D:\desktop\asmita\informative\group discussions

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D:\desktop\asmita\informative\group discussions

  1. 1. GROUP DISCUSSIONS<br />
  2. 2. Objectives<br />To observe the following-<br />Grasp of the topic<br />Knowledge level<br />Skill to express the point of view<br />Listening Skills<br />Accepting and respecting others’ views<br />Composure<br />Tolerance to resistance<br />Exchange of thoughts and ideas<br />Leadership and coordinating abilities<br />
  3. 3. Types of GDs<br />Case Based<br />A case study is given which simulates a real life situation. Information about the situation will be given to you and you would be asked as a group to resolve the situation. In the case study there are no incorrect answers or perfect solutions. The objective in the case study is to get you to think about the situation from various angles.<br />Topic Based<br />Topics could be of three types- factual, controversial or abstract. Factual topics are mostly socio economic topics and current affairs. E.g. The changing education policies <br /> Controversial topics are argumentative in nature.The idea behind giving a topic like this is to see how much maturity the candidate is displaying by keeping his temper in check, by rationally and logically arguing his point of view without getting personal and emotional. e.g. Reservation for Women<br /> Abstract topics are about intangible things. These topics are not given often for discussion, but their possibility cannot be ruled out. These topics test your lateral thinking and creativity. e.g. The number 10<br />
  4. 4. Important points to begin with…<br />Whichever the type of GD, it is important for you to-<br />Carry a pen and a notepad with you in the GD room<br />Be calm , composed and pleasant<br />Wear formal attire and be overall presentable<br />Use formal language yet no jargon<br />Speak in your natural accent, be the way you are<br />Grasp the topic well<br />Read current affairs regularly so that you are well versed with most topics<br />Go through the case study or the topic quickly and write down the points the way you want to present them<br />Make notes of what others’ speak<br />Weed out the unimportant information given in a case study<br />Review the salient points<br />Focus on the issues----causes----options---solutions<br />
  5. 5. What should be your approach<br />Get into the situation fully and according to the demand of the situation<br />See to it that you are thorough with the topic and make meaningful contribution in the group<br />Remember you cannot afford to wait for your chance to come. You have to create chance for yourself.<br />Be assertive, do not argue, learn to disagree politely<br />Be time bound- i.e. if the GD is of 30 minutes, then plan the amount of time for each activity<br />Normally you should not take more than 2-3 minutes to understand the topic, about 5 minutes to write down your points, 1 minute roughly to express each point<br />Roughly you can speak for about 9-10 minutes in the entire GD<br />Spare enough time to observe and understand others, to counter react and to write down important notes<br />Take it as a team activity<br />Arrive at a consensus<br />Initiate to conclude in the end, summarizing every one’s points<br />
  6. 6. How to contribute meaningfully<br />The first thing is that the panel should notice you<br />Getting noticed in the right spirit is important<br />You must ensure that the group hears you. If the group hears you, so will the evaluator.<br />It is important how you steer the group in the right direction, once it gets stuck to something. This gives you the chance to showcase your leadership skills<br />For meaningful contribution you need to have a good knowledge base. So read regularly and be updates<br />Practice on logical reasoning and analytical thinking<br />You should be able to think logically and hence put forth you ideas cohesively. The quality of what you say is more valuable than the quantity.<br />
  7. 7. Specific Do’s<br />Pay attention to posture, tone, voice and gestures<br />Smile and maintain eye contact with everyone<br />Keep an eye for the time<br />Be focused from the beginning<br />Clarity of thought is an important aspect<br />Be a good listener, be receptive to ideas<br />Be natural, speak in your natural accent<br />If possible, provide a genuine solution to the issue discussed<br />Make sure you come to a consensus<br />Be pleasant and relaxed<br />Be assertive<br />Diffuse a situation, if it is getting out of control<br />Make notes , write down points<br />Take this as a team activity<br />Contribute logically and meaningfully<br />Be audible enough to be heard by everyone<br />Agree to disagree politely<br />Think before you speak<br />
  8. 8. Specific Don’ts<br />Don’t be arrogant and abusive<br />Do not dominate<br />Do not attack anybody on regional, communal, linguistic or personal grounds<br />Don’t harp on minor points obscuring the major issues<br />Do not under estimate or accuse anyone<br />Avoid sub grouping<br />Do not think too much on what others are thinking<br />Do not let your thoughts scatter<br />Do not shout or argue<br />Do not get aggressive or argumentative<br />Don’t be abrupt in your manner of speaking<br />Avoid using jargon<br />
  9. 9. Most Commonly Made Mistakes<br />1. Emotional outburste.g.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 focusing 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-<br />Deviated from the subject. <br />Treated the discussion as a forum to air her own views. <br />Lost objectivity and made personal attacks. <br />Her behaviour would have been perceived as immature and demotivating to the rest of the team.<br />
  10. 10. Most Commonly Made Mistakes<br />2. Quality Vs Quantitye.g. 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. Assessment is not only on your communication skills but also on your ability to be a team player.<br />Evaluation is based on quality, and not on quantity. Your contribution must be relevant. <br />The mantra is "Contributing meaningfully to the team's success." Domination is frowned upon.<br />
  11. 11. Most Commonly Made Mistakes<br />3. Egotism Showing off<br />e.g. Krishna was happy to have got a group discussion topic he had prepared for. So, he took pains to project his vast knowledge of the topic. Every other sentence of his contained statistical data - "20% of companies; 24.27% of parliamentarians felt that; I recently read in a Jupiter Report that..." and so on so forth. Soon, the rest of the team either laughed at him or ignored his attempts to enlighten them as they perceived that he was cooking up the data. <br />Exercise restraint in anything. You will end up being frowned upon if you attempt showing-off your knowledge.<br />Facts and figures need not validate all your statements. <br />Its your analysis and interpretation that are equally important - not just facts and figures.<br />You might be appreciated for your in-depth knowledge. But you will fail miserably in your people skills.<br />Such a behavior indicates how self-centered you are and highlights your inability to work in an atmosphere where different opinions are expressed.<br />
  12. 12. Most Commonly Made Mistakes<br />Get noticed - But for the right reasonse.g. Srikumar knew that everyone would compete to initiate the discussion. So as soon as the topic - "Discuss the negative effects of India joining the WTO" - was read out, he began talking. In his anxiety to be the first to start speaking, he did not hear the word "negative" in the topic. He began discussing the ways in which the country had benefited by joining WTO, only to be stopped by the evaluator, who then corrected his mistake. <br /> False starts are extremely expensive. They cost you your entry into the organisation. It is very important to listen and understand the topic before you air your opinions. <br /> 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.<br /> Listen! It gives you the time to conceptualize and present the information in a better manner.<br /> Some mistakes are irreparable. Starting off the group discussion with a mistake is one such mistake, unless you have a great sense of humor.<br />
  13. 13. Most Commonly Made Mistakes<br />5. Managing one's insecuritiese.g. Sumati was very nervous. She thought that some of the other candidates were exceptionally good. Thanks to her insecurity, she contributed little to the discussion. Even when she was asked to comment on a particular point, she preferred to remain silent. Your personality is also being evaluated. Your verbal and non verbal cues are being read.<br />Remember, you are the participant in the GD; not the evaluator. So, rather than evaluating others and your performance, participate in the discussion. <br />Your confidence level is being evaluated. Decent communication skills with good confidence is a must to crack the GDs.<br />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.<br />
  14. 14. Questions & Answers<br />
  15. 15. Thank You<br />

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