ZHANG was in a constant depressed mood, and she told her disappointment to YU's former wife. ZHANG walked around YU's home constantly, and his mail were checked without permission. To end this nightmare, YU said he was considering to get married before the Christmas. One week before the Thanksgiving, ZHANG came to him for reconciliation, but YU did not agree to marry her. When he was taking a trip to Las Vegas, ZHANG followed his car to the highway. When he returned, his answer machine was full of ZHANG's sobering and crying. At this moment YU called police.
The End
The story did not end there, while ZHANG is under mental treatment in prison. Her former husband, Mr SONG, was running around to get her out from the $200,000 bail, which is almost impossible for a student.
ZHANG was charged with second degree murder waiting for trial which could put her into prison for one to ten years.
(The report is based on local newspaper articles.)
############################################################################ | Editor of This Issue: YUAN Wei Deputy Coordinator: DING Yungui | | Technical Editor: LIANG Yan, SAN Zi | | - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -| | CSS Today is a publication of the CSS Today Editorial Board devoted to | | the CSS community for your right to know. What CSS Today carries does | | not necessarily reflect the opinion of the editors. | | ________________________________________________________________________ | | | | For back issues of CSS Today, please use one of following: | | (1) ftp toand search in folder: /pub/e-pubs/CSS-Today | | (2) gopher to : | | English-Menu -> Other Electronic Publications -> CSS-TODAY | | (For WWW: gopher://cnd.cnd.org:70/11/English-Menu/e-pubs/CSS-TODAY) | | (3) ftp to and search in folder: /pub/org/csst/ | | (For www tools, use ftp://ftp.ifcss.org/pub/org/csst/ ) | | (4) http://www.ifcss.org:8001/www/pub/org/csst/ | | | | CSS Today welcomes contributions, comments, questions, criticisms and | | anything concerning a healthy establishment of the CSS community. For | | question, please inquire to: | | | | - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -| | csstoday@iastate.edu | ############################################################################