Hello Cite HR Users. I am uploading the materials that I obtained from a renowned provider by becoming a member. Although the materials should not be used as is, you can refer to them and plan your training.
Each week, I will be uploading more materials. Those who can make use of them, please be watchful.
From India, Pune
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276Each week, I will be uploading more materials. Those who can make use of them, please be watchful.
From India, Pune
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contd... Motivation training materials Spl. thanks for those who use it. By looking to the num. of people who thank I am really enthusiased to do more posting. thank you
From India, Pune
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From India, Pune
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thank you for your encouragement. Please don’t use it as it is. Please use it for reference. This time business writing i am uploading... to be cntd...
From India, Pune
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From India, Pune
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Hello This time you can make use of these materials to train the trainers thank you
From India, Pune
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From India, Pune
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This time I am posting some materials on training facilitation. " when you make others happy..... you feel happy" regards Mahesh
From India, Pune
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From India, Pune
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Hey Mahesh,
It's an amazing job you have done by posting this information. These modules are crisp and would prove to be very helpful to our trainer community if used with caution. Thanks a ton. They have given me wonderful inputs.
Shahnaz
From India, Mumbai
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It's an amazing job you have done by posting this information. These modules are crisp and would prove to be very helpful to our trainer community if used with caution. Thanks a ton. They have given me wonderful inputs.
Shahnaz
From India, Mumbai
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Hi Friends,
Your contributions are a great boon for people to enhance their skillset, and as a chain reaction, many more people will benefit. I hail your efforts wholeheartedly and wish you all the success in your career.
Regards,
Jay
From India, Madras
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Your contributions are a great boon for people to enhance their skillset, and as a chain reaction, many more people will benefit. I hail your efforts wholeheartedly and wish you all the success in your career.
Regards,
Jay
From India, Madras
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Mashmahesh, I dont know and words to thank you for all the important postings you have done for all trainers which you were not supposed to then also. Great work keep posting.
From India, Mumbai
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From India, Mumbai
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Hey Mahesh, I really appreciate all your efforts for putting together such wonderfull modules and also for sharing your piece of hard work with all of us. thanks a ton!!!!! regards, Meenakshi
From India, Pune
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From India, Pune
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Hello All,
This time I am posting the materials which I got about project management FUNDAS. This will be useful for trainers in the IT field. Be watchful... PM intermediate and PM advanced are underway.
Regards,
Mahesh
Training Manager
From India, Pune
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This time I am posting the materials which I got about project management FUNDAS. This will be useful for trainers in the IT field. Be watchful... PM intermediate and PM advanced are underway.
Regards,
Mahesh
Training Manager
From India, Pune
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Friends.. This is a package 4 PM training... These are inter Course materials. Advanced is followed. to be contd... Regards Mahesh Training Manager (thanks 4 ur encouragement)
From India, Pune
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From India, Pune
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The information is very useful.Do you have any training games for goal setting and time management
From India, Bangalore
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From India, Bangalore
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Hi Friends,
In this series of posts, I am adding another one which is PM advanced. I am really enthusiastic to post in Cite HR because before these posts, I had fewer than 50 thanks counts. Now it is more than 300.
SPECIAL THANKS TO THOSE WHO THANKED ME
Regards,
Mahesh
Training Manager
From India, Pune
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In this series of posts, I am adding another one which is PM advanced. I am really enthusiastic to post in Cite HR because before these posts, I had fewer than 50 thanks counts. Now it is more than 300.
SPECIAL THANKS TO THOSE WHO THANKED ME
Regards,
Mahesh
Training Manager
From India, Pune
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In this series , this time I am posting assertiveness. "Learn Share Advance" regards Mahesh Training manager to be contd....
From India, Pune
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From India, Pune
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Problem solving is some kind of training that all employees need. these materials will help you reagrds Mahesh
From India, Pune
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From India, Pune
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Friends I found many CITEHR queries on communication training materials. This time communication materials are posted Regards Mahesh
From India, Pune
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From India, Pune
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Hi Mahesh,
It's simply marvelous, wonderful, amazing, stunning, spectacular, excellent, awe-inspiring, splendid, fabulous, cool, groovy, superb, breathtaking, fantastic, great, remarkable, dire. Sorry, all the words are over, I can't add anything more on the contribution that you have made in my life to learn more and give more to all. "Praise the Lord." May the almighty bless you in all that you do.
Regards,
C. Asher
+919008711011
Training Manager
From India
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It's simply marvelous, wonderful, amazing, stunning, spectacular, excellent, awe-inspiring, splendid, fabulous, cool, groovy, superb, breathtaking, fantastic, great, remarkable, dire. Sorry, all the words are over, I can't add anything more on the contribution that you have made in my life to learn more and give more to all. "Praise the Lord." May the almighty bless you in all that you do.
Regards,
C. Asher
+919008711011
Training Manager
From India
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Hi Mahesh,
Thank you for sharing the marvelous, wonderful, amazing, remarkable collection. There are no words to express my gratitude for this. Thanks to citehr, we have come across a platform where people like you exist.
Pankhuri Shree
pankhuri_shree@yahoo.co.in
From India, New Delhi
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Thank you for sharing the marvelous, wonderful, amazing, remarkable collection. There are no words to express my gratitude for this. Thanks to citehr, we have come across a platform where people like you exist.
Pankhuri Shree
pankhuri_shree@yahoo.co.in
From India, New Delhi
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thanks 4 everybody.... Ur encouragement makes me to find time to post.. to be contd.....
From India, Pune
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From India, Pune
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Hi Mahesh, Fantastic, Fabulous, Super.............................b, I have never seen this kind of material in any site. Again we are waiting for new post. Thanks, Amit
From India, Mumbai
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From India, Mumbai
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Hi Mahesh,
Thank you very much for the inputs. However, the PDFs that you have loaded do not contain the complete information about the session as they are only 16 pages instead of 34 pages. Please do check.
Regards,
Kulshum
From India, Coimbatore
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Thank you very much for the inputs. However, the PDFs that you have loaded do not contain the complete information about the session as they are only 16 pages instead of 34 pages. Please do check.
Regards,
Kulshum
From India, Coimbatore
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Hi Stress management materials attached regards mahesh to b contd....
From India, Pune
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From India, Pune
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Dear Sir,
I have come across your various postings, and I must say, they are all excellent. Please continue with your great work. We are all eagerly awaiting your next collections.
Thanks,
Rahul Verma
MA, MBA, MCA, LL.B, CITIP (Swindon)
DISM, PGDDE, PGDFM, FIII, ACII (London)
From India, Ambala
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I have come across your various postings, and I must say, they are all excellent. Please continue with your great work. We are all eagerly awaiting your next collections.
Thanks,
Rahul Verma
MA, MBA, MCA, LL.B, CITIP (Swindon)
DISM, PGDDE, PGDFM, FIII, ACII (London)
From India, Ambala
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Thank you, Mahesh, for providing good materials. A request to 'budding' trainers and 'professionals'... please use this as a base and develop on your own. Recently, I was at a training program where I happened to come across an overenthusiastic trainer using another trainer's original work even without masking/camouflaging the name/reference!
From India, Madras
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From India, Madras
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Dispute management materials are extremly rare to get.... pls make useful regards mahesh
From India, Pune
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From India, Pune
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Friends I am uploading meeting management training materials this time. As I told U please use it for ref. regards mahesh
From India, Pune
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From India, Pune
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Dear Sir/Madam,
We wish to introduce ourselves as Trainers and Recruiters who cater to the niche market of the service sector.
Our strength lies in understanding the training and recruitment requirements of the travel/aviation/hospitality sectors and in all the other sectors that have a larger interface with the customer.
Our hands-on experience helps us understand the demands and requirements of the service sector, which is witnessing low employee retention and motivation. Further, our principal consultants carry with them vast and varied experience as Trainers and Recruiters adept in dealing with all verticals within an organization.
For all your Training and Recruitment needs, please do contact us.
We would be able to help you solve a recurring problem so that your and your organization's constructive time is not lost.
For more details, please visit our website.
Alternatively, send us an email, and we will get back to you ASAP.
Many Thanks,
Ruchica Gupta
SR Solutions
Trainers & Recruiters
Servicing the Service Sector
Tel: +91-11-46071150
Telefax: +91-11-46070366
*ruchica@srsolutions.org*
From India, Delhi
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We wish to introduce ourselves as Trainers and Recruiters who cater to the niche market of the service sector.
Our strength lies in understanding the training and recruitment requirements of the travel/aviation/hospitality sectors and in all the other sectors that have a larger interface with the customer.
Our hands-on experience helps us understand the demands and requirements of the service sector, which is witnessing low employee retention and motivation. Further, our principal consultants carry with them vast and varied experience as Trainers and Recruiters adept in dealing with all verticals within an organization.
For all your Training and Recruitment needs, please do contact us.
We would be able to help you solve a recurring problem so that your and your organization's constructive time is not lost.
For more details, please visit our website.
Alternatively, send us an email, and we will get back to you ASAP.
Many Thanks,
Ruchica Gupta
SR Solutions
Trainers & Recruiters
Servicing the Service Sector
Tel: +91-11-46071150
Telefax: +91-11-46070366
*ruchica@srsolutions.org*
From India, Delhi
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Thank you for the several precious uploads you have shared. Two of your 'upload posts' mention:
1. Making others happy makes me happy
2. I find the 'posts I have received have gone up from 50 to 300' now
Well, I guess 'Making others happy to make yourself happy' is a much more rewarding incentive/motivation for your sharing than the physical count of the number of responses you receive. Keep up the good work, Mahesh.
S.N. Raj
From India, Pune
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1. Making others happy makes me happy
2. I find the 'posts I have received have gone up from 50 to 300' now
Well, I guess 'Making others happy to make yourself happy' is a much more rewarding incentive/motivation for your sharing than the physical count of the number of responses you receive. Keep up the good work, Mahesh.
S.N. Raj
From India, Pune
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Hey Mahesh, thanks a ton for these posts. These are really useful, and it's really nice of you to share them with us. I wanted to ask you, though, is there a problem with my downloading or have you only uploaded 17-18 pages per topic or file? Just asking because sometimes my computer downloads them halfway through. Do let me know. Thanks a ton.
From India, Mumbai
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From India, Mumbai
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Here is the corrected version of the user's input with proper spelling, grammar, and paragraph formatting:
---
Here is the link to download a free sample of the modules [Customizable courseware and training materials for computer training and HR skills training](http://velsoft.com) *[link updated to site home]* ([Search On Cite](https://www.citehr.com/results.php?q=Customizable courseware and training materials for computer training and HR skills training) | [Search On Google](https://www.google.com/search?q=Customizable courseware and training materials for computer training and HR skills training)).
Regards,
Bob
---
I have corrected the spelling, grammar, and formatting errors in the user's input while preserving the original meaning and tone of the message. If you have any other questions or need further assistance, feel free to ask!
From India, Pune
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---
Here is the link to download a free sample of the modules [Customizable courseware and training materials for computer training and HR skills training](http://velsoft.com) *[link updated to site home]* ([Search On Cite](https://www.citehr.com/results.php?q=Customizable courseware and training materials for computer training and HR skills training) | [Search On Google](https://www.google.com/search?q=Customizable courseware and training materials for computer training and HR skills training)).
Regards,
Bob
---
I have corrected the spelling, grammar, and formatting errors in the user's input while preserving the original meaning and tone of the message. If you have any other questions or need further assistance, feel free to ask!
From India, Pune
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Hey Citehr community,
I am just new here and I can see that the contributions of Citehr members to the sharing and helping of the community are great. I will try my best to take part in it.
Mahesh, I greatly appreciate all your efforts for providing such wonderful materials and for sharing your experiences with all of us.
Thank you,
Bobinouf
From Vietnam, Hanoi
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I am just new here and I can see that the contributions of Citehr members to the sharing and helping of the community are great. I will try my best to take part in it.
Mahesh, I greatly appreciate all your efforts for providing such wonderful materials and for sharing your experiences with all of us.
Thank you,
Bobinouf
From Vietnam, Hanoi
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Thanks for this wonderful and useful post. Ofcourse this would be a ready reference matter. HOW can one not become a SMART MANAGER now? Thanks and regards P.TRIPATHI
From India, New Delhi
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From India, New Delhi
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Hi Mahesh,
Many thanks for these postings! Unfortunately, the handout for the trainer does not contain all the sessions (it seems to have 26 pages, but only 12 are posted). Can you help me with the complete handout? I would greatly appreciate it!
Thank you,
Alina
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Many thanks for these postings! Unfortunately, the handout for the trainer does not contain all the sessions (it seems to have 26 pages, but only 12 are posted). Can you help me with the complete handout? I would greatly appreciate it!
Thank you,
Alina
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Some additional ppts i would like to share This includes the strategy materials of e learning, also. regards mahesh
From India, Pune
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From India, Pune
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Its very rare... HR training materials are very Rare Also included the change management regards mahesh
From India, Pune
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From India, Pune
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When You Are Preparing For The Interview:
How Will The Interview Be Structured?
Convincing Your Interviewer & Offering Them Reassurance:
Being Interviewed For A Job By Your Existing Employer:
Prepare Your Offensive:
Be Prepared For The Interview:
Do First Impressions Count? You Bet They Do!
Prior To Attending Your Job Interview:
Dress Code - What Clothes Should You Wear For Your Job Interview?
When Your Interviewer Comes Out To Take You Into The Interview – Or When You Are Called Into The Interview Room:
How Can I Control My Nerves?
Make Life Easier For Yourself At The Interview:
During The Interview – Selling Yourself:
Show Your Interviewer That You Are Enthusiastic:
Show Your Interviewer You Are A Confident Candidate And That You Know Your Stuff:
Watching Your Body Language:
General Interview Guidelines – The Do’s and The Don’t’s!
Different Types Of Interview Questions:
Some of the things you should ask at the time include:-
Motivation Tests/Personality Tests:
Negotiating Your Salary & Benefits Package:
Additional Employment Benefits:
Confirmation Of Your Employers Job Offer:
BEST WAY to resign
correctly written application letters
Golden rules
FAQ
From India, Pune
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How Will The Interview Be Structured?
Convincing Your Interviewer & Offering Them Reassurance:
Being Interviewed For A Job By Your Existing Employer:
Prepare Your Offensive:
Be Prepared For The Interview:
Do First Impressions Count? You Bet They Do!
Prior To Attending Your Job Interview:
Dress Code - What Clothes Should You Wear For Your Job Interview?
When Your Interviewer Comes Out To Take You Into The Interview – Or When You Are Called Into The Interview Room:
How Can I Control My Nerves?
Make Life Easier For Yourself At The Interview:
During The Interview – Selling Yourself:
Show Your Interviewer That You Are Enthusiastic:
Show Your Interviewer You Are A Confident Candidate And That You Know Your Stuff:
Watching Your Body Language:
General Interview Guidelines – The Do’s and The Don’t’s!
Different Types Of Interview Questions:
Some of the things you should ask at the time include:-
Motivation Tests/Personality Tests:
Negotiating Your Salary & Benefits Package:
Additional Employment Benefits:
Confirmation Of Your Employers Job Offer:
BEST WAY to resign
correctly written application letters
Golden rules
FAQ
From India, Pune
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Hi,
It's very nice of you to share your material. It's great to see people sharing and caring, I must say. Unfortunately, I could not open Adobe files. If you could please email it to me at p_psharma@yahoo.co.in, it would be very nice of you.
Pratima
From India, Pune
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It's very nice of you to share your material. It's great to see people sharing and caring, I must say. Unfortunately, I could not open Adobe files. If you could please email it to me at p_psharma@yahoo.co.in, it would be very nice of you.
Pratima
From India, Pune
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Hi, It is a great service that your doing to the Trainers feternety. Keep doing this great service of up grading the knowledgd of trainers. Well Done. Regards. G.Ravichandran. 09380417430.
From India, Madras
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From India, Madras
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hai excellent work buddy...cud u pls post something like how to evaluate trainess ,on wat basis etc and how to make an excel file on how to make reports of the trainess assessments...thanks.. Ramya
From India, Madras
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From India, Madras
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Hi friends I am uploading Training delivery manual. Hope it will help all the trainers and HR people who wnated to deliver standard trainings regards mahesh
From India, Pune
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From India, Pune
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Friends Now take a session on Creative thinking....! regards mahesh
From India, Pune
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From India, Pune
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Hey Mahesh,
I know I'm just another person in the bandwagon who is thanking you, but I think any number of thanks could not do justice to your contributions. Thanks a ton and keep adding to your inputs while we add to our increasing output!
Take care and God bless!
From India, Mumbai
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I know I'm just another person in the bandwagon who is thanking you, but I think any number of thanks could not do justice to your contributions. Thanks a ton and keep adding to your inputs while we add to our increasing output!
Take care and God bless!
From India, Mumbai
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Try out the conflict management training. Generalized approach to conflicts regards mahesh
From India, Pune
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From India, Pune
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Interview skills are something that should be trained. regards mahesh
From India, Pune
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From India, Pune
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I am posting some of my previous posts which was unnoticed. since this thread is watched by many i think it won’t be lost. regards mahesh
From India, Pune
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From India, Pune
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Thank you, Mahesh. This is really useful. Awesome stuff. It's one thing to have info and another to want to share it. Kudos!
Can you please pass on your email contacts to me at
? I am into organization development, and we can share thoughts/notes. Also, your instructor guide (posted on teamwork) seems corrupt. Could you please resend it to me?
Thanks. I look forward to hearing from you.
Cheers,
Priya
From India, Delhi
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Can you please pass on your email contacts to me at
Thanks. I look forward to hearing from you.
Cheers,
Priya
From India, Delhi
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Here comes the last chapter of the video uploads .. of Project management
From India, Pune
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From India, Pune
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Dear Mashmahesh,
I appreciate your attitude to share whatever PowerPoint/material you have, and I thank you immensely for the same. However, I request you to kindly check whether the materials are downloadable and not corrupted. Most of the PDF files and all the PM video files you have posted are not downloadable as they seem to be corrupted.
Regards,
Govans
From India, Madras
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I appreciate your attitude to share whatever PowerPoint/material you have, and I thank you immensely for the same. However, I request you to kindly check whether the materials are downloadable and not corrupted. Most of the PDF files and all the PM video files you have posted are not downloadable as they seem to be corrupted.
Regards,
Govans
From India, Madras
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Hi Govans,
Please use the latest version of PDF to view the PDF files and RealPlayer to view the video files. When you say most of the files are corrupted, then there is no purpose in posting them. Please let me know the specific files which I can reload.
Regards,
Mahesh
From India, Pune
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Please use the latest version of PDF to view the PDF files and RealPlayer to view the video files. When you say most of the files are corrupted, then there is no purpose in posting them. Please let me know the specific files which I can reload.
Regards,
Mahesh
From India, Pune
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Hi Mahesh,
All training material posted by me is incomplete and of no use, I think.
Mr. Ritesh, if you expect that the materials will be readily available for you to blindly take and use, then you are on the wrong side of the ground. Whatever I have, I shared with you. I use them for reference to create my training materials and conduct training sessions. I find them extremely useful, which is why I posted them. I had already requested to be informed about any corrupted files so that I can reload them. If they are of no use to you, please leave them alone. It is unprofessional to use materials in which somebody has sacrificed their time and intellect. I suggest you refer to them and create an improved version. If you are looking for shortcuts, I am sorry.
"No pain, no gain."
I spent my valuable time posting all this to share what I had with the citeHR members. So, Mr. Ritesh, I will continue my postings. If you find them not useful, remember there are thousands who find them valuable.
Regards,
Mahesh
From India, Pune
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All training material posted by me is incomplete and of no use, I think.
Mr. Ritesh, if you expect that the materials will be readily available for you to blindly take and use, then you are on the wrong side of the ground. Whatever I have, I shared with you. I use them for reference to create my training materials and conduct training sessions. I find them extremely useful, which is why I posted them. I had already requested to be informed about any corrupted files so that I can reload them. If they are of no use to you, please leave them alone. It is unprofessional to use materials in which somebody has sacrificed their time and intellect. I suggest you refer to them and create an improved version. If you are looking for shortcuts, I am sorry.
"No pain, no gain."
I spent my valuable time posting all this to share what I had with the citeHR members. So, Mr. Ritesh, I will continue my postings. If you find them not useful, remember there are thousands who find them valuable.
Regards,
Mahesh
From India, Pune
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I totally agree. I think the format is very standard and it inspired me. Thanks a ton and all the best compliments to you. Your posting is extremely valuable! You made this earth very small, and I can touch you from the far corner of the world. I am a Chinese professional living in Shenzhen, a south coastal area of China, which neighbors Hong Kong. Keep it up! And God Bless You!!!
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Mahesh I wonder how ritesh can give such a comment...? I felt those are really useful... thanx
From India, Pune
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From India, Pune
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Hi Mahesh,
The effort you have taken is really commendable! As you have said, it is a reference material from which we can base our own material. Keep the postings going...
Thanks,
Nandini
From India, Bangalore
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The effort you have taken is really commendable! As you have said, it is a reference material from which we can base our own material. Keep the postings going...
Thanks,
Nandini
From India, Bangalore
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Hi Mahesh, I’m extremely sorry for the comment which hurted you, But I didn’t meant so. Again and again I would like sorry you. Regards, Ritesh
From India, Mumbai
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From India, Mumbai
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Excellent packages for the trainers as reference though they lack depth for a more advance audience/participants. Overall a commendable effort Yean
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[IMG]file:///C:/DOCUME%7E1/ADMINI%7E1/LOCALS%7E1/Temp/msohtml1/01/clip_image001.gif[/IMG]ave you ever seen a football game?
Or been a part of a football team?
These questions might seem awkward and absurd when talking about How to crack a Group Discussion to get into a top B-School.
But they are relevant to understand the nuances of a Group Discussion.
Just reiterating the cliché that a Group discussion, or GD, as it is commonly called, is a group process or a team building exercise does not help students.
As in a football game, where you play like a team, passing the ball to each team member and aim for a common goal, GD is also based on team work, incorporating views of different team members to reach a common goal.
A Group Discussion at a B-School can be defined as a formal discussion involving ten to 12 participants in a group.
They are given a topic. After some time, during which they collect their thoughts, the group is asked to discuss the topic for 20 to 25 minutes.
B-Schools use the GD process to assess a candidate's personality traits.
Here are some of the most important personality traits that a candidate should possess to do well at a GD:
1.Team Player
B-Schools lay great emphasis on this parameter because it is essential for managers to be team players.
The reason: Managers always work in teams.
At the beginning of his career, a manager works as a team member. And, later, as a team leader.
Management aspirants who lack team skills cannot be good managers.
2.Reasoning Ability
Reasoning ability plays an important role while expressing your opinions or ideas at a GD.
For example, an opinion like 'Reduction in IIMs' fees will affect quality' can be better stated by demonstrating your reasoning ability and completing the missing links between fees and quality as:
'Reduction in IIMs' fees will result in less funds being invested on study material, student exchange programmes, research, student development activities, etc.
'Moreover, it costs money to attract good faculty, create good infrastructure and upgrade technology.
'With reduction in fees, less money will be available to perform these ,activities which will lead to deterioration in the quality of IIMs.'
3.Leadership
There are three types of situations that can arise in a GD:
~ A GD where participants are unable to establish a proper rapport and do not speak much.
~ A GD where participants get emotionally charged and the GD gets chaotic.
~ A GD where participants discuss the topic assertively by touching on all its nuances and try to reach the objective.
Here, a leader would be someone who facilitates the third situation at a GD.
A leader would have the following qualities:
~S/he shows direction to the group whenever group moves away from the topic.
~S/he coordinates the effort of the different team members in the GD.
~S/he contributes to the GD at regular intervals with valuable insights.
~S/he also inspires and motivates team members to express their views.
Caution: Being a mere coordinator in a GD does not help, because it is a secondary role.
Contribute to the GD with your ideas and opinions, but also try and steer the conversation towards a goal.
4. Flexibility
You must be open to other ideas as well as to the evaluation of your ideas: That is what flexibility is all about.
But first, remember: Never ever start your GD with a stand or a conclusion.
Say the topic of a GD is, 'Should India go to war with Pakistan?'
Some participants tend to get emotionally attached to the topic and take a stand either in favour or against the topic, ie 'Yes, India should', or, 'No, India should not'.
By taking a stand, you have already given your decision without discussing the topic at hand or listening to the views of your team members.
Also, if you encounter an opposition with a very strong point at the 11th hour, you end up in a typical catch-22 situation:
~If you change your stand, you are seen as a fickle-minded or a whimsical person.
~If you do not change your stand, you are seen as an inflexible, stubborn and obstinate person.
5. Assertiveness
You must put forth your point to the group in a very emphatic, positive and confident manner.
Participants often confuse assertiveness with aggressiveness.
Aggressiveness is all about forcing your point on the other person, and can be a threat to the group. An aggressive person can also demonstrate negative body language, whereas an assertive person displays positive body language.
6.Initiative
A general trend amongst students is to start a GD and get the initial kitty of points earmarked for the initiator.
But that is a high risk-high return strategy.
Initiate a GD only if you are well versed with the topic. If you start and fail to contribute at regular intervals, it gives the impression that you started the GD just for the sake of the initial points.
Also, if you fumble, stammer or misquote facts, it may work against you.
Remember: You never ever get a second chance to create a first impression.
7.Creativity/ Out of the box thinking
An idea or a perspective which opens new horizons for discussion on the GD topic is always highly appreciated.
When you put across a new idea convincingly, such that it is discussed at length by the group, it can only be positive.
You will find yourself in the good books of the examiner.
8.Inspiring ability
A good group discussion should incorporate views of all the team members.
If some team members want to express their ideas but are not getting the opportunity to do so, giving them an opportunity to express their ideas or opinions will be seen as a positive trait.
Caution: If a participant is not willing to speak, you need not necessarily go out of the way to ask him to express his views. This may insult him and hamper the flow of the GD.
9. Listening
Always try and strike a proper balance between expressing your ideas and imbibing ideas.
10. Awareness
You must be well versed with both the micro and macro environment.
Your awareness about your environment helps a lot in your GD content, which carries maximum weightage.
Caution: The content or awareness generally constitutes 40 to 50 percent marks of your GD.
Apart from these qualities, communication skills, confidence and the ability to think on one's feet are also very important.
From India, Pune
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Or been a part of a football team?
These questions might seem awkward and absurd when talking about How to crack a Group Discussion to get into a top B-School.
But they are relevant to understand the nuances of a Group Discussion.
Just reiterating the cliché that a Group discussion, or GD, as it is commonly called, is a group process or a team building exercise does not help students.
As in a football game, where you play like a team, passing the ball to each team member and aim for a common goal, GD is also based on team work, incorporating views of different team members to reach a common goal.
A Group Discussion at a B-School can be defined as a formal discussion involving ten to 12 participants in a group.
They are given a topic. After some time, during which they collect their thoughts, the group is asked to discuss the topic for 20 to 25 minutes.
B-Schools use the GD process to assess a candidate's personality traits.
Here are some of the most important personality traits that a candidate should possess to do well at a GD:
1.Team Player
B-Schools lay great emphasis on this parameter because it is essential for managers to be team players.
The reason: Managers always work in teams.
At the beginning of his career, a manager works as a team member. And, later, as a team leader.
Management aspirants who lack team skills cannot be good managers.
2.Reasoning Ability
Reasoning ability plays an important role while expressing your opinions or ideas at a GD.
For example, an opinion like 'Reduction in IIMs' fees will affect quality' can be better stated by demonstrating your reasoning ability and completing the missing links between fees and quality as:
'Reduction in IIMs' fees will result in less funds being invested on study material, student exchange programmes, research, student development activities, etc.
'Moreover, it costs money to attract good faculty, create good infrastructure and upgrade technology.
'With reduction in fees, less money will be available to perform these ,activities which will lead to deterioration in the quality of IIMs.'
3.Leadership
There are three types of situations that can arise in a GD:
~ A GD where participants are unable to establish a proper rapport and do not speak much.
~ A GD where participants get emotionally charged and the GD gets chaotic.
~ A GD where participants discuss the topic assertively by touching on all its nuances and try to reach the objective.
Here, a leader would be someone who facilitates the third situation at a GD.
A leader would have the following qualities:
~S/he shows direction to the group whenever group moves away from the topic.
~S/he coordinates the effort of the different team members in the GD.
~S/he contributes to the GD at regular intervals with valuable insights.
~S/he also inspires and motivates team members to express their views.
Caution: Being a mere coordinator in a GD does not help, because it is a secondary role.
Contribute to the GD with your ideas and opinions, but also try and steer the conversation towards a goal.
4. Flexibility
You must be open to other ideas as well as to the evaluation of your ideas: That is what flexibility is all about.
But first, remember: Never ever start your GD with a stand or a conclusion.
Say the topic of a GD is, 'Should India go to war with Pakistan?'
Some participants tend to get emotionally attached to the topic and take a stand either in favour or against the topic, ie 'Yes, India should', or, 'No, India should not'.
By taking a stand, you have already given your decision without discussing the topic at hand or listening to the views of your team members.
Also, if you encounter an opposition with a very strong point at the 11th hour, you end up in a typical catch-22 situation:
~If you change your stand, you are seen as a fickle-minded or a whimsical person.
~If you do not change your stand, you are seen as an inflexible, stubborn and obstinate person.
5. Assertiveness
You must put forth your point to the group in a very emphatic, positive and confident manner.
Participants often confuse assertiveness with aggressiveness.
Aggressiveness is all about forcing your point on the other person, and can be a threat to the group. An aggressive person can also demonstrate negative body language, whereas an assertive person displays positive body language.
6.Initiative
A general trend amongst students is to start a GD and get the initial kitty of points earmarked for the initiator.
But that is a high risk-high return strategy.
Initiate a GD only if you are well versed with the topic. If you start and fail to contribute at regular intervals, it gives the impression that you started the GD just for the sake of the initial points.
Also, if you fumble, stammer or misquote facts, it may work against you.
Remember: You never ever get a second chance to create a first impression.
7.Creativity/ Out of the box thinking
An idea or a perspective which opens new horizons for discussion on the GD topic is always highly appreciated.
When you put across a new idea convincingly, such that it is discussed at length by the group, it can only be positive.
You will find yourself in the good books of the examiner.
8.Inspiring ability
A good group discussion should incorporate views of all the team members.
If some team members want to express their ideas but are not getting the opportunity to do so, giving them an opportunity to express their ideas or opinions will be seen as a positive trait.
Caution: If a participant is not willing to speak, you need not necessarily go out of the way to ask him to express his views. This may insult him and hamper the flow of the GD.
9. Listening
Always try and strike a proper balance between expressing your ideas and imbibing ideas.
10. Awareness
You must be well versed with both the micro and macro environment.
Your awareness about your environment helps a lot in your GD content, which carries maximum weightage.
Caution: The content or awareness generally constitutes 40 to 50 percent marks of your GD.
Apart from these qualities, communication skills, confidence and the ability to think on one's feet are also very important.
From India, Pune
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Kevin Freiberg is a recognized authority on leadership and business best practices. The founder and CEO of the San Diego Consulting Group, Freiberg has worked with some of the top companies in the world, including American Express, Ernst & Young, Eli Lilly, General Electric, and Southwest Airlines.
His first book Nuts! Southwest Airlines' Crazy Recipe for Business and Personal Success (co-authored with his wife Jackie) sold more than 500,000 copies worldwide and was named by Financial Times as one of the top five global business books of the year. His second book, also written along with his wife, is Guts! Companies that Blow the Doors Off Business-as-Usual. Freiberg was in Bangalore last week to address a leadership seminar.
In a conversation with Meenakshi Radhakrishnan-Swami, he spoke on the leadership principles behind unconventional companies and how organizations need to create cultures that recognize and reward creativity in individuals. Excerpts:
"Why are you against business-as-usual?"
Business-as-usual is okay, to some degree, because you need stability in the economy. But it's a competitive world. If you get stuck with business-as-usual, you get left behind. Technology and the global economy wait for no one. You either get on board, or you get left behind. Remember that societies, cultures, and business communities advance because of those who are thinking unconventionally, breaking the rules, and creating new ways of doing things.
"Can unconventional companies exist anywhere? Or are there any prerequisites?"
First, you have to have a culture of freedom. By that, I mean a culture where people are not afraid to think in new ways, to challenge the status quo, to test new ideas. In many cultures - I don't know about India, but I suspect it's true here, as in the US - there is a culture of fear where people are afraid to step out of the comfort zone. So how do you create an environment of freedom? You reward intelligent failure. That translates as: I understand the values and the strategy of the business, and within that strategy and those values, I'm going to try new things.
Now, if I fail, the question is, do I get my hands slapped or am I rewarded? It's not enough to not punish people who fail intelligently; you need to reward them. If the company gets across the message that it values the fact that you were thinking outside the box, and it does that with enough people in a company, it's creating a DNA in the culture that says it's okay to try new things. Jack Welch was famous for asking people to try new things. And if somebody tried something that didn't work out, they would sometimes win a trip or a TV set would show up at their home with a card that said something like "With compliments from Jack Welch. Glad you tested this. Sorry it didn't work out." You do that with even one person and word travels fast. "Hey, did you hear what Welch did? Did you hear what he said? Wow." And people get this sense that it's okay to try new things. You also need to learn from failures. One of the classic examples in American business history is 3M with Post-it notes. That was a mistake: it started with an adhesive that failed. A 3M scientist was in church trying to keep his page open for the hymnal, and he needed something to mark the page. He remembered that at 3M they were working on an adhesive that had not served the original purpose. He thought, "Maybe it will work for this." Well, as you know, Post-it notes are now all over the world. But had he not had the freedom to say, "Let's try it, let's see if it works", it would have remained a failure.
"Is there a cost advantage in doing business-not-as-usual? Or is it cheaper to stick with the old, proven methods?"
A company like SAS spends millions on its campus and its people. That's a lot relative to what other companies spend on their people. But relative to what SAS saves in retention, it's minimal. Large computer companies like Oracle, Microsoft, and Siebel lose about 1,000 people a year. The average software developer is paid $75,000-125,000 a year. It takes them a year to be fully productive, to learn the culture and the systems. You do the math, but 1,000 times 100,000 -- that's a big number. SAS loses a 100 people a year. They figure they save somewhere between $60 and $80 million yearly in lower attrition costs. Blowing the doors off business-as-usual can be more cost-effective. Look at Southwest. Its entire success is because it is cost-effective. And disciplined. You can't be cost-effective if you're not disciplined. You also can't be cost-effective if you're not creative. A lot of people don't think the two go together. But I believe boundaries can actually be freeing. What do I mean by boundaries? I mean that the values the vision and strategic intent of the company are clear. All those set boundaries. You get more innovation and creativity in a company where boundaries are clear because when boundaries are not laid out, people gravitate towards the safe area, the middle, instead of getting out on the radical fringe. When you make the boundaries clear, people can push the edge of the envelope.
"What's missing in organizations today?"
Leadership that truly understands that any business is a people business. Yes, you have to have the right operating strategy, understand market trends, and build a brand. But at the end of the day, it's about people. What's missing is leaders who truly understand what it takes to draw the best out of every individual. One size doesn't fit all. You have to be a world-class student of people. And I think most CEOs get preoccupied with doing deals, mergers and acquisitions, with new technology. All organizations need to ask themselves whether they want to remain in a sea of sameness or they want to radically differentiate themselves. If they want to radically differentiate themselves, they need gutsy leadership to do things differently. It takes guts to break with the norm. And it takes guts to look in the mirror and say if this company is to change, what about me needs to change first? Those are not easy questions to answer.
"What you're advocating is a change in the culture of organizations. How easy is that?"
You have to have a lot of backbone to change the culture of an organization. It's not for the faint-hearted. Cultures are designed to protect themselves. And if you try to change a culture using the old values, the old mores, and rituals, you'll have a difficult time. And that's the mistake a number of companies make -- they try to take the old rules and apply them to the new ways. To really succeed, you have to blow up the old ways. That's why Jack Welch was so successful at GE: he exaggerated things. I met with Welch, and he said to me, "If you're going to take an organization of 350,000 people and move them from Point A to Point B, you've got to be at Point Z."
"Would it be easier for a new company to implement unconventional ideas?"
Yes. It's much easier to start from scratch than it is to try and change a culture. The airlines have been trying this for years. Everyone is trying to emulate Southwest, and so Delta has tried to spin off a piece of its business called Song, Continental did it a number of years ago with Continental Light. I think it's very difficult. That's not to say it can't be done: Welch did it at GE. But it takes a lot more guts to change an existing culture than to create a new one.
"Does size matter? Would it be easier for a small company to try gutsy things?"
Yes and no. It's easier for the entrepreneur of a small organization because you can change on a dime. It's like a speedboat versus an aircraft carrier. An aircraft carrier has to negotiate its turn miles in advance while a speedboat can move at will. But then, a large company like GE can absorb the mistakes from people who're doing intelligent failures much more easily than a small company. The consequences are far greater for a small company, so it requires even more courage. If a small company bets the farm on an innovative idea and loses, the company could go out of business. If GE bets on a piece of the business and loses, it's a blip on the radar screen. Of course, if a small company loses, it's that much easier to start over. There's less at stake. If GE goes under, it's like the Titanic just went down.
"Southwest's success has a lot to do with its founder-CEO Herb Kelleher. Every organization can't have a Kelleher. How important is the CEO?"
Kelleher is a media icon because he's so crazy and so out there. It's natural to assume that all the success at Southwest is because of him. But if pause a moment to think about it, any great company is infinitely more than its CEO. CEOs get far more credit than they deserve and they get far more criticism than they deserve. The position serves as a lightning rod. At the end of Nuts! is a chapter on will there be life at Southwest after Herb? The answer was an emphatic yes. Why? Because the culture is so ingrained, the values are so steeped that it would take years to unravel that. People said that when Mr. Sam [Walton] dies, Wal-Mart will fall. What's happened since Mr. Sam died almost a decade ago? Wal-Mart has quadrupled its size and continues to grow explosively. The reason we wrote Guts! is that a number of people asked us the same question
From India, Pune
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His first book Nuts! Southwest Airlines' Crazy Recipe for Business and Personal Success (co-authored with his wife Jackie) sold more than 500,000 copies worldwide and was named by Financial Times as one of the top five global business books of the year. His second book, also written along with his wife, is Guts! Companies that Blow the Doors Off Business-as-Usual. Freiberg was in Bangalore last week to address a leadership seminar.
In a conversation with Meenakshi Radhakrishnan-Swami, he spoke on the leadership principles behind unconventional companies and how organizations need to create cultures that recognize and reward creativity in individuals. Excerpts:
"Why are you against business-as-usual?"
Business-as-usual is okay, to some degree, because you need stability in the economy. But it's a competitive world. If you get stuck with business-as-usual, you get left behind. Technology and the global economy wait for no one. You either get on board, or you get left behind. Remember that societies, cultures, and business communities advance because of those who are thinking unconventionally, breaking the rules, and creating new ways of doing things.
"Can unconventional companies exist anywhere? Or are there any prerequisites?"
First, you have to have a culture of freedom. By that, I mean a culture where people are not afraid to think in new ways, to challenge the status quo, to test new ideas. In many cultures - I don't know about India, but I suspect it's true here, as in the US - there is a culture of fear where people are afraid to step out of the comfort zone. So how do you create an environment of freedom? You reward intelligent failure. That translates as: I understand the values and the strategy of the business, and within that strategy and those values, I'm going to try new things.
Now, if I fail, the question is, do I get my hands slapped or am I rewarded? It's not enough to not punish people who fail intelligently; you need to reward them. If the company gets across the message that it values the fact that you were thinking outside the box, and it does that with enough people in a company, it's creating a DNA in the culture that says it's okay to try new things. Jack Welch was famous for asking people to try new things. And if somebody tried something that didn't work out, they would sometimes win a trip or a TV set would show up at their home with a card that said something like "With compliments from Jack Welch. Glad you tested this. Sorry it didn't work out." You do that with even one person and word travels fast. "Hey, did you hear what Welch did? Did you hear what he said? Wow." And people get this sense that it's okay to try new things. You also need to learn from failures. One of the classic examples in American business history is 3M with Post-it notes. That was a mistake: it started with an adhesive that failed. A 3M scientist was in church trying to keep his page open for the hymnal, and he needed something to mark the page. He remembered that at 3M they were working on an adhesive that had not served the original purpose. He thought, "Maybe it will work for this." Well, as you know, Post-it notes are now all over the world. But had he not had the freedom to say, "Let's try it, let's see if it works", it would have remained a failure.
"Is there a cost advantage in doing business-not-as-usual? Or is it cheaper to stick with the old, proven methods?"
A company like SAS spends millions on its campus and its people. That's a lot relative to what other companies spend on their people. But relative to what SAS saves in retention, it's minimal. Large computer companies like Oracle, Microsoft, and Siebel lose about 1,000 people a year. The average software developer is paid $75,000-125,000 a year. It takes them a year to be fully productive, to learn the culture and the systems. You do the math, but 1,000 times 100,000 -- that's a big number. SAS loses a 100 people a year. They figure they save somewhere between $60 and $80 million yearly in lower attrition costs. Blowing the doors off business-as-usual can be more cost-effective. Look at Southwest. Its entire success is because it is cost-effective. And disciplined. You can't be cost-effective if you're not disciplined. You also can't be cost-effective if you're not creative. A lot of people don't think the two go together. But I believe boundaries can actually be freeing. What do I mean by boundaries? I mean that the values the vision and strategic intent of the company are clear. All those set boundaries. You get more innovation and creativity in a company where boundaries are clear because when boundaries are not laid out, people gravitate towards the safe area, the middle, instead of getting out on the radical fringe. When you make the boundaries clear, people can push the edge of the envelope.
"What's missing in organizations today?"
Leadership that truly understands that any business is a people business. Yes, you have to have the right operating strategy, understand market trends, and build a brand. But at the end of the day, it's about people. What's missing is leaders who truly understand what it takes to draw the best out of every individual. One size doesn't fit all. You have to be a world-class student of people. And I think most CEOs get preoccupied with doing deals, mergers and acquisitions, with new technology. All organizations need to ask themselves whether they want to remain in a sea of sameness or they want to radically differentiate themselves. If they want to radically differentiate themselves, they need gutsy leadership to do things differently. It takes guts to break with the norm. And it takes guts to look in the mirror and say if this company is to change, what about me needs to change first? Those are not easy questions to answer.
"What you're advocating is a change in the culture of organizations. How easy is that?"
You have to have a lot of backbone to change the culture of an organization. It's not for the faint-hearted. Cultures are designed to protect themselves. And if you try to change a culture using the old values, the old mores, and rituals, you'll have a difficult time. And that's the mistake a number of companies make -- they try to take the old rules and apply them to the new ways. To really succeed, you have to blow up the old ways. That's why Jack Welch was so successful at GE: he exaggerated things. I met with Welch, and he said to me, "If you're going to take an organization of 350,000 people and move them from Point A to Point B, you've got to be at Point Z."
"Would it be easier for a new company to implement unconventional ideas?"
Yes. It's much easier to start from scratch than it is to try and change a culture. The airlines have been trying this for years. Everyone is trying to emulate Southwest, and so Delta has tried to spin off a piece of its business called Song, Continental did it a number of years ago with Continental Light. I think it's very difficult. That's not to say it can't be done: Welch did it at GE. But it takes a lot more guts to change an existing culture than to create a new one.
"Does size matter? Would it be easier for a small company to try gutsy things?"
Yes and no. It's easier for the entrepreneur of a small organization because you can change on a dime. It's like a speedboat versus an aircraft carrier. An aircraft carrier has to negotiate its turn miles in advance while a speedboat can move at will. But then, a large company like GE can absorb the mistakes from people who're doing intelligent failures much more easily than a small company. The consequences are far greater for a small company, so it requires even more courage. If a small company bets the farm on an innovative idea and loses, the company could go out of business. If GE bets on a piece of the business and loses, it's a blip on the radar screen. Of course, if a small company loses, it's that much easier to start over. There's less at stake. If GE goes under, it's like the Titanic just went down.
"Southwest's success has a lot to do with its founder-CEO Herb Kelleher. Every organization can't have a Kelleher. How important is the CEO?"
Kelleher is a media icon because he's so crazy and so out there. It's natural to assume that all the success at Southwest is because of him. But if pause a moment to think about it, any great company is infinitely more than its CEO. CEOs get far more credit than they deserve and they get far more criticism than they deserve. The position serves as a lightning rod. At the end of Nuts! is a chapter on will there be life at Southwest after Herb? The answer was an emphatic yes. Why? Because the culture is so ingrained, the values are so steeped that it would take years to unravel that. People said that when Mr. Sam [Walton] dies, Wal-Mart will fall. What's happened since Mr. Sam died almost a decade ago? Wal-Mart has quadrupled its size and continues to grow explosively. The reason we wrote Guts! is that a number of people asked us the same question
From India, Pune
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How would you describe the term communication?
Is it merely the 'act' of sending or receiving a message, or is it the 'process' of sending a message?
Actually, it is both the act of sending and receiving a message as well as the process of doing it. The process of communication also involves getting the desired response.
Heard of accent neutralisation?
~ He has got a strong Malayalam accent.
~ She is Bengali but speaks with an impeccable English accent.
~ He speaks with a broad/heavy/strong/thick Bihari accent.
~ I thought I could detect a slight south Indian accent.
~ He spoke in heavily accented English.
What exactly do we mean by the above statements? An accent is the peculiar style and rhythm of speaking a particular language; we also call it 'speech music'. Factors like mother tongue, socio-economic background, and medium of education influence one's accent.
Which brings us to accent neutralisation. It means removing all traces of the mother tongue rhythm and adopting the native rhythm of the language you are trying to learn - English in this case. With the onset of BPO and international job opportunities in the Indian market, there is a demand for candidates who can speak English without their local accent creeping in.
Your English, influenced by your Hindi?
Many speakers do not realize they are incorporating English words in Hindi sentences or Hindi words in English sentences.
Take for example:
- "Pitaji, time kya hua hai (Father, what is the time right now)?"
- "I have hazaar things on my mind right now (I have thousands of things on my mind right now)."
Today, 'Indian English' is widespread and well-known for its many eccentricities. For this reason, its 'grammar' must be taken with a pinch of salt. Indian accents vary greatly from those who lean towards a purist British language to those who lean more towards speech that is tinted with the 'vernacular' (Indian language).
~ The most common instance of modified sounds is the changing of the sounds of English letters like 'D', 'T', and 'R'.
~ South Indians tend to curl the tongue more for the 'L' and 'N' sounds.
~ Bengalis (from both India and Bangladesh) and Biharis often substitute 'J' for 'Z' (as in 'jero' instead of 'zero').
~ People, especially from Sindh (this pertains to both Indians and Pakistanis), have the habit of changing the 'W' sound to 'V' (as in 'ven' instead of 'when'). The rule to follow to overcome this habit is to 'kiss' your 'Ws' and bite your 'Vs'.
What we are striving for is the ability to communicate effectively, especially in the English language, which has the reputation of being one of the most complex languages to learn. I reiterate - not difficult, but complex.
The intricacies of English
First, let's understand some of the intricacies of the English language through these two verses from a very popular poem titled Poem Of English (author unknown).
Liberty, library, heave, and heaven,
Rachel, ache, moustache, eleven.
We say hallowed, but allowed,
People, leopard, towed, but vowed.
Mark the differences, moreover,
Between mover, cover, clover.
Leeches, breeches, wise, precise,
Chalice, but police, and lice.
Camel, constable, unstable,
Principle, disciple, label.
Petal, panel, and canal,
Wait, surprise, plait, promise, pal.
Worm and storm, chaise, chaos, chair,
Senator, spectator, mayor.
Tour, but our and succour, four,
Gas, alas, and Arkansas.
Sea, idea, Korea, area,
Psalm, Maria, but malaria.
Youth, south, southern, cleanse, and clean,
Doctrine, turpentine, marine.
What's special about this verse? Words spelled differently have similar pronunciations.
For example, turpentine is pronounced as tur + pen + tien, whereas marine, which also ends with 'ine', is pronounced as mar + een. Words spelled similarly have different pronunciations, not to mention the ones that sound nowhere near to the way they are written.
For example, you have psalm (pronounced as Saam) and ache (pronounced as ake as in bake).
Once you are aware of these intricacies, you will find that your pronunciation improves dramatically.
From India, Pune
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Is it merely the 'act' of sending or receiving a message, or is it the 'process' of sending a message?
Actually, it is both the act of sending and receiving a message as well as the process of doing it. The process of communication also involves getting the desired response.
Heard of accent neutralisation?
~ He has got a strong Malayalam accent.
~ She is Bengali but speaks with an impeccable English accent.
~ He speaks with a broad/heavy/strong/thick Bihari accent.
~ I thought I could detect a slight south Indian accent.
~ He spoke in heavily accented English.
What exactly do we mean by the above statements? An accent is the peculiar style and rhythm of speaking a particular language; we also call it 'speech music'. Factors like mother tongue, socio-economic background, and medium of education influence one's accent.
Which brings us to accent neutralisation. It means removing all traces of the mother tongue rhythm and adopting the native rhythm of the language you are trying to learn - English in this case. With the onset of BPO and international job opportunities in the Indian market, there is a demand for candidates who can speak English without their local accent creeping in.
Your English, influenced by your Hindi?
Many speakers do not realize they are incorporating English words in Hindi sentences or Hindi words in English sentences.
Take for example:
- "Pitaji, time kya hua hai (Father, what is the time right now)?"
- "I have hazaar things on my mind right now (I have thousands of things on my mind right now)."
Today, 'Indian English' is widespread and well-known for its many eccentricities. For this reason, its 'grammar' must be taken with a pinch of salt. Indian accents vary greatly from those who lean towards a purist British language to those who lean more towards speech that is tinted with the 'vernacular' (Indian language).
~ The most common instance of modified sounds is the changing of the sounds of English letters like 'D', 'T', and 'R'.
~ South Indians tend to curl the tongue more for the 'L' and 'N' sounds.
~ Bengalis (from both India and Bangladesh) and Biharis often substitute 'J' for 'Z' (as in 'jero' instead of 'zero').
~ People, especially from Sindh (this pertains to both Indians and Pakistanis), have the habit of changing the 'W' sound to 'V' (as in 'ven' instead of 'when'). The rule to follow to overcome this habit is to 'kiss' your 'Ws' and bite your 'Vs'.
What we are striving for is the ability to communicate effectively, especially in the English language, which has the reputation of being one of the most complex languages to learn. I reiterate - not difficult, but complex.
The intricacies of English
First, let's understand some of the intricacies of the English language through these two verses from a very popular poem titled Poem Of English (author unknown).
Liberty, library, heave, and heaven,
Rachel, ache, moustache, eleven.
We say hallowed, but allowed,
People, leopard, towed, but vowed.
Mark the differences, moreover,
Between mover, cover, clover.
Leeches, breeches, wise, precise,
Chalice, but police, and lice.
Camel, constable, unstable,
Principle, disciple, label.
Petal, panel, and canal,
Wait, surprise, plait, promise, pal.
Worm and storm, chaise, chaos, chair,
Senator, spectator, mayor.
Tour, but our and succour, four,
Gas, alas, and Arkansas.
Sea, idea, Korea, area,
Psalm, Maria, but malaria.
Youth, south, southern, cleanse, and clean,
Doctrine, turpentine, marine.
What's special about this verse? Words spelled differently have similar pronunciations.
For example, turpentine is pronounced as tur + pen + tien, whereas marine, which also ends with 'ine', is pronounced as mar + een. Words spelled similarly have different pronunciations, not to mention the ones that sound nowhere near to the way they are written.
For example, you have psalm (pronounced as Saam) and ache (pronounced as ake as in bake).
Once you are aware of these intricacies, you will find that your pronunciation improves dramatically.
From India, Pune
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Delegation is a process beyond mere manuals. It needs to be practiced for perfection. Effective delegation creates speed for the organization, self-development for superiors, and high motivation for subordinates.
This was a famous speech done by a great leader in Birla.
At Birla Cellulosic, we drew up an ambitious plan for achieving excellence. It involved transforming all the business processes into the best in the world, winning all the national quality awards, and winning the coveted Deming Prize within a time period of three years. In addition, we wanted to accomplish this without any external consultant.
The first step towards this goal involved putting together a core team of exceptional achievers from various departments. I was part of this team. My co-team members included individuals from different parts of the organization.
This team was expected to facilitate the achievement of excellence in all business processes cutting across the organization and even beyond. As the team leader, I had some initial discussions with various organizations that had implemented the process.
This made me realize that such a transformation was never done without an external consultant. Hence the task became tougher, and we began with a lot of anxiety and misgivings.
This article is an account of how the challenges faced by us were shared, analyzed, and developed into a methodology of delegation. Today, many of the team members are heading different departments at various companies.
I myself have shifted to Jubilant Organosys Limited, Noida. Sameer Desai is now with the Acrylic Fibre Division in Egypt. Sanjeev Kullu works in the technical MIS, and Ashok Kakadia has now moved to Reliance Industries, Hazira. Mitul Desai currently heads the quality division at Birla Cellulosic. Ravi Sharma, Charulata Joshi, Deepak Pandey, and Mahesh Agrwal were the other members of the team. We also had two associate members, Ravi Yadav, and Sanjay Pandhre.
Each member of the team contributed significantly and was critical in the creation and execution of the methodology. We realized its benefits and therefore, while heading departments at various places across the globe today, we still practice it.
The climb uphill
The first big challenge was in the genesis of the team itself. I had to lead a team of exceptional achievers of which some members had worked in positions senior to me. So a soft issue of ego clash existed and had to be managed carefully.
Other direct challenges for the team were to design a working model of excellence, help various process owners to align their working towards it, and ensure improvement in performance.
Indirect challenges came in the form of all types of technical, cultural, and political resistances. These challenges and their changing forms required quick and mid-term adjustment in the roadmap.
To summarize the situation, unclear mid-term targets resulting in a hazy strategy demanded extraordinary flexibility and speed. I realized that I was the bottleneck by virtue of my position as well as expertise.
The team members were experts in their work areas, but expectations from them on the excellence model were different and were known only to me. Hence on a typical day, team members would complete their assignments and wait to meet me to discuss issues. I wished to apply the queuing theory in this situation and also considered opening another discussion forum simultaneously. This required another leader. This thought of creating more of me led to the development of the delegation methodology.
Analyzing these challenges, I realized that there were three distinct factors that were critical for the success of the project:
- need to accomplish more activities per day
- space and time for the team leader to think and strategize for the long term and ensure the development of individuals
- high motivational levels for all the team members
In search of effective delegation
Having identified the challenges and success factors, I discussed them with the team. It was then decided to resolve these problems first and only then proceed with the actual project.
The issue was discussed with key people in the organization and interestingly most of them identified it as a 'delegation' issue. Everyone was clear that it could be resolved through effective delegation.
But when it came to the actual implementation all of them had a certain level of discomfort. So our next step was to refer to the company's delegation manual. But we found that this manual focused on financial independence and resources such as people, assets, and procedures were considered irrelevant for the execution of responsibilities.
Hence the purpose of these manuals or policies did not match the challenges and critical success factors of the team.
At the same time, the team agreed more independence at various jobs should address these challenges. Accordingly, a survey was conducted and fifty employees across various levels were interviewed.
The survey revealed that the independence felt by them varied drastically. Although financial independence was followed strictly, control over the actual performance of activities was different across the organization.
Managers who had perceptions of less independence typically focused their discussions on excessive controls exercised by their superiors on their day-to-day activities. When actions were dependent on instructions, managers were unable to use authority.
They felt that their bosses were able to delegate responsibilities easily, but assigning equivalent authority was a rarity. Further, some employees felt that their bosses lacked understanding on equating responsibilities with authority.
Interestingly, almost 90 per cent of subordinates were not happy with the situation although they felt that the delegation manual was adequately drafted.
On the other hand, the department heads felt that exercising controls ensured effective monitoring. Ultimately, the performance of activities was directly related to meeting targets. A subordinate who did not perform well could directly affect the actual performance of the department head. Some department heads also felt that sometimes delegated authority was misused.
This created bigger problems for them and therefore they felt that doing anything beyond the present delegation manual could be fatal. At the same time, the same individual who advocated control over his subordinate was frustrated by the intervention of his boss.
This led us to conclude that the viewpoints of both the superior and the subordinate were valid. The confusion was genuine, and it became necessary for us to understand what would be the 'ideal state of delegation' in the organization.
What is effective delegation?
The analysis of the survey and the subsequent discussion among team members clearly revealed the stages of delegation. Delegation was intended when actions were monitored as a part of training. In this case there was clear communication that if the employee learned to perform the task efficiently, he would then be empowered to implement it in the absence of his boss.
When actions were not monitored and results were the focus, then delegation was good. When parameters were not considered and only deviations were monitored, delegation was most effective. To our surprise, we found that this was beyond the scope of the delegation manual and was a skill that needed continuous honing.
The cycle of delegating effectively
The team understood that delegation was necessary but at the same time if it was not done effectively it would hamper the performance of the whole team. Hence it was essential to establish a process of continuous delegation, issue by issue. This would not only make the transition smooth but also help in the delegation of new responsibilities that would get added on subsequently.
We also felt that an element of standardization to reduce time as well as individual dependence was necessary. After many experiments and iterations we developed the following eight-step cycle that proved to be highly effective.
Step 1: Identify the strengths of your subordinates
Each individual has a distinct characteristic, which is effective in a particular situation. So apply the strength of a person to the right situation. There are various methods of identifying strengths in subordinates:
- Visible performance: when a person joins the department, he starts working in his areas of interest. His initial performance in these areas of interest directly indicates his inherent strengths.
- Past experience: past experience with an individual can be used to identify areas of performance and assess strengths.
- Discussion with a reference: with a new employee, discussions with an earlier supervisor or references is an effective method of identifying his strengths.
- Assigning sample jobs: a variety of small jobs requiring different skills can be given to an individual to identify his strength.
- Victory parade: this unique practice in many organizations has a high potential to improve delegation. Although this exercise was intended to improve team working, it helped significantly in identifying the perceived strengths of all team members. In this exercise each member, based on his experiences, identifies and lists the strengths of other team members including the leader. A forum is then organized to reveal the strengths of each member. A list of strengths is displayed in the working area of the team after every such exercise
Step 2: Assign jobs as per strengths
This step requires a change in the mindset as the focus of the team leader has to shift from 'identifying the gaps' to 'assigning jobs based on possible achievements'. Feedback has to change from 'you need to improve' to 'well done' or 'I know you are the best and will continue to be'.
But how do you know whether you have identified the strength correctly? If the team member shows willingness to do the task, is not tired after completing the task, shows improvement every time, uses creative methods to make things better and performs at a level higher than his boss on the specific job, it means that you have identified his strength correctly.
Interestingly, in around 80 per cent of activities, effective delegation resulted in subordinates achieving skill levels that were higher than the team leader's own skills.
Step 3: Insist on documenting plans and activities
A vital feature of this step is to develop a checklist for tasks that will be used in the future. If the task was performed earlier the old checklist should be given and the team member should be asked to further enhance its contents. This not only ensures continuous improvement, it also minimizes efforts every time.
While assigning the job, insist on developing an activity schedule. The most critical input of the team leader at this stage is to help members identify their activities.
Step 4: Standardize checklists and shift activities horizontally
Each checklist, developed in step 03, should be controlled with proper coding
From India, Pune
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This was a famous speech done by a great leader in Birla.
At Birla Cellulosic, we drew up an ambitious plan for achieving excellence. It involved transforming all the business processes into the best in the world, winning all the national quality awards, and winning the coveted Deming Prize within a time period of three years. In addition, we wanted to accomplish this without any external consultant.
The first step towards this goal involved putting together a core team of exceptional achievers from various departments. I was part of this team. My co-team members included individuals from different parts of the organization.
This team was expected to facilitate the achievement of excellence in all business processes cutting across the organization and even beyond. As the team leader, I had some initial discussions with various organizations that had implemented the process.
This made me realize that such a transformation was never done without an external consultant. Hence the task became tougher, and we began with a lot of anxiety and misgivings.
This article is an account of how the challenges faced by us were shared, analyzed, and developed into a methodology of delegation. Today, many of the team members are heading different departments at various companies.
I myself have shifted to Jubilant Organosys Limited, Noida. Sameer Desai is now with the Acrylic Fibre Division in Egypt. Sanjeev Kullu works in the technical MIS, and Ashok Kakadia has now moved to Reliance Industries, Hazira. Mitul Desai currently heads the quality division at Birla Cellulosic. Ravi Sharma, Charulata Joshi, Deepak Pandey, and Mahesh Agrwal were the other members of the team. We also had two associate members, Ravi Yadav, and Sanjay Pandhre.
Each member of the team contributed significantly and was critical in the creation and execution of the methodology. We realized its benefits and therefore, while heading departments at various places across the globe today, we still practice it.
The climb uphill
The first big challenge was in the genesis of the team itself. I had to lead a team of exceptional achievers of which some members had worked in positions senior to me. So a soft issue of ego clash existed and had to be managed carefully.
Other direct challenges for the team were to design a working model of excellence, help various process owners to align their working towards it, and ensure improvement in performance.
Indirect challenges came in the form of all types of technical, cultural, and political resistances. These challenges and their changing forms required quick and mid-term adjustment in the roadmap.
To summarize the situation, unclear mid-term targets resulting in a hazy strategy demanded extraordinary flexibility and speed. I realized that I was the bottleneck by virtue of my position as well as expertise.
The team members were experts in their work areas, but expectations from them on the excellence model were different and were known only to me. Hence on a typical day, team members would complete their assignments and wait to meet me to discuss issues. I wished to apply the queuing theory in this situation and also considered opening another discussion forum simultaneously. This required another leader. This thought of creating more of me led to the development of the delegation methodology.
Analyzing these challenges, I realized that there were three distinct factors that were critical for the success of the project:
- need to accomplish more activities per day
- space and time for the team leader to think and strategize for the long term and ensure the development of individuals
- high motivational levels for all the team members
In search of effective delegation
Having identified the challenges and success factors, I discussed them with the team. It was then decided to resolve these problems first and only then proceed with the actual project.
The issue was discussed with key people in the organization and interestingly most of them identified it as a 'delegation' issue. Everyone was clear that it could be resolved through effective delegation.
But when it came to the actual implementation all of them had a certain level of discomfort. So our next step was to refer to the company's delegation manual. But we found that this manual focused on financial independence and resources such as people, assets, and procedures were considered irrelevant for the execution of responsibilities.
Hence the purpose of these manuals or policies did not match the challenges and critical success factors of the team.
At the same time, the team agreed more independence at various jobs should address these challenges. Accordingly, a survey was conducted and fifty employees across various levels were interviewed.
The survey revealed that the independence felt by them varied drastically. Although financial independence was followed strictly, control over the actual performance of activities was different across the organization.
Managers who had perceptions of less independence typically focused their discussions on excessive controls exercised by their superiors on their day-to-day activities. When actions were dependent on instructions, managers were unable to use authority.
They felt that their bosses were able to delegate responsibilities easily, but assigning equivalent authority was a rarity. Further, some employees felt that their bosses lacked understanding on equating responsibilities with authority.
Interestingly, almost 90 per cent of subordinates were not happy with the situation although they felt that the delegation manual was adequately drafted.
On the other hand, the department heads felt that exercising controls ensured effective monitoring. Ultimately, the performance of activities was directly related to meeting targets. A subordinate who did not perform well could directly affect the actual performance of the department head. Some department heads also felt that sometimes delegated authority was misused.
This created bigger problems for them and therefore they felt that doing anything beyond the present delegation manual could be fatal. At the same time, the same individual who advocated control over his subordinate was frustrated by the intervention of his boss.
This led us to conclude that the viewpoints of both the superior and the subordinate were valid. The confusion was genuine, and it became necessary for us to understand what would be the 'ideal state of delegation' in the organization.
What is effective delegation?
The analysis of the survey and the subsequent discussion among team members clearly revealed the stages of delegation. Delegation was intended when actions were monitored as a part of training. In this case there was clear communication that if the employee learned to perform the task efficiently, he would then be empowered to implement it in the absence of his boss.
When actions were not monitored and results were the focus, then delegation was good. When parameters were not considered and only deviations were monitored, delegation was most effective. To our surprise, we found that this was beyond the scope of the delegation manual and was a skill that needed continuous honing.
The cycle of delegating effectively
The team understood that delegation was necessary but at the same time if it was not done effectively it would hamper the performance of the whole team. Hence it was essential to establish a process of continuous delegation, issue by issue. This would not only make the transition smooth but also help in the delegation of new responsibilities that would get added on subsequently.
We also felt that an element of standardization to reduce time as well as individual dependence was necessary. After many experiments and iterations we developed the following eight-step cycle that proved to be highly effective.
Step 1: Identify the strengths of your subordinates
Each individual has a distinct characteristic, which is effective in a particular situation. So apply the strength of a person to the right situation. There are various methods of identifying strengths in subordinates:
- Visible performance: when a person joins the department, he starts working in his areas of interest. His initial performance in these areas of interest directly indicates his inherent strengths.
- Past experience: past experience with an individual can be used to identify areas of performance and assess strengths.
- Discussion with a reference: with a new employee, discussions with an earlier supervisor or references is an effective method of identifying his strengths.
- Assigning sample jobs: a variety of small jobs requiring different skills can be given to an individual to identify his strength.
- Victory parade: this unique practice in many organizations has a high potential to improve delegation. Although this exercise was intended to improve team working, it helped significantly in identifying the perceived strengths of all team members. In this exercise each member, based on his experiences, identifies and lists the strengths of other team members including the leader. A forum is then organized to reveal the strengths of each member. A list of strengths is displayed in the working area of the team after every such exercise
Step 2: Assign jobs as per strengths
This step requires a change in the mindset as the focus of the team leader has to shift from 'identifying the gaps' to 'assigning jobs based on possible achievements'. Feedback has to change from 'you need to improve' to 'well done' or 'I know you are the best and will continue to be'.
But how do you know whether you have identified the strength correctly? If the team member shows willingness to do the task, is not tired after completing the task, shows improvement every time, uses creative methods to make things better and performs at a level higher than his boss on the specific job, it means that you have identified his strength correctly.
Interestingly, in around 80 per cent of activities, effective delegation resulted in subordinates achieving skill levels that were higher than the team leader's own skills.
Step 3: Insist on documenting plans and activities
A vital feature of this step is to develop a checklist for tasks that will be used in the future. If the task was performed earlier the old checklist should be given and the team member should be asked to further enhance its contents. This not only ensures continuous improvement, it also minimizes efforts every time.
While assigning the job, insist on developing an activity schedule. The most critical input of the team leader at this stage is to help members identify their activities.
Step 4: Standardize checklists and shift activities horizontally
Each checklist, developed in step 03, should be controlled with proper coding
From India, Pune
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Friends HR people use a lot of words. The word material can be used to train HR people. regards mahesh
From India, Pune
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From India, Pune
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Thank you for your message. Here is the corrected version:
---
SHUKRIYA MAHESH
REALLY THANKS A LOT
MAY I EXPECT SOMETHING MORE from you..!
I am doing my summer project in "training need analysis". Could you email me a good report on that?
Really, sir!!
Hoping for your reply on my email
:-D :( :icon1: :icon6:
With regards,
Santosh
From India, Jodhpur
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---
SHUKRIYA MAHESH
REALLY THANKS A LOT
MAY I EXPECT SOMETHING MORE from you..!
I am doing my summer project in "training need analysis". Could you email me a good report on that?
Really, sir!!
Hoping for your reply on my email
:-D :( :icon1: :icon6:
With regards,
Santosh
From India, Jodhpur
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Hello Mahesh,
I think you had sent me some material regarding TRAINING NEED ANALYSIS, but I am unable to access it. Could you please resend it? I hope you wouldn't mind. Thank you. If possible, kindly send it soon.
Sorry, but it's URGENT, YAR!!!
WARM REGARDS,
Santo :)
From India, Jodhpur
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I think you had sent me some material regarding TRAINING NEED ANALYSIS, but I am unable to access it. Could you please resend it? I hope you wouldn't mind. Thank you. If possible, kindly send it soon.
Sorry, but it's URGENT, YAR!!!
WARM REGARDS,
Santo :)
From India, Jodhpur
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Dear Mr. Mahesh,
Thank you very much for sharing, but would you mind re-uploading the "instructor_guide" and "power_point_slides"? It appears they are related to the "Business Etiquette" subject, not "Budgets & Managing Money."
Best Regards,
hung_reo
From Vietnam, Ho Chi Minh City
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Thank you very much for sharing, but would you mind re-uploading the "instructor_guide" and "power_point_slides"? It appears they are related to the "Business Etiquette" subject, not "Budgets & Managing Money."
Best Regards,
hung_reo
From Vietnam, Ho Chi Minh City
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Thanks alot; I reviewed the contents and I like it. It will be useful for me coz am preparing some presentations, will share them with citehr when am done.
From Canada, Toronto
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From Canada, Toronto
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Hello Mr. Mahesh,
You have rendered a very good service by providing material covering all aspects of HR. The best way someone can repay something to you is when they are guided by you, use the material, and train others. So, from the TRAIN THE TRAINER CONCEPT, one can say you are the trainer for the entire Cite HR community!
"One candle lights the other: You have lit many candles by your painstaking good work."
V. Raghunathan
Navi Mumbai
From India
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You have rendered a very good service by providing material covering all aspects of HR. The best way someone can repay something to you is when they are guided by you, use the material, and train others. So, from the TRAIN THE TRAINER CONCEPT, one can say you are the trainer for the entire Cite HR community!
"One candle lights the other: You have lit many candles by your painstaking good work."
V. Raghunathan
Navi Mumbai
From India
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Mahesh,
Thanks for the wonderful share. I was wondering if you have any of the same material in Hindi as well. If yes, please do share.
Everybody else, if you have any Hindi training material on workmen training, please do share.
Ashima
From India, Ghaziabad
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Thanks for the wonderful share. I was wondering if you have any of the same material in Hindi as well. If yes, please do share.
Everybody else, if you have any Hindi training material on workmen training, please do share.
Ashima
From India, Ghaziabad
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Dear Mahesh,
I delved high and low into your PM videos. Thanks a bunch. They're going to help me with my project management trainee program soon to be launched this year.
Thankfully yours,
Budi
From Indonesia, Banjarmasin
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I delved high and low into your PM videos. Thanks a bunch. They're going to help me with my project management trainee program soon to be launched this year.
Thankfully yours,
Budi
From Indonesia, Banjarmasin
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Dear Mahesh,
Excellent collections. People will really get tempted to become trainers with this. It is truly a wonderful resource. It all depends on how we make use of this. Keep up your good work.
Regards,
M N Srinivas
From India, Bangalore
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Excellent collections. People will really get tempted to become trainers with this. It is truly a wonderful resource. It all depends on how we make use of this. Keep up your good work.
Regards,
M N Srinivas
From India, Bangalore
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Dear Mahesh, Good Work. Very valuable content.The best way some one can repay something to you is, when they as guided by you,use the material and train the others. God Bless.
From India, Mumbai
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From India, Mumbai
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