Monday, December 19, 2011

Some Interview Questions and their possible Answers.




Most frequently asked Interview Questions the  possible answers ( In such questions the right answer may differ for each candidate)
  • Why have you selected to join us?
    I always longed to work with a company. I am familiar and whose products I have used and trusted.
    (Narrate briefly how you can prove your statement. Do good research on the company before facing the interview)
  • Where do you want to be in 5 years?
    I would like to be frank. Judge me from the work and I am sure you will put me right where I want to be.
    Note : Do not over ambitious and speak in a way that you are not satisfied with your current job which you have applied for.
  • Describe your ideal career?
    Talk of what you enjoy most your skills and natural talents. Do not specify your goal and any job title.
  • Tell me something about yourself
    Do not just repeat what you have given in your resume. Be ready with the answer, a talent or something you did out of the ordinary. You can sound it as unique or give it a touch of your personality.
  • How did you apply for the job?
    Be specific and give a straight answer of how you came to know about the vacancy. If it was advertised specify how you came across it.
  • Why do you want to work here?
    Have a research done about the company / organization
    Give just one or two reasons why you are interested. You can add these points (1)  company's reputation(2) desire to join the specific field of interest.
  • Don't you think that you are over qualified for this job?
    (This question is put to you to puzzle a candidate. Be calm and answer the question with a positive and confident approach)
    Answer in the negative
    My experience and qualification will just help me to do the job better. Moreover I am at establishing a long term relationship which my qualification will favor me to handle more responsibilities and help me to rise to your expectations.
  • What competition do you see if you take up this job?
    When you answer, clearly show that you have researched carefully and acquired more in-depth knowledge about the company.
    Enumerate some positive and negative traits of the company and their competitions.
    Feel confident to show that competition is not an unexpected one.
  • What would you do if our competitor offer you a job?
    Show your confidence in the company's worth, stress the point 'I would say No' by pointing out some qualities you found out in your research about the company.
  • Why are you leaving your current job?
    You should give two or three reasons  for leaving.
    Lack of challenge, focus on the limitations etc. Point out your ambition to prove your worth confidently. 


Friday, December 9, 2011

Case Study with Solution


DD is the India’s premier public service broadcaster with more than 1,000 transmitters covering 90% of the country’s population across an estimated 70 million homes. It has more than 20,000 employees managing its metro and regional channels. Recent years have seen growing competition from many private channels numbering more than 65, and the cable and satellite operators (C & S). The C & S network reaches nearly 30 million homes and is growing at a very fast rate.
DD’s business model is based on selling half-hour slots of commercial time to the programme producers and charging them a minimum guarantee. For instance, the present tariff for the first 20 episodes of a programme is Rs. 30 lakhs plus the cost of production of the programme. In exchange the producers get 780 seconds of commercial time that he can sell to advertisers and can generate revenue. Break-even point for producers, at the present rates, thus is Rs. 75,000 for a 10 second advertising spot. Beyond 20 episodes, the minimum guarantee is Rs. 65 lakhs for which the producer has to charge Rs. 1,15,000 for a 10 second spot in order to break-even. It is at this point the advertisers face a problem – the competitive rates for a 10 second spot is Rs. 50,000. Producers are possessive about buying commercial time on DD. As a result the DD’s projected growth of revenue is only 6-10% as against 50-60% for the private sector channels. Software suppliers, advertisers and audiences are deserting DD owing to its unrealistic pricing policy. DD has three options before it. First, it should privatise, second, it should remain purely public service broadcaster and third, a middle path. The challenge seems to be to exploit DD’s immense potential and emerge as a formidable player in the mass media.

Questions:
(i) What is the best option, in your view, for DD?
(ii) Analyse the SWOT factors the DD has.
(iii) Why to you think that the proposed alternative is the best?


Answer
(i) For several years Doordarshan was the only broadcaster of television programmes in India. After
the opening of the sector to the private entrepreneur (cable and satellite channels), the market
has witnessed major changes. The number of channels have increased and also the quality of
programmes, backed by technology, has improved. In terms of quality of programmers,
opportunity to advertise, outreach activities, the broadcasting has become a popular business.
Broadcasters too have realised the great business potential in the market. But for this, policies
need to be rationalised and be opened to the scope of innovativeness not only in term of quality
of programmes. This would not come by simply going to more areas or by allowing bureaucratic
set up to continue in the organisation.
Strategically the DD needs to undergo a policy overhaul. DD, out of three options, namely
privatisation, public service broadcaster or a middle path, can choose the third one, i.e. a
combination of both. The whole privatisation is not possible under the diversified political
scenario. Nor it would be desirable to hand over the broadcasting emotively in the private hand
as it proves to be a great means of communication of many socially oriented public
programmers. The government could also think in term of creating a corporation (as it did by
creating Prasar Bharti) and provide reasonable autonomy to DD. So far as its advertisement tariff
is concerned that can be made fairly competitive. However, at the same time cost of advertising
is to be compared with the reach enjoyed by the doordarshan. The number of viewers may be far
more to justify higher tariffs.
(ii) The SWOT analyses involves study of strengths, weaknesses, opportunities and threats of an
organisation. SWOT factors that are evidently available to the Doordarshan are as follows:
S – Strength
Cost Academy Strategic Management-94
More than 1000 transmitters.  Covering 90% of population across 70 million homes against only
30 million home by C & S. More than 20,000 employees.
W – Weakness
 Rigid pricing strategy. Low credibility with certain sections of society. Quality of program’s is not
as good as compared to C & S network
O – Opportunities
 Infrastructure can be leased out to cable and satellite channel. Digital terrestrial transmission. 
Regional focused channels. Allotment of time, slots to other broadcasters.
T – Threats
 Desertion of advertisers and producers may result in loss of revenues. Due to quality of program
the reach of C & S network is continuously expanding. As the C & S network need the trained
staff, some employees of DD may switchover and take new jobs. Best of the market-technology
is being used by the private channels.
(iii) It is suggested that the DD should adopt a middle path. It should have a mix of both the options.
It should economise on its operational aspects and ensure more productivity in term of revenue
generation and optimisation of use of its infrastructure. Wherever, the capacities are
underutilised, these may be leased out to the private operations. At the same time quality and
viewership of programmes should be improved. Bureaucracy may reduce new strategic initiatives
or make the organisation less transparent. Complete privatisation can fetch a good sum and may
solve many of the managerial and operational problems. However, complete public monopoly is
not advisable because that denies the government to fully exploit the avenue for social and
public use. The government will also lose out as it will not be able to take advantage of rising
potential of the market.




Thursday, December 8, 2011

YOUR AGE BY CHOCOLATE MATHS





Don't tell me your age; you probably would tell a falsehood anyway -but the Cadbury's Man will know!
YOUR AGE BY CHOCOLATE MATHS
This is pretty neat.

DON'T CHEAT BY SCROLLING DOWN FIRST!
It takes less than a minute .
Work this out as you read ..
Be sure you don't read the bottom until you've worked it out!
This is not one of those waste of time things,
it's fun.


1. First of all, pick the number of times a week that you would like to have chocolate
(more than once but less than 10)



2. Multiply this number by 2 (just to be bold)




3. Add 5




4. Multiply it by 50 -- I'll wait while you get the calculator




5. If you have already had your birthday this
year add 1759 ..
If you haven't, add 1758.




6. Now subtract the four digit year that
you were born.





You should have a three digit number






The first digit of this was your original number
(i.e., how many times you want to have chocolate
each week).



The next two numbers are

YOUR AGE! (Oh YES, it is!!!!!)

Wednesday, December 7, 2011

Four interesting Management stories and their implications.


The preacher and the farmer story (understanding the needs of your people, caring for minorities and individuals, looking deeper than the mainstream)
An old hill farming crofter trudges several miles through freezing snow to his local and very remote chapel for Sunday service. No-one else is there, aside from the clergyman.
"I'm not sure it's worth proceeding with the service - might we do better to go back to our warm homes and a hot drink?.." asks the clergyman, inviting a mutually helpful reaction from his audience of one.
"Well, I'm just a simple farmer," says the old crofter, "But when I go to feed my herd, and if only one beast turns up, I sure don't leave it hungry."
So the clergyman, feeling somewhat ashamed, delivers his service - all the bells and whistles, hymns and readings, lasting a good couple of hours - finishing proudly with the fresh observation that no matter how small the need, our duty remains. And he thanks the old farmer for the lesson he has learned.
"Was that okay?" asks the clergyman, as the two set off home.
"Well I'm just a simple farmer," says the old crofter, "But when I go to feed my herd, and if only one beast turns up, I sure don't force it to eat what I brought for the whole herd..."
From which we see the extra lesson, that while our duty remains regardless of the level of need, we have the additional responsibility to ensure that we adapt our delivery (of whatever is our stock in trade) according to the requirements of our audience.
(Adapted from a suggestion from P Hallinger, and based apparently on a story told by Roland Barth)

The very old lady story (positive attitude, self-image, ageism)
A very old lady looked in the mirror one morning. She had three remaining hairs on her head, and being a positive soul, she said, "I think I'll braid my hair today." So she braided her three hairs, and she had a great day.
Some days later, looking in the mirror one morning, preparing for her day, she saw that she had only two hairs remaining. "Hmm, two hairs... I fancy a centre parting today." She duly parted her two hairs, and as ever, she had a great day.
A week or so later, she saw that she had just one hair left on her head. "One hair huh...," she mused, "I know, a pony-tail will be perfect." And again she had a great day.
The next morning she looked in the mirror. She was completely bald.
"Finally bald huh," she said to herself, "How wonderful! I won't have to waste time doing my hair any more.."
(Ack CB)

The biscuit factory story (making assumptions, other people's perspectives, individual needs and motivations)
This is a true story. Some years ago the following exchange was broadcast on an Open University sociology TV programme.
An interviewer was talking to a female production-line worker in a biscuit factory. The dialogue went like this:
Interviewer: How long have you worked here?
Production Lady: Since I left school (probably about 15 years).
Interviewer: What do you do?
Production Lady: I take packets of biscuits off the conveyor belt and put them into cardboard boxes.
Interviewer: Have you always done the same job?
Production Lady: Yes.
Interviewer: Do you enjoy it?
Production Lady: Oooh Yes, it's great, everyone is so nice and friendly, we have a good laugh.
Interviewer (with a hint of disbelief): Really? Don't you find it a bit boring?
Production Lady: Oh no, sometimes they change the biscuits...

My thanks to Shirley Moon for this lovely story, who also points out the following lessons within it:
  • Do not impose your own needs and ambitions on to other people who may not share them.
  • Don't assume that things that motivate you will motivate someone else.
  • Recognise that sources of happiness may vary widely between people. 
The sales and marketing rugby analogy story (for teams, motivation, team-building, departmental cooperation, training, public speaking)
This is a true story.
 A consultant was asked to give a talk at a sales conference. The CEO asks him to focus on the importance of cooperation and teamwork between the sales and marketing teams, since neither group has a particularly high regard for the other, and the lack of cohesion and goodwill is hampering effectiveness and morale. The marketing staff constantly moan about the sales people 'doing their own thing' and 'failing to follow central strategy'; and the sales people say that the marketing people are all 'idle theorists who waste their time at exhibitions and agency lunches' and have 'never done a decent day's work in their lives'.
Being a lover of rugby, the consultant decides to use the analogy of a rugby team's forwards and backs working together to achieve the best team performance:
"......So, just as in the game of rugby, the forwards, like the marketing department, do the initial work to create the platform and to make the opportunities, and then pass the ball out to the backs, the sales department, who then use their skills and energy to score the tries. The forwards and the backs, just like marketing and sales, are each good at what they do: and they work together so that the team wins..." said the consultant, finishing his talk.
The audience seemed to respond positively, and the conference broke for lunch. At the bar the consultant asked one of the top sales-people what he'd thought of the analogy - had it given him food for thought?
"Yes, I see what you mean," said the salesman, "It does make sense. The sales people - the backs, yes? - the backs need the marketing department - the forwards, yes? - to make the opportunities for us, so that we, the backs, can go and score the tries - to win the business. We work together as a team - each playing our own part - working as a team."
The consultant beamed and nodded enthusiastically, only to be utterly dashed when the salesman added as an afterthought, "I still think our forwards are a bunch of wankers..."
(with thanks to Martin Deighton)


Tuesday, December 6, 2011

Some of the basic Interview Questions and Answers



Tell me about yourself?
Start with the present and tell why you are well qualified for the position. Remember that the
key to all successful interviewing is to match your qualifications to what the interviewer is
looking for. In other words you must sell what the buyer is buying. This is the single most
important strategy in job hunting.
So, before you answer this or any question it's imperative that you try to uncover your
interviewer's greatest need, want, problem or goal.
To do so, make you take these two steps:
Do all the homework you can before the hr interview to uncover this person's wants and needs
(not the generalized needs of the industry or company)
As early as you can in the interview, ask for a more complete description of what the position
entails. You might say: “I have a number of accomplishments I'd like to tell you about, but I want
to make the best use of our time together and talk directly to your needs. To help me do, that,
could you tell me more about the most important priorities of this position? All I know is what I
(heard from the recruiter, read in the classified ad, etc
Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even
more. Surprisingly, it's usually this second or third question that unearths what the interviewer
is most looking for.
You might ask simply, "And in addition to that?..." or, "Is there anything else you see as essential
to success in this position?:
This process will not feel easy or natural at first, because it is easier simply to answer questions,
but only if you uncover the employer's wants and needs will your answers make the most sense.
Practice asking these key questions before giving your answers, the process will feel more
natural and you will be light years ahead of the other job candidates you're competing with.
After uncovering what the employer is looking for, describe why the needs of this job bear
striking parallels to tasks you've succeeded at before. Be sure to illustrate with specific examples
of your responsibilities and especially your achievements, all of which are geared to present
yourself as a perfect match for the needs he has just described.

What are your greatest strengths


You know that your key strategy is to first uncover your interviewer's greatest wants and needs
before you answer questions. And from Question 1, you know how to do this.
Prior to any interview, you should have a list mentally prepared of your greatest strengths. You
should also have, a specific example or two, which illustrates each strength, an example chosen
from your most recent and most impressive achievements.
You should, have this list of your greatest strengths and corresponding examples from your
achievements so well committed to memory that you can recite them cold after being shaken
awake at 2:30AM.
Then, once you uncover your interviewer's greatest wants and needs, you can choose those
achievements from your list that best match up.
As a general guideline, the 10 most desirable traits that all employers love to see in their
employees are:
A proven track record as an achiever...especially if your achievements match up with the
employer's greatest wants and needs.
Intelligence...management "savvy".
Honesty...integrity...a decent human being.
Good fit with corporate culture...someone to feel comfortable with...a team player who meshes
well with interviewer's team.
Likeability...positive attitude...sense of humor.
Good communication skills.
Dedication...willingness to walk the extra mile to achieve excellence.
Definiteness of purpose...clear goals.
Enthusiasm...high level of motivation.
Confident...healthy...a leader.


What are your greatest weaknesses?
Disguise strength as a weakness.
Example: “I sometimes push my people too hard. I like to work with a sense of urgency and
everyone is not always on the same wavelength.”

Drawback: This strategy is better than admitting a flaw, but it's so widely used, it is transparent
to any experienced interviewer.
BEST ANSWER: (and another reason it's so important to get a thorough description of your
interviewer's needs before you answer questions): Assure the interviewer that you can think of
nothing that would stand in the way of your performing in this position with excellence. Then,
quickly review you strongest qualifications.
Example: “Nobody's perfect, but based on what you've told me about this position, I believe I' d
make an outstanding match. I know that when I hire people, I look for two things most of all. Do
they have the qualifications to do the job well, and the motivation to do it well? Everything in
my background shows I have both the qualifications and a strong desire to achieve excellence in
whatever I take on. So I can say in all honesty that I see nothing that would cause you even a
small concern about my ability or my strong desire to perform this job with excellence.”
Alternate strategy (if you don't yet know enough about the position to talk about such a perfect
fit):
Instead of confessing a weakness, describe what you like most and like least, making sure that
what you like most matches up with the most important qualification for success in the position,
and what you like least is not essential.
Example: Let's say you're applying for a teaching position. “If given a choice, I like to spend as
much time as possible in front of my prospects selling, as opposed to shuffling paperwork back
at the office. Of course, I long ago learned the importance of filing paperwork properly, and I do
it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager,
this should be music to his ears.)
Tell me about something you did – or failed to do – that you now feel a little ashamed of ?As
with faults and weaknesses, never confess a regret. But don’t seem as if you’re stonewalling
either.
Best strategy: Say you harbor no regrets, then add a principle or habit you practice regularly for
healthy human relations.
Example: Pause for reflection, as if the question never occurred to you. Then say to hr, “You
know, I really can’t think of anything.” (Pause again, then add): “I would add that as a general
management principle, I’ve found that the best way to avoid regrets is to avoid causing them in
the first place. I practice one habit that helps me a great deal in this regard. At the end of each
day, I mentally review the day’s events and conversations to take a second look at the people
and developments I’m involved with and do a double check of what they’re likely to be feeling.
Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a
five minute chat in someone’s office to make sure we’re clear on things…whatever.”


Why should we hire you?
By now you can see how critical it is to apply the overall strategy of uncovering the employer’s
needs before you answer questions. If you know the employer’s greatest needs and desires, this
question will give you a big leg up over other candidates because you will give him better
reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.
Whether your interviewer asks you this question explicitly or not, this is the most important
question of your interview because he must answer this question favorably in is own mind
before you will be hired. So help him out! Walk through each of the position’s requirements as
you understand them, and follow each with a reason why you meet that requirement so well.
Example: “As I understand your needs, you are first and foremost looking for someone who can
manage the sales and marketing of your book publishing division. As you’ve said you need
someone with a strong background in trade book sales. This is where I’ve spent almost all of my
career, so I’ve chalked up 18 years of experience exactly in this area. I believe that I know the
right contacts, methods, principles, and successful management techniques as well as any
person can in our industry.”
“You also need someone who can expand your book distribution channels. In my prior post, my
innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I’m
confident I can do the same for you.”
“You need someone to give a new shot in the arm to your mail order sales, someone who knows
how to sell in space and direct mail media. Here, too, I believe I have exactly the experience you
need. In the last five years, I’ve increased our mail order book sales from $600,000 to
$2,800,000, and now we’re the country’s second leading marketer of scientific and medical
books by mail.” Etc., etc., etc.,
Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown
that runs up your score. IT is your best opportunity to outsell your competition.


Where do you see yourself five years from now?
Reassure your interviewer that you’re looking to make a long-term commitment…that this
position entails exactly what you’re looking to do and what you do extremely well. As for your
future, you believe that if you perform each job at hand with excellence, future opportunities
will take care of themselves.
Example: “I am definitely interested in making a long-term commitment to my next position.
Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I

am very well qualified to do. In terms of my future career path, I’m confident that if I do my
work with excellence, opportunities will inevitable open up for me. It’s always been that way in
my career, and I’m confident I’ll have similar opportunities here.”
Describe your ideal company, location and job.
The only right answer is to describe what this company is offering, being sure to make your
answer believable with specific reasons, stated with sincerity, why each quality represented by
this opportunity is attractive to you.
Remember that if you’re coming from a company that’s the leader in its field or from a
glamorous or much admired company, industry, city or position, your interviewer and his
company may well have an “Avis” complex. That is, they may feel a bit defensive about being
“second best” to the place you’re coming from, worried that you may consider them bush
league.
This anxiety could well be there even though you’ve done nothing to inspire it. You must go out
of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on
the list of exactly what you’re looking for, providing credible reason for wanting these qualities.
If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc.


Why do you want to work at our company?
This question is your opportunity to hit the ball out of the park, thanks to the in-depth research
you should do before any interview.
Best sources for researching your target company: annual reports, the corporate newsletter,
contacts you know at the company or its suppliers, advertisements, articles about the company
in the trade press.


What are your outside interests ?
Try to gauge how this company’s culture would look upon your favorite outside activities and be
guided accordingly.
You can also use this question to shatter any stereotypes that could limit your chances. If you’re
over 50, for example, describe your activities that demonstrate physical stamina. If you’re
young, mention an activity that connotes wisdom and institutional trust, such as serving on the
board of a popular charity.
But above all, remember that your employer is hiring your for what you can do for him, not your
family, yourself or outside organizations, no matter how admirable those activities may be.


Give me an example of your creativity (analytical skill…managing ability, etc.)
Remember from Question 2 that you should commit to memory a list of your greatest and most
recent achievements, ever ready on the tip of your tongue.
If you have such a list, it’s easy to present any of your achievements in light of the quality the
interviewer is asking about. For example, the smashing success you orchestrated at last year’s
trade show could be used as an example of creativity, or analytical ability, or your ability to
manage.


Where could you use some improvement?
Keep this answer, like all your answers, positive. A good way to answer this question is to
identify a cutting-edge branch of your profession (one that’s not essential to your employer’s
needs) as an area you’re very excited about and want to explore more fully over the next six
months.
What do you worry about?
Redefine the word ‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning
over in my mind anything that seems to be keeping me from achieving those goals, until I find a
solution. That’s part of my tenacity, I suppose.”


How do you feel about working nights and weekends?
First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on
the first swing by saying this kind of schedule is just your style. Add that your family understands
it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your
work.
If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the
norm for your best people here?”
If the hours still sound unrealistic for you, ask, “Do you have any top people who perform
exceptionally for you, but who also have families and like to get home in time to see them at
night?” Chances are this company does, and this associates you with this other “top-performerswho-
leave-not-later-than-six” group.
Depending on the answer, be honest about how you would fit into the picture. If all those extra
hours make you uncomfortable, say so, but phrase your response positively.
Example: “I love my work and do it exceptionally well. I think the results speak for themselves,
especially in …(mention your two or three qualifications of greater interest to the employer.
Remember, this is what he wants most, not a workaholic with weak credentials). Not only would
I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think
you’ll find me one of the most productive people here.
I do have a family who likes to see me after work and on weekends. They add balance and
richness to my life, which in turn helps me be happy and productive at work. If I could handle
some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be
getting a person of exceptional productivity who meets your needs with strong credentials. And
I’d be able to handle some of the heavy workload at home where I can be under the same roof
as my family. Everybody would win.”


The “Hypothetical Problem”
Instead, describe the rational, methodical process you would follow in analyzing this problem,
who you would consult with, generating possible solutions, choosing the best course of action,
and monitoring the results.
Remember, in all such, “What would you do?” questions, always describe your process or
working methods, and you’ll never go wrong.


“The Salary Question” – How much money do you want ?
For maximum salary negotiating power, remember these five guidelines

Never bring up salary. Let the interviewer do it first. Good salespeople sell their products
thoroughly before talking price. So should you. Make the interviewer want you first, and your
bargaining position will be much stronger.
If your interviewer raises the salary question too early, before you’ve had a chance to create
desire for your qualifications, postpone the question, saying something like, “Money is
important to me, but is not my main concern. Opportunity and growth are far more important.
What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about
money. Would that be okay?”
The #1 rule of any negotiation is: the side with more information wins. After you’ve done a
thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the
employer talking about what he’s willing to pay before you reveal what you’re willing to accept.
So, when asked about salary, respond by asking, “I’m sure the company has already established
a salary range for this position. Could you tell me what that is?” Or, “I want an income
commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the
position pay?” Or, more simply, “What does this position pay?”
Know beforehand what you’d accept. To know what’s reasonable, research the job market and
this position for any relevant salary information. Remember that most executives look for a 20-
25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.
Never lie about what you currently make, but feel free to include the estimated cost of all your
fringes, which could well tack on 25-50% more to your present “cash-only” salary.
















TOPICS FOR DEBATE




1.  INDIVIDUAL FINANCIAL INCENTIVES IN REWARD SYSTEMS
2.   WOMEN ARE THE BEST LEADERS FOR THE 21TH CENTURY
3.  AMERICAN CEOS ARE OVERPAID AND THEIR PAY SHOULD BE RESTRICTED
4. GENETIC SCREENING OF NEW APPLICANTS
5. ELECTRONIC SURVEILLANCE
6. INTERNATIONAL CODE OF BUSINESS ETHICS

Monday, December 5, 2011

Discussion Question on principles of Management




Introduction:
For a business enterprise, strategies and policies are very important and are closely related to each other. Strategies are comprehensive plans of action, designed to help achieve organization’s goals within specified time. Policies are standing plans that provide the broader guidelines for directing managerial activities in pursuit of organizational goals.

Question:
Are strategies and policies as important in a not-for-profit organization (such as NGO, labour union, hospitals or city fire department) as they are in a business enterprise? Why or why not, give reasons.


Instructions:
Read the following instructions before giving your comments on GDB
Ø      Your answer should be relevant to the topic i.e. clear and concise.
Ø      Your answer should be sufficient but not more than 300 words.