Professional Documents
Culture Documents
Personality Development
Personality Development
Personality Development
Details
1.
2.
3.
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11.
12.
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15.
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17.
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20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
Planning
Policy making
Decision making
Coordination
Communication
Motivation
Leadership
Control
Effective listening
How to speak effectively
Perception
Negotiation
Collective bargaining
Learning
Six thinking shoes
Six thinking hats
Coping stress at work
Managing stress
Characteristics of high performing teams
Group discussion
Effective habits
Interview tips
Improving memory
Social behaviour
Social settings
Body language
Dressing codes
Business etiquette
Selling Skills
Telephonic skills
31. Resume building
number
3
7
9
13
15
22
28
35
38
40
41
43
47
48
50
51
52
57
68
70
79
85
89
97
98
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102
105
108
113
118
121
121
122
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125
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127
128
129
130
131
132
133
134
135
137
Page No - 2 -
PLANNING
i.
Introduction :
In the eyes of friends Planning is synonymous with coordination, foresight and
concern with future. In the eyes of enemies planning is synonymous with
regimentation and even collectivism.
ii.
Meaning of planning
A third activity in administration is administrative planning.
It is sometimes said that planning is the primary managerial
function which logically precede all other functions.
A rational process characteristic of all human behaviour Fiffner
The use of rational design as contrasted with change, the reaching
of a decision before a line of action is taken instead of improving
after the action has started Marshall Dimock
The process of divising a basis for a course of future action
Seckler Hudson
Planning fundamentally choosing and a planning problem arises
when an alternative course of action is discovered Billy E Goety
Planning is the process of determining the objectives of
administrative effort and of devising the means calculated to
achieve them.
iii.
II.
Page No - 3 -
iv.
Planning Principles
Planning is a pre-requisite for other managerial functions such as
organising, directing and controlling. This has been called the
principle of primary planning
Objectives and policies are the result of planning.
Decision-making and determining strategies can be considered a
part of planning.
Planning is often considered a staff function, but this does not
mean that it is unimportant for line executives.
The idea that planning is performed by managers of all types and at
all levels has been called the principles of pervasiveness of
planning.
Planning requires that all members understand and utilise
consistent planning premises. Hoontz and ODonnel call this the
principles of planning premises.
The interchange of plans must provide complete information for
each functional area involved. Planning communication then is a
principle that should be recognized in the structure of plans.
The Commitment principle refers to the question of how far the
future plans should be made.
The Principle of flexibility of planning must be started in terms of
the relationship between the advantages of flexibility and its costs.
v.
Unity of Programme
II.
Continuity of Programme
III.
Timing of Programme
IV.
V.
Precision in Programming
Page No - 4 -
vi.
Kinds of planning
I.
II.
III.
IV.
The plans are classified in the following ways according to time factor
a. Short term plans extending up to one year
b. Medium term plans of more than one year but less than five years
c. Long term plans of five years or a longer period
V.
VI.
vii.
Production Planning
Process Planning
Materials Planning
Marketing Planning etc.,
Importance of Planning
I.
II.
III.
IV.
V.
Page No - 5 -
viii.
Process of planning
a. Establishment of objectives The first step in the planning
process is the establishment of planning objectives.
b. Establishment of planning premises Planning premises
are divided into three groups
1. Planning premises that are non-controllable in the sense
that the individual firm doing the planning cannot do
anything about them.
2. Planning premises that may be regarded as semicontrollable, in the sense that the individual form cannot
control them but can influence their happening to a
greater or lesser degree.
3. Planning premises may be characterised as controllable
by the firm.
c. Search and examination of alternative courses of action
d. Evaluation of alternative course of action
e. Selection of a course or courses of action
f. Formulation of necessary derivatives plans
ix.
Page No - 6 -
POLICY MAKING
i.
ii.
Nature
a. A policy is a verbal, written or implied basic guide to action
that is adopted and followed by a manager George R
Terry
b. The consciously acknowledged rules of conduct that guide
administrative decision Marshall Dimock
II.
Political Policy
Programme Policy
Administrative policy
Work or operation policy
Page No - 7 -
III.
Policy Development
a. To understand the nature of policy, and its development, it
may be useful to analyse the ways policy arises in an
organisation.
b. The policy may be classified as
1. Originated Policy
2. Appealed Policy
3. Externally Imposed Policy
IV.
Planning
Organising
Staffing
Directing
Controlling
Page No - 8 -
DECISION MAKING
i.
Introduction
Decision making is one of the major functions the administrators
(managers or executives) perform. First we will examine the meaning
and general process of decision making. Secondly, we will analyse
William R Dills views on Administrative decision making. Thirdly,
Herbert A Simons concept of Innovative decision. Fourthly, Barnards
theory of environment of decision. Fifthly, the application of various
modern techniques in decision making
ii.
Meaning
Page No - 9 -
iii.
a. The first approach was developed during the period 1940 to 1950
Two important experts Chester I Barnard and Herbert A Simon.
b. The second approach was developed during the period 1950 to
1960 Experts Lewin, Likert and Lazarsfelds.
c. The third approach was developed during the period 1960 and
after.
d. William R Dill says that these new techniques and development
have lost sight of the basic administrative process centered around
decision making which Barnard and Simon described.
e. William R Dill give three important qualities for administrative
decision making namely
1. It must be a timely decision and taken at exact time
2. It should be taken only after the discussion with the
subordinates
3. No new decisions should be taken over the routine problems
f. According to William R Dill in any ordinary decisions the
following five steps have to be followed
1. Agenda Building : understanding the nature of the problem
2. Search : Finding out the various alternative to solve the
problem
3. Commitment : Choosing one alternative
4. Implementation : Putting it into effect
5. Evaluation : Finding out the results
g. The following illustration may explain it clearly
a. Agenda
b. Search
c. New Agenda
d. Questions
e. Commitment
f. Search
g. Commitment
h. Implementation
i. Commitment
j. Evaluation
k. Implementation and new agenda
l. Search
m. Commitment
n. Implementation
o. New Agenda
Page No - 10 -
iv.
v.
II.
III.
IV.
V.
VI.
Page No - 11 -
II.
III.
Evidence of decision
a. Barnard gives four instances in which a decision-maker
should not take a decision. They are
1. When the problem is not now pertinent
2. When the problem is not nearer to the decision maker
3. When the decision maker feels that he could not make
effective decision over the problem
4. When he feels that the decision over a problem should
be taken by some other executive.
IV.
Page No - 12 -
COORDINATION
i.
Introduction
It is more accurate to say that coordination is the essence of
management rather than one of its function. Coordination involves the
integration of human efforts for achieving the goal which is not a
particular function but the basic objectives of as the managerial
functions.
ii.
iii.
Coordination defined
I.
II.
III.
IV.
V.
II.
III.
Page No - 13 -
IV.
Principles of coordination
a.
b.
c.
d.
V.
Page No - 14 -
COMMUNICATION
BASIC COMMUNICATION
Communication is the mutual exchange of information and understanding by any
effective means L Donaldson & E Scannell.
The Human Process in Communication :1. It is a Human Transaction involving subjectively, selectivity assumptions and
premises, attitudes, experiences, expectations etc.,
2. It is an Intellectual transaction involving observation and judgment,
discrimination of information, either of thinking, logic of recipient etc.,
3. It is a Psychological transaction so that it should contain something of value to
the other party, manner is more important than meaning.
4. It is an Environmental transaction selecting the right channel, avoiding
overloading of a given channel, organizational factors etc.,
For Receiver
d. What does he expect to hear or read
e. What will he actually read or hear(despite what is written)
f. How will he feel about what he reads or hears.
Candid
Clear
Complete
Concise
Concrete
Correct
Courteous
Page No - 15 -
i.
Introduction
Communication is imminently essential in business, in government,
military organisations, hospitals, schools, communities, homes
anywhere people deal with one another. It is difficult, in fact, to
imagine any kind of interpersonal activity which does not depend upon
communication Haney
ii.
Communication Defined
I.
iii.
Communication Process
I.
Sender
II.
Ideas
III.
Encoding
IV.
Channel
V.
Receiver
VI.
Decoding
VII. Feedback
iv.
Types of Communication
1. Formal Channel
2. Informal Channel or Grapevine
I.
Types of Grapevine
a.
b.
c.
d.
Single Strand
Gossip
Probability
Cluster
II.
Rumour
III.
Communication Media
a. Words either oral or written
b. Picture including graphs and diagram
c. Actions or gestures including facial expression
3. Oral Communication
4. Written Communication
Page No - 16 -
5. Direction of Communication
a. Downward Communication
1. Orders and instructions about jobs
2. Directions about understanding of jobs and its relationships
with other jobs
3. Organisational policies and its procedures
4. Feedback of subordinates performance
5. Reprimands, Criticisms, etc.,
Criticism has two parts in it, namely an observable fact and a
personal interpretation. Criticism can be of two kinds
a. Constructive or positive criticism
b. Destructive or negative criticism
6. Question, inviting upward communication
b. Upward Communication
1. Subordinates work performance
2. Problems relating to work
3. Performance appraisal of their subordinate(feedback of
understanding of orders, instructions, etc.,)
4. Clarifications of orders, etc.,
5. Opinion, attitude, feeling etc.,
6. Procedures, methods, practices followed in doing the work
7. Criticism
8. New ideas and suggestions
9. Personal and family problem
c. Horizontal Communication
1. Horizontal communication is a real check on the power of
the top leaders.
2. It is the flow of information between persons of the same
hierarchical level.
personality development course mat
Page No - 17 -
v.
Order
I.
Henry Fayol has opined that manager should have high degree
of efficiency in giving order as through orders either he can
motivate or dissatisfy his subordinates..
II.
Meaning of Order
a. In order giving process, a personal relationship a direct line
of command from superior to subordinate is implied. This
relationship is not reversible. Two managers of equal rank
cannot, have this relationship.
b. Another implication of an order is that it is enforceable. A
superior can employ sanction against his subordinate who
does not carry out an order or who does so in an
inappropriate manner.
c. The order is given and enforced to achieve organisational
objectives. As such, specific and clear order serves
organisational purpose.
III.
Techniques of Order
a. General or specific
b. Written or Oral
c. Formal and Informal
d. Timing
e. Follow-up of order
vi.
Page No - 18 -
vii.
Barriers of communication
I.
External barriers
a. Semantic Barriers
1. Badly expressed message
2. Faulty translation
3. Unclarified Assumptions
4. Specialists language
b. Emotional or Psychological barriers
1. Keith Davis opines that these exist in the peoples
minds or because of their acations, such as being hard to
contact or difficult to understand
2. The following are some emotional barriers
a)
b)
c)
d)
e)
f)
Premature Evaluation
In attention
Loss by transmission and poor retention
Undue reliance on the written word
Distrust of Communicator
Failure to communicate
c. Organisational barriers
1.
2.
3.
4.
5.
Organisational Policy
Organisational rules and regulations
Status relationships
Complexity in organisation structure
Organisational facilities
d. Personal barriers
1. Barriers in Superiors
a)
b)
c)
d)
e)
f)
g)
Attitude of superiors
Fear or challenge to authority
Insistence on proper channel
Lack of confidence in subordinates
Ignoring communication
Lack of time
Lack of awareness
2. Barriers in subordinates
a) Unwillingness to communicate
b) Lack of proper incentive
Page No - 19 -
viii.
II.
III.
IV.
V.
VI.
VII.
Page No - 20 -
ix.
Clarity in idea
II.
Purpose of Communication
III.
Empathy in communication
IV.
V.
Appropriate Language
VI.
VII.
Credibility in communication
VIII.
Good Listening
Page No - 21 -
MOTIVATION
i.
Meaning
I.
II.
ii.
Motivation Defined
I.
II.
III.
IV.
V.
iii.
Behaviour Motives(needs)
tension)
Wants
Tension
(release
Environments
iv.
of
Incentive
Importance of motivation
I.
II.
III.
Page No - 22 -
v.
Theories of Motivation
I.
II.
Physiological needs
Safety(security) needs
Social needs
Esteem(Recognition) esteem needs
Self Actualization needs
a. Motivational Factors
b. Critical Analysis of the theory
c. In fact, job satisfaction and dissatisfaction are two opposite points on a
single continuum. Individuals on the job are affected by any change either
in the job environment or in the job content.
d. Herzbergs model is method bound and a number of other methods used
for similar study have shown different results not supporting his
contentions. Thus, the theory has limitations in general acceptability.
e. This theory does not attach much importance to pay, status or interpersonal relationships which are held generally as important contents of
satisfactions.
III.
a. Theory X
1. Management is responsible for organising the elements of productive
enterprises money, materials, equipment, people in the interest of
economic ends.
2. With respect to people this is a process of directing their efforts to
motivating them, controlling their actions, modifying their behaviour to fit
the need of organisation.
3. Without this active intervention by management, people would be passive,
even resistent to organisational needs. They must be persuaded, rewarded,
punished, controlled, their activities must be directed.
This is
managements task. We often sum it up by saying that management
consists of getting things done through other people.
4. The average man is by nature indolent he works as little as possible.
5. He lacks ambition, dislikes responsibility, prefers to be led.
6. He is inherently self-centered, indifferent to organisational needs.
7. He is by nature resistant to change.
8. He is gullible, not very bright, the ready dupe of charlatan and the
demagogue.
Page No - 23 -
b. Theory Y
1. The expenditure of physical and mental effort in work is nature as play or rest.
Depending upon controllable conditions, work may be a source of satisfaction
or a source of punishment.
2. External control and the threat of punishment are not the only means for
bringing about efforts towards organisational objectives. Man will exercise
self direction and self control in the service of objectives to which he is
committed.
3. Commitment to objectives is a function of the reward associated with their
achievement. The most significant of such award, eg., the satisfaction of ego
and self actualisation needs, can be the direct product of effort directed
towards organisational objectives.
4. The average human being learns under proper conditions not only to accept
but to seek responsibility. Avoidance of responsibiity, lack of ambition, and
emphasis on security are generally consequence of inherent human
characteristics.
5. The capacity to exercise a relatively high degree of imagination, ingenuity and
creativity in the solution of organisational problem is widely, not narrowly,
distributed in the population.
6. Under the condition of modern industrial life, the intellectual potentialities of
the average human beings are only partially utilised.
c. Comparison of Theory X and Y
1. Theory X assumes human beings to be inherently distasteful towards work.
Theory Y assumes that for human beings work is as natural as play.
2. Theory X emphasises that people do not have ambitions and try to avoid
responsibilities in jobs. The assumptions under Theory Y are just the reverse.
3. According to theory X most people have little capacity for creativity while
according to Theory Y, the capacity for creativity is widely distributed in the
population.
4. In Theory X, motivating factors are the lower needs. In Theory Y higher order
needs are more important for motivation though unsatisfied lower need are
also important.
5. In Theory X, people lack self motivation and require to be externally
controlled and closely supervised to get maximum output from them. In
Theory Y, people are self directed and creative and self controlled.
6. Theory X emphasises scalar chain system and centralisation of authority in the
organisatiion while Theory Y emphasises decentralisation and greater
participation in the decision making process.
7. Theory X emphasises democratic and supportive leadership styles.
McGregors assumptions in terms of Theory X and Theory Y are based on
Maslows needs hierarchy model.
Page No - 24 -
IV.
I.
Theory Z
Urwick criticising the contradictory assumptions of Theory X and
Y proposed another theory of human behaviour at work place
which he has called Theory Z. The Theory Z has following
propositions :a. Management is responsible for organising the elements of
productive enterprise money, materials, equipment, people in
the interest of economic ends.
b. In a free society, economic ends are determined by the choices
of innumerable individuals in their capacity as consumers.
c. This involves a network of decisions and communications
through which management postulates leadership.
d. Management so groups these choices as
1. To facilitate economic production and distribution
2. To enable these same people, in their capacity as
producers or distributors to satisfy their needs.
e. In a handicraft economy, the consumer communicates direct
with the producer, along the dotted line. In modern machine
economy, there are atleast eight points at ehich consumer
choices may be to move point to point all round to Z.
f. Man as a producer or distributor, is not resistant to organisation
needs. But change threatens his human needs if it suggests
1. Loss of employment physical and safety needs
2. Change of working pattern social needs
3. Elemination of position to which he may have aspired
egoistic and self fulfilment needs
g. Management can overcome these difficulties of complete
communications by devoting more attention to morals. This
involves
1. Discipline, that is, system of communication is precise and
accepted by all concerned
2. Confidence, that is, each individual is assured that the
institution is beneficient and will safeguard his/her needs.
Retail Outlet
Wholesale Outlet
Manufacturing Group
Manufacturing Unit
Executive
Zp
Zpd
Staff
Divisions
Department
Working Group
Page No - 25 -
I.
II.
III.
VI.
I.
II.
III.
IV.
V.
Page No - 26 -
vi.
VII.
I.
II.
If the above does not occur, then the behaviour will be only
temporarily suppressed and will appear when the punishment is
removed. Furthermore, the suppressed behaviour may cause
the person to be fearful and anxious.
III.
IV.
vii.
Adequate Motivation
Analysis of Motives
Simplicity in Motivational System
Uneven motivation
Incentives
Financial Incentives
Individual Collective
1. Equal wages
rates
1.
2. Wage
2.
increase
3.
based on
Various
ability
Premium plans
4.
by
Taylor, 3. Pension Plan
Hasley, Rowan, 4. Production
bonus
Gantt, etc.,
5.
5. Profit
Sharing
6.
6. Copartnership
1. Human
Relations in
Social
industry
importance
2. Participation
of work
Team Spirit 3. Communicati
on
Competition
4. Building
Informal
Morale
groups
5. Discipline
Page No - 27 -
LEADERSHIP
i.
ii.
Introduction
I.
II.
Leadership defined
I.
II.
iii.
iv.
Importance of Leadership
I.
II.
III.
IV.
Motivating employees
Creating Confidence
Building Morale
Leadership Theories
Page No - 28 -
V.
Trait Approach
I.
II.
III.
Supervisory ability
Achievement
Motivation
Self actualising
Intelligence
Self assurance
Decisiveness
v.
Emotional Stability
Human Relations
Empathy
Objectivity
Motivating Skills
Technical Skills
Communicative Skills
Social Skills
Behavioural Approach
I.
Page No - 29 -
II.
III.
IV.
V.
vi.
Situational Approach
I.
vii.
Eclectic Approach
I.
viii.
Leaders
Followers
Goal
Environment
Leadership Styles
I.
Page No - 30 -
Democratic supervision
Production
Committees
Suggestions
Programmes
Multiple Management
Page No - 31 -
II.
Leadership
Motivation
Communication
Interaction and influence
Decision making process
Goal setting
Control process
Exploitative autocratic(system1)
Benevolent autocratic(system2)
Participative (system3)
Democratic (system4)
1. Likert hss isolated three variables which
representative of his total concept of system 4
are
Page No - 32 -
x.
xi.
Managerial Grid
I.
C High
o 9 1,9 (Country Club)
n
8
c
7
e
r
6
n 5
f
4
o
3
r
2
p
1 1,1 (Impoverished)
e
o
p Low 1
l
e
9,9 (Team)
9,1(Task)
High
3
II.
xiii.
Tridimentional Grid
I.
II.
Page No - 33 -
III.
IV.
Basic Style
Integrated
Dedicated
Related
Separated
xiv.
Related
Separated
Integrated
Dedicated
II.
III.
Human
Relations
0
Very unfavourable
IV.
Unfavourable
Favourable
Very Favourable
xv.
(A)
Attempted
Leadership
(B)
Resultant
Behavious
Successful
Effective
Ineffective
Unsuccessful
Page No - 34 -
CONTROL
i.
Control Defined
I.
II.
ii.
II.
Planning
Actions
Controlling
Adjustments in operations
Policy verification
Managerial Responsibility
Psychological Pressure
Coordination in action
Organisation efficiency and effectiveness
Page No - 35 -
III.
Steps in controlling
I.
Implementation
of Performance
Correction
Action Plan
Actual
Performance
Measurement
ofPerformance
Comparison of
actual and standards
iii.
Corrective Cause
of deviation
Identification
of deviation
Page No - 36 -
iv.
Control Area
I.
II.
III.
Market Standing
Innovation
Productivity
Physical and financial resources
Profitability
Manager performance and attitude
Development
Worker performance and attitude
Public Responsibility
Policies
Organisation
Personnel
wages and Salaries
Costs
Methods and manpower
Capital expenditure
Service department efforts
Line of products
Research and development
Foreign operations
External relations
Overall control
Page No - 37 -
EFFECTIVE LISTENING
WHY DONT WE LISTEN :
Selective Listening
Talking Speed
Personal interests
Lack of Interest
Speed of thought
Reactions to the speaker
Beliefs and attitudes
The words we hear
Listening expectations
Physical Distractions
2. Psychological Attending
a. Listen to what is being said
i.
ii.
iii.
iv.
v.
Central theme
Keep open mind
Think ahead
Analyse & evaluate
Dont interrupt
Ask the right question to ensure you hear the full story.
Page No - 38 -
Stop Talking
2.
3.
4.
Remove distractions
5.
6.
Be Patient
7.
8.
9.
Ask questions
Page No - 39 -
Page No - 40 -
PERCEPTION
WHAT IS PERCEPTION ?
We come to know the world through the information supplied by the senses. Senses
inform us about qualities, colours, sounds, tastes, smells etc., This raw data
(uninterpreted data) from these senses is called sensation. We have to process it to
turn it into the experience of the world. That is, we have to consider the sensory
information along with what is in memory and with thought processes. When the
sense data is processed, we get knowledge of objects and events in the world. This
knowledge is called perception.
Thus, perception is the experience of objects and events based on the information
provided by the senses. Peoples perceptions are determined by their needs.
Aspects of perception :There are several aspects of perception which relate to communication skills. These
are mentioned below :-
i.
Selective perception :It means seeking what one wants to see. In our regular activities, we like
to see those things which please us and we reject or ignore the things
which are unpleasant to us. Hence, we manage to overlook many stimuli
from the environment that do not fit into our current perception of things.
ii.
Stereo-typing :It is the application of selective perception. Sometimes we have our preconceived ideas about other people and refuse to differentiate between
individual behaviours. We are in that case applying selective perception to
our relationships with other people.
This becomes a barrier to
communication.
iii.
iv.
Page No - 41 -
This refers to the process of forming opinions based on one element from a
group of elements and generalizing that perception to all other elements.
Thus, one good characteristics is allowed to influence the course
disproportionately(language, dress).
v.
The Horns Effect :It is the just the opposite of Halo Effect. In this one bad characteristic is
allowed to influence the overall judgment.
ii.
iii.
iv.
TRAINERS CAREFULNESS :
i.
ii.
iii.
Use the Army method of telling. Tell him what you are going to tell
him, then tell him what you him.
Page No - 42 -
NEGOTIATION
Introduction :An old saying goes like this
To get to the promised land you have to negotiate your way through the
wilderness
Negotiation is nothing but handling family members, sales clerks, competitors
or entities with names like The Establishment or The power structure. How you
handle these encounters can determine not only whether you prosper, but whether you
can enjoy a full, pleasurable, satisfying life.
What is Negotiation ?
Negotiation is a field of knowledge and endeavour that focuses on gaining the
favour of people from whom we want things.
Then arises the question what do we want? The answer to this is very simple.
We want all sorts of things: prestige, freedom, money, justice, status, love, security
and recognition.
Negotiation is the use of information and power to affect behaviour within a
Web of tension.
Three crucial elements of negotiation :a. Information :The other side seems to know more about you and your needs than you
know about them and their needs.
b. Time :The other side doesnt seem to be under the same kind of organizational
pressure, time constraints and restrictive deadlines you feel youre under.
c. Power :The other side always seems to have more power and authority than you
think you have.
Page No - 43 -
STYLES OF NEGOTIATING
a. Winning at all costs --- Soviet Style
The six steps issued by Soviets in negotiating
1.
2.
3.
4.
5.
6.
Experience
Information
Role
Page No - 44 -
1. Building trust
i.
ii.
Establish trust
Obtain information
Meet his needs
Use his ideas
Transform relationship to collaboration
Take moderate risk
Get his(Sellers) help
2. Gaining Commitment
3. Managing opposition :The opposition comes in two forms
a. Idea opponents
b. Visceral opponents - Two rules on negative terms
are
1. Never forget the power of your attitude
2. Never judge the actions and motives of
others
NEGOTIATING ANYTHING, ANY PLACE
Telephone negotiations and memos of agreement
i.
More misunderstanding
Easier to say no
Much quicker
More competitive
Greater risk
Advantage caller
Page No - 45 -
ii.
iii.
Moving up
iv.
Taking it personally
Page No - 46 -
COLLECTIVE BARGANING
Introduction :Another important sector in negotiation is collective bargaining. This is done
to attain balance of power, collective barganing is used. It was said, We do not fear
to negotiate but do not negotiate out of fear. This is the basic of collective
bargaining. In the words of Mr John T Dunlop collective bargaining is
i.
ii.
iii.
Page No - 47 -
LEARNING
Introduction :When someone does a behaviour which we do not like, our very first feelings are one
of disappointment, relief, discouragement or loneliness.
Later as we think about how much the behaviour has inconvenienced us or hurt us, we
often build up anger or resentment or we feel upset, irritated, or bitter.
Anger used as an umbrella :Anger often acts like an umbrella to cover up our deeper feelings. Anger is used as a
weapon to keep people from knowing vulnerability and so we use it to protect
ourselves. However, anger is a self-defeating choice because it usually does not
produce a change in behaviour and often encourages the other person to get angry
back at us rather than work on the problem.
Anger is a learned response, which probably grew out of our childhood experiences
with our parents and teachers. We learned that our parents and teachers in certain
situations did not express certain emotions such as fear, disappointment, or shame
because the expression of these feelings left them open to attack.
Fear
Disappointment
Helplessness
Shame
Loneliness
Discouragement
Relief
Anger
Frustration
Irritation
Upset
Bitter
Confused
Ecstasy
When some is causing you a problem, if you tell them how angry or upset you are, the
person will probably feel criticized and his/her, reaction, is likely to be :
1. Anger back at you
2. Obedience to you out of fear
3. Avoidance to you
If you STOP and think back to what your first feelings were and then express those
feelings rather than anger :1. The relationship is hurt less(if any)
2. A change in the persons behaviour will be out of respect rather than
out of fear.
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In the learning process active listening forms the important part. Communication
blocks increases the pressure. The following are the list of blocks
Communication Blocks
1.
2.
3.
4.
5.
6.
7.
Advise/Giving solutions
Order
Threat
Moralise/Lecture
Criticise/Ridicule
Praise/Sympathise/Humour
Question
Communication Aids
Door Opener
Active Listening
Content paraphrase
Acknowledgment Passive Listening
Important types of learning :a. Passive learning :- Where we are silent and let the person talk. We communicate
our interest and concern by our non-verbal behaviour.
b. Active learning :- Here we help the sender to understand both the thoughts and
feelings of his communication. The listener doe this by stating in his own words
what he has heard and the feelings he has observed.
Page No - 49 -
1.
NAVY FORMAL
SHOES
2.
GREY SNEKARS
3.
4.
ORANGE
GUMBOOTS
5.
PINK SLIPPERS
6.
PURPLE RIDING
BOOTS
AUTHORITY
Page No - 50 -
WHITE
2.
RED
FEELINGS
3.
BLACK
LOGICAL NEGATIVE
4.
YELLOW
LOGICAL POSITIVE
5.
GREEN
CREATIVE THINKING
6.
BLUE
CONTROL OF THINKING
Page No - 51 -
2.
P
e
f
o
r
m
a
n
c
e
3.
4.
5.
Alarm Reaction
Resistance
Exahustion
Personality type
Life events
Daily events
Beliefs and attitudes
Social support
Meaning in life
Environmental stressors
Stress as necessary motivation
Stressas glamour
Men, women and stress
Page No - 52 -
ii.
iii.
iv.
v.
vi.
vii.
viii.
6.
Stress at work
ii.
Leisure Activities
OVERLOAD
Others
Job
Social Activities
iii.
Sources of Pressure
Physical environment
(Noise, Overcrowding)
Job Characteristics
(Repetitive jobs, shifts,
tight deadlines, travel
Social/Cultural
environment
(Competition)
External Pressures
Internal Pressures
Physical
Behavioural
Cognitive
Emotional
Page No - 53 -
7.
8.
Smoking
Alcohol
Drugs
Diet and eating
Overwork
Staying healthy
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
9.
Exercise
Sleep
Relaxation
Bio-feedback
The Alexander Technique
Massage
Yoga
Meditation
Spritual beliefs
Play
10.
Change
The consequences of action
Goal setting
Problem solving skills
Identify problems
Identify solution
Identify priorities and goals
Consider solutions
Preferred solutions
Planning
Rehearsal
Put your plan into operation
Feed back
Repeat as necessary
Managing time
i.
ii.
iii.
iv.
v.
Time diary
Job demands
1. Why are you here
2. Where do demands come from
Priorities forward planning
Procrastination
Carrying a task through
1. Plan
2. Concentrate
3. Take breaks
Page No - 54 -
vi.
vii.
viii.
ix.
x.
11.
Communication
i.
ii.
iii.
iv.
v.
Social skills
Perception
Non-verbal communication
Chains of communication
Discussing or fighting
a.
Fighting dirty
1.
2.
3.
4.
5.
6.
7.
8.
Name calling
Personal criticism
Generalizations
Digging up the past
Silence
Non-cooperation
Aliance
Mind reading
b.
Fighting fairly
1. Talk in the present
2. Be specific
3. One change at a time
4. Present your side of the argument
5. Explain what you will do
6. Explain the impact of the other persons behaviour
7. Complete interaction
8. Contradictory principles
9. Non-verbal skills
10. Non-verbal cheating
11. Bling them with science
12. performance in all
12.
Relationships at work
i.
ii.
iii.
Page No - 55 -
13.
Person-job fit
i.
2. Under-stretched
ii.
iii.
iv.
Page No - 56 -
STRESS MANAGEMENT
Life without stimulus would be incredibly dull and boring. Life with too much
stimulus becomes unpleasant and tiring, and may ultimately damage your health or
well-being. Too much stress can seriously interface with your ability to perform
effectively.
The art of stress management is to keep you at a level of stimulation that is
healthy and enjoyable. This series of articles will help you to monitor and control
stress so that you can find and operate at a level that is most comfortable for your. It
will discuss strategies to reduce or eliminate sources of unpleasant stress. It will also
explain what can happen when you do not comfort stress properly.
Most people realize that aspects of their work and lifestyle can cause stress. While
this is true, it is also important to note that it can be caused by your environments and
by the food and rink you consume. There are several major sources of stress:
Survival Stress:
This may occur is cases where your survival or health is threatened. Where
you are put under pressure, or where you experience some unpleasant or
challenging event. Here adrenaline is released is released in your body and
you experience all the symptoms of your body preparing for fight or flight.
Internally generated stress:
This can come from anxious worrying about events beyond your control, from
a tense, hurried approach to life, or from relationship problems caused by your
own behaviour. It can also come from an addiction to and enjoyment of
stress.
Environmental and Job stress:
Here your living or working environment causes the stress. It may come from
noise, crowding, pollution, untidiness, dirt or other distractions. Alternatively
stress can come from events at work.
Fatigue and overwork:
Here stress builds up over a long period. This can occur where you try to
achieve too much in too little time, or where you are not using effective time
management strategies.
Short Term Physical Symptoms
These mainly occur as your body adapts to perceived physical threat, and are
caused by release of adrenaline. Although you may perceive these as unpleasant and
negative, they are signs that your body is ready for the explosive action that assists
survival or high performance.
Faster heart beat
Increased sweating
Cool skin
Cold hands and feet
personality development course mat
Page No - 57 -
Worry or anxiety
Confusion, and an inability to concentrate or make decisions
Feeling ill
Feeling out of control or overwhelmed by events
Mood changes:
o Depression
o Frustration
o Hostility
o Helplessness
o Impatience & Irritability
o Restlessness
Being more lethargic
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Difficulty sleeping
Drinking more alcohol and smoking more
Changing eating habits
Reduced sex drive
Relying more on medication
Page No - 59 -
His section explains the linkage between stress and performance, and shows
how you can ensure that you perform at your best by optimizing stress levels.
Handling Depressions
High levels of long-term stress may often initiate depression, by failure
associated with stress-related under-performance, or by life crisis.
Deep depression is a clinical illness should be treated medically. It is
important that if you are depressed than you take this seriously. Severe depressions
that can cause years of happiness and low performance can be neutralized quickly
with drugs, by the appropriate form of psychotherapy, or by other forms of personal
action. An important part of intelligence knows when there is a problem, and when to
ask for help.
Depression may start when:
You miss important deadlines
Projects fail
You are passed over for promotion
You feel out of control
You are very tired
You are feeling inadequate while getting to grips with a new, difficult job
You are bored for a long period of time
The following points may help in handling depression before it gets serious:
If you are already suffering from a mild form of depression, then the following
suggestions may help you to deal with it.
Self-confidence:
Where lace of self-confidence is a factor, there are a number of things you can
do.
o Start to set personal goals:
This will help you to give yourself direction in life, and will help you to
acknowledge that you can achieve useful and important things.
Page No - 60 -
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o Standards:
You may find that you have set your standards unrealistically high. This will
typically occur where you believe that a certain standard of achievements are
necessary, but where you do not have either the financial or time resources
available to achieve those standards. In this case it may be realistic to assess
the standards that you can reasonably achieve within the set constraints, and
aim at these.
o Fatigue and exhaustion:
If you are very tired, or have been under stress for a long period, you may find
that a good break helps you to put problems into perspective.
Rational Thinking
Once you are aware of your negative thoughts, write them down and review
them rationally. See whether the thoughts have any basis in reality. Often you find
that when you properly challenge negative thoughts they are obviously wrong. Often
they persist only because they escape notice.
Positive Thinking and Affirmation
You may find it useful to counter negative thoughts with positive affirmations.
You can use affirmations to build confidence and change negative behaviour pattern
into positive ones. You can base affirmations on clear, rational assessments of fact,
and use them to undo the damage that negative thinking may have done to your selfconfidence.
Examples of affirmations are:
I can do this
I can achieve my goals
I am completely myself and people will like me for myself.
I am completely in control of my life
I learn from my mistakes. They increase the basis of experience on which I
can draw.
I am a good valued person in my own right.
Traditionally people have advocated positive thinking almost recklessly, as if
it is a solution to everything. It should be used with common sense. No amount of
positive thinking will make everyone who applies it an Olympic champion marathon
runner (though an Olympic marathon runner is unlikely to have reached this level
without being pretty good at positive thinking). Firstly decide rationally what goals
you can realistically attain with hard work, and then use positive thinking to reinforce
these.
Meditation
Meditation is a very effective method of relaxation. The idea of meditation is
to focus your thoughts on one relaxing things for a sustained period of time. This rests
your mind by diverting it from thinking about the problems that have caused stress. It
gives your body time to relax and recuperate and clear away toxins that may have
built up through stress and mental or physical activity.
Page No - 62 -
Breathing:
A useful method may be to focus your attention on your breathing.
Concentrate on breaths in and out. You can accompany this by counting your
breaths using the numbers 0 to 9. You can visualize images of the numbers
changing with each breath. Alternatively you could visualize health and
relaxation flowing into your body when you inhale, and stress or pain flowing
out when you exhale.
Focusing on an object:
Here you completely focus attention on examination of an object. Look at it in
immense detail for the entire meditation. Examine the shape, colour
differences, textures, temperature and movement of the object. Objects often
used are flowers, candle flames or flowing designs. However you can use
other objects equally effectively (eg. Alarm clocks, desk lamps, or even coffee
mugs!
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Focus on a sound:
Some people like to focus on sounds. The classic example is the Sanskrit word
OM meaning perfection. Whether or not this is practical depends on your
lifestyle.
Imagery:
This can be a very refreshing and pleasant way of meditating. Here you create
a mental image of a pleasant and relaxing place in your mind. Involve all your
senses in the imagery: see the place, hear the sounds, smell the aromas, feel
the temperature and the movement of the wind. Enjoy the location in your
mind.
In all cases it is important to keep your attention focused. If external thoughts
or distractions wander in, let them drift out. If necessary, visualize attaching
the thoughts to objects out of your attention.
You may find that your attention keeps breaking as your worry that time runs
out. In this case it may be easiest to set an alarm to go off when you should
stop meditating.
You will find that as you practise meditation your attention will improve.
It improves blood flow to your brain, bringing additional sugars and oxygen
which may be needed when you are thinking intensely.
When you think hard, the neurons of your brain function more intensely. As
they do this they build up toxic waste products that cause foggy thinking in the
short term, and can damage the brain in the long term. By exercising you
speed the flows of blood through your brain, moving these waste products
faster. You also improve this blood flow so that even when you are not
exercising. You also improve this blood flow so that even when you are not
exercising, waste is eliminated more efficiently.
It can cause release of chemicals called endorphins into your blood stream.
These give you a feeling of happiness and well-being.
Page No - 64 -
Page No - 65 -
When you exploit a relationship you are improving your results at the expense
of the other person. If you exploit other people, then you will probably get a
reputation for this and suffer in the medium and long term. It will also cultivate an
unnecessarily cynical attitude to other people.
The following are important factors in forming harmonious relationships with
other people:
Take a positive approach:
People enjoy working with and relating to happy, optimistic people.
When things are getting difficult, a smile or positive approach to a
problem can make the difference between success and failure of a
project.
Project and positive image:
Take care over personal grooming. Wear good quality, well cared
clothes that project a suitable image. Learn about body language, and
learn how to adopt a good, open posture.
Be assertive:
When you deal with other people, you should confidently project your
right to have your views taken into consideration. This does not mean
aggressively insisting on getting your own way, which irritates other
people and tramples on their rights. If you are not assertive then you will
probably not be noticed. Your triumphs will not be given their due weigh
and your needs will not be given proper attention.
Pay compliments where they are due:
If you notice something good about someone, or they have done
something well, compliment them. This costs you nothing and helps to
build their confidence. It is obviously important to be sincere no one
likes an obvious flatterer.
Try to leave people pleased to have spoken to you:
This can be an extremely useful maxim, providing that you do not allow
other people to exploit you as a result. When you are dealing with welladjusted human beings, the more you give, the more you get. An
extremely powerful technique when dealing with other people is to try to
understand the way they think. Try to think yourself inside their mind.
See life through their eyes, feel what they feel, and understand their
background, influences and motivation. Sometimes things can go
wrong. Some people are not intelligent in the way they conduct
relationships. Where you face relationship problems. Your attitude will
often determine the amount of stress your experience.
If someone is sarcastic and rude to you:
Remember that this is probably caused by a fault in their character. They
are probably irritating and offending many other people as well.
Examine any comment rationally: if it is unfair, then reject it.
Page No - 66 -
If rude comments are fair, then learn from them. Do remember, though
that one persons vice may be another persons virtue: what seems
stubborn to one person may seem firm-minded to another.
If someone hurts you:
Do not bear grudges. If you do, you will tend to churn them over in your
mind. This will damage your vital positive attitude to life, may cause
stress and may interfere with the quality of your sleep. Forgiveness is
important in maintaining relationships that are important, providing that
the forgiveness is genuine. You may decide, however, not to forget the
fact of the hurt it makes sense to confront, avoid or circumvent people
who are unnecessarily hurtful.
If you are facing a frustrating situation:
Where unnecessary obstacles are put in your way, or people you are
dealing with are being indecisive or unhelpful, then using relaxation
techniques can be useful. This helps you to remain calm with people.
If someone is annoying you:
It is almost always best to remain calm and neutral, if only because you
will be able to think and react more clearly and effectively.
Eliminating Stress From Your Environment
If your living and working environments are badly organized then they can be
a major source of stress. If your environments are well organized and pleasant, then it
can help to reduce stress and increase productivity. Remember though that while it
may be important for people under stress to have a calm environment, others may
enjoy the raised levels of arousal associated with the buzz of a busy office.
While the points listed may each contribute only in a small way to creating a
more pleasant environment, taken together they can have a significant effect in
reducing stress.
Page No - 67 -
Purpose
Empowerment
Relationship and communication
Flexibility
Optimal Performance
Recognition and appreciation
Morale
Effective team leaders adjust their style to provide what the group cannot
provide for itself.
None of us is as smart as all of us.
No development stage is bad. Each stage is part of the journey toward
production.
The most important functions of a team leader is to help the group move
through the stages of development.
You will never, never, never have an empowered, self-directed team unless
the manager is willing to share control.
The words manager and educator are synonymous.
Empowerment is all about setting goals so that others can get going.
Group Interaction
Contents
What
Process
Task
How
Team functioning
Page No - 68 -
Orientation
Dissatisfaction
Resolution
Production
Delegating
Supporting
Coaching
Directing
Page No - 69 -
GROUP DISCUSSION
Group discussion is either conversation or discussion or sometime argument
between group of people, who try to demonstrate several of their skills like,
listening, leadership quality, etc.
A group discussion (GD) is a simulated exercise, where you cannot suddenly
put up a show, since the evaluators will see through you easily. In this page
you can find tips on GD and how to handle them to ensure a positive outcome.
OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group
is. A good definition of your objective is - to be noticed to have contributed
meaningfully in an attempt to help the group reach the right consensus. What
does this essentially mean?
1. The first implication is that you should be noticed by the panel. Merely
making a meaningful contribution and helping the group arrive at a consensus
is not enough. You have to be seen by the evaluating panel to have made the
meaningful contribution. What does that mean in practice?
You must ensure that the group hears you. If the group hears you, so
will the evaluator. That does not mean that you shout at the top of your
voice and be noticed for the wrong reasons.
You have to be assertive. If you are not a very assertive person you
will have to simply learn to be assertive for those 15 minutes.
Remember, assertiveness does not mean being bull-headed or being
arrogant.
And most importantly, you have to make your chances. Many group
discussion participants often complain that they did not get a chance to
speak. The fact is that in no group discussion will you get a chance to
speak. There is nothing more unacceptable in a GD than keeping one's
mouth shut or just murmuring things which are inaudible.
Page No - 70 -
You are able to put forth your arguments logically and are a good
communicator.
The quality of what you said is more valuable than the quantity. There
is this myth amongst many group discussion participants that the way
to succeed in a group discussion is by speaking loudly and at great
length. One could not be more wrong. You must have meat in your
arguments.
Therefore, think things through carefully.
Always enter the room with a piece of paper and pen. In the first 2
minutes, jot down as many ideas as you can.
Page No - 71 -
Nobody expects a group of ten people, all with different points of view
on a controversial subject to actually achieve a consensus. But Did you
make the attempt to build a consensus?
You must demonstrate the fact that you are capable and inclined to
work as part of a team.
Leadership skills:
Ability to take leadership roles and ability to lead, inspire and carry the team
along to help them achieve group's objectives.
Example: To be able to initiate the group discussion, or to be able to guide the
group especially when the discussion begins losing relevance or try to
encourage all members to participate in the discussion.
Communication skills:
The participating candidates will be assessed in terms of clarity of thought,
expression and aptness of language. One key aspect is listening. It indicates a
willingness to accommodate others views.
Example: To be able to use simple language and explain concepts clearly so
that it is easily understood by all.
Interpersonal skills:
Is reflected in the ability of the individual to interact with other members of
the group in a brief situation. Emotional maturity and balance promotes good
interpersonal relationships. The person has to be more people centric and less
self-centered.
Example: To remain cool even when someone provokes you by with personal
comment, ability to remain objective, ability to empathize, non-threatening
and more of a team player.
Persuasive skills:
In terms of ability to analyze and persuade others to see the problem from
multiple perspectives without hurting the group members.
Example: While appreciating someone else's point of view, you should be
able to effectively communicate your view without overtly hurting the other
person.
Page No - 72 -
Conceptualizing skills:
The ability to grasp the situation, take it from the day to day mundane problem
level and apply it to a macro level.
Example: At the end of the discussion, you could probably summarize the
findings in a few sentences that present the overall perspective.
The group may be given a case study and asked to come out with a
solution for a problem.
The group may be given a topic and asked to discuss on the same.
A panel will observe the proceedings and evaluate the members of the group.
Take time to organize your thoughts. Think of what you are going to say.
Don't start speaking until you have clearly understood and analyzed the
subject.
Work out various strategies to help you make an entry: initiate the
discussion or agree with someone else's point and then move onto express
your views.
Opening the discussion is not the only way of gaining attention and
recognition. If you do not give valuable insights during the discussion, all
your efforts of initiating the discussion will be in vain.
Page No - 73 -
Your body language says a lot about you - your gestures and mannerisms
are more likely to reflect your attitude than what you say.
Language skills are important only to the effect as to how you get your
points across clearly and fluently.
Don't lose your cool if anyone says anything you object to. The key is to
stay objective: Don't take the discussion personally.
Always be polite: Try to avoid using extreme phrases like: `I strongly
object' or `I disagree'. Instead try phrases like: `I would like to share my
views on' or `One difference between your point and mine' or "I beg
to differ with you"
If you have a group of like-minded friends, you can have a mock group
discussion where you can learn from each other through giving and
receiving feedback.
Apart from the above points, the panel will also judge team members for
their alertness and presence of mind, problem-solving abilities, ability to
work as a team without alienating certain members, and creativity.
Wise men learn from others mistakes, while the less fortunate, from their own.
Here's a list of the most common mistakes made at group discussions:
Emotional outburst
Rashmi was offended when one of the male participants in a group
discussion made a statement on women generally being submissive while
explaining his point of view. When Rashmi finally got an opportunity to
speak, instead of focussing on the topic, she vented her anger by accusing
the other candidate for being a male chauvinist and went on to defend
women in general.
What Rashmi essentially did was to
Page No - 74 -
Quality Vs Quantity
Gautam believed that the more he talked, the more likely he was to get
through the GD. So, he interrupted other people at every opportunity. He
did this so often that the other candidates got together to prevent him from
participating in the rest of the discussion.
Its your analysis and interpretation that are equally important - not just
facts and figures.
You might be appreciated for your in-depth knowledge. But you will
fail miserably in you people skills.
Such a behavior indicates how self-centered you are and highlights your
inability to work in an atmosphere where different opinions are expressed.
False starts are extremely expensive. They cost you your admission. It is
very important to listen and understand the topic before you air your
opinions.
Page No - 75 -
Spending a little time analyzing the topic may provide you with insights
which others may not have thought about. Use a pen and paper to jot down
your ideas.
Listen! It gives you the time to conceptualize and present the information
in a better manner.
Some mistakes are irreparable. Starting off the group discussion with a
mistake is one such mistake, unless you have a great sense of humor.
Your personality is also being evaluated. Your verbal and non verbal
cues are being read.
Remember, you are the participant in the GD; not the evaluator. So,
rather than evaluating others and your performance, participate in the
discussion.
Focus on your strengths and do not spend too much time thinking about
how others are superior or inferior to you. It is easy to pick up these cues
from your body language
Why do we have group discussion?
Group discussion allows you to exchange information and ideas and gives you
the experience of working in a team. In the work place, discussions enable
management to draw on the ideas and expertise of staff, and to acknowledge
the staff as valued members of a team.
What can I get out of group discussion?
Some advantages of group discussion are:
Page No - 76 -
Group dynamics
A useful strategy for developing an effective dynamic in your discussion group is to
identify task and maintenance roles that members can take up. Here is a list of these
roles, and the dialogue that might accompany them in a group discussion about the
environmental responsibility of Australian companies.
Positive Task Roles
Initiator:
'Let's take a local perspective on environmental responsibility. Maybe a fast-food
outlet?'
Information seeker:
'Does anyone know what Bentley Beta Burgers does with its garbage? Does it
recycle?'
Information giver:
They won a local government award last year for running an environmentally
friendly operation.' Procedure facilitator: 'I'll write this down to keep track of our
discussion.'
Opinion seeker:
'Do you think they're really responsible or is it just a bit of good PR?'
Opinion giver:
'I think it's a combination of the two, but at least they're taking the issue seriously.'
Clarifier:
'We need to get hold of Betta Burgers' annual report to get a better picture of what
they're doing.'
Summariser:
'O.K. We're taking a local perspective, using Bentley Betta Burgers as our
example, and we'll have a look at last year's annual report to see in what way they
practiced environmental responsibility.'
Social Supporter:
'We're coming up with some good ideas here.'
Harmoniser:
'Jane and Tsen have looked at the issue from opposing points of view. Let's see if
we can take something from both points of view.'
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Tension Reliever:
'This discussion's really dynamic. It's good that we have so many different valid
angles on the issue.'
Energiser: 'Hey, the point that Ahmed made has really got me thinking. Let's
explore his idea some more.'
Compromiser: 'Half the group supports Jane's view and half supports Tsen's.
Now we need to formulate a compromise that we can all live with.'
Gatekeeper: 'How do you feel about the issue, Greg? Your contribution here
would be really valuable.'
During an effective group discussion each participant may take up a number of
task and maintenance to keep the discussion moving productively.
As well as these positive roles, there are a number of negative roles which are
often taken up in group discussion. You should avoid taking up these roles and
learn to identify them in other group members. The discussion group may adopt
the ground rule that negative role behaviour will be censured by members of the
group. Described below are some negative roles to be avoided.
Dominator: someone who takes control of the discussion by talking too much,
interrupting other members, or behaving in a patronising way.
Clown: someone who 'shows off', refuses to take the discussion seriously, or
disrupts it with inappropriate humour.
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Knowledge
(What to, Why
to)
Habits
Skill
(How to)
Desire
(Want to)
Page No - 79 -
Freedom to change
Response
Independent will
Self Awareness
Conscience
Imagination
Our behaviour is a function of our decisions not our conditions.
In the word Responsibility there are two words hidden Respone and
Ability
According to Victor Frankel Central Values in life can be categorised
in to three types, namely
i. The experimental
ii. The Creative
iii. Attitudinal our response in difficult circumstances
Reactive languages are used in negative attitude
Proactive language is used in positive attitude.
Wisdom
Centre
Guidance
Power
The Security, Wisdom, Guidance and Power are interdependent.
Page No - 80 -
i.
Time Management
Urgent
Not Urgent
Important
Crisis
Pressing problems
Deadlines driven
projects
Prevention
Relationship
building
Planning
Recreation
Not
Important
Interruptions
Calls
mails
Pressing matters
Trivia
Busy work
Time wastes
Pleasant activities
Physical
Social
Spritual
Mental
ii.
Organizing
a. Long time Organizing
Mission Statement
Roles
Goals
b. Weekly Organizing
Schedule
Roles
Goals
Plans
Delegate
Page No - 81 -
iii.
Producer
Input
Output
Manager
Input
iv.
Output
Page No - 82 -
Loss/Win
Win/Win
Loss/Loss
Win/Loss
Low
Consideration
High
4. Think win/win
Low
High
Courage
Win/Win
Win/loss
Loss/Win
Loss/Loss
Win/Win or No deal
High
Synergistic(Win/Win)
Trust
Respectful
Defensive
Low
Co-operation
Page No - 83 -
6. Synergize
Force Field Analysis
Restraining forces
Driving Forces
Mental Reading
Visualising
Planning
Writing
Social Emotions
Service
Empathy, Synergy
Intrinsic Security
Learn
Commit
Do
Page No - 84 -
INTERVIEW TIPS
Remember:
First impression is the best impression
If I have 8 hours to fell a tree, I will spend 6 hours in sharpening my axe.
You are going to MARKET yourself to the company. Better be prepared.
They dont have time, but you have it in full
It is a man eating man world outside.
Preparations
Self preparation
Mental
Physical
Materials to be presented
Dress code to be adhered
Company info
Competitors
Tell me your Dreams
Ready Reckoner
Resume
Mark Sheets & Certificates
Age & Address Proofs
Extra & Co curricular Certificates
Value Addition
Previous Experience Certificates
Driving License
Passport
Page No - 85 -
Stationary
Photocopies
White Sheets
Writing Material
Pencil for a designer
Envelopes
Folder
Stapler
Tags and Pins
Accessories
Watch
Make up kit
Calculator
Umbrella
Entrance ticket/Pass
Company information
Location
Products
Tie ups
Interests
Strengths
Weaknesses
Future Plans
Balance Sheets for 2 years
Investors manual
Product Guide
Project Info
Ads
Competitor information
Location
Products
Tie ups
Interests
Strengths
Weaknesses
Future Plans
Page No - 86 -
Interview information
Location
Time and duration
Personal/panel?
Nature of Questions
Interests
Preferences
The Persons involved
Dress Code
You are still in India and not in Honolulu!
Formals are still in vogue
Plains are always better
A little investment will always bring rich dividends!
Get groomed but dont get decked up.
Matching accessories produce better impact
D-Day
Newspapers
Current Affairs
Television News
Hot News
Talk of the Town
Punctuality
Dont get lost in the crowd!
Page No - 87 -
Management Rules
There are only two rules:
Rule no 1.
Rule no 2.
The Interview
The next Question is always from the previous Answer! Therefore you
can always steer the Interview to your Advantage.
Project the Leader and suppress the weakling
Be straightforward and never lie.
Remember you have got only one chance. Hence blast it to the full.
Discuss
What you can do for THEM/The COMPANY
Your Successes
Your strengths
Your goals and ambitions
Your Positive Qualities
What value addition you can bring along
DONT Discuss
What they can do for you
Your failures
Your Pay package(unless asked for)
Excuses for not living up to the expectations
Your weaknesses
The Ending
Thank them for the opportunity
Summarize precisely, If asked
Confirm the mode of contact to know the results
Leave correct contact Address/Phone no/E mail ID
If possible, find out the gestation period
Appear in medical test If necessary
Follow up
Send a simple and elegant Thank you card to the panel
Hope for the best
Continue the Job search till you know the result
Page No - 88 -
IMPROVING MEMORY
How does our Memory work?
Our Memory works with Association. How it work with association?
We remember things by association.
Every piece of information in our memory is connected to other pieces in
some way or another.
For example, if you are given the word "apple", what do you think of?
Perhaps something like this:
APPLE: red, round, sweet, teacher, tree, fruit. But it's unlikely
that we might see "apple" and think of "dog" (unless you remember
some funny incident in which your dog investigated an apple).
And what if you were asked what the 7th letter of the alphabet
was? chances are, you wouldn't know that "G = 7," but you could
easily think to yourself, "A B C D E F G," and then say "G". You
used association to get to the letter G because you knew A was the
first letter, then you kept choosing the next letter in the sequence
until you got to the right one.
Page No - 89 -
As an example, for the first pair, you might want to imagine a mouse that
has a long, wavy tail that is in the shape of the letter S.
Mouse
S
Popcorn
Chair
Fur
R
Elephant
Pancake
Train
Bridge
Tooth Brush
Canal
Moat
Boat
Umbrella
Triangle
After you have formed the associations (if you had trouble on one or two
of them, that's okay; just skip them for now), cover up the right side of
the list and then try to name the word associated with each word on the
left.
If you formed vivid, clear associations, you may be surprised at how
quickly and easily you were able to remember everything !!
At this point, you may be somewhat skeptical at this new memorization
scheme that I am proposing to you.
You may be asking, "Are you telling me that every time I need to
memorize something important, I'm supposed to invent some clever or
silly association between pieces of information?"
The answer is, yes! It is a time-proven method that works, and it is
consistent with what psychologists have discovered about the human
memory.
As far as psychologists can tell, the human brain has a limitless capacity
for holding information. This means that our brains will never "fill up."
New information may, however, interfere with information learned in the
past, making the older information more difficult to remember. To avoid
this problem, a little "management" may be required.
For temporary things, such as memorizing the time of a doctor's
appointment or the name of some person you are going to call once (but
not ever again), do nothing.
Because we no longer need this information, eventually we will forget it.
For more permanent things, such as memorizing trivia facts, phone
numbers, license plates, etc., deliberately go back over all the things
you've learned on a particular day and think of the pictures you came up
with again.
Do this every few hours or so. Then recall the new information once a
day for a few days. By the end of a week, the things you have memorized
will have become almost permanently fixed.
What about all of the silly pictures? Will our minds be cluttered up with
all of them? Probably not.
If we recall a piece of information often enough, eventually we will no
longer need the picture to remember it.
Going back to the football field example, if you keep having to recall that
it is on Maple Street, eventually you will think "Football field = Maple
Street" without even thinking of the football player's strange breakfast.
And if you no longer have to remember that picture, it will become
forgotten... and perhaps even "recycled" and used again in a future
association.
Page No - 90 -
All of the examples given thus far have had easy associations -- the
association was either very obvious, or there were two words that could
be pictured very easily together in the mind.
But what about words that can't be pictured so easily? Don't panic, there
are other techniques that can be used.
Suppose you want to memorize that James Barstow lives on Lincoln
Street. Instinct should tell you to somehow link "Barstow" with
"Lincoln," but neither word forms a nice mental picture.
So let's make one by finding words that either sound like or are directly
related to the real words we want to use. For "Barstow," you could
choose "bar stove."
For "Lincoln," you might think of a penny, for President Lincoln's picture
is on a penny. You could then picture Mr. Barstow, serving drinks at a
bar (never mind that he isn't really a bartender).
He goes over to this funny-looking stove, which is made entirely out of
copper. Four electric burners are on this stove, each looking just like a
giant penny. He looks down at the burners, and President Lincoln winks
at him!
How about applying this same technique to learn new vocabulary words?
Assume you are to learn about various parts of the brain in Psychology
class, you can use memory techniques to quickly memorize all the new
words.
One of the parts like "parietal lobe," the part of the cerebral cortex which
interprets touch.
Think of a parrot (sounds sort of like "parietal") pecking at some food in
your hand, and the brain feeling some sharp pain!
Another part like "temporal lobe," which interprets hearing. Think of
yourself listening to a happy song with an up-beat tempo.
Page No - 91 -
Two weeks later we want to remember how many books were in the Old
Testament. We recall that huge map with all the places on it. MAP...
consonants are M and P... that's 3 and 9. 39! We did it! That's sort of a
roundabout way of doing it, but it works, because of the associations. So,
you ask, how do I know that M is 3 and P is 9?
The answer is that you must first memorize the following table of
consonants and digits. But wait... once this chart is memorized, it can be
used for life! And second, there's even a scheme to associate the
numbers with the letters!
Numbers
1
2
3
4
5
6
7
8
9
0
Letters/Sounds
t, d
n
m
r
l
j,sh,ch
kg(hard)
f, v
p, b
z, s
Memory Aid
T has one down stroke
n has two down strokes
m has three down strokes
four ends with r
Latin 50 = L
J reversed look like 6
Visualize as k drawn with two 7s
Cursive f has two loops like an 8
P reversed look like 9
zero starts with Z
Page No - 92 -
Suppose you're going to the store for groceries and you need the
following five items: eggs, bread, bacon, cheese and milk.
How can you remember the list? For short lists, the easiest way is simply
to "link" the words together in a long chain, like this :eggs -> bread -> bacon -> cheese -> milk
Then, think of some animated story in your mind to link the items
together.
For example, imagine walking to the store with a grocery bag in your
hand.
On a street corner someone appears from nowhere, hands you an egg then
walks off. Dazed, you take the egg and drop it in the bag.
(The mess is a vivid picture in your mind that strengthens the picture of
"egg" even more.)
So by the time the next person comes out of nowhere and hands you a
loaf of bread, you don't want to put it in the bag, so you carry it in your
other hand.
personality development course mat
Page No - 93 -
Page No - 94 -
Peg
Item
1. Hat
Detroit
2. Hen
Grand Rapids
3. Ham
Warren
4. Rye
Flint
5. Hill
Lansing
1. Hat
2. Hen
3. Ham
4. Rye
5. Hill
6. Shoe
7. Cow
8. Ivy
9. Bee
10.Toes
Association
Picture large top-hat with Model T cars stitched on
it in an interesting pattern
Hen steps into a river, then is quickly
carried away and gushes through rapids
Ham on platter is given to Warren Beatty (movie
star), who looks at it oddly
Start with rye bread. Use Flint and steel to make
spark to burn the bread!
The hills are alive with the Sound of Music
(movie)! The whole land begins to sing!!
After studying the above associations, cover it up, then look at the five
peg items by themselves.
Can you name all five cities on the list? Hopefully, you can. Note that
we've solved our problem. Our long chain of items has been changed to a
numerical chain, an easy list of 1, 2, 3, 4, 5.
These correspond to a certain peg item, which, after a little practice, you
can easily name.
Finally, we associate simple pairs of words: the peg words with the actual
list of items.
You probably could have done it easily by using the short list method -- I
didn't want to give you a huge example so fast -- but it's obvious that this
method would be very helpful for long lists (like the 50 states).
To memorize longer lists, all you need to do is memorize a basic set of
peg words, words which are derived from their associated numbers
directly. Some example words are given below; you can also come up
with your own.
Try to come up with the shortest possible words for your list, because
many different words can stand for a number, and you want to reduce the
number of possibilities.
(When memorizing numbers that aren't peg words, you can use longer
words, because in that case, you will only be converting words to
numbers, and a word always produces a unique number.)
11.Dot
21.Net
31.Mat
41.Road
12.Town
22.Nun
32.Moon
42.Rain
13.Dime
23.Name
33.Mummy
43.Room
14.Tire
24.Nero
34.Mower
44.Aurora
15.Doll
25.Nail
35.Mule
45.Roll
16.Tissue
26.Notch
36.Match
46.Rash
17.Duck
27.Neck
37.Mug
47.Rock
18.Taffy
28.Knife
38.Movie
48.Roof
19.Tape
29.Knob
39.Map
49.Rope
20.Nose
30.Mouse
40.Rose
50.Lace
The peg words method for lists is great for lists of items that must be in a
specific order, because peg words are tied to specific numbers.
Page No - 95 -
Assuming you've previously memorized the five peg words, note how
easily you can come up with the 4th item -- just go 4... rye... Flint
without having to go through items 1 through 3 first.
For unordered lists, where the assigned number is not important, you
could
even exchange items in the list to come up with easier
associations.
Finally
Practice, practice and practice to make
you perfect & your memory sharp.
Page No - 96 -
SOCIAL BEHAVIOUR
The Opportunity
The solutions
The Basics
Interruptions
Dress/Appearance
Page No - 97 -
SOCIAL SETTINGS
Many impressions formed during a party, dinner or golf game can make or
break a key business arrangement, whether or not business is discussed directly.
Always carry business cards. Arrive at a party at the started time or up to 30.mins.
later. (Not earlier than the stated time, under any circumstances.)
Introductions
Before an event, use your address book or your people database to refresh
your memory about the people you are likely to meet. If you forget someones name,
you can sometimes cover by introducing a person you do know first. Do you know
my Joe Smith, one of our account reps? which will usually get the unknown person
to introduce him or herself.
If this doesnt work, an admission that youve had a mental block is preferable
to obvious flailing around.
Table Manners
This is a lot to consider, and theres a lot more out there. Volumes of
information have been written on what is right and correct in business etiquette. Its
enough to make veterans and newcomers too insecure to deal with people.
Since youre human (were assuming!) there will be times when you step on
toes, forget an important name, pop off with a harsh comment, or (heaven forbid!) use
the wrong fork. We all do. Think about the outtakes scenes at the end of some
movies where we see how many times it took get things perfect, even when everyone
was performing to a script! This is a real life, there are no scripts, and were all
making it up as we go along.
The important thing to remember is that if you strive to make the people
around you feel comfortable and valued, you have succeeded whether youre perfectly
in compliance with these or any rules youve read.
Page No - 98 -
BODY LANGUAGE
Nobody has yet discovered what the body is capable of.
While observing some debates, the communication process, the evaluation and
judges decisions, one might get confused. We may have a different interpretation and
decision about the final outcome of the debate. We may be impressed or convinced,
and sometimes we may lack the understanding as to why such a final decision was
made.
Indeed, it is sometimes difficult to follow and understand the complexity of
human communication, especially if it is interesting, dynamic and quick. Verbal
expression, fluency and rhetorical skills are indisputable in debate; but here the stress
will be on other, less researched aspects of communication, called non-verbal
communication.
We know that some sentences can be grammatically incorrect but still have a
powerful communicative function. Theorists of communication claim that
communication is not a simple, one layered, linear process. We communicate with the
entire body. The reading of debate messages works, at minimum, on two levels:
verbal and non-verbal.
Successive, verbal understanding of a debate is interwoven with simultaneous,
multi-level reading of non-verbal layers of communication. This kind of reading can
be irrational and automatic. In psychological experiments, when we send
simultaneously two conflicting messages, most people will make their conclusion
based upon the non-verbal message, without being aware of their basis for conclusion.
For example, if a debater mutters evidence with a limp body posture, plays nervously
with his fingers, and stares at the floor, no matter how strong the evidence is, one
might not be convinced, or at least will start wondering what is wrong. The
interpretation of messages that are made during a debate is created from a direct result
of a processing of communication at all levels.
Since debate is a hierarchical and multi-level form of communication, aside from
the verbal aspect, we teach in our club 10 aspects of non-verbal forms of
communication:
1. VOCAL - We respond to the dynamic, rhythmic, melodic and agogic
components of someones voice. Silence is a very powerful message. Raising
the voice in cross-examination might mean, "I am talking to you, and I would
like you to pay attention to what I am saying," or, "I am not listening to you, I
am doing the talking now."
2.
FACIAL - The face is the most expressive part of our body; (according to
R.L. Birdwhistell we can study 250,000 different expressions.) Macro and
micro facial expressions are strong messages usually connected to feelings,
attitudes and personal belief systems. At the same time, our face is also the
area under most ego control. A person could hold "a poker face" expression
(have control of her emotions) and spontaneously express herself. This means
of expression has enormous persuasive value.
Page No - 99 -
Page No - 100 -
Crossed arms - means that the person is in a defensive and reserved mood.
Crossed arms and legs - means that the person feels very reserved and
suspicious.
Open arms and hands - means that the person is open and receptive.
Standing before you with his hands inside the pockets - means he is not
sure or feels suspicious.
Standing before you with his hands on his hips - means he is receptive and
ready to help you out.
Sitting in a chair shaking one of the legs - means he feels nervous and
uncomfortable.
If his eyes are downcast and face turned away - means he is not interested
in what you are saying.
With the palm of the hand holding or stroking his chin - means he is in an
evaluating position and being critical.
Leaning back in his chair with both hands clasped behind his head means he is in an analytical mood, but it is also a gesture of superiority.
Rubbing or touching his nose when answering a question - means he is not
telling the complete truth.
If he maintains good eye contact and he smiles in a relaxed and happy
way - means he is definitely receptive to you.
Rubbing the back of his head or rubbing or touching the back of his neck
- means the conversation is not really interesting.
If he moves his body and sits with his feet and body pointing towards a
door - means he wants to end the conservation and leave the room.
Page No - 101 -
DRESSING CODES
Ever wonder what exactly "Casual Dress" is for an office environment?
For Men
Pants:Khakis or gray wool (lightweight or heavy) long slacks are always a safe bet.
Shirts: Button down cotton shirts are okay without a tie, a long sleeve button down
shirts is preferable to one with short sleeves. Cardigan sweaters are a good choice in
cold weather. Short-sleeved polo or golf shirts with a collar are acceptable as well.
Shoes: Well maintained bucks and loafers (Keep polish in your briefcase for quick
touch ups.)
Blazers: Either a double or single-breasted blazer with gold or silver-colored buttons
can dress up any casual day, especially if there is a spontaneous meeting or lunch with
clients.
Accessories: One ring per hand, a wristwatch, ties are optional in many companies, it
is best to check before leaving yours at home. For pocketed shirts, one ink pen is
sufficient. A leather belt that matches your shoes. (Brown belt for brown shoes, black
belt for black shoes etc.)
Always at work: Have good posture, smile and act confident
Never at work: Tennis Shoes, sandals, visible tattoos, sleeveless shirts, tee shirt with
no collar.
For Women
Pants:
Khakis
and
Chinos
are
best
in
Gray,
Beige
and
Taupe.
Skirts: 1 inch above or below the knee, longer lengths are also acceptable. Avoid
mini skirts at all costs. They reek of unprofessionalism in a corporate environment.
Shirts: Natural fabric shirts in solid colors, cardigan sweaters and lightweight jackets
are always good choices.
Shoes: Closed toe (flats or heels) and loafers, Shoes should match the hem of the
pants or skirts or be darker. (White shoes are not a good investment ever!)
Dresses: Think classy when choosing dresses. Avoid spaghetti straps, sundresses, and
those with low necklines or sequins. Always wear hose with dresses and skirts.
Accessories: Think conservative. Small earrings and a necklace are always good.
Either a bracelet or wristwatch, but never together on the same arm and one ring on
each hand is plenty.
Always
at
work:
Have
good
posture,
smile
and
act
confident.
Never at work: No blue jeans with holes, spaghetti-strap tee shirts and barefoot
sandals, big floral prints, visible tattoos, or earrings bigger than a quarter.
Page No - 102 -
Formal Wear:
If you are on a business visit (viz. business deal or meeting), suit is the most
appropriate and preferred business formal. A suit with a light color collared
shirt, a matching necktie, and a formal leather shoe is what makes a perfect
business formal dress. Suits of dark color like black, navy blue, gray or brown
are most common, and are conventionally considered as perfect business
formals.
Tips
Some offices or places of business require suits for men, and dresses and hosiery
for women. If your workplace has this standard, denim of any type would not be
appropriate.
Page No - 103 -
Black tie, dressy casual and more! Black Tie means formal.
Men wear tuxedos, women wear cocktail, long dresses or dressy
evening separates.
Formal usually means the same as Black Tie, but in some trendier
cities like New York or Los Angeles, it could mean a black shirt, no tie
with a tux.
Women wear cocktail, long dresses or dressy evening separates. Ultraformal means White Tie. Men wear full dress, with white tie, vest, shirt
and cummerbund. Women wear long gowns.
Black Tie Optional means you have the option of wearing a tuxedo,
but it should clue you into the formality of the event, meaning a dark
suit and tie would be your other option.
Women wear cocktail, long dresses or dressy evening separates. Black
Tie Invited means you have the option of wearing a tuxedo, but it
should clue you into the formality of the event, meaning a dark suit and
tie would be your other option. Women wear cocktail, long dresses or
dressy evening separates.
Attire means short, elegant dresses for her and dark suits for him.
Page No - 104 -
BUSINESS ETIQUETTE
Business
A commercial activity between two or more people involving money and/or
material transactions
Etiquette
A set of rules which govern the behavior of individuals and make them social
worthy
Conventional decorum designed to make an individual acceptable to others
Basic manners regarding the conduct of a person depending on the group to
which he belongs
Mode of communication
Telephone Etiquette A chapter by itself
Calling on
Conversation
A simple wish
Sir/Madam is preferred over Mr/Mrs
Consider every opportunity as the FIRST opportunity
Be enthusiastic and full of energy
Never show tiredness/boredom
Converse in a language in which the CUSTOMER is comfortable with.
Take down Notes
Introduce your colleagues
Discuss business and business only
Do not make assumptions
Clarify doubts
Note down facts and figures: Remember you need to recollect them later
Page No - 105 -
Interruptions
HE has every right to ask 100s of Questions and the beauty is HE will! If you are
opening a saloon, do not expect the customer to bring the knife.
Appointment
Never go by the looks. They can be deceptive. Never neglect a business query
Even an Orderly in a big company can opt for Bill Junction
Demonstrations
Page No - 106 -
The Ending
Send a Thank you card by post mentioning his support and highlighting your
products
Express the hope that you would get a favorable decision
A customer lost is lost forever. Remember A satisfied customer can bring 100
more.
A dissatisfied customer can ruin the company/your future Give the
CUSTOMERS the best you have and the CUSTOMERS will give you back the
best they have.
Page No - 107 -
SELLING SKILLS
This definition of selling encapsulates the heart of the matter, because selling
is first and foremost a transaction between the seller and the prospective buyer or
buyers.
If you're interested in improving your selling skills, you'll find that there are
supposedly many kinds of selling that you should use or should avoid, such as highpressure selling, persuasive selling, no-pressure selling, targeted selling, etc., but all
of them amount to the same thing in the end; selling is the art of persuading the
consumer that buying the product or service will benefit him or her.
Whatever product or service you're selling, then, you need to focus your
selling efforts on communicating the benefits of your product or service to the
consumer. The benefits may be tangible or intangible, but unless the individual
consumer is convinced that he or she will personally experience the benefits, your
product or service won't sell.
To sell, you must believe in your product or service - and believe in
yourself. Your selling skills depend, in large part, on your level of self-confidence.
Other people sense whether or not you believe in yourself, and by extension,
whether or not you believe in what you're doing. That belief is what persuades the
customer or client to buy the product or service. Therefore, increasing your selfconfidence will improve your selling skills.
Page No - 108 -
Page No - 109 -
You, too, can build a better, stronger business, by identifying and serving a
particular customer group your target market.
One of the first things you need to do is to refine your product or service so
that you are NOT trying to be 'all things to all people.' Become a specialist!
For example, in a business, an eco-tourism company, some specific decisions
were made early in the market planning. As a charter boat business, it was known that
there was plenty of fishing charter operators in the area, and 'party boats' as well. So it
was decided that a sightseeing or special event charters will be offered, and that no
alcohol allowed on board, or fishing rods.
Yes, this decision eliminated a percentage of the market but it also gave a
'niche' that we could capitalize on, and expanded the market in a way that other
charter operators could not take advantage of.
Next, you need to understand that people purchase products or services for
three basic reasons:
Page No - 110 -
The problem with this approach is that the pitch seldom addresses the issues
or concerns of the buyer. Because their needs have not been addressed, there is no
compelling reason for them to consider using your machines or to change vendors. If
you really want to give prospects a reason to buy from you, you need to give them a
reason. One of the most effective ways to do this is to ask a few well thought-out
questions to uncover what is important to the prospect. Here are a few examples:
?
?
?
?
?
?
?
?
I notice you currently use XYZ Vending. How long have they been
your supplier?
What do you like most about them?
If you could change one aspect about your current arrangement, what
would it be?
What are the most important issues for you?
What have your experiences been with ABC Vending?
How manydo you sell in an average week/month?
Who is your primary customer?
Where have you had the most success with your machine(s)?
Page No - 111 -
Page No - 112 -
TELEPHONE SKILLS
Telephonic skills are of the utmost importance when looking for methods to
enhance the professionalism with which you carry out your duties.
For most of us, the telephone is a vital source of communication. The use of
cell phones and instant conversation is commonplace in our life today. However,
when applying for an internship or permanent position, the way you conduct yourself
on the phone may be a key factor in a future employers decision to hire you on a
permanent basis.
Herewith a list of suggested points to bear in mind when using the telephone in a
business environment.
Answer the phone as soon as possible do not leave it ringing for a long time
if you can avoid it.
Answer briskly Greet first and announce yourself clearly.
Put a smile in your voice never pass on a bad mood to the client.
Try and make it the clients best call of the day the next call from that client
will go smoother.
Give value the client has called you in order to obtain some furtherance to
his cause try and meet his requirements as opposed to handing him/her
excuses.
If you put someone on hold, give him or her progress reports regularly.
Have information and paperwork ready if you are expecting a call it imparts
an air of competence if you can answer queries without leaving your desk.
Always have paper and a pen near the phone. A clients time is valuable
make every attempt not to waste it.
Concentrate on the call do not let your mind wonder or get distracted on
really tough questions it may be a good idea to close your eyes whilst thinking
and talking.
Use the callers name frequently to add personalism to the conversation and
make the client feel special.
If you are trying to convince someone of something tell him or her the bad
points before the good points.
If you do not know the answer to a question, do not bluff, rather take the
clients name and number, research the item and phone him back with the
correct answer. If it is still beyond you have a superior return the call on
your behalf.
Confirm what the client is looking for, so that you dont end up attending to
something that you think he/she needs as opposed to what was actually
requested.
If you do not know an answer, and will not be able to ascertain one even if you
were to return the call, try and find alternative solutions, or leads to a manner
in which the problem can be solved.
Be positive in your statements say what you can do, not what you cant do
e.g. Mr. Jones can help you, can I put you through? as opposed to I cannot
help you, you will have to speak to Mr. Jones.
Page No - 113 -
Never take rude callers personally. Remain calm and do not allow yourself to
become rude as well.
Thank the client for their call if they have left you with anything to assist you
in your duties.
Wait until the client puts the phone down before you do.
The proper way to answer the telephone is "hello." Being cute, with your
greeting, is totally in appropriate as in, "Jacks Bar and Grill."
On the other hand, simply answering "yes" is a curt and inappropriate
response. The person making the call draws a very quick conclusion, and that
is, to think of that person as cold and aloof, and hesitates to communicate
readily.
At times, someone other than the head of the house will answer the telephone.
If that person is asked, "may I speak to Mr. ________ please," the response
should be, "one moment please, I will get him for you."
If the head of household is not available the response should be, "I am sorry,
Mr. _____ is not available at this time, may I take a message?" This is simply
a form of good manners, whatever form it may be expressed, and
thoughtfulness for the feelings of others.
This person may be calling to offer a new job with great pay and benefits,
who's to know! What would he or she think if the answer to the question "is
Mr. _____ home please," would be an abrupt "no." This response would
reflect negatively, on the actual person being called.
Page No - 114 -
For example on a work morning before 7:00 a.m. would not be a good time.
After 9:00 to 10:00 p.m. in the evening is not a good time, and remember to avoid
calls around the usual period most people will be eating. Courtesy is expected when
using the telephone just as if you are talking in person.
Give your name when the telephone is answered, before asking for the person
you are requesting.
Dialing too quickly, or in inadequate lighting may be the cause of dialing a
"wrong number," never just hang-up. Express your apology, letting them know you
have dialed a wrong number. To avoid disturbing another person unnecessarily dial
carefully and make sure you can see the dial pad.
When speaking, think of the way you sound. Make sure you enunciate you
words clearly and precisely. It is embarrassing to be asked to repeat what you are
saying. Your voice reflects your courtesy, since that person on the other end of the
line cannot see your facial expressions your "tone of voice" will need to express this.
Basic Good Manners, Telephone Tips:
Many things have changed over the years, especially in the evolving world of
business. One thing has not changed though, and that is the need for proper telephone
etiquette in the work place.
Along with company downsizing and layoffs has come a necessity for
companies to merge jobs together in order to eliminate human resources and save
money. While that may be necessary, it is not necessary that the common element of
etiquette, especially telephone etiquette, be left to suffer.
Since customers are the ones who infuse the profits into a business, they do
not appreciate being treated with rudeness in their business dealings with a company.
This includes any business, which is conducted on the telephone lines.
Proper telephone technique involves some basic common sense in which
everyone who works for a company should use. Here are some basic tips too:
Page No - 115 -
Incoming Calls:
Tip 1
Tip 2
Tip 3
Tip 4
Tip5
Outgoing Calls:
Tip 1
Page No - 116 -
Identify Yourself
When calling someone, do you identify yourself after they've said hello?
When Placing a call, after identifying yourself, do you ask, "Do you have a
Minute?" or "Is this a good time to reach your?" before explaining the reason
for your call?
After placing someone on hold and returning to the line, say "Thanks for
waiting" rather than "I'm back."
When screening calls, do you ask "Who's calling, please?" rather than "Who is
this?"
When calling a professional office for any reason, always identify yourself
and explain the reason for your call. Example: Hello, this is Tom Cruise and Im
calling in response to the newspaper ad for an actor.
Call Waiting
Call waiting is only as good as the person using it. Rule #1: Just because you
have call waiting, it is up to you whether to use itit is a judgment call. Your
decision should be based on who you are speaking to, the intensity of the
conversation, and your relationship to the person. If you find it necessary to place
someone on hold -- Due to call waiting -- Always ask permission!
Answering/Voice Mail Machines
When reaching an answering machine, if you had sufficient reason for
callingleave a message. Sometimes this helps the other person know how to
respondwhether to expect another call from you or if they should attempt to return
your call. Hi, its Julie, Bye! doesnt say anything, does it? When leaving a message,
what and how you say it is as important as if you were speaking to the person
directly. Keep the tone of your voice pleasant and upbeat!
Use Good Speech Habits
Phrases To use: One moment please, Yes, All right, Shes not available now,
Good-bye Phrases Not To Use: Hang on, Yeah, Okey-Doke, Uh, dunno
where he is.
Remember
You only get ONE chance to make a first
impression!
personality development course mat
Page No - 117 -
RESUME BUILDING
Other Names
Curriculum Vitae
Bio data
Self details
Personal Info
Remember :
The First Impression Is The Best Impression. Try that your resume
reflects your professional manners.
The Employer has to go through 100s of Resumes. Therefore a resume
has to be DIFFERENT to catch HIS attention
Steps involved
It is an art. Unless you practice, you wont be perfect.
Step 1
Clue
Step 2
Step 3
Clue
Step 4
Clue
Step 5
Clue
Step 6
Step 7
Clue
Step 8
Clue
Step 9
Step 10
Clue
Step 11
Clue
Step 12
Clue
Step 13
Clue
: Collect all the info about the person being projected in the resume.
ITS YOU.
: An experienced persons opinion will always be beneficial
: Put all the informations in order.
: Remove the clutter.
: Something like Beauty Queen in 5th Standard is not RELEVANT for a
ITES Company, right?
: Check the continuity
: You dont expect them to read about your School Education after your
College, right?
: Ensure that no relevant info is left out
: An MNC wouldnt be able to contact you unless you give your E mail
ID.
: Type it out neatly, preferably on a computer. Ensure that there are no
spelling mistakes.
: Affix your latest photograph.
: No school photographs please!
: Add photocopies of all relevant documents
: For Gods sake DO NOT send a photocopy of your Resume. It will
amply show how much interest you have taken in that Firm.
: Add a self addressed envelope at the end if you wish to get back your
documents
: Secure the entire bunch with a tag.
: Stapled pages might get torn, If any pages are removed from the
bunch.
: Put the resume in an envelope WITHOUT folding it.
: A Resume should be as fresh as a morning flower!
: Write the To & From addresses correctly and affix the due stamps.
: Any Guess what would happen If they get interchanged?
: Choose the correct method of dispatch depending on the receiver
: You cant reach Honolulu through Speed Post, right?
Page No - 118 -
Some Tips
Project Work
Hands on Skill Experience
OJT On Job Training
Value Additions
Previous Experience
Languages known
Computing Skills etc.
Positive outlook
Bright ideas
Planning skills
Never say die attitude
Pleasing personality
Plus points
Future vision
Page No - 119 -
Page No - 120 -
LOOSENING EXERCISES
Exercise 1
Test to improve vocal variety :There was an old man lived out in thewor
Whose trade was cutting of Broom, green Broom!
He had but one son without thrift, without good,
Who lay in his bed tilt was noon, bright noon.
The old man awoke one morning and spoke,
He swore he would fire the room, that room,
If his John would not rise and open his eyes,
And away to the wood to cut Broom, green Broom.
So Johnny arose, and he slipped on his clothes,
And away to the wood to cut Broom, green Broom;
He sharpened his knives, and for once he contrives
To cut a bundle of Broom, green Broom.
When Johnny passed under a fine ladys house,
Passed under a ladys fine room, fine room
She called to her maid, Go fetch to my side,
Go fetch to my side the boy that sells Broom, green Broom.
When Johny came into that fine ladys house
And stood in that ladys fine room;
Yound Johnny my lad, will you give up your trade,
And marry a lady in bloom, full bloom?
John gave his consent and to church they both went
And he married the lady in bloom, full bloom.
At market and fair all folks do declare
Theres none like the boy that sold Broom, green Broom.
Exercise 2
Who is going to the store: I am going to the store.
Are you coming from or going to the store? I am going to the store.
Where are you going? I am going to the store.
Page No - 121 -
Exercise 3
Throat : Rotate your head, get relaxed. Drop your lower jaw as if you were about to
yawn and say : you, you, you, you. Then try this
With a yeo-heave-ho, for the wind is free,
Her anchors a-trip and her helms a-lee,
Hurrah for the homeward bound!
Yeo-ho-heave-ho,
Hurrah for the homeward bound.
Lips : To loosen your lips, say :
P
PP
PPP
PPPP
Tongue :
P
PP
PPP
PPPP
P
PP
PPP
PPPP
P
PP
PPP
PPPP
Page No - 122 -
EXERCISES ON READING
a. EXERCISES ON EYE SPAN
Freedom
Born free
Read freely
11
Clouds in sky
13
Fishes in river
15
Questions in mind
17
19
To read is to be free
21
23
25
27
29
31
Question
Think hard
10
Seek meaning
12
Teach yourself
14
Educate yourself
16
18
20
22
24
28
30
32
Page No - 123 -
Read on
Big jumps
Greedy eyes
11
Dont go back
13
15
17
Reading is thinking
19
21
23
25
27
29
31
33
Read daily
10
Remain alert
12
14
16
18
20
22
24
28
30
32
34
Page No - 124 -
Write down.
Name : .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... ....
1. ___________
5. ___________
9. ___________
2. ___________
6. ___________
10. ___________
3. ___________
7. ___________
11. ___________
4. ___________
8. ___________
12. ___________
Page No - 125 -
RO
AC
AE
1.
involved
tentative
discriminating
pratical
2.
receptive
impartial
analytical
relevant
3.
feeling
watching
thinking
doing
4.
accepting
aware
evaluative
risktaker
5.
intuitive
questioning
logical
productive
6.
concrete
observing
abstract
active
reflecting
future-oriented
Pragmatic
perceptive
intelligent
competent
presentoriented
open to new
experience
7.
8.
9.
experience
observation
conceptualization
experimentation
10.
intense
reserved
rational
responsible
Name : .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... ....
CE
RO
AC
ABSTRACT CONCEPTUALIZATION(SCIENTIST)
(Example C V RAMAN)
AE
ACTIVE EXPERIMENTATION(ENGINEER)
(Example JAMSHEDJI TATA)
Page No - 126 -
Time management for students :Name : .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... ....
Rough
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1st Revision
2nd Revision
Meals
Classes
Study
Sports Exercise
Extracurricular
General Reading
Newspaper
Social
Hobby
Miscellaneous
Time management for Others :Name : .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... ....
Rough
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1st Revision
2nd Revision
Meals
Work
Study
Sports Exercise
Extracurricular
General Reading
Newspaper
Social
Hobby
Miscellaneous
Total
Page No - 127 -
WORKING SCHEDULE
Time
Monday
Tuesday
Wednesday Thursday
Friday
Saturday
Sunday
05.00
05.30
06.00
06.30
07.00
07.30
08.00
08.30
09.00
09.30
10.00
10.30
11.00
11.30
12.00
12.30
13.00
13.30
14.00
14.30
15.00
15.30
16.00
16.30
17.00
17.30
18.00
18.30
19.00
19.30
20.00
21.30
22.00
22.30
23.00
Page No - 128 -
Rank
Values
Social recognition, fame, respect
Prosperous life, economically comfortable
Security of family, occupation
Love, affection, deep companionship
Salvation(Mukthi, Moksha, eternal life)
Freedom, independence, free choice
Participation in building a more human world order
Involvement in a meaningful movement or cause
Pleasure, an enjoyable, comfortable life
An adventuresome, exciting life
Position of influence over events and others
Work with and for underprivileged, handicapped
Page No - 129 -
)
)
)
)
Well Organized
Adequate, but could do better
Inadequate organization detracts
Confused and unsystematic
)
)
)
)
)
)
)
4. Contents of Tests
(
(
(
)
)
)
Excellent
Fair
Poor
)
)
)
)
Ample opportunity
Occasional opportunity
Rare opportunity
Never
)
)
)
Excellent
Fair
Poor
7. Reading Materials
(
(
(
)
)
)
Very good
Satisfacatory
Urge significant changes
Page No - 130 -
)
)
)
)
)
)
)
3. Ability to Explain
(
(
(
(
)
)
)
)
4. Speaking ability
(
(
(
(
)
)
)
)
)
)
)
)
6. Tolerance of Disagreement
(
(
(
(
)
)
)
)
)
)
)
A
C
E
Outstanding
Average
Ineffective
(
(
)
)
B Above Average
D Below Average
Page No - 131 -
KNOWLEDGE CHART
Name : .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... .... ....
AS ON ....................................
Percentage of
knowledge
100
95
90
85
80
75
70
65
60
55
50
45
40
35
30
25
20
15
10
05
00
10 11 12 13 14 15 16 17 18 19 20
Subjects
Page No - 132 -
Page No - 133 -
1.
2.
Details
Other people are not better or
more fortunate than me
I accept myself as I am and am
happy with myself
3.
I enjoy socializing
4.
5.
6.
7.
8.
9.
True
False
NA
Inconclusive
Page No - 134 -
Details
SELF-AWARENESS
1.
2.
3.
4.
CONSCIENCE
5.
6.
7.
8.
Page No - 135 -
INDEPENDENT WILL
9.
CREATIVE IMAGINATION
13. Do I think ahead?
Marks Scored :
a.
Self-awareness
b.
Conscience
c.
Independent will
d.
Creative Imagination
Page No - 136 -
STORY WRITING
THEMATIC APPERCEPTION TEST
You are expected to write a story about each picture in 5 minutes after
seeing it for 7 minutes.
Each story should have a title, a beginning, body and an ending. The
stories need to be complete in all respects, i.e the story should make sense to the
reader and should contain the picture in it.
This test is to test your vocabulary skills and your ability to convert a
picture into a story. This will also enable you to write reports in quick time and
to present the facts in order so as to give the complete picture to the reader (your
BOSS!).
A sense of timing and time management will have to be adhered to
complete this test, as there is a time limit for this test. Ensure that your
handwriting is legible!
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