Our story begins in the year 2388, sixty years before the Exodus. Moshe, having been raised by Basya the daughter of Pharaoh, knew that he was a Jew, the son of Amram and Yocheved, and that his brethren were enslaved beneath the oppressive might of Pharaoh and Egypt. However, following his adopted mother’s instructions, Moshe did not reveal his true identity to anyone. From his gilded perch within the royal palace, Moshe contemplated the plight of his birth nation and attempted to lighten their burdens without compromising his true identity. With that in mind, Moshe postured himself as the most subservient of Pharaoh’s grandchildren winning Pharaoh’s love and trust. As Moshe grew to manhood, Pharaoh gave him greater and greater administrative responsibilities till he was appointed as chief administrator in charge of Pharaoh’s entire slave labor force. From his new position, Moshe passed innovative regulations such as, “allowing the Jews to rest on Shabbos”; rationalizing to Pharaoh that they would work much better with a day off to rest their weary and beaten bodies.

The slave labor was supervised by both Egyptians and Jews. Each Nogesh- Egyptian overseer was in charge of ten Shotrim- Jewish captains, who were in turn responsible for ten Jewish slaves. Moshe, wishing to maintain his secret identity, restricted himself from having direct contact with the Jewish captains or the slaves. However, desiring to know as much as possible about the plight of the Jews, he spent time “hanging out” with the overseers and listening to their “bragging” accounts at embittering the lives of their Jewish captains and slaves.

The Medresh tells us that the Jewish captains would often take the beatings intended for the slaves on their own shoulders and backs by assuming blame for whatever the overseers might have contrived against their slaves. In reward for this courage and self-sacrifice, the 70 elders, the Sanhedrin, were eventually chosen from among the Jewish captains.

For the most part, Pharaoh gave his overseers free reign to abuse and misuse the Jews. However, wanting to retain a pure Egyptian genetic superiority (sound familiar?) he forbade, under the penalty of death, any sexual contact between Egyptian and Jew. This was a source of continuous complaining and frustration by the overseers against their jobs. Because Moshe spent so much time with the overseers, they learned to trust him and speak openly in his presence.

One day, while hanging out around the Aloe Vera Juice dispenser in the overseer lounge, Moshe heard one Nogesh complaining that if he attempted to start up with a Jewish woman, she immediately threatened to tell Pharaoh and have him killed. The friend to whom he was complaining told him that he knew of one woman, the wife of a Jewish captain, who flirted with everyone, chatting and greeting all the other slaves and overseers. She was so friendly that she was called “Shlomit”. He felt that she was one Jewish woman that would welcome an overseer’s attention and favors. The overseer resolved to follow up on his friend’s information.

Moshe recognized the overseer’s intentions and was concerned for the Jewish nation. Moshe understood that the Jews had a delicate relationship with Hashem and that the courage and purity of the Jewish women was a major contributor in maintaining that relationship. He therefore resolved to pay closer attention to the Egyptian overseer, even if it meant that he would have to mingle with his Jewish brethren and possibly be recognized as a Jew. As the verse says, “Moshe matured and he went out to his brethren.” (Shemos: 2:11)

The daily routine involved the overseers waking up their ten Jewish captains at the crack of dawn, who in turn would wake up their ten charges for the day’s assignment. The overseer who was resolved to seduce Shlomit woke up her husband, and when he had left the house to assemble his slave force, the overseer seduced and impregnated Shlomit. Shlomit’s husband, sensing something wrong, returned to his home just as the overseer was leaving. The overseer saw that the husband had seen him and hurried away. The husband confronted Shlomit, who admitted to having had relations with the overseer, but claimed that in the darkness of the early morning she mistook the overseer for her husband. The overseer, threatened by the husband’s knowledge, demoted the husband from captain to slave laborer and began to beat him with the intent of killing him. It just happened to be the same day that Moshe decided to “go out to his brethren”, where the Pasuk [verse] tells us, “and he saw an Egyptian man hitting a Jewish man.” (Shemos: 2:11).

Moshe checked to make sure that there were no witnesses, and as Rashi explains, he also saw that nothing positive would come from the Egyptian, and he killed the Egyptian overseer burying his body in the sand. The husband who Moshe had saved was Dattan, brother of Aviram, of the tribe of Reuven.

Moshe assumed that Dattan, one of the Shotrim and true heros of the Exodus, would be grateful for having being saved; but in truth, Dattan perceived the entire incident from a totally different perspective. Keep in mind that Dattan, as a Jewish captain, was totally committed to protecting the Bnai Yisroel, and if necessary, willing to sacrifice his own life. Dattan had serious reservations regarding Moshe. “What will be when the dead overseer is discovered missing or dead? The authorities will embark on a reign of terror until the murderer is apprehended, or until some courageous soul admits guilt in order to save the rest! It would have been far better if Moshe had allowed the Egyptian to kill me! At least the others would have been safe from their vicious revenge! Instead, this do-gooder Moshe, who’s been raised with a silver spoon in his mouth, finally awakens to discover that he has a conscience. Despite his good intentions, he is a loose cannon – and he will continue to put all of us in danger!”

Dattan shared his fears with Aviram his brother, who agreed with Dattan. However, before concluding about Moshe’s potential danger, they decide to test him. The next day they staged a mock fight between the two of them in order to see how Moshe would react. As the Torah tells us (Shemos: 2:13-14), Moshe fell right into their trap by attempting to stop the fight. Dattan then said to Moshe, “Who made you our prince and judge! Are you going to endanger all of us through your impulsiveness and lack of judgment, in the same way that you did when you killed the Egyptian and saved me?!” Concluding that Moshe was a mortal danger, Dattan and Aviram turned Moshe in to Pharaoh, thereby staying any need for additional punishment. As we all know, Hashem saved Moshe who then fled to Midyan for the next 60 years.

Back at the Dattan residence, Dattan dealt with Shlomit with dignity and righteousness. Accepting his wife’s assertions that the entire “seduction” had been a case of mistaken identity, Dattan maintained her as his wife, raised her son as his own; however, because she was technically an adulteress, he did not engage in marital relations with her. Over time he married a second wife and had sons of his own. As things returned to normal, Dattan and Aviram’s enmity toward Moshe grew greater and greater with every passing year and every instance of oppression.

After 60 years of exile, in the year 2448, Moshe was sent back to Egypt to redeem the Bnai Yisroel. Approaching the Jewish captains who were considered the elders of the nation, Moshe gained their support – except for Dattan and Aviram. They forewarned the others that Moshe had not changed, and he was destined to make it worse rather than better!

Moshe had his first confrontation with Pharaoh, and so it was! He made it worse for the Jews, not better! Upon leaving Pharaoh’s presence, Dattan and Aviram were waiting to hurl their proven accusations at Moshe and Aharon. (Shemos: 5:20-21) “All you’ve done by going to Pharaoh is give him a sword with which to kill us!”

The ensuing year of plagues and miracles proved to the masses of Jews and Egyptians that Moshe was the Redeemer, and soon enough Moshe lead them out of Egypt. However, in spite of the seemingly divine proof of Moshe’s mission, Dattan and Aviram continued to distrust and hate Moshe. However, neither Hashem nor Moshe judged Dattan and Aviram harshly. It was clear that their enmity had been kept private and had been founded upon their concern and love for the Bnai Yisroel.

In the second year of the desert, the rebellion of Korach and his cohorts occurred. Korach challenged Moshe and Aharon’s claim to leadership and Moshe devised a test to prove their divine appointment. All of a sudden Dattan and Aviram joined with Korach against Moshe and Aharon! Moshe attempted to reason with Dattan and Aviram showing them that their concerns were not the concerns of Korach, (Bamidbar: 16:12) but they refused his overture of conciliation and remained a part of Korach’s rebellion. The next morning, in an awesome display of divine support for Moshe and Aharon, the earth swallowed up the entire families of Korach, Dattan and Aviram. Everyone died, except for Dattan’s adopted son, the son born to Shlomit from the Egyptian overseer! Once this occurred everyone began to wonder about his background, and his personal history came to the surface. The one fact that he wasn’t told was that Moshe had been the one who killed his “father”.

After the shock wore off, the man (he was at least 61) attempted to pitch his tent on the site of Dattan’s former dwelling, among the tribe of Reuven. However, the elders of Reuven told him that he wasn’t from Reuven and couldn’t live in their camp. He then turned to his mother’s tribe, Dan, who told him that “tribehood” was determined by fatherhood not motherhood and he couldn’t live within their camp either. He then went to Moshe for a Halachik ruling, and Moshe ruled in favor of Dan, forcing the man to pitch his tent outside of the Jewish encampment among the “mixed multitude” of Egyptians who had attached themselves to the Bnai Yisroel at the time of the Exodus.

Among the mixed multitude were members of this man’s family from his father’s side. Hearing the bitter and angry tale of Moshe’s ruling regarding his “non-tribal” affiliation they said to him, “What?! You went to Moshe for a ruling about your situation? Don’t you know that it was Moshe himself who killed your father? You couldn’t get a fair judgment from Moshe, he’s too involved!” Immediately, the man, in anger and frustration, cursed and denied G-d, for which he was punished with the death penalty. Now you know “the rest of the story”.

http://www.torah.org/learning/rabbis-notebook/5758/emor.html#

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Administrative Responsibilities · Amram · Beatings · Burdens · Chief Administrator · Egyptians · Jewish Slaves · Manhood · Moshe · New Position · Overseer · Pharaoh · Pharoh · Plight · Sanhedrin · Secret Identity · Self Sacrifice · Sixty Years · Slave Labor Force · True Identity

Everything I Know About Business I Learned From Poker includes such highlights as:

# Go for positive expected value, not what’s least risky.

# Don’t play games that you don’t understand, even if you see lots of other people making money from them.

# Hope is not a good plan.

# Educate yourself. Read books and learn from others who have done it before.

# Learn by doing. Theory is nice, but nothing replaces actual experience.

# Learn by surrounding yourself with talented players.

# Just because you win a hand doesn’t mean you’re good and you don’t have more learning to do. You might have just gotten lucky.

To Zappos’s list, I’d add:

# Get Pro Sponsorships – it’s free money.

# Most people have no idea how to play.

# Most people cannot learn to play well.

# If you don’t exercise you will turn into a fat disgusting slob.

# 95% of the Players are Men.

# If you’re good enough, people will want to stake you.

# It’s usually better to raise or fold than to just call.

# Weak-Passive is a Horrible Strategy for Success.

# The proof is in the Bank Account.

# Develop a Fierce Bullshit Detector.

# Have Fun or Play A Different Game

Professor Philippa Mein Smith is a Thoughtless Moron – The further up the ranks that I go in academia, the biggest thing I have learnt is about the nature of professors in Australia (and now NZ), is that more than 50% are complete and utter morons with a penchant for hypocrisy. …

Ceri’s Story – Over the past 2 years I have also been suspicious and not been able to completely trust him even though he would swear blind he was not gambling. Maybe I was in denial myself but I did think that maybe he had learnt his lesson and he …

Why the Government Chooses to Open the IRs – On the stock market, these gambling companies have steadily risen in their stock, signaling a growing market. Not surprisingly, the Singapore government has also learnt to capitalize on this, introducing the Integrated Resorts (IRs). …

Horse Racing Tips. Simple advice for gamblers. Posted By : Keith … – So by looking at all the runners, and with the knowledge you have learnt from watching, you can develop a picture in your mind of how the race may possibly be run. c) Stick with Class horses at the beginning. …

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Its an interesting tale of  viewpoint and perspective

Some of the times it is not only management and upper management that should be blamed – workers and their leaders – in the case of the auto industry and specifically the American domestic auto industry that should be examined

Although it can well be said that upper managment in the American car industry was “clueless”  and “devoid of reality”  the case can well be made that for many years it was not the upper execs ( at the top floors dining on fine china in the executive dining rooms), were not making the decisions on auto productions – levels , standards and models .

The decision were being made either by politicans – with their demands and standards – be it safety , fuel or otherwise with the input of the unions chaneling upper management with all their demands – pay and benefits.

We all know of the $ 85 dollar an hour forklift operators, and all the benefits and costs that the automotive companies were saddled with.

If production slowed down workers were paid full bore almost not to work

You might think you were dealing with a government agency – a civil service organization

It was no wonder that “foreign “  autos even those made in the states cost less

Yet look at the qualifications of these union leaders – be it in the US or in Canada with the famous Buzz Hargrove.  What qualificiations do most of these individuals have other than they were good party ( nightime partying and drinking to either get the union appointments or to drink the auto execs under the table socially to have them agree to union requests / demands / blackmail)

Nothing is for nothing.  The costs that the car companies were saddled with had to come from somewhere. It was one giant game with the company “in bed with the union”  according to the viewpoint of the 85 $ dollar an hour fork lift drives.

What both forgot is who they were working for was the American consumer. The car that GM sold for x amount that was good value compared to the import that sold for X + 1000 dollars , should of had a sticker price relating to the actual price of the vehicle , or its constituent imported parts at the port of entry less tarrif fees , not those fees and taxes included.  Yet government was pieced off as well with increased levels of sales and import taxes collected.

Now that the unions will have a giant say as having substantial percentage of ownership of GM how are they going to blame upper management.  Its all in the viewpoint and the money you earn / take home / steal.

Original referenced viewpoint article: 

Outsourcing Top Management: The Lesson of Fiat-Chrysler
By: Dean Baker Monday May 4, 2009 8:20 pm  13
The media coverage of the auto bailouts has focused on the need for union autoworkers to take big pay cuts, causing them to once again miss the real story. The Fiat-Chrysler deal shows that the pay problem is at the top, not the bottom. At the end of the day, the new Chrysler is still likely to be producing most of its cars in the United States. What the new company will be getting from abroad is technology and top management.

This big story was so easily missed because it runs against one of the main myths that our elites have cultivated about the US economy: that the country has a “comparative advantage” in highly skilled labor. In this story, the United States will continue to lose manufacturing and other “less-skilled” jobs as its economy becomes more concentrated in highly skilled sectors.

This story was convenient for our elites because it meant that the decline of manufacturing was a necessary, if sometimes painful, part of a natural economic progression.

It also justified the growing inequality in US society that benefited not just Wall Street bankers and CEOs, but also millions of doctors, lawyers, economists, and other highly educated workers. These people took their six-figure salaries as a birthright, even as the pay of less educated workers stagnated or declined.

While this story of the US becoming a high skills center in the world economy may have been comforting to the elites, and was widely promoted by economists and the news media, there was never much truth to it. Highly skilled professionals did well in recent decades not because they succeeded in international competition, but rather because they were largely sheltered from it.

Trade agreements like NAFTA were explicitly designed to remove any barrier that made it difficult to export manufacturing goods to the United States, thereby placing US manufacturing workers directly in competition with their much lower paid counterparts in the developing world. Most of these restrictions had nothing to do with tariffs. Instead the key issues were rules protecting investment in the developing world along with limits on the ability of the US to exclude imports through safety or environmental regulations.

There has never been any similar effort to eliminate the barriers that prevent professionals from the developing world from coming to the United States and competing directly with their US counterparts as doctors or lawyers or in other highly paid professions.

The economists and the media somehow failed to notice that professionals were intentionally sheltered from international competition and instead just trumpeted them as the winners in the global economy. We were just treated to a beautiful example of this double standard when the media and the economists got all huffy about the “buy America” provision in the stimulus bill that might have protected a few manufacturing jobs in steel and other industries.

While this provision was roundly condemned and eventually watered down, the buy America provision in the Treasury’s latest bank bailout bill went completely unnoticed. This provision requires that any investment manager taking part in the program be headquartered in the United States. Even though the argument against protectionism in financial services is identical to the argument against protectionism in steel, no one bothered to make the argument when Wall Street was the beneficiary of protectionism.

The end result of this protectionism for those at the top is a bloated overpaid sector of top managers, which is what we saw at Chrysler. If we compare wages for assembly-line workers in Europe and the United States, there would not be much difference between the pay of UAW members and their counterparts in Europe. However, there would be a very large difference between the multi-million dollar pay packages of the top executives at the US companies and their European counterparts. The pay gaps persist among the more highly paid engineers and management personnel.

Therefore, it was only logical that a bailout of Chrysler would seek to take advantage of the lower cost management and design skills available at a European car company like Fiat. In Chrysler, as in other companies, the high pay packages for these people are like an anchor dragging them down in international competition. If the US is to be competitive in the 21st century, we must either bring the pay of those at the top back down to earth or we should look to follow the lead of Chrysler and contract out for these services.

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