IMR JALGAON 2009-2011

SOCIAL MEDIA AND THE WORKPLACE: MANAGING THE RISKS

noreply@blogger.com (AH) — Wed, 27 Oct 2010 03:22:00 -0700

Social networks such as MySpace, Facebook, LinkedIn, and Twitter are rapidly becoming the latest form of communications in network-centric social communications. As social networking sites continue to grow in popularity and use, many employers are facing the reality of how new communication technologies can affect them.

Accessing the wealth of information available on social networking sites is becoming very common for employers, particularly when making hiring decisions. Unfortunately, using social networking technologies to screen applicants may expose employers to potential legal risks. This is because these social networking sites frequently contain personal information about job applicants that employers would not be permitted to ask about during any job interview – things such as the applicant’s age, sexual orientation, political beliefs, religious affiliations and/or whether the applicant is disabled. Therefore, accessing these social networking pages for employment purposes can result in violations of various anti-discrimination statutes, privacy laws, state “off-duty” conduct statutes, federal and state Fair Credit Reporting Acts, and the National Labor Relations Act.

In addition to use of social networking by employers when making hiring decisions, those same employers must consider how they will address the use of such technologies by their employees, both inside and outside the workplace. The lines between personal and professional lives have blurred, opening new avenues for potential for employee misbehavior. Companies are confronting such situations as the bashing of the employer or supervisors on the Internet, online breaches of confidentiality and loyalty, defamation, cyber-stalking, cyber-harassment, dissemination of trade secret information, protected concerted and off duty activity, union organizing, and overall lost productivity.

Despite a recent survey which indicated that 51% of employees accessed social networks at least once per day at work, employers have been slow to adopt and disseminate social networking policies. Employees are often left to guess at what kind of conduct is permissible. Without an effective social networking policy in place, employers may be opening themselves up to liability on a whole host of issues.

Since there is no such thing as a “one size fits all” social networking policy for employers, several factors should be considered by any employer considering drafting a social networking policy:

1. How far should the social networking policy reach? Social networking presents two concerns for employers – how employees are spending their time at work, and how employees are portraying the company online when they are not at work.

2. Should social networking be permitted at work at all?

3. If the employer prohibits social networking in the workplace, how will the rule be enforced?

4. If the employer permits employees to social network at work, should social networking be limited to work related concerns only?

5. Should employees be required to identify with the employer’s business when networking online?

6. How should appropriate business behavior be defined?

7. How will social networking intersect with the employer’s broader harassment, technology and confidentiality policies? Employers should emphasize that company policies, such as those related to discrimination and harassment, apply when employees use social media.

In addition to considering these above-mentioned factors, there are other prohibitions which employers should incorporate into any social networking policy. For example, employers should prohibit employees from posting on any social networking site:

Trademarked or trade secret material;

Material that is obscene, vulgar, defamatory, discriminatory, harassing, abusive, etc.; and

Postings that reflect negatively on the employer.

Employers considering implementing a social networking policy or any other employment policy and procedure should always consult with their employment lawyers. If you require any assistance with developing and/or revising any of your policies and procedures, please contact the Masud Labor Law Group, 4449 Fashion Square Boulevard, Suite 1, Saginaw, MI, 48603; (989) 792-4499; www.masudlaborlaw.com

Employers face new risks with online networking sites

noreply@blogger.com (AH) — Wed, 27 Oct 2010 03:18:00 -0700

As workers spend more time socializing and communicating online, the risks to their employers have begun to multiply. Potential pitfalls include PR disasters, online harassment, leaks of proprietary information, exposure to libel suits and significant fines under new federal regulations.

Employment lawyers recommend that companies post explicit policies regulating the use of social media. But many employees shrug off the potential consequences of their online activity, said Renee Jackson, a labor and employment attorney at Nixon Peabody in Boston.

“It’s important to spell out for employees that anything prohibited by your (information technology) or communications policy includes social media,” Jackson said. “Because they see social media as personal, employees have some sort of notion of privacy.”

Fast-food chains have suffered a string of embarrassing incidents in recent years when employees posted photos and videos of unsanitary conditions and outrageous pranks.

While not as sensational, routine online activity can be just as damaging to a business.

One obvious downside is lost productivity, as employees spend more time on addictive social media sites during the workday, Jackson said.

Social media sites offer the temptation for sexual harassment online, Jackson said. An awkward dynamic can develop when an employee receives a Facebook “friend” request from a superior and feels pressured to accept, which will give the boss access to personal comments and photos.

Other risks include the release of proprietary information and public relations nightmares from employees’ poor judgment.

Companies can be sued for trade libel if employees post false statements about a competitor, and new Federal Trade Commission guidelines enacted in December threaten fines for certain types of postings.

Companies whose employees post reviews of their products without disclosing their affiliation can be subject to fines of $11,000 per violation. That regulation was prompted by bloggers who were paid to write positive reviews of products.

Mindful of the need to set guidelines, commercial real estate brokerage Jones Lang LaSalle has put in place a policy governing social media usage, spokeswoman Brooke Houghton said.

The policy warns employees against posting proprietary information or violating client confidentiality and infringing on copyrights. Employees should state that their postings represent their personal opinions and not the company’s, particularly if they identify themselves as a Jones Lang LaSalle employee, Houghton said.

“That’s where we say, ‘Now you’re positioning yourself as an employee. Just make sure you use good judgment,’” Houghton said.

Businesses that don’t have a specific policy addressing social media say their employees are subject to the same rules that govern written and verbal messages.

“Our code of conduct is we hold our employees to the same standard in social space that we do for other communication,” said Andrew Mastrangelo, spokesman for Canton-based Dunkin’ Brands.

Reebok spokesman Daniel Sarro said the company is compiling a “Twitter handbook” with guidelines for employees.

“We are aware many of our employees have Twitter and Facebook accounts,” Sarro said. “It really comes down to what they’re saying about Reebok.”

Many technology companies encourage employees to use Twitter and Facebook to spread the word about new projects.

Paul Schaut, CEO of Modiv Media in Quincy, said employees are free to post online as long as they don’t leak the company’s intellectual property or offend anyone.

“Whether it’s e-mail or talking on the street, the same policies apply,” said Schaut, whose company makes portable scanning devices for grocery chains.

Internet advertising company Ando Media of Quincy pre-approves tweets by employees about major announcements on its company Twitter page, Executive Vice President Paul Krasinski said.

Employees have more leeway with their personal accounts. Krasinski estimated 80 percent of the company’s employees have personal Twitter and Facebook accounts, and it’s impossible to keep track of all of their activity.

“It’s a transparent world we live in, which enables it to be fast-paced, but it’s hard to get the cat back in the bag,” he said, adding that a handful of employees have been spoken to about inappropriate posts.

Jackson, the employment lawyer, said the best practice is to err on the side of caution.

“You may have your privacy setting on the most private level, but you just don’t know in whose hands your information will end up,” she said. “There’s no guarantee it will remain private once you post it on social media.”

M. B. A. time table year 1 st and 2nd nov 2010

noreply@blogger.com (AH) — Wed, 27 Oct 2010 03:11:00 -0700

NORTH MAHARASHTRA UNIVERSITY, JALGAON
click link MBA Nov 201027/10/2010 02:48 PM
Programme of the Master in Business Administration ( M. B. A.)
Examination, Nov. / Dec., 2010

Fair well 2010 At IMR

noreply@blogger.com (AH) — Mon, 29 Mar 2010 03:22:00 -0700

Fair well 2010 At IMR

IMR EVENTS :- SINEARGY 2010 DRAMA Compiyiation

noreply@blogger.com (AH) — Mon, 29 Mar 2010 02:50:00 -0700

IMR EVENTS :- SINEARGY 2010 DRAMA Compilation

MBA EVENTS:- SINEARGY Rangoli compitiation

noreply@blogger.com (AH) — Mon, 29 Mar 2010 02:35:00 -0700

MBA EVENTS:- SINEARGY MBA EVENTS:- SINEARGY Rangoli compilation

Business Quiz :- Identify the logo | Business Quiz Questions and Answers

noreply@blogger.com (AH) — Sun, 21 Mar 2010 04:20:00 -0700

1. Identify the creator of recipe for one of the greatest brands on the planet

Ans. This person is John Pemberton. The creator of Coca Cola. Coke entered its booming period after it got into the hands of Asa Candler.

2. .In 1997, who won the Sveriges Riksbank prize in economic sciences in memory of Alfred Nobel.?

Ans. The Nobel Prize of 1997, was awarded to Robert C. Merton and Myron S. Scholes. They got it for Black–Scholes model. The fundamental insight of Black–Scholes PDE is that the option is implicitly priced if the stock is traded.

3.Where are the currency notes manufactured in India?
Ans. The currency notes are printed at currency note press, Nashik, Bank Note Press, Dewas, Bharatiya Reserve Bank Note Mudran Nigam (P) Limited presses at Salboni and Mysore. The Watermark Paper is Manufactured at Security Paper Mill, Hoshangabad.

4.Which country's currency was known as Drachma, which in Greek means 'to grasp'?
Ans. Well this is a sitter question. Drachma was the currency of Greece 1 January 2002, when it was replaced by Euro.

5. I was developed by two PHD Students from Standford. My name actually originated from a wrong spelling that actually meant a number represented by a ‘1(one)’ followed by ‘one-hundred zeroes.’ I have recently launched something similar to the Internet Explorer. Search Me.
Ans. Google

Business Quiz :- Business Quiz Questions and Answers

noreply@blogger.com (AH) — Sun, 21 Mar 2010 04:10:00 -0700

Business Quiz :- Business Quiz Questions and Answers

Business Quiz Questions

Question: Which vehicle took its name from the fact that it was made to be used for general purposes?
Answer: Jeep (GP)

Question: What is the name of the mascot on the bonnet of a Rolls Royce?
Answer: The spirit of ecstasy

Question: Who invented jeans?
Answer: Levi Straus

Question: Which company owns 'Hotmail', the Internet based e-mail system?
Answer: Microsoft

Question: South Africa is the world's largest producer of 3 metals. Platinum and Gold are 2 of them, what’s the third?
Answer: Chromite

Question: Which designer is credited with inventing the mini-skirt?
Answer: Mary Quant

Question: Which car is featured in the film Back to the Future?
Answer: De Lorean

Question: The Baht is the monetary unit of which country?
Answer: Thailand

Question: What is the national airline of Spain?
Answer: Iberia

Question: Which was the first company formed to manufacture motor cars?
Answer: Daimler

Question: Which car manufacturer uses a badge consisting of 4 interlocked circles?
Answer: Audi

Question: In which country is Sikorsky Helicopters' head office?
Answer: America

Question: What is the currency of Turkey?
Answer: Lira

Question: Which company manufactured Lancaster bomber?
Answer: Avro

Question: How many old pennies were there in Half a Crown?
Answer: 30

Question: In which country are Saab cars manufactured?
Answer: Sweden

Question: Excluding India name 2 other countries that use the rupee as currency.
Answer: India, Mauritius, Nepal, Pakistan, Seychelles and Sri Lanka.

Question: London's Drury Lane is associated with which industry?
Answer: Theatre

Question: What commodity is traditionally measured in units called a Truss?
Answer: Hay/Straw

Question: What is the national airline of Spain?
Answer: Iberia

Question: Which goldsmith and jeweler was famous for ornate Easter eggs?
Answer: Peter Faberge

Question: Who first produced a book in 1955 to help pub owners settle debates (and bets) between patrons?
Answer: Guinness (book of world records)

Question: The Skoda car company is based in which country?
Answer: Czechoslovakia

Question: Which creature features on the logo of Bacardi Rum?
Answer: Bat

Question: As in the music shop, what do the letters HMV stand for?
Answer: His Masters Voice

Question: What is the name of Hong Kong's airline?
Answer: Cathay Pacific

Question: Which vehicle took its name from the fact that it was made to be used for general purposes?
Answer: Jeep

Question: Which London thoroughfare is traditionally associated with high quality tailoring?
Answer: Savile Row

Question: What is the name of the mascot on the bonnet of a Rolls Royce?
Answer: The Spirt of Ecstacy

Question: What word describes the minimum number of members required to be present for the proceedings of an assembly to be valid ?
Answer: Quorum

Question: What name is given to a person authorised to vote on behalf of someone else?
Answer: Proxy

Question: In which country are Lada cars made?
Answer: Russia

Question: What was the Jaguar car called before 1945?
Answer: The SS

Question: Which of the following is the smallest paper size; A3, A4, or A5?
Answer: A5

Question: In which country is the world's largest McDonalds Restaurant?
Answer: CHINA (The McDonalds in Beijing is 28,000 square feet, 2 stories high, and seats 700 people)

Question: Which company built the WW2 Spitfire?
Answer: Supermarine. The fighter pilots of Britain’s RAF won the Battle of Britain in 1940 by a narrow margin. The quality of their solidly built Hawker Hurricane and speedy Supermarine Spitfire interceptors was one vital factor.

Question: It is made from thermo-plastic paper and the manilla hemp used to make rope, it is designed to withstand boiling water, what is it?
Answer: A teabag

Question: Two South American countries were members of OPEC (the organisation of petroleum exporting countries). Venezuela is still one. What was the other?
Answer: Ecuador (they joined in 1973 and left in 1992).

Question: What colour is the M on the Mcdonald’s logo?
Answer: Yellow

Question: Which popular children's toy originated as a weapon and was once known as the bandalore?
Answer: Yo-Yo

Question: What name is California's Santa Clara County, the heartland of the US Computer Industry, more commonly called?
Answer: Silicon valley

Question: Which two airlines have gone into partnership to become the largest airline in Europe?
Answer: Air France and KLM

Question: What was Mr. Ferrari's first name?
Answer: Enzo

Question: Which Airline owned the Plane that blew up over Lockerbie in 1988?
Answer: Pan Am. On December 21 a terrorist bomb exploded in a Pan-Am aircraft flying from Frankfurt to New York, via London.

Question: Yoshida Kogyo Kabushibibaisha or YKK for short appears on nearly every what?
Answer: Zip

Question: What is the name of the railway that was opened in 1901 and runs from Moscow to Vladisvostok?
Answer: Trans-Siberian Railway

Question: Which company owned the ill-fated Titanic?
Answer: White Star line

Question: Which car manufacture makes the engine for the Mclaren F1 team?
Answer: Mercedes Benz

Question: Which country does Red Stripe lager come from?
Answer: Jamaica

Question: Vespa and Lambretta are famous manufacturers of what?
Answer: Scooters

Question: Which formula one driver is the owner of the luxurious Columbus Hotel in Monaco?
Answer: David Coulthard

Question: Which vehicle did J C Bamford give his name to?
Answer: JCB digger

Question: What did Harry Beck design in 1931 which is still used in London today?
Answer: The map of the London Tube system (the Underground)

Question: Founded in Canada in 1971, and now with its headquarters in Amsterdam, what was the original aim of the environmental organization Greenpeace?
Answer: To oppose U.S. nuclear testing in Alaska

Question: Which cosmetics and perfume company was originally named The California Perfume Co?
Answer: Avon

Question: What make and model of car was John F Kennedy in when assassinated in 1963?
Answer: Lincoln Continental

Question: The world’s largest Mobile Phone maker is based in which country?
Answer: Finland, it's Nokia.

Question: Who devised the Package Tour?
Answer: Thomas Cook. He ran a successful travel agency in the 19th century. It began after he led a temperance group on a guided train ride from Leicester to Loughborough

Question: What did Earl W Tupper invent in 1944?
Answer: TUPPERware

Question: Which company invented the computer floppy disc in 1970?
Answer: IBM

Question: What was the surname of the French brothers who founded a tyre company in 1888.
Answer: Michelin

Question: Who are the engine suppliers for the 'Williams' formula 1 team?
Answer: BMW

Question: Who had Skytrain printed on the side of his aircraft?
Answer: Sir Freddy Laker

Question: What is an assembly of Cardinals called?
Answer: Conclave

Question: Which company's name is short for Durability, Reliability and excellence?
Answer: Durex

Question: The imprisonment of Nick Leeson followed the collapse of which bank?
Answer: Barings

Question: Which American car firm made the Corvette?
Answer: Chevrolet

Question: What did Albert Parkhouse invent that is one of the most stolen items from hotels?
Answer: Coat hanger

Question: What is the name of Microsoft's free e-mail service?
Answer: Hotmail (not Outlook; that is software to collect any Email)

Question: What was the name of the restaurant chain opened by Bruce Willis, Sylvester Stallone and Arnold Swartzeneger?
Answer: Planet Hollywood

Question: Which is the World's most popular brand of cigarette?
Answer: Marlboro

Question: Which mobile phone company shares its name with a fruit (it's Australian)?
Answer: Orange

Question: Who was responsible for bringing down Barings Bank?
Answer: Nick Leeson

Question: Who invented the lift/elevator in 1853?
Answer: Elisha Otis

Question: What is the metal or plastic end of a shoelace called?
Answer: An aglet

Question: P&O, the shipping line, stands for what?
Answer: Peninsular and Oriental

Question: Which country is home to Grolsch lager?
Answer: Holland (The Netherlands)

Question: Ron Dennis has been the manager for many years of the team behind which Formula One motor racing car?
Answer: McLaren

Question: In 1996 what overtook Coca-Cola as being the most well known brand name in the world?
Answer: McDonalds

Question: In the USA what name was given to a seller of illegal alcohol?
Answer: Bootlegger

IMR:- IMR TIME TABLE FOR INTERNAL EXAM 2010 2nd SEM

noreply@blogger.com (AH) — Tue, 2 Mar 2010 03:07:00 -0800

IMR:- IMR TIME TABLE FOR INTERNAL EXAM
YEAR 2010
FOR 2ND SEM

SUBJECT CODE and NAME	Date of Declaration
201:- MANAGEMENT PRACTICES	8-3-10
202 :- BUSINESS RESEARCH METHODS	9-3-10
203 :- GLOBAL ECONOMIC SENARIO	10-3-10
204 :- MANAGEMENT INFORMATION SYSTEM AND ERP	11-3-10
205 :- FINANCIAL MANAGEMENT	12-3-10
206 :- HUMAN RESOURSE MANAGEMENT	13-3-10
207 :- MARKETING MANAGEMENT	15-3-10
208 :- QUANTITATIVE TECHNIQUES	17-3-10

IMR JALGAON :-Traditional day photos

noreply@blogger.com (AH) — Sat, 27 Feb 2010 23:50:00 -0800

Traditional day photos

IMR JALGAON :- Traditional day photos

noreply@blogger.com (AH) — Fri, 26 Feb 2010 09:16:00 -0800

IMR JALGAON :- Traditional day photos

IMR JALGAON :- Signature Day Photos

noreply@blogger.com (AH) — Fri, 26 Feb 2010 08:35:00 -0800

IMR JALGAON :- Signature Day Photos

IMR JALGAON STUDENT :- NILESH CHAUDHARI

noreply@blogger.com (AH) — Mon, 15 Feb 2010 08:31:00 -0800

IMR JALGAON STUDENT :- NILESH CHAUDHARI

NAME:-NILESH CHAUDHARI

MBA STUDENT

IMR JALGAON

SPECIALIZATION :-FINANCE

IMR STUDENTS :- PHOTOS | VID

noreply@blogger.com (AH) — Tue, 9 Feb 2010 03:13:00 -0800

GENERAL READING :- Indian Business Tycoons - who's who

noreply@blogger.com (AH) — Mon, 8 Feb 2010 06:51:00 -0800

GENERAL READING :- Indian Business Tycoons - who's who

Adi Godrej

Adi Godrej is the present chairman of Godrej Group of companies. He left India at the age of 17 to enroll at the Massachusetts Institute of Technology. He received his Bachelor and Master degrees in Management from the Sloan School in 1963.

Aditya Mittal

Aditya Mittal (born c. 1974) is a Member of the Board of Directors and President and Chief Financial Officer of the world's largest steel firm Mittal Steel, which is majoritly owned by his father Lakshmi Mittal, who was ranked the fifth richest person in the world by Forbes in 2006. He has a Bachelor's Degree of Science in Economics from the Wharton School of the University of Pennsylvania in the United States.

Anil Ambani

Anil Ambani is chairman of Reliance - Anil Dhirubhai Ambani Group which includes Reliance Capital, Reliance Infocomm and Chairman & Managing Director, Reliance Energy Limited, and was formerly Vice Chairman and Managing Director of Reliance Industries Limited. Ambani holds a Bachelor of Science degree from the University of Bombay and an MBA degree from The Wharton School at the University of Pennsylvania. Currently, he serves as a member of the Wharton Board of Overseers.He is also the Chairman of Board of Governors of DA-IICT, Gandhinagar and a member of the Board of Governors of the Indian Institute of Technology, Kanpur. He is member of the Board of Governors, Indian Institute of Management, Ahmedabad.

Aroon Purie

Aroon Purie is an Indian journalist and the founder and editor in chief of India Today, a leading newsmagazine of India. He has served as editor of the magazine since founding it in 1975.

Azim Premji

Azim Hashim Premji (born July 24, 1945) is an Indian businessman and Chairman & CEO of one of the largest software companies in India, Wipro Technologies (headquarters located at Bangalore). He was rated the richest person in the country from 1999 to 2005 by Forbes.

Bharat Goenka

Bharat Goenka is the managing director of Tally Solutions, India's leading company in business accounting software.

Brijmohan Lall Munjal

Dr. Brijmohan Lall Munjal is an Industrialist and founder of The Hero Group which owns the Hero Honda Motors in India.

Deepak Mohoni

Deepak Mohoni, the man behind the most popular word used in the Indian corporate circles "SENSEX" is exceptionally brilliant(B. Tech. IIT Kanpur, MBA - IIM Calcutta), and is rated as India's foremost market strategist by many investors.

Dhiru Bhai Ambani

Dhirajlal Hirachand Ambani (28 December 1932, - 6 July 2002), better known as Dhirubhai Ambani, was an Indian business tycoon and founder of Reliance Industries Limited.A film inspired by the life of Dhirubhai was released in January 2007. The Hindi Film Guru, directed by Mani Ratnam and music by A.R.Rahman has show the struggle of a man who strives to make his mark in life.

Dilip Sanghvi

Dilip Shanghvi is Chairman of Sun Pharmaceuticals and has an estimated wealth of $1.4 billion.

Fakir Chand Kohli

Fakir Chand Kohli (born February 28, 1924) is regarded as the "Father of the Indian Software Industry." He was the first General Manager of Tata Consultancy Services, a leading Indian software consultancy company. He has also worked as the Deputy General Manager of the Tata Power Company.

G.R.Gopinath

Captain G. R Gopinath, the Managing Director of Air Deccan is a graduate of the prestigious National Defence Academy and has served the Indian Army.

Jagdish Khattar

Jagdish Khattar is the current Managing Director of Maruti Udyog Limited. Prior to this post, he has been an officer of the Indian Administrative Service with more than 37 years of experience.

Jamnalal Bajaj

Jamnalal Bajaj (1886 – 11 February 1942) was an industrialist, a philanthropist, and Indian freedom fighter. He was also a close associate and follower of Mahatma Gandhi. Gandhi is known to have adopted him as his son. Several institutions in India bears his name, including the Jamnalal Bajaj Institute of Management Studies. He founded the Bajaj group of companies in the 30s. The group now has 24 companies, including 6 listed companies. Besides Bajaj Auto Ltd, the other major companies in the group include Mukand Ltd, Bajaj Electricals Ltd and Bajaj Hindustan Ltd.

Jyoti Naik

Jyoti Naik, also known as Jawantiben Popat, is the President of Lijjat Papad (Shri Mahila Griha Udyog Lijjat Papad) , and she pioneered a co-operative movement currently having over 42,000 members located in different parts of India.

Karsanbhai Patel

Karsanbhai Khodidas Patel (b. 1955, Mehsana, Gujarat) is an Indian industrialist, founder of the Rs. 2500 crore (USD 500 mn) Nirma group with major interests in detergents, soaps and cosmetics. He also has interests in education, and founded a leading engineering college, the Nirma Institute of Technology.

Kasturbhai Lalbhai ( Arvind Mill )

Kasturbhai Lalbhai (19 December 1894 – 20 January 1980) was an Indian industrialist. He was widely perceived as a nationalist businessman a kin to G. D. Birla.

K.V.Kamath

K. V. Kamath (born December 2, 1947) is the Managing Director and CEO of ICICI Bank, the largest private bank in India. He is an alumnus of prestigious educational institutions of India like the Karnataka Regional Engineering College and the Indian Institute of Management Ahmedabad. He is the recipient of the Asian Business Leader of the Year prize awarded at the Asian Business Leader Award 2001, organised by the business television network CNBC Asia.

Lakshmi Narayanan

Lakshmi Narayanan is CEO and President of Cognizant Technology Solutions (CTS).He holds a BS and MS in science and electronics from Bangalore University and an MBA from the Indian Institute of Science, Bangalore.

Mr. Khalid A H Ansari

Mr. Khalid A H Ansari is an Indian businessman and journalist.He is the Chairman of Mid-Day Group of Publication based in Mumbai.

Kiran Mazumdar - Shaw

Dr. Kiran Mazumdar-Shaw (b. 23 March 1953 in Bangalore) is an Indian entrepreneur. She is the Chairman & Managing Director of Biocon Ltd. In 2004, she became India’s richest woman.

Kumar Mangalam Birla

Kumar Mangalam Birla (June 14, 1967), is among the richest persons in India and the eighth youngest billionaire outside India according to the Fortune magazine. Mr. Kumar Mangalam Birla is the Chairman of the Aditya Birla Group.

M.S.Banga

Manvinder Singh Banga is the ex-CEO of Hindustan Lever Limited, the Indian subsidiary of Unilever, and the largest FMCG (fast moving consumer goods) company in India.Mr Banga is an alumnus of the Indian Institute of Management, Ahmedabad, one of India's premier management education institutes.

Mukesh Ambani

Mukesh Ambani is the chairman and managing director of Reliance Industries Limited, India's largest private sector company.

M. Balachandran

M. Balachandran (b. 1st May 1947), currently the Chairman & Managing Director (CMD) of Bank of India (BoI), is a prominent banker of India.

M. Damodaran

M. Damodaran is the chairman of the Securities and Exchange Board of India (SEBI), the country's financial market watchdog, before that he headed the IDBI bank for a short stint.

Narayana Murthy

N.R. Narayana Murthy is an Indian industrialist, software engineer and the founder of Infosys Technologies.He retired on 20th August, 2006. However he shall continue as the Non-Executive Chairman. He graduated with a degree in electrical engineering from the University of Mysore in 1967 and received his master's degree from IIT Kanpur in 1969.

He began his career with Patni Computer Systems in Pune. He is the chairman of the governing body of both the International Institute of Information Technology - Bangalore, and the Indian Institute of Management, Ahmedabad. In addition, he is a member of the Board of Directors of INSEAD, Board of Overseers of the University of Pennsylvania's Wharton School, Cornell University Board of Trustees, Singapore Management University Board of Trustees and the Board of Advisors for the William F. Achtmeyer Center for Global Leadership at the Tuck School of Business.

Naresh Goyal

Naresh Goyal is the founder Chairman of Jet Airways. He started operating Jet Airways in 1993. Following the 2005 IPO of Jet Airways, Forbes magazine declared him the 16th richest person in India with a net worth of $1.9 billion. Was in News recently for the "Jet-Sahara Deal" which lead to failure.

Nandan Nilekani

He is a co-founder of India’s National Association of Software and Service Companies (NASSCOM). He is currently the CEO and Managing Director of Infosys.

Nusli Wadia

He is the chairman and majority owner of Bombay Dyeing, a major Indian textile company, and has vast holdings in real estate across Mumbai. Nusli Wadia is the son of Neville and Dina Wadia, and the grandson of Mohammad Ali Jinnah, founder of Pakistan.

Dr. Pratap C. Reddy

Dr. Pratap C. Reddy is a doctor and businessman who founded the first corporate chain of hospitals in India, the Apollo Hospitals Group. He is the Executive Chairman of the company.

Preetha Reddy

Preetha Reddy, managing director of Apollo Hospitals (Chennai).

Ramalinga Raju Byrraju

Ramalinga Raju Byrraju (born September 16, 1954), is an Indian businessman, and a pioneer of the Information Technology industry in India.

He is the Chairman of Satyam Computer Services Ltd. It was founded in the late 1980's after venturing earlier into other businesses such as construction and textiles. Raju had acquired a B. Com from Andhra Loyola College at Vijayawada prior to receiving an MBA degree from Ohio University. He has attended the Owner/President course at Harvard.

Ramesh Chandra Agarwal

Ramesh Agarwal is a media baron of India. He owns Dainik Bhaskar group of newspapers that has presence in 26 cities and six states of India and have estimated readership of over 1.5 crore

Ramesh Gelli

Ramesh Gelli is an Indian banking executive who served as the chairman and managing director (CMD) of Vysya Bank and was a promoter and CMD of the troubled Global Trust Bank.

Ramnath Goenka

He founded the Indian Express in 1936.

Ramoji Rao

Ramoji Rao (Cherukuri Ramoji Rao), an Indian media baron born on 16th November 1936 at Gudivada, Chairman & Founder of Enadu group.

Ratan Tata

Ratan Naval Tata (born December 28, 1937, in Bombay) is the present Chairman of the Tata Group, a leading Indian conglomerate established by earlier generations of his family.

Sushil Kumar Roongta

Sushil Kumar Roongta is the current Chairman of Steel Authority of India Ltd. (SAIL).

S.K.Burman

Founder of Dabur.

Sabeer Bhatia

Sabeer Bhatia is a co-founder of Hotmail. Currently he has started a new venture called BlogEverywhere http://www.blogeverywhere.com

Salil Chaturvedi

Salil Chaturvedi is the owner of Indian apparel brand Provogue.

Sam Pitroda

Currently chairman of India's National Knowledge Commission, he is also largely considered to have been responsible for India's communications revolution . He is the Chairman and CEO of World-Tel Limited.

Sarthak Behuria

Sarthak Behuria is the chairman and Managing Director of Indian Oil Corporation. He is An alumnus of St. Stephen’s College, Delhi, and the Indian Institute of Management (IIM), Ahmedabad.

Shahnaz Hussain

Shahnaz Hussain, Chief Executive Officer of Shahnaz Herbals, is a prominent Indian female entrepreneur.

Shiv nadar

Shiv Nadar is the CEO of Hindustan Computers Limited (HCL), a large information technology company in India.

Subhash Chandra

Chairman, Essel Group of Industries. ( Essel Group : Zee tv , Zee Cinema , Dish Tv , Essel World , Water Kingdom , playwin , kidzee , Asian Sky Shop. )

Sunil Mittal

Chairman & Managing Director of Bharti Group. ( Airtel )

Subroto Bagchi

Subroto Bagchi is co-founder and Chief Operating Officer for MindTree Consulting. MindTree Consulting is an international consulting company working in the IT Consulting and Software Services space.

Subrata Roy

Subrata Roy is the chairman and "managing worker" ( Managing Director) of the Sahara Group of companies .

Uday Kotak

Uday Kotak is an Indian businessman. He is the vice-chairman and managing director of Kotak Mahindra Bank.

Venugopal Dhoot

Venugopal Dhoot (Born 1944 in Mumbai, India) is an Indian business tycoon. He is Chairman of Videocon Electronics.His company recently bought a color picture tube unit from the French company Thompson SA, and a refrigerator business from Swedish company Electrolux.

Verghese Kurien

Verghese Kurien (born November 26, 1921 at Kozhikode, Kerala) is called the father of the White Revolution in India. He is also known as the Milkman of India.

He was the chairman of the Gujarat Co-operative Milk Marketing Federation Ltd.(GCMMF). GCMMF is an apex cooperative organization that manages the Amul food brand. He is recognised as the man behind the success of the Amul brand.

Vijay Mallya

Dr. Vijay Mallya (born December 20, 1955) is a Bangalore-based billionaire businessman and Member of Parliament (Rajya Sabha since 2002) from India. He is the son of industrialist Vittal Mallya and is the chairman of the United Beverages Group. Mallya has started a domestic airline in India called Kingfisher Airlines

Yusuf Khwaja

Yusuf Khwaja Hamied is chairman of Cipla, a company founded by his father Khwaja Abdul Hamied.

EVENTS AT IMR :- Blood donation camp | Gowalkar trust

noreply@blogger.com (AH) — Mon, 8 Feb 2010 06:26:00 -0800

IMR JALGAON STUDENT :- TUSHAR KAMBLE ( MBA )

noreply@blogger.com (AH) — Sun, 7 Feb 2010 02:02:00 -0800

NAME:- TUSHAR YOGESWAR KAMBLE

MBA STUDENT

IMR JALGAON

SPECIALIZATION :- MARKETING

IMR JALGAON STUDENT :- ASHISH HADKE ( MBA )

noreply@blogger.com (AH) — Sun, 7 Feb 2010 01:39:00 -0800

NAME:- ASHISH SHAMRAO HADKE

MBA STUDENT

IMR JALGAON

SPECIALIZATION :- MARKETING

GUEST LECTURES :-PRAMOD CHIKERUR | PLACEMENT MELA | CONSULTANT

noreply@blogger.com (AH) — Fri, 5 Feb 2010 06:50:00 -0800

GUEST LECTURES :-PRAMOD CHIKERUR | CONSULTANT

1:- AT THE BEGINNING HE ASK GENERAL QUESTIONS

LIKE

HOW MANY OF U ARE BRAND ORIENTED ?
HW MANY HAVE GOOD CV?
HOW MANY READ NEWS PAPER DAILY?
READ TIMES OF INDIA?

*
*
*

2:- COMMUNICATION GAP IS REDUCED BECOZ OF PLACEMENT MELA.

LOCATION :- MUMBAI DADAR ( 28 FEB )

MONEY:- 1000 RS FOR FIRST YEAR
2000 FOR SECOND YEAR

MOBILE NO :- 9823377663
9326122112

IMR STUDENTS :- PHOTOS | VID

noreply@blogger.com (AH) — Wed, 3 Feb 2010 08:07:00 -0800

Challenges faced by B-Schools in the Digital Economy

noreply@blogger.com (AH) — Wed, 3 Feb 2010 07:58:00 -0800

Challenges faced by B-Schools in the Digital Economy

The B-Schools these days are competing internationally to have competitive edge above one-another and to become stronger gradually. The competition to be one of the most preferred destinations for recruitment among the corporate world is gradually becoming hotter. The competition is becoming tougher year after year.

The companies are vying for the Zero Slot on the various premier campuses. The companies are ready to pay any amount to the placement team to get the zero slot. By Zero slot, the companies want to be the first one to interview all the candidates to make the offer on the very first day the placement starts.

The business education sector has seen a paradigm shift in sharp contrast to the early days of management education when it was in nascent and evolutionary stage. The various b-schools are vying to get themselves rated by the various Indian government accreditation bodies like NAAC-A statutory accreditation body of UGC, NBA-A statutory accreditation body of AICTE and various other accreditation bodies of India and abroad.

The B-Schools across the globe and Indian b-schools in particular are facing various challenges at various dimensions in the current scenario. The most intriguing aspect is on the retention of quality faculty members who are the right blend of academics, research and consulting. The teachers who can give the best of the academic inputs to the budding business professionals, imbibe professional values, can inspire the students/participants to be the business leaders of tomorrow is a rare species. The turnover rate of faculty members across the globe is an area of immense concern to the top echelons of the various b-schools. So, to conclude the b-schools across the globe are facing a big challenge of attracting and retaining the quality talent with the right blend of desired pre-requisites.

The second major area of concern is in managing the best placement avenues for the students. A majority of the second rung b-Schools are finding it difficult to manage the best of the placements for all the students studying on campus. The problems of inviting the corporate HR Managers to the campus, the HR Managers being skeptical of getting the right kind of skills, coupled with problems with communication, presentation skills and lack of academic rigour together enhances the severity of the problem.

Focus on research has been a major area of challenge in the light of major research findings becoming obsolete and redundant in the light of the advent of internet technologies and the increasing demand of techno-business professionals by the corporate world. The focus of the research has to be gradually oriented towards the tools of the digital economy. The research topics are gradually being oriented towards the techno-business issues etc. like e-business, e-ecommerce, Internet Security, Internet Marketing, Online Recruitment, Online Trading etc.

Redundancy management has been a major challenge in various b-schools across the globe. A special task force is advisable to manage the redundancy in various areas including curriculum, IT infrastructure, Teaching methods, tools and methodologies, faculty members and their skills, course module, evaluation and assessment processes, gadgetries and equipments, and many other areas of crucial importance. If the b-Schools can plan for the redundancy management well in advance, it shall facilitate the students and the faculty members as well as the organizations where the MBA pass out students will work.

The B-Schools are finding it increasingly difficult to invite the talent from the corporate world and retain them as faculty members. So, a majority of Indian b-Schools are suffering from the syndrome that the management teachers who are teaching the budding doyens of the corporate world have never been or seen the corporate world, lifestyle, functioning and are least aware of the practical intricacies and nuances of the corporate world. It may be advisable to the regulatory bodies to make it compulsory to the management teachers to keep themselves abreast with the latest movements of the real life happenings of the corporate world so as to equip themselves with the latest and upgraded knowledge to guide/teach the budding corporate doyens.

The Research and the Research Journals require a special focus in the digital economy as the knowledge without research is akin to the story of the person who was consistently throwing some stone-like stuff in the river till at last he could realize, what he was throwing was diamond. Research gives a new dimension to the acquired knowledge and how it can add value to the all concerned. But surprisingly, research does not figure in the annual budget or if present has a very low or insignificant budget in many of the Indian B-schools.

Organizing International Conferences and seminars are also a big challenge in front of the leading B-Schools. The International Conferences and seminars provide a special platform to the researchers, academicians and the corporate doyens to share a common platform to leverage the knowledge acquired in the world of academics and the practical world. The process of organizing International Conferences and Seminars require a good allocation of funds to make it successful. But Indian B-Schools are yet to catch the foreign B-Schools in terms of their focus on organizing the International Conferences and Seminars. Though there are various funding and sponsoring bodies sponsoring such conferences and seminars, but what is pathetically lacking in various Indian b-Schools is a dedicated team of Faculty Members committed to such causes and having a strong entrepreneurial zeal duly supported by the students body to supplement such cause.

The most important challenge to the different b-Schools of India is in terms of bagging Corporate Consultancy assignments and to deliver them successfully with the highest degrees of customer ecstasy. The majority of the Indian b-Schools are involved in run-of-the mill teaching process and the faculty members devoting maximum time in teaching, teaching and teaching having left with little or no time to bag and deliver corporate consultancy assignments. The challenge is on various frontiers including gaining the confidence level of the corporate world to an extent that they can trust them and deliver a consulting assignment which can add value to both the faculty member and the corporate world.

Management development programmes and Executive Development programmes are also a big challenge in front of the B-Schools. More that 90 % of the Indian B-Schools are not conducting Management Development Programmes and Executive Development Programmes. The b-Schools which conduct MDP and EDP programmes get consistent enrichment of knowledge by the experience sharing process during the MDP programme and EDP programme. The process of conducting MDP and EDP progammmes is a win-win process for both the Faculty Members as well as the participants coming from the corporate world.

Managing Digital libraries and collaborative access of library resources is becoming a big challenge in the currents scenario. The various b-schools are not in a condition to afford the various costly digital resources and the various international journals, digital resources, databases and other high-end resources for the library. The libraries of the b-schools of the various developing economies and the under developed economies are facing an acute problem in managing the most updated digital resources to keep their students and faculty members updated. The b-schools must enter into a collaborative set-up to maximize the use of digital resources at their discretion and to minimize the cost of access and overall affordability to the students.

The most important challenge in front of the various b-schools across India is in the light of the cost-benefit analysis. India has one of the highest disparity in terms of the overall fee structure. The fees charged by the government run Faculty of Management Studies is just few thousands for the MBA programme whereas some private institutions in the private sector are charging in the range of 2.5 to 25 lakhs for the Masters Programme in Management. Its becoming increasingly difficult to meet the regulatory norms of stipulatory number of Faculty Members, their salary as per stipulated norms, library, computer etc. and to be cost effective in the light of rapid increase in the real estate prices and the huge cost of maintaining such a huge infrastructure to sustain a b-school.

Brand Positioning of the B-School is a big challenge among over one thousand Indian B-schools. Only a chosen few are able to have a good image in the minds of the corporate world because they have been consistent in terms of pursuing research, publishing journals, providing IT and Management Consultancy services to the corporate world, consistently organizing International conferences and seminars, and consistently providing good placements to the students.

The salary package offered by the corporate world to the passing out students one of the most important parameters for which most of the b-schools are rubbing shoulders. The international placements are also a big challenge faced by many of the leading b-schools. The PPO's (Pre Placement offers) and LPO (lateral Placement offers) are an important benchmark these days in the leading b-Schools for having a competitive positioning.

To conclude, the increasing rate of competition in India and other B-Schools in the Asia-Pacific Region has brought the b-schools on their toes to perform or perish. The business education sector is getting hot like the competition in the corporate world. Thus the b-schools need to re-engineer the systems, processes and the procedures to catch up with the international competition so as to remain in the globalized world of educational services in the light of the fact that the students and the corporate world are gradually becoming more and more demanding.

Case Study: Interview and Selection

noreply@blogger.com (AH) — Wed, 3 Feb 2010 07:52:00 -0800

Case Study: Interview and Selection

By

Prof. Dileep Kumar. M
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune

Prof. Ramarajan is working as Professor in HR in Institute for Research Management and Administration (IRMA), one of the prestigious institutes in Pune. He had a track record of 12 international publications, 24 national publications, one book, 10 research projects, vast experience in corporate training and teaching. His area of expertise is widely acknowledged in the teaching and training areas of Human Resource Development. Since his family settled at Hyderabad, he would like to switch over to one of the best institute in Hyderabad.

Quiet fortunately, he had seen an advertisement in the times of India, in the month of May 2006, inviting faculty positions in the MSCI (Management Staff College, India), Hyderabad. Quiet enthusiastically, he applied for the post of faculty in HRD in MSCI. He came to know that MSCI has been all along engaged in imparting training for IAS, IFS, IRS, like professionals and the industrial managers. The institute is engaged in research and training, at large with the public sector industrial organizations and currently running programs in the areas of health management like MHA (Master of Hospital Management), PGDHA (Post Graduate Diploma in Hospital Administration and many certificate programs like, Urban Management, rural management, Water Management, Waste Management, Public Administration etc., for governmental staffs and the public sector managers etc.

In the month of May 10th 2006, Prof. Ramarajan had applied for the post of faculty in MSCI. After two months, in July, he got an interview call letter from MSCI, indicating that he has been short listed for the post of SRF (Senior Research Fellow). Looking at the interview call letter he became quiet surprised and annoyed. MSCI has called him for SRF position, which is far below to his present position of Associate Professor. Since the interview call letter was sent by the Asst. Registrar MSCI, Prof. Ramarajan has tried to make a telephonic interaction with him. Prof. Ramarajan informed the Asst. Registrar that last 10 years he has been working as Assistant and Associate Professor of Human Resource Management in the Institute for Research Management and Administration (IRMA) in Pune and by getting a Salary of 35000/ with free accommodation and other allowances. The Asst. Registrar replied him immediately that they made a mistake in his case. He suggested him to send a concern letter to his office on the same day. He promised justice and fairness in this case by taking steps to forward this matter to the Director MSCI. As per his direction Prof. Ramarajan has forwarded a letter of concern to the Director MSCI.

On the other day he received an e-mail from the Asst. Registrar MSCI stating that he is invited for a presentation on 7^th August and followed by that an interview with the MSCI board members, on 9^th August, for the post of 'Faculty'. The e-mail communication asked him to report on 7^th August 2006 in the MSCI, Bella Vista, Hyderabad. MSCI had made entire arrangement for his accommodation in the Centre for Management premises at Banjara Hills. He got a full furnished, air-conditioned-twin sharing room. The food and accommodation facilities were good enough to praise the organizers. Prof. Ramarajan came to know that for all of the candidates, accommodation arrangement has been made in the Centre for Management hostel itself. He gets into friendship with many candidates. There were candidates from IIMs, SP Jain, MDI, Symbiosis etc. He realized the severity of acute competition in the interview and presentation process. All of them were but anxious about the expectations of the institute, since there is no MBA program run by the institute, either for the corporate executives or for the students.

On 7^th August, 2006, as per the directives, MSCI has sent a vehicle to pick up three of the candidates, including Prof. Ramarajan from the Centre for Management hostel. The MSCI Bella vista campus has shown its majestic through its traditional buildings, infrastructure and elegance. As and when they reached, the Asst. Registrar welcomes all of us. He directed us to common hall and asked us to wait there. The first activity he did was distribution of travel and expenditure form to all of the candidates that to fill it and return to the administration for travel claim. As soon as we started form filling process, the IIM faculty got the first presentation call. He went on for the presentation. His presentation took almost 45 minutes. Every one sitting in the common hall was waiting him to gather information about the presentation. When he has come out of the board room, we observed his disappointed face. We enquired about him about the presentation. He told others that the board conducted both presentation and interview together and the questions asked were not related to his academic expertise. The IIM fellow has shared with others some of the questions that he recollected, which include,

1. Have you had any experience in corporate training and consultancy?

2. How much money you can pool from corporate training to the institute?

3. How much money can you can pool from research project to the institute?

4. How much money can you pool can from corporate consultancy?

The IIM faculty added his personal comment in between that 'he don't know why the panel asked such kind of questions to a faculty who came from the prestigious institute of this country.' It is widely known factor that majority IIM faculties have been engaged in training and consultancies, in addition to teach their individual courses. He shared his apprehensions that MSCI do not have any plan to start MBA program here in Bella Vista and they required only people who can 'pump money' to institute.

The second candidate has called for the interview soon after the IIM fellow. He was from one of the IBS, Tamilnadu. His interview took about 40 minutes. He also mentioned that the 'presentation has little importance' in the interaction but they give more thrust to the 'interview,' which was not intimated in advance. The board asked him:

1. How much you are getting from ICFAI?

2. What are the functions you have to perform in ICFAI?

3. Do ICFAI conduct any training and development program?

4. Do they engage MDPs?

5. How much the institutes get from MDPs?

6. Which are the companies ICFAI consulted so far in Training and Development and Consultancy work?

He told us that there was no question from the power point presentation or from the academic expertise. They haven't asked any question from his international publications or from the teaching field. All others understood from his interaction that he became so disappointed with the interview experience.

With all these information, Prof. Ramarajan became so frustrated. But he didn't lose his confidence. The Director gave warm welcome to Prof. Ramarajan. Before he starts the presentation, the Director appreciated Prof. Ramarajan's the qualifications and credentials and requested him to shorten the presentation, since they were running short of time. He told Prof. Ramarajan that the presentation is only for the analysis of communication skills. He further asked Prof. Ramarajan to finish it by 10 minutes. But Prof. Ramarajan felt bad about the request and resisted. He informed the board that if they could have intimated it in advance he could have reduced the number of PPT slides to the minimum. Though with disagreement, he followed the request of Director and started the presentation. But, within five minutes the interview board asked him to finish his presentation and sit for interaction. They started the question answer session.

1. How you comfortable with training and development?

2. How many MDP program you have conducted in the last one year?

3. How much you would charge each individual participant in training?

4. To what extend you would share MDP amount with the institute?

5. What about research projects?

6. How many research projects you carried out in the past years?

7. How's the money-sharing proportion with the institute, on research projects?

8. If we appoint you as faculty, what would be yours revenue sharing mechanism to the institute?

Reaching any where, the interaction ended up with 'warm goodbye' from the Directors part. Prof. Ramarajan became so annoyed about the presentation and the interview. The experience of him was not much different from that of other candidates. He came out with disappointment. All the other candidates circled him and enquired about his experience. He replied them that the experience of him was not much different from that of others. Both presentation and interview has over.

By having a disturbed mind, the Prof. Ramarajan floated many questions in his mind;

why these people couldn't mention these requirements in the interview letter.

If they would, we could have prepared better or avoid this much of travel.

If they need trainers and consultants that indication should be mentioned in the advertisement or the interview call letter.

The decision whether to attend or not to attend could also have been taken, without loosing these five man-days, if things would have been clear in the interview letter and the advertisement.

He concluded his interaction with others indicating that the institute objective of more on 'resource mobilization,' specifically 'fund mobilization,' than teaching.

The Asst. Registrar asked the all of the candidates to wait till afternoon for the final result, giving a ray of hope to attend the final interview. Mean while one old person; an HR consultant, has gone for the presentation. When the other candidates were discussing their indifferent experience from the board members, they observed quiet unusual incident that within a period of 10 minutes the consultant HR, came out of the presentation hall and went out without even looking at us. His face was so much angered and irritated.

The Director came out of the board room and called the Asst. Registrar. After having three minutes discussion with the Director, the Asst. Registrar, took all of the candidates to the Cafeteria. He talked with us very enthusiastically and shared lot of information about Hyderabad and several tourist locations within the city limit, for visit. The interaction with Asst. Registrar had given better hope to them that they would be selected for the final interview on 9^th.

After lunch he took us to the Office of Registrar. He paid us the travel expenses incurred. Prof. Ramarajan got 3613Rs, The IIM faculty got 3659Rs and the ICFAI faculty got 2900Rs. Soon after, he led us to the taxi stand and arranged a vehicle and driver to drop us to the Centre for Management, Banjara Hills. Meanwhile, the IIM faculty enquired about the result of the presentation. Having a smile and satirical reply he informed all of us that 'no one has selected in the presentation for the final interview.' The news became shocking to all of the candidates.

With anxiety, all of them asked the Asst. Registrar that as per the call letter, they booked their tickets on 10^{th August} and till that day where they would lodge? The Asst. Registrar replied that 'see the interview has been an ongoing process…. just like you people, we have already interviewed 113 candidates in the last one month. No matter, you can stay at Banjara Hills, in the Centre for Management Hostel room as long as you want. Enjoy the rest of the days with some site-seeing. Hurriedly, without looking at their face, he gave a big hand to the candidates and paved 'good bye. 'They further heard his direction to the taxi-driver that 'bring the other four candidates from Banjara Hills for after noon presentation, when you return.'

The car started moving… carrying the 'three unfortunates.'

Discussion Questions

1. Discuss the importance of unambiguous interview letter.

2. Discuss the institutional objectives of presentation and interaction.

3. Discuss the ethical stand of board members in the presentation and interaction.

4. Discuss the attitude of candidates on the presentation and interaction.

5. How far the institute is conscious about cost of interviews?

6. Discuss the importance of right HR practices that facilitate better administration?

Mastering the Art of Presentation

noreply@blogger.com (AH) — Wed, 3 Feb 2010 07:49:00 -0800

Mastering the Art of Presentation

By

Dr. B.R. Londhe
Faculty Member
ICFAI Business School
Pune

Presentation is an integral part of the practicing as well budding managers. The practice managers have to present their project to the top management through PPT. The utility of the ppt is not limited with in the organization only but the executives have to use it external stake holders like customers, clients or vendors also.

The budding managers have to use the PPT for class presentations, summer project presentation or during seminars.

The managers have to master the art of presentation here some guide lines are suggested for perfecting the art of presentation.

Effective slide preparation

"Rule of Sevens" to Produce Effective Slides

The most common errors in slide preparation are too much writing, too much information, and too small a type size. You should be able to hold your slides at arm's length and read the words. Consider the "Rule of Sevens" when making your slides; a slide should not be more than seven lines long and seven words wide.

Large Rooms Require Even Greater Care in Slide Preparation

If you have to talk to several hundred people, the teacher has to make new slides with an unusually large typeface. Your audience should not be distracted while reading. If the type is too small, they will not be able to read what is on your slide consequently will not be able to listen to you. For large group presentations, find out whether you are expected to have duplicate slides for dual projectors.

Your Slides Should Appear to Go Together

The title for each slide should be in a larger font than the text or all in capital letters, with a color scheme or format that emphasizes the title, such as light color on a dark background, and set off in some manner from the border of the text. We use yellow letters on a very dark blue or black background. The text should be in upper and lower case in a different light color on a different dark background. We use white letters on a dark blue background. Do not use red letters or red line drawings because the audience frequently will not be able to see them. Red may be used if it is shaded towards orange or pink, but still use caution. If you make your own slides using a software program, learn the differences in color and size between what you see on the screen and what appears on the slide. Use shading to give depth to your letters. A horizontal format is preferred because vertical slides often extend above or below the screen. Your text should be bullets with phrase, not paragraphs. Your talk can add information to that provided on your slides.

Your Abstract Forms an Outline for Your Presentation

Review your abstract and use it to formulate your slides. If it was written according to the format described above, it will contain the sections relevant for a 10-minute talk. Use your abstract as the outline and expand with additional content or new information.

Avoid Too Much Information in Your Tables and Figures

We have all seen slides with so much information that they were incomprehensible. Tables should contain no more than two columns by four rows or three columns by three rows. Tables from journal articles have too much information and should not be used. Bar graphs should have no more than six bars. It is important to label the axes. Pie graphs should include numeric percentages for part of the pie. Most line graphs should have a zero origin for both axes, the axes should be labeled, and rarely should the equation for the line be a part of the graph.

Make sure your audience remembers one thing

Your goal in a 10-minute talk is to leave your audience remembering one important "take-home lesson" from your presentation. Only your closest colleagues and fiercest competitors will remember more detail, so focus on marking your key point effectively. Remember the adage: "Tell them what you are going to tell them, tell them, and tell them what you told them."

Your slides organize your talk

In preparing your talk, you should make your slides first and then practice or write your talk to your slides. There are two very different points of view regarding reading versus talking in your presentation. Decide which format is most comfortable for you. Regardless of the format you choose, try to have your slides ready two weeks before your meeting so that you can practice and revise them as suggested by your own review and that of your colleagues.

Practice for the questions after your talk

The most important aspect of practice is the questions asked by your colleagues. Too many presentations are derailed when the presenter is unable to answer the simplest question. You need to have colleagues and mentors who will ask you the difficult questions at home and help you to formulate your answer. I f you anticipate an especially aggressive rival in the audience, one of your local colleagues should assume the rival's personal and challenge should assume the rival's persona and challenge you with the questions you expect from such a rival. Practice answering questions succinctly in "sound bytes" of no more than three sentences. If the answer is not through enough, the questioner will follow up with another question. Answers that are too long will cause the audience to lose interest. If you get unexpected questions at the actual presentation, then your practice sessions were not sufficiently through.

Bad Answers Will Be Remembered Even if the Talk Is Good

Your presentation maybe a flawless presentation in class or at the meeting however, when the questions answer session begin, you realize that you have not truly understood the project. The audience soon realizes this as well when you stumble over the answers. Some of the answers take more than one minute, during which you talk around the topic but never answer the question. Other answers are only a single word, "Yes" or "no". The audience / students will go with the impression that you are not thorough with your topic/ project and the flawless presentation will become meaningless.

Answering Questions Is a Learned Art

A good teacher understands the importance of practicing not only the talk but also the questions. He/she practices in front of his/her group. In addition to providing feedback the group, his/ her group asks more than 10 questions. Some of these are very difficult, so he/she has the opportunity of answering them and receiving feedback. He/she also receives suggestions regarding her style of answering questions. One should restate the question in brief before answering, since most of the audience will be unable to hear the question. This also gives her more time to consider her answer, which is especially helpful if the question is difficult. One should also sought clarification from the questioner he/ she does not understand the question and in addition, one should also admit if the answer is not known, but don't forget to answer the question in next session. Always keep your answers brief, not more than two or three sentences. Encourage the students to ask more questions by using phrases like, "This is an interesting question, very good question."

The question answer session helps the students to understand the topic in a better way.

The number of slides for your presentation should be planned ahead of time

A general rule is 1 ½ slides per minute, or about 15 slides for a 10-minute talk. If the slide is a simple word slide or photograph, you can expect to spend 30 seconds on it. If the slide illustrates a complex procedure or theory, plan to spend 2 minutes.

Your talk is essentially an expansion of your abstract. You should have one slide with title, authors, and affiliations, if it is permitted. Some organizations do not allow you to use such a slide since the session moderator reads the title, names of the authors, and affiliations when the speaker is introduced. There should be one or two slides for the introduction. The purpose should take one slide to three slides can be used for the methods. Three to five slides are needed to present the results. If you use summary slides, there should be only one or two. Conclusions can be covered in one or two slides. If you have any speculation or recommendation, use one slide each.

Be sure to acknowledge the work of others

In planning your slides, consider the background of your audience. If your slide comes from the written work of someone else, you should provide a citation at the bottom of the slide and acknowledge the source in your talk. You do not want to give the impression that you are taking credit for work done by someone else.

Preview your slides and the podium, and be gracious during and after your presentation

When you load your presentation on PC, run the presentation to make sure that every thing is proper order. Go to the conference hall where you will make your presentation before the session begins. Check out the PC, podium and other equipment. Make sure you understand how to advance the slides and how the pointer works. Speak slowly during your presentations. We all talk faster when we are nervous. Thank the moderator and projectionist before you leave. If there are problems with your slides during your presentation, maintain your equanimity. Your audience will remember you if you handle an unfortunate situation with grace, and they will also remember if you do not.

If you have a questioner who is arrogant, aggressive, handle him with poise. The audience will be on you side and will respect you if you respond evenly and effectively. If the questioner is particularly obnoxious, you have no need to respond- you have not entered into a social contract with them that demands a response. Just thank them and move on to the next questioner.

Know the Audience for Your Presentation

As you prepare your 1-hour talk, consider the venue. You should ask the person inviting you about the audience and the type of talk they are expecting. Is it scientific or clinical or educational? Are the members of the audience from the same specialty or subspecialty in which you practice? Will they be a homogeneous group or a group with mixed backgrounds and knowledge bases? Is this a local, regional, nations, or international meeting?

You need to consider the sophistication of your audience and be sure that you define any terms that may be unfamiliar to them. Another variable is the interest level of your audience. Are they attending the meeting for intellectual curiosity, educational purposes, or recreational purposes? If it is a meeting in a destination location, you may have to be particularly creative with your title to get the audience into your talk and hold in your presentations to keep them. There are different types of 1-hour talks, including lectures, seminars and problem-solving sessions. You need to determine which type you are to present, because the goals and formats will be quite different.

Tailor Your Talk to Your Audience

The presentation for students is different than that for experts. The presentation for workers is different than that for managers. The audience should be at focal point and the presentation should revolve around it, one has to tailor the presentation to the needs and requirements of the audience. The lack of enthusiasm for the audience results in lack of interest in developing an appropriate presentation, which leads to lack of enthusiasm for inviting you to speak at the national or state level conferences.

If you do not tailor your presentation to the needs and requirements of the students they find canteen more interesting than classroom.

Your Title Should Be Interesting, Your Organization Clear, and Any Potential Conflicts Apparent

As you prepare your slides, you need to make a title slide. Your title should be interesting to your potential audience. You should never use the title of your last paper. You may want to include subtitle to help orient your audience. You need to acknowledge the source of support for your research. This is especially important if the money comes from industry and there is a potential conflict of interest, and it is also important if representative of the funding agency supporting your research will be in the audience. Determine whether you will be asked to provide an outline, learning objectives and/ or a manuscript.

Organize Your Presentation like a Banquet

As you plan your talk, think about the last banquet you attended. Think of the introduction and summary as the appetizer and dessert. In between, you can accommodate three to five courses. If you eat more than that, you would be unable to remember what you ate. If you have more than three to five points, your audience will be unable to remember them.

Preparation Will Reduce Anxiety

In order to deal with your anxiety, you should practice at home in front of critical colleagues who will ask you difficult questions. Be sure that your slides are correct; that your practice audience can follow your organization, and that your presentation fits within the assigned time. Preview your slides in the speaker ready room at the meeting and take them to the presentation room before your session begins, so that you can check out the podium and equipment and introduce yourself to the moderator and projectionist.

Enjoy Yourself and Your Audience Will Enjoy Your Talk

Your practice at home should give you confidence and help you relax while you talk. Enjoy yourself, maintaining a sense of humor without trying to be a comedian. Be friendly and enthusiastic.

Remember to Say Thank You so Your Audience Knows When to Clap

At the end of your presentation, you should say thank you. You have been at presentations at the end of which there are embarrassed pauses when the audience is not sure whether it is over. A pleasant and sincere " thank you" is polite way of letting your audience know the presentation is over and they can applaud.

It's not over when it's over

In your answers to questions, you should be brief, your responses no more than one to three one to three sentences in length. Be sure to repeat the question if the audience cannot here the questioner. This will also allow you time to plan your answer. Whenever possible, you should attend the entire session to hear other presentations after all, you wanted an attentive audience for your talk. At the end of the session, you should thank the moderator and sponsor.

Experience Will Give You Confidence

More you present more you will get practice, which will give you more confidence.

Presentation Skills for Emergent Managers

noreply@blogger.com (AH) — Wed, 3 Feb 2010 07:47:00 -0800

Presentation Skills for Emergent Managers

By

Dr. Sarveshwar Pande
Asst. Professor
SITM
Lucknow

Presentations are one of the first managerial skills which a junior engineer must acquire. This article looks at the basics of Presentation Skills as they might apply to an emergent manager.

Introduction

Management is the art of getting things done. A Presentation is a fast and potentially effective method of getting things done through other people. In managing any project, presentations are used as a formal method for bringing people together to plan, monitor and review its progress. But let us look at this another way: what can a presentation do for you? Firstly; it puts you on display. Your staff need to see evidence of decisive planning and leadership so that they are confident in your position as their manager. They need to be motivated and inspired to undertaking the tasks which you are presenting. Project leaders from other sections need to be persuaded of the merits of your project and to provide any necessary support. Senior management should be impressed by your skill and ability so that they provide the resources so that you and your team can get the job done.

Secondly; it allows you to ask questions and to initiate discussion. It may not be suitable within the presentation formats of your company to hold a discussion during the presentation itself but it does allow you to raise the issues, present the problems and at least to establish who amongst the audience could provide valuable input to your decision making. Finally; presentations can be fun. They are your chance to speak your mind, to strut your stuff and to tell the people what the world is really like. While you hold the stage, the audience is bound by good manners to sit still and watch the performance.

The Objectives of Communication

The single most important observation is that the objective of communication is not the transimission but the reception. The whole preparation, presentation and content of a speech must therefore be geared not to the speaker but to the audience. The presentation of a perfect project plan is a failure if the audience do not understand or are not persuaded of its merits. A customers' tour is a waste of time if they leave without realising the full worth of your product. The objective of communication is to make your message understood and remembered. The main problem with this objective is, of course, the people to whom you are talking. The average human being has a very short attention span and a million other things to think about. Your job in the presentation is to reach through this mental fog and to hold the attention long enough to make your point.

The Plan

It is difficult to over estimate the importance of careful preparation. Five minutes on the floor in front of senior management could decide the acceptance of a proposal of several months duration for the manager and the whole team. With so much potentially at stake, the presenter must concentrate not only upon the facts being presented but upon the style, pace, tone and ultimately tactics which should be used. As a rule of thumb for an average presentation, no less than 1 hour should be spent in preparation for 5 minutes of talking. Suppose you have a talk to give, where do you start?

Formulate your Objectives

The starting point in planning any speech is to formulate a precise objective. This should take the form of a simple, concise statement of intent. For example, the purpose of your speech may be to obtain funds, to evaluate a proposal, or to motivate your team. No two objectives will be served equally well by the same presentation; and if you are not sure at the onset what you are trying to do, it is unlikely that your plan will achieve it. One question is: how many different objectives can you achieve, in say, 30 minutes - and the answer: not many. In the end it is far more productive to achieve one goal than to blunder over several. The best approach is to isolate the essential objective and to list at most two others which can be addressed providing they do not distract from the main one. Focus is key. If you do not focus upon your objective, it is unlikely that the audience will.

Identify the Audience

The next task is to consider the audience to determine how best to achieve your objectives in the context of these people. Essentially this is done by identifying their aims and objectives while attending your presentation. If you can somehow convince them they are achieving those aims while at the same time achieving your own, you will find a helpful and receptive audience. For instance, if you are seeking approval for a new product plan from senior management it is useful to know and understand their main objectives. If they are currently worried that their product range is out of date and old fashioned, you would emphasise the innovative aspects of your new product; if they are fearful about product diversification you would then emphasise how well your new product fits within the existing catalogue. This principal of matching the audience aims, however, goes beyond the simple salesmanship of an idea - it is the simplest and most effective manner of obtaining their attention at the beginning. If your opening remarks imply that you understand their problem and that you have a solution, then they will be flattered at your attention and attentive to your every word.

Structure

All speeches should have a definite structure or format; a talk without a structure is a woolly mess. If you do not order your thoughts into a structured manner, the audience will not be able to follow them. Having established the aim of your presentation you should choose the most appropriate structure to achieve it. However, the structure must not get in the way of the main message. If it is too complex, too convoluted or simply too noticeable the audience will be distracted. If a section is unnecessary to the achievement of your fundamental objectives, pluck it out.

Sequential Argument

One of the simplest structures is that of sequential argument which consists of a series of linked statements ultimately leading to a conclusion. However, this simplicity can only be achieved by careful and deliberate delineation between each section. One technique is the use of frequent reminders to the audience of the main point which have proceeded and explicit explanation of how the next topic will lead on from this.

Hierarchical Decomposition

In hierarchical decomposition the main topic is broken down into sub-topics and each sub-topics into smaller topics until eventually everything is broken down into very small basic units. In written communication this is a very powerful technique because it allows the reader to re-order the presentation at will, and to return to omitted topics at a later date. In verbal communication the audience is restricted to the order of the presenter and the hierarchy should be kept simple reinforced. As with sequential argument it is useful to summarise each section at its conclusion and to introduce each major new section with a statement of how it lies in the hierarchical order.

Question Orientated

The aim of many presentations given by managers is to either explain a previous decision or to seek approval for a plan of action. In these cases, the format can be question orientated. The format is to introduce the problem and any relevant background, and then to outline the various solutions to that problem listing the advantages and disadvantages of each solution in turn. Finally, all possible options are summarised in terms of their pro's and con's, and either the preferred solution is presented for endorsement by the audience or a discussion is initiated leading to the decision. One trick for obtaining the desired outcome is to establish during the presentation the criteria by which the various options are to be judged; this alone should allow you to obtain your desired outcome.

Pyramid

In a newspaper, the story is introduced in its entirety in a catchy first paragraph. The next few paragraphs repeat the same information only giving further details to each point. The next section repeats the entire story again, but developing certain themes within each of the sub-points and again adding more information. This is repeated until the reporter runs out of story. The editor then simply decides upon the newsworthiness of the report and cuts from the bottom to the appropriate number of column inches.

There are two main advantages to this style for presentations. Firstly, it can increase the audiences receptiveness to the main ideas. Since at every stage of the pyramid they have all ready become familiar with the ideas and indeed know what to expect next. This sense of deja vu can falsely give the impression that what they are hearing are their own ideas. The second advantage is that the duration of the talk can be easily altered by cutting the talk in exactly the same way as the newspaper editor might have done to the news story. This degree of flexibility may be useful if the same presentation is to be used several times in different situations.

The Meaty Sandwich

The simplest and most direct format remains the meaty sandwich. This is the simple beginning-middle-end format in which the main meat of the exposition is contained in the middle and is proceeded by an introduction and followed by a summary and conclusion. This is really the appropriate format for all small sub-sections in all the previous structures. If the talk is short enough, or the topic simple enough, it can indeed form the entirity of the presentation.

The Beginning

It is imperative to plan your beginning carefully; there are five main elements:

Get their attention

Too often in a speech, the first few minutes of the presentation are lost while people adjust their coats, drift in with coffee and finish the conversation they were having with the person next to them. You only have a limited time and every minute is precious to you so, from the beginning, make sure they pay attention.

Establish a theme

Basically, you need to start the audience thinking about the subject matter of your presentation. This can be done by a statement of your main objective, unless for some reason you wish to keep it hidden. They will each have some experience or opinions on this and at the beginning you must make them bring that experience into their own minds.

Present a structure

If you explain briefly at the beginning of a talk how it is to proceed, then the audience will know what to expect. This can help to establish the theme and also provide something concrete to hold their attention. Ultimately, it provides a sense of security in the promise that this speech too will end.

Create a rapport

If you can win the audience over in the first minute, you will keep them for the remainder. You should plan exactly how you wish to appear to them and use the beginning to establish that relationship. You may be presenting yourself as their friend, as an expert, perhaps even as a judge, but whatever role you choose you must establish it at the very beginning.

Administration

When planning your speech you should make a note to find out if there are any administrative details which need to be announced at the beginning of your speech. This is not simply to make yourself popular with the people organising the session but also because if these details are over looked the audience may become distracted as they wonder what is going to happen next.

The Ending

The final impression you make on the audience is the one they will remember. Thus it is worth planning your last few sentences with extreme care. As with the beginning, it is necessary first to get their attention, which will have wandered. This requires a change of pace, a new visual aid or perhaps the introduction of one final culminating idea. In some formats the ending will be a summary of the main points of the talk. One of the greatest mistakes is to tell the audience that this is going to be a summary because at that moment they simply switch off. Indeed it is best that the ending comes unexpectedly with that final vital phrase left hanging in the air and ringing round their memories. Alternatively the ending can be a flourish, with the pace and voice leading the audience through the final crescendo to the inevitable conclusion.

Visual Aids

Most people expect visual reinforcement for any verbal message being delivered. While it would be unfair to blame television entirely for this, it is useful to understand what the audience is accustomed to, for two reasons: firstly, you can meet their expectations using the overhead projector, a slide show, or even a video presentation; secondly, if you depart from the framework of a square picture flashed before their eyes, and use a different format, then that novelty will be most arresting. For instance, if you are describing the four functions of a project manager then display the four "hats" he/she must wear; if you are introducing the techniques of brainstorming then brandish a fishing rod to "fish for" ideas. With traditional visual aids however, there are a few rules which should be followed to ensure they are used effectively. Most are common sense, and most are commonly ignored. As with all elements of a speech, each different viewfoil should have a distinct purpose - and if it has no purpose it should be removed. With that purpose firmly in mind you should design the viewfoil for that purpose. Some viewfoils are there to reinforce the verbal message and so to assist in recall; others are used to explain information which can be more easily displayed than discussed: and some viewfoils are designed simply for entertainment and thus to pace the presentation.

If your viewfoil is scruffy then your audience will notice that, and not what is written upon it. Do not clutter a viewfoil or it will confuse rather than assist. Do not simply photocopy information if there is more data on the page than you wish to present; in these cases, the data should be extracted before being displayed. Make sure that your writing can be read from the back of the room. Talk to the audience, not the visual aid.

The Delivery

"The human body is truly fascinating - there are some I could watch all day" - Anon Whatever you say and whatever you show; it is you, yourself which will remain the focus of the audience's attention. If you but strut and fret your hour upon the stage and then are gone, no-one will remember what you said. The presenter has the power both to kill the message and to enhance it a hundred times beyond its worth. Your job as a manager is to use the potential of the presentation to ensure that the audience is motivated and inspired rather than disconcerted or distracted. There are five key facets of the human body which deserve attention in presentation skills: the eyes, the voice, the expression, the appearance, and how you stand.

The Eyes

The eyes are said to be the key to the soul and are therefore the first and most effective weapon in convincing the audience of your honesty, openness and confidence in the objectives of your presentation. This impression may of course be totally false, but here is how to convey it. Even when in casual conversation, your feelings of friendship and intimacy can be evaluated by the intensity and duration of eye contact. During the presentation you should use this to enhance your rapport with the audience by establishing eye contact with each and every member of the audience as often as possible. For small groups this is clearly possible but it can also be achieved in large auditoriums since the further the audience is away from the presenter the harder it is to tell precisely where he or she is looking. Thus by simply staring at a group of people at the back of a lecture theatre it is possible to convince each of them individually that he or she is the object of your attention. During presentations, try to hold your gaze fixed in specific directions for five or six seconds at a time. Shortly after each change in position, a slight smile will convince each person in that direction that you have seen and acknowledged them.

The Voice

After the eyes comes the voice, and the two most important aspects of the voice for the public speaker are projection and variation. It is important to realise from the onset that few people can take their ordinary conversation voice and put it on stage. If you can, then perhaps you should move to Hollywood. The main difference comes in the degree of feedback which you can expect from the person to whom you are talking. In ordinary conversation you can see from the expression, perhaps a subtle movement of the eye, when a word or phrase has been missed or misunderstood. In front of an audience you have to make sure that this never happens. The simple advice is to slow down and to take your time. Remember the audience is constrained by good manners not to interrupt you so there is no need to maintain a constant flow of sound. A safe style is to be slightly louder and slightly slower than a fire-side chat with slightly deaf aunt. As you get used to the sound, you can adjust it by watching the audience.

A monotone speech is both boring and soporific, so it is important to try to vary the pitch and speed of your presentation. At the very least, each new sub-section should be proceeded by a pause and a change in tone to emphasise the delineation. If tonal variation does not come to you naturally try making use of rhetorical questions throughout your speech, since most British accents rise naturally at the end of a question.

Expression

The audience watch your face. If you are looking listless or distracted then they will be listless and distracted; if you are smiling, they will be wondering why and listen to find out. In normal conversation your meaning is enhanced by facial reinforcement. Thus in a speech you must compensate both for stage nerves and for the distance between yourself and the audience. The message is quite simply: make sure that your facial expressions are natural, only more so.

Appearance

There are many guides to management and presentation styles which lay heavy emphasis upon the way you dress and in the last analysis this is a matter of personal choice. That choice should however be deliberately made. When you are giving a presentation you must dress for the audience, not for yourself; if they think you look out of place, then you are. As an aside, it is my personal opinion that there exists a code of conduct among engineers which emphasizes the scruffy look, and that in many organisations this tends to set the engineer apart, especially from management. It conveys the subliminal message that the engineer and the manager are not part of the same group and so hinders communication.

Stance

When an actor initially learns a new character part, he or she will instinctively adopt a distinct posture or stance to convey that character. It follows therefore that while you are on stage, your stance and posture will convey a great deal about you. The least you must do is make sure your stance does not convey boredom; at best, you can use your whole body as a dynamic tool to reinforce your rapport with the audience. The perennial problem is what to do with your hands. These must not wave aimlessly through the air, or fiddle constantly with a pen, or (worst of all visually) juggle change in your trouser pockets. The key is to keep your hands still, except when used in unison with your speech. To train them initially, find a safe resting place which is comfortable for you, and aim to return them there when any gesture is completed.

The Techniques of Speech

Every speaker has a set of "tricks of the trade" which he or she holds dear - the following are a short selection of such advice taken from various sources.

Make an impression

The average audience is very busy: they have husbands and wives, schedules and slippages, cars and mortgages; and although they will be trying very hard to concentrate on your speech, their minds will inevitably stray. Your job is to do something, anything, which captures their attention and makes a lasting impression upon them. Once you have planned your speech and honed it down to its few salient points, isolate the most important and devise some method to make it stick.

Repeat, Repeat

The average audience is very busy: they have husbands or wives etc, etc - but repetition makes them hear. The average audience is easily distracted, and their attention will slip during the most important message of your speech - so repeat it. You don't necessarily have to use the resonant tonal sounds of the repeated phrase, but simply make the point again and again and again with different explanations and in different ways. The classic advice of the Sergeant Major is: "First you tell 'em what you are going to tell 'em, then you tell 'em, then you tell 'em what you told 'em!"

Draw a Sign

Research into teaching has yielded the following observation: "We found that students who failed to get the point did so because they were not looking for it". If the audience knows when to listen, they will. So tell them: the important point is ... .

Draw a Picture

The human brain is used to dealing with images, and this ability can be used to make the message more memorable. This means using metaphors or analogies to express your message. Thus a phrase like "we need to increase the market penetration before there will be sufficient profits for a pay related bonus" becomes "we need a bigger slice of the cake before the feast".

Jokes

The set piece joke can work very well, but it can also lead to disaster. You must choose a joke which is apt, and one which will not offend any member of the audience. This advice tends to rule out all racist, sexist or generally rude jokes. If this seems to rule out all the jokes you can think of, then you should avoid jokes in a speech. Amusing asides are also useful in maintaining the attention of the audience, and for relieving the tension of the speech. If this comes naturally to you, then it is a useful tool for pacing your delivery to allow periods of relaxation in between your sign-posted major points.

Plain Speech

Yes!

Short and Sweet

One way to polish the presentation of the main point of your speech is to consider it thus. The day before your presentation, you are called to to the office of the divisional vice-president; there you are introduced to the managing director and a representative of the company's major share holder; "O.K." says the vice president "we hear you have got something to say, we'll give you 30 seconds, GO". Can you do it? If you can crystallise your thoughts and combine your main message with some memorable phrase or imagery, and present them both in 30 seconds then you have either the perfect ending or the basis for a fine presentation.

The Narrative

Everyone loves a story and stories can both instruct and convey a message: Zen Philosophy is recorded in its stories, and Christianity was originally taught in parables. If you can weave your message into a story or a personal annocdote, then you can have them wanting to hear your every word - even if you have to make it up.

Rehearsal

There is no substitute for rehearsal. You can do it in front of a mirror, or to an empty theatre. In both cases, you should accentuate your gestures and vocal projection so that you get used to the sound and sight of yourself. Do not be put off by the mirror - remember: you see a lot less of yourself than your friends do.

Relaxation

If you get nervous just before the show, either concentrate on controlling your breathing or welcome the extra adrenaline. The good news is that the audience will never notice your nerves nearly as much as you think. Similarly, if you dry-up in the middle - smile, look at your notes, and take your time. The silence will seem long to you, but less so to the audience.

Conclusion

Once the speech is over and you have calmed down, you should try to honestly evaluate your performance. Either alone, or with the help of a friend in the audience, decide what was the least successful aspect of your presentation and resolve to concentrate on that point in the next talk you give. If it is a problem associated with the preparation, then deal with it there; if it is a problem with your delivery, write yourself a reminder note and put it in front of you at the next talk. Practice is only productive when you make a positive effort to improve - try it.

MANAGEMENT DAY EVENTS:CRICKET

noreply@blogger.com (AH) — Tue, 2 Feb 2010 03:22:00 -0800

MANAGEMENT DAY EVENTS:CRICKET