Final presentation for the Intercultural Communications Course. We analyzed conflicting relationships between an American and a Korean team and provided guidelines recommendations to
This document provides tips and strategies for acing a job interview. It discusses preparing for different types of interviews, researching the company, dealing with difficult questions, topics to avoid, questions to ask, and following up after the interview. The key points are to research the company thoroughly, prepare stories and examples demonstrating your relevant skills and experiences, appear confident but avoid distracting behaviors, ask thoughtful questions, and send a thank you note after the interview. Proper preparation and knowledge of best practices can help you succeed in interviews and potentially get the job.
Group discussions involve 8-12 members discussing a topic for 20-30 minutes. They assess personality, communication skills, leadership, and more. Good discussion skills include preparing, actively listening, supporting views with facts, maintaining cordiality, and avoiding interruptions or changing opinions. Participants should be assertive but not hurt others, accept criticism politely, show leadership, and suggest ideas without blaming. Common topics discuss issues in technology, society, culture and India's development.
This presentation covers what is group discussions, type of GDs and how students can master group discussion for their placement or admission purposes.
This document provides information about group discussions and nonverbal communication across cultures. It discusses what a group discussion is, why they are useful, and tips for participating effectively and scoring well. These tips include initiating the discussion, leading the conversation, organizing the talk, and concluding the key points. The document then covers various aspects of nonverbal communication like space/proxemics, eye contact/gaze, touch, body language, and their cultural variations.
This document summarizes the key aspects of group discussions for job interviews. It outlines that group discussions are used to assess candidates' interpersonal skills and traits like teamwork, communication, reasoning, and leadership. The document provides tips for participants such as building knowledge, considering multiple perspectives, maintaining a positive attitude, and focusing on summarizing important discussion points concisely. It also describes different types of group discussion formats and important personality traits evaluated in this assessment method.
1. The role play demonstrates different types of functional and non-functional behaviors in a group discussion. Aashima dominates the discussion by interrupting others, while Karan withdraws by not contributing. Rakshit deviates and degrades others. Rishab encourages others by accepting different opinions. Aashi disrupts with side conversations.
2. The scenario illustrates how certain behaviors like dominating, withdrawing, degrading, and side conversations can be non-functional and disrupt discussion, while encouraging participation and accepting different views can help facilitate productive group work.
3. By enacting different roles, the role play provides an
Group discussions are an important part of the business school selection process used to assess candidates' managerial attributes like communication skills, leadership, analytical thinking, and group behavior. In a typical group discussion, 7-12 candidates discuss a broad topic for 15-25 minutes while being observed for how they speak, what they say, their confidence, ability to listen and convince others, and behavior. Effective participation requires communication abilities, team skills, analytical skills, general awareness, keeping knowledge of current affairs updated, holding mock discussions, preparedness, speaking clearly, stating views concisely while playing different roles and supporting views with statistics. Participants should avoid being too humorous, speaking for long, raising irrelevant issues, overusing examples, or accepting
This document provides guidance on how to effectively evaluate speeches to benefit the speaker, evaluator, and club. It recommends that evaluators focus on the speaker's strengths, acknowledge areas for improvement, and provide clear recommendations in a positive and personalized manner. Effective evaluators listen actively, suit their feedback to the speaker's objectives, and nourish self-esteem while showing how performance can be enhanced.
This document provides tips and strategies for acing a job interview. It discusses preparing for different types of interviews, researching the company, dealing with difficult questions, topics to avoid, questions to ask, and following up after the interview. The key points are to research the company thoroughly, prepare stories and examples demonstrating your relevant skills and experiences, appear confident but avoid distracting behaviors, ask thoughtful questions, and send a thank you note after the interview. Proper preparation and knowledge of best practices can help you succeed in interviews and potentially get the job.
Group discussions involve 8-12 members discussing a topic for 20-30 minutes. They assess personality, communication skills, leadership, and more. Good discussion skills include preparing, actively listening, supporting views with facts, maintaining cordiality, and avoiding interruptions or changing opinions. Participants should be assertive but not hurt others, accept criticism politely, show leadership, and suggest ideas without blaming. Common topics discuss issues in technology, society, culture and India's development.
This presentation covers what is group discussions, type of GDs and how students can master group discussion for their placement or admission purposes.
This document provides information about group discussions and nonverbal communication across cultures. It discusses what a group discussion is, why they are useful, and tips for participating effectively and scoring well. These tips include initiating the discussion, leading the conversation, organizing the talk, and concluding the key points. The document then covers various aspects of nonverbal communication like space/proxemics, eye contact/gaze, touch, body language, and their cultural variations.
This document summarizes the key aspects of group discussions for job interviews. It outlines that group discussions are used to assess candidates' interpersonal skills and traits like teamwork, communication, reasoning, and leadership. The document provides tips for participants such as building knowledge, considering multiple perspectives, maintaining a positive attitude, and focusing on summarizing important discussion points concisely. It also describes different types of group discussion formats and important personality traits evaluated in this assessment method.
1. The role play demonstrates different types of functional and non-functional behaviors in a group discussion. Aashima dominates the discussion by interrupting others, while Karan withdraws by not contributing. Rakshit deviates and degrades others. Rishab encourages others by accepting different opinions. Aashi disrupts with side conversations.
2. The scenario illustrates how certain behaviors like dominating, withdrawing, degrading, and side conversations can be non-functional and disrupt discussion, while encouraging participation and accepting different views can help facilitate productive group work.
3. By enacting different roles, the role play provides an
Group discussions are an important part of the business school selection process used to assess candidates' managerial attributes like communication skills, leadership, analytical thinking, and group behavior. In a typical group discussion, 7-12 candidates discuss a broad topic for 15-25 minutes while being observed for how they speak, what they say, their confidence, ability to listen and convince others, and behavior. Effective participation requires communication abilities, team skills, analytical skills, general awareness, keeping knowledge of current affairs updated, holding mock discussions, preparedness, speaking clearly, stating views concisely while playing different roles and supporting views with statistics. Participants should avoid being too humorous, speaking for long, raising irrelevant issues, overusing examples, or accepting
This document provides guidance on how to effectively evaluate speeches to benefit the speaker, evaluator, and club. It recommends that evaluators focus on the speaker's strengths, acknowledge areas for improvement, and provide clear recommendations in a positive and personalized manner. Effective evaluators listen actively, suit their feedback to the speaker's objectives, and nourish self-esteem while showing how performance can be enhanced.
A group discussion involves 10 or less members discussing a given topic within a 10-20 minute time limit. The objective is for each member to meaningfully contribute to helping the group reach consensus. In a typical group discussion, a small group is given a topic and members can take positive, negative, or neutral sides. Panelists judge members on skills like communication, leadership, critical thinking, and subject knowledge. Members should contribute meaningfully, highlight non-obvious points, and attempt to build consensus. Good tips include distinguishing discussions from debates, taking initiative, thinking thoroughly before commenting, and maintaining balance and positivity.
The document discusses qualities and behaviors of effective agile teams. It outlines that individuals who work well on agile teams are dedicated, self-disciplined, questioning, able to handle ambiguity, focused on execution, responsible, adaptable, collaborative, able to take feedback and learn from others. It also discusses principles and agreements for agile teams including showing respect, equal contribution, transparency, accountability and delivering well-defined stories. The document notes behaviors that derail teamwork and the importance of iterations, understanding dysfunctions and behaving like a high-performance team. It provides guidance for leaders to have powerful conversations, make all meetings matter and help teams continuously improve through retrospectives.
The document provides guidance on selecting candidates for an organization. It discusses the importance of selection and outlines key stages in the selection process including application forms, personal interviews, and group interviews or assessment centers. It emphasizes preparing interviewers and evaluators, developing proper forms and guides to structure the process, asking open-ended questions, taking detailed notes, and providing feedback to candidates. The overall goal is to choose applicants that are the best fit for the organization's needs and ambitions.
This document provides guidance on how to effectively participate in a group discussion. It emphasizes that a group discussion, unlike a debate, is meant for respectfully discussing different perspectives on a topic rather than trying to prove others wrong. It offers tips for initiating and concluding a discussion, such as using a quote, question, or facts to start and summarizing the key points discussed rather than introducing new ideas at the end. The document stresses maintaining a respectful and logical approach, listening to others, and focusing on refining one's own understanding rather than "winning."
This document provides information on various aspects of communicating effectively in the workplace. It discusses preparing cover letters and resumes, interviewing skills, communicating with supervisors, customers, and leading groups. Some of the key points covered include tailoring cover letters for specific jobs, including relevant contact information on resumes, practicing interview skills, developing leadership styles that balance tasks with people orientation, and ensuring all group members have a chance to provide input to reach consensus.
This document provides an overview of group discussions and tips for participating effectively. It defines a group discussion as a gathering where individuals with similar interests discuss ideas, solve problems, or share opinions. The purpose is not debate but to work collaboratively towards a conclusion. Leadership is about promoting involvement and teamwork. Effective group discussion topics can be factual, controversial, abstract, or case-based. The document outlines dos and don'ts for participants and concludes by answering frequently asked questions about how to prepare, contribute, and maximize performance in a group discussion.
Group discussions are used in college admissions processes to evaluate skills like communication, leadership, and teamwork that cannot be assessed in interviews alone. They allow schools to analyze how 15 applicants interact in a discussion in just 10 minutes. Effective group discussion participation requires understanding the topic, speaking up to contribute ideas, structuring arguments logically, actively listening to others, and emphasizing points nonverbally. It is important to speak loudly and clearly while thinking of new ideas, and to clarify the topic before offering views to make the strongest possible case in the limited time.
The document outlines an agenda and objectives for a lesson on characterization techniques in literature. It includes:
1. An agenda to hand out picture forms, teach characterization techniques through a lesson and group project, and have students prove what they've learned.
2. The objective to give students chance to order pictures, learn characterization techniques, and prove what they have learned.
3. An overview of the 5 direct characterization techniques - actions, thoughts, speech, opinions of others, and appearance - and how to indirectly characterize through inference.
This document outlines guidelines for participating in a group discussion. It includes an introduction to group discussions, different types of discussions, topics that may be discussed, roles of participants, how discussions will be evaluated, dos and don'ts, what the panel expects, and tips for success. Participants are expected to effectively communicate their ideas, listen to others, take on roles like initiating topics or summarizing, and work as a team while being assertive and creative in their thinking. Proper preparation and following etiquette guidelines can help participants succeed in a group discussion.
The document outlines the agenda for an English class which includes a sponge activity, presentations on improving grades, group work to discuss and summarize readings on improving grades, and completing an assignment analyzing an informational text using terminology from a word wall such as inference, thesis, and tone. Students will take notes on a Sports Illustrated article and fill out a handout on informational texts due by the end of class.
This document provides guidance on group discussions (GDs) and personal interviews (PIs). Some key points:
1. GDs are used to evaluate communication skills, knowledge, leadership, teamwork, and other qualities. Speak clearly and concisely while respecting others. Stick to the topic and don't interrupt.
2. In PIs, highlight accomplishments, strengths and goals. Have multiple copies of your resume ready. Answer questions confidently while maintaining composure. If you don't know an answer, admit it.
3. Both evaluate how well you listen, contribute ideas, handle challenges, and work with others. Demonstrate passion, conviction and flexibility. Make a positive first impression
The document provides information about group discussions, including the definition, prerequisites, benefits, features, and dos and don'ts. A group discussion involves 8-12 members discussing a topic for 20-30 minutes, allowing evaluators to assess participants' communication skills, knowledge, leadership abilities, and more. Key aspects include actively listening, supporting arguments with facts, avoiding interruptions or changing opinions, and accepting criticism politely. Common group discussion topics center around current social, economic, and technological issues of importance in India and globally.
The document provides information about group discussions, including the definition, prerequisites, benefits, features, and dos and don'ts. A group discussion involves 8-12 members discussing a topic for 20-30 minutes, allowing evaluators to assess participants' communication skills, knowledge, leadership abilities, and more. Key aspects include actively listening, supporting arguments with facts, avoiding interruptions or changing opinions, and accepting criticism politely. Common group discussion topics center around current social, economic, and technological issues of importance in India and globally.
Soft skills are important for both professional and personal success. Some key soft skills include communication skills, leadership skills, time management, adaptability, and integrity. Developing soft skills requires self-reflection, practicing skills like active listening, and getting feedback from others. Maintaining good personal grooming, telephone etiquette, and problem-solving abilities are also important. Regularly working to improve soft skills through reading, socializing, and incorporating them into one's resume can help enhance one's career.
1) A group discussion is a methodology used by organizations to evaluate candidates on certain desired personality traits and skills through a discussion among 8-12 candidates on a given topic.
2) Candidates are given 15-20 minutes to discuss topics that can be factual, controversial, abstract, or based on a case study. They assess communication skills, leadership, reasoning ability, and other qualities.
3) Successful participants respect others, take turns speaking, disagree politely, and keep discussions on topic while maintaining positive body language and tone. They should initiate discussion but not dominate, and encourage participation from quiet members.
Collaborative Information Architecture (ias17)Abby Covert
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most IA professionals.
In this workshop, Abby will share her techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
Abby will share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And she’ll share techniques for practicing information architecture with clients collaboratively.
I want to focus on the soft skills that make someone good at IA. So the lessons here are really about leveling up in skill set. Including:
- Conflict Resolution in IA
- Selling IA to others in your organization
- Improving stakeholder interviews
- Facilitating Low Fidelity Conversation about language
- Visualizing language with simple pictures to get clarity
The document discusses problems arising on an IT implementation project between American and Korean teams. Key issues included cultural differences in management styles, lack of experience, and unclear leadership structure. Alternatives proposed were staffing changes, making the American manager full-time, or calling a meeting with oversight committees. A SWOT analysis identified strengths as experienced consultants but weaknesses as limited international experience. Recommendations for future projects included stricter responsibilities, skilled staff, and regular meetings.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
Professor's Week 1-1_Management and OrganizationAmadouBah33
This document provides an overview of a management and organizations course. It discusses that organizations are collections of people who work together to achieve goals. A successful organization is driven by factors like mission, sustainability, stakeholder interests, culture, and adaptability. The course aims to provide students with an understanding of human and organizational behavior through a variety of teaching methods like lectures, case studies, discussions and exercises. Students are expected to actively participate and cooperate with each other. The content will cover both macro topics about how organizations work and micro topics about individual behavior within organizations.
International Mergers and Acquisitions - What To Do When You Find Yourself as...Society of Women Engineers
This document summarizes a presentation about international mergers and acquisitions (M&As). It introduces the two presenters and their experience with M&As. It then discusses facts about international M&As, including why companies do them, typical high failure rates, and common reasons for failure. Key success criteria for international M&As are outlined, including cultural fit, clear communication and common goals. The presentation then details Continental's acquisition of Modi Tires in India as a case study, touching on challenges faced and skills needed to be successful like flexibility and patience.
A group discussion involves 10 or less members discussing a given topic within a 10-20 minute time limit. The objective is for each member to meaningfully contribute to helping the group reach consensus. In a typical group discussion, a small group is given a topic and members can take positive, negative, or neutral sides. Panelists judge members on skills like communication, leadership, critical thinking, and subject knowledge. Members should contribute meaningfully, highlight non-obvious points, and attempt to build consensus. Good tips include distinguishing discussions from debates, taking initiative, thinking thoroughly before commenting, and maintaining balance and positivity.
The document discusses qualities and behaviors of effective agile teams. It outlines that individuals who work well on agile teams are dedicated, self-disciplined, questioning, able to handle ambiguity, focused on execution, responsible, adaptable, collaborative, able to take feedback and learn from others. It also discusses principles and agreements for agile teams including showing respect, equal contribution, transparency, accountability and delivering well-defined stories. The document notes behaviors that derail teamwork and the importance of iterations, understanding dysfunctions and behaving like a high-performance team. It provides guidance for leaders to have powerful conversations, make all meetings matter and help teams continuously improve through retrospectives.
The document provides guidance on selecting candidates for an organization. It discusses the importance of selection and outlines key stages in the selection process including application forms, personal interviews, and group interviews or assessment centers. It emphasizes preparing interviewers and evaluators, developing proper forms and guides to structure the process, asking open-ended questions, taking detailed notes, and providing feedback to candidates. The overall goal is to choose applicants that are the best fit for the organization's needs and ambitions.
This document provides guidance on how to effectively participate in a group discussion. It emphasizes that a group discussion, unlike a debate, is meant for respectfully discussing different perspectives on a topic rather than trying to prove others wrong. It offers tips for initiating and concluding a discussion, such as using a quote, question, or facts to start and summarizing the key points discussed rather than introducing new ideas at the end. The document stresses maintaining a respectful and logical approach, listening to others, and focusing on refining one's own understanding rather than "winning."
This document provides information on various aspects of communicating effectively in the workplace. It discusses preparing cover letters and resumes, interviewing skills, communicating with supervisors, customers, and leading groups. Some of the key points covered include tailoring cover letters for specific jobs, including relevant contact information on resumes, practicing interview skills, developing leadership styles that balance tasks with people orientation, and ensuring all group members have a chance to provide input to reach consensus.
This document provides an overview of group discussions and tips for participating effectively. It defines a group discussion as a gathering where individuals with similar interests discuss ideas, solve problems, or share opinions. The purpose is not debate but to work collaboratively towards a conclusion. Leadership is about promoting involvement and teamwork. Effective group discussion topics can be factual, controversial, abstract, or case-based. The document outlines dos and don'ts for participants and concludes by answering frequently asked questions about how to prepare, contribute, and maximize performance in a group discussion.
Group discussions are used in college admissions processes to evaluate skills like communication, leadership, and teamwork that cannot be assessed in interviews alone. They allow schools to analyze how 15 applicants interact in a discussion in just 10 minutes. Effective group discussion participation requires understanding the topic, speaking up to contribute ideas, structuring arguments logically, actively listening to others, and emphasizing points nonverbally. It is important to speak loudly and clearly while thinking of new ideas, and to clarify the topic before offering views to make the strongest possible case in the limited time.
The document outlines an agenda and objectives for a lesson on characterization techniques in literature. It includes:
1. An agenda to hand out picture forms, teach characterization techniques through a lesson and group project, and have students prove what they've learned.
2. The objective to give students chance to order pictures, learn characterization techniques, and prove what they have learned.
3. An overview of the 5 direct characterization techniques - actions, thoughts, speech, opinions of others, and appearance - and how to indirectly characterize through inference.
This document outlines guidelines for participating in a group discussion. It includes an introduction to group discussions, different types of discussions, topics that may be discussed, roles of participants, how discussions will be evaluated, dos and don'ts, what the panel expects, and tips for success. Participants are expected to effectively communicate their ideas, listen to others, take on roles like initiating topics or summarizing, and work as a team while being assertive and creative in their thinking. Proper preparation and following etiquette guidelines can help participants succeed in a group discussion.
The document outlines the agenda for an English class which includes a sponge activity, presentations on improving grades, group work to discuss and summarize readings on improving grades, and completing an assignment analyzing an informational text using terminology from a word wall such as inference, thesis, and tone. Students will take notes on a Sports Illustrated article and fill out a handout on informational texts due by the end of class.
This document provides guidance on group discussions (GDs) and personal interviews (PIs). Some key points:
1. GDs are used to evaluate communication skills, knowledge, leadership, teamwork, and other qualities. Speak clearly and concisely while respecting others. Stick to the topic and don't interrupt.
2. In PIs, highlight accomplishments, strengths and goals. Have multiple copies of your resume ready. Answer questions confidently while maintaining composure. If you don't know an answer, admit it.
3. Both evaluate how well you listen, contribute ideas, handle challenges, and work with others. Demonstrate passion, conviction and flexibility. Make a positive first impression
The document provides information about group discussions, including the definition, prerequisites, benefits, features, and dos and don'ts. A group discussion involves 8-12 members discussing a topic for 20-30 minutes, allowing evaluators to assess participants' communication skills, knowledge, leadership abilities, and more. Key aspects include actively listening, supporting arguments with facts, avoiding interruptions or changing opinions, and accepting criticism politely. Common group discussion topics center around current social, economic, and technological issues of importance in India and globally.
The document provides information about group discussions, including the definition, prerequisites, benefits, features, and dos and don'ts. A group discussion involves 8-12 members discussing a topic for 20-30 minutes, allowing evaluators to assess participants' communication skills, knowledge, leadership abilities, and more. Key aspects include actively listening, supporting arguments with facts, avoiding interruptions or changing opinions, and accepting criticism politely. Common group discussion topics center around current social, economic, and technological issues of importance in India and globally.
Soft skills are important for both professional and personal success. Some key soft skills include communication skills, leadership skills, time management, adaptability, and integrity. Developing soft skills requires self-reflection, practicing skills like active listening, and getting feedback from others. Maintaining good personal grooming, telephone etiquette, and problem-solving abilities are also important. Regularly working to improve soft skills through reading, socializing, and incorporating them into one's resume can help enhance one's career.
1) A group discussion is a methodology used by organizations to evaluate candidates on certain desired personality traits and skills through a discussion among 8-12 candidates on a given topic.
2) Candidates are given 15-20 minutes to discuss topics that can be factual, controversial, abstract, or based on a case study. They assess communication skills, leadership, reasoning ability, and other qualities.
3) Successful participants respect others, take turns speaking, disagree politely, and keep discussions on topic while maintaining positive body language and tone. They should initiate discussion but not dominate, and encourage participation from quiet members.
Collaborative Information Architecture (ias17)Abby Covert
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most IA professionals.
In this workshop, Abby will share her techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
Abby will share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And she’ll share techniques for practicing information architecture with clients collaboratively.
I want to focus on the soft skills that make someone good at IA. So the lessons here are really about leveling up in skill set. Including:
- Conflict Resolution in IA
- Selling IA to others in your organization
- Improving stakeholder interviews
- Facilitating Low Fidelity Conversation about language
- Visualizing language with simple pictures to get clarity
The document discusses problems arising on an IT implementation project between American and Korean teams. Key issues included cultural differences in management styles, lack of experience, and unclear leadership structure. Alternatives proposed were staffing changes, making the American manager full-time, or calling a meeting with oversight committees. A SWOT analysis identified strengths as experienced consultants but weaknesses as limited international experience. Recommendations for future projects included stricter responsibilities, skilled staff, and regular meetings.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
Professor's Week 1-1_Management and OrganizationAmadouBah33
This document provides an overview of a management and organizations course. It discusses that organizations are collections of people who work together to achieve goals. A successful organization is driven by factors like mission, sustainability, stakeholder interests, culture, and adaptability. The course aims to provide students with an understanding of human and organizational behavior through a variety of teaching methods like lectures, case studies, discussions and exercises. Students are expected to actively participate and cooperate with each other. The content will cover both macro topics about how organizations work and micro topics about individual behavior within organizations.
International Mergers and Acquisitions - What To Do When You Find Yourself as...Society of Women Engineers
This document summarizes a presentation about international mergers and acquisitions (M&As). It introduces the two presenters and their experience with M&As. It then discusses facts about international M&As, including why companies do them, typical high failure rates, and common reasons for failure. Key success criteria for international M&As are outlined, including cultural fit, clear communication and common goals. The presentation then details Continental's acquisition of Modi Tires in India as a case study, touching on challenges faced and skills needed to be successful like flexibility and patience.
This document provides an overview of Mohammad Tawfik, an assistant professor of aerospace engineering, and his presentation on effective communication skills for engineers and scientists. It introduces Tawfik and his qualifications, then outlines several models and aspects of communication including the DISC model of personality styles, listening skills, nonverbal communication, cross-cultural communication, and additional aspects of nonverbal communication such as body language.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on open communication, shared responsibility among members, and members supporting each other. It is important for team members to listen to each other, participate fully, and resolve conflicts constructively. When conflicts do arise, addressing issues openly and finding compromises can help build stronger decisions and team relationships. Overall, teamwork aims to improve productivity and reduce stress by maintaining cooperative and collaborative environments.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. While conflict is inevitable, strategies like listening, sharing information, asking questions, and participating fully can help teams resolve disagreements and work productively together. The key aspects of teamwork are shared responsibility, open communication, and maintaining a cooperative attitude.
The document discusses group discussions as part of the recruitment process. It explains that group discussions evaluate candidates on communication skills, leadership skills, listening skills, behavioral skills, and reasoning ability. The key components evaluated are knowledge, communication skills, group behavior, and leadership potential. Various types of participants in group discussions are described, such as initiators, data givers, critics, supporters, questioners, traffic policemen, leaders, spectators, and summarizers. The document provides tips for effective participation and expectations of the panel, including being a team player, demonstrating reasoning, leadership, creativity, and other qualities. It also outlines the structure of typical group discussions.
Kick Start is an intensive academic support program for students at Leeds Metropolitan University that uses cognitive behavioral and solution-focused approaches. It aims to improve students' self-awareness, confidence, and motivation to enhance their academic performance. The program involves setting goals, prioritizing tasks, creating weekly plans, and addressing issues like procrastination. Feedback from students shows Kick Start helped them organize their work, feel more supported, and boost their academic confidence.
The document outlines a program to help people understand U.S. culture for job interviews. It includes sessions on resume tips, U.S. business culture, and cover letter writing. The resume session provides dos and don'ts for resumes and discusses using PAR statements. It also analyzes a sample resume that needs improvement. The business culture session contrasts American behavioral norms during networking, interviews and informational interviews. It discusses presenting strengths over weaknesses and having an outgoing personality. The final session previews a mock interview exercise.
The document discusses skills that are important for career and personality development in the global workplace. It identifies skills like sense-making, social intelligence, novel and adaptive thinking, cross-cultural competency, and virtual collaboration as important global skills. It also discusses managerial skills like displaying honesty and integrity, solving problems and analyzing issues, practicing self-development, establishing goals, exhibiting technical/professional expertise, and innovating.
The document provides tips and guidance for excelling at job interviews. It discusses the importance of preparation, research on the company, handling common interview questions, and making a good impression. Specific tips include dressing appropriately, having firm handshakes, maintaining eye contact and a confident voice. The document also outlines questions interviewers may ask about one's background, career goals, education and previous work experience. Overall, it stresses being prepared to clearly discuss one's qualifications and how they align with the job requirements.
The document provides tips and guidance for excelling at job interviews. It discusses the importance of preparation, research on the company, handling common interview questions, and making a good impression. Specific tips include dressing appropriately, having firm handshakes, maintaining eye contact and a confident voice. The document also outlines questions interviewers may ask about one's background, career goals, education and previous work experience. Overall, it stresses being prepared to clearly discuss one's qualifications and how they align with the job requirements.
MM Bagali, HR, HRM, HRD, MBA, Interview, Research.......Venki.... interview 2012dr m m bagali, phd in hr
The document provides tips and guidance for excelling at job interviews. It discusses the importance of preparation, research on the company, handling common interview questions, and making a good impression. Specific tips include dressing appropriately, having firm handshakes, maintaining eye contact and a confident voice. The document also outlines questions interviewers may ask about one's background, career goals, education and previous work experience. Overall, it stresses being prepared to clearly discuss one's qualifications and how they align with the job requirements.
The document provides tips for making a favorable impression during a job interview. It discusses the importance of preparation, researching the company beforehand, having good body language and communication skills during the interview, and following up after the interview. The document also lists common interview questions and gives advice on how to answer questions about yourself, your career goals, education, previous experience, and the specific company or job.
This document provides a summary of a training presentation on report writing skills. The presentation covers identifying what constitutes good writing, understanding the writing process, defining one's strengths and weaknesses, and improving writing skills. It discusses the importance of writing, types of communication, and differences between speech and writing. The presentation also addresses determining audience, format, content, structure, grammar and punctuation. It outlines the writing process of pre-writing, drafting, revising, editing, and publishing. Finally, it offers tips for improving writing such as using plain English, avoiding overwriting, and following the "7Cs" of good writing.
Guidelines regarding looking for a job, making an online profile, building rapport with co-workers, and with students, writing formal and informal letters regarding recent job positions, describing a position and its responsibilities. Why and how to create a social media page and how to get ready for a job-fair evant.
Similar to West meets East: A stort of American and Korean Engineers (20)
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
3. Overview
• The Case
• Analysis
• Task-oriented vs. Relationship-oriented
• Monochronic vs Polychronic
• 6D model
• Politeness
• Lingua Franca
• Team Formation & Commitment
• Conclusions
5. The Case
Who?
Two American/Indian Engineers:
• Senior Staff Engineer
• Senior Engineer: Linux Kernel
Korean clients and Engineers
When and Where?
December 2014 in Seoul, Korea
6. The Case
What?
• Solving issues related to kernel code (central part a
system) for a chipset.
• Working styles were very different and this created
conflicts and weakened relationships.
How?
• American/Indian engineers felt undermined and
unacknowledged.
• Korean clients & engineers were only focused on prompt
results.
Animosity Indifference
Bursts of
anger
9. Relationship-Oriented vs Task-Oriented
Relationship-Oriented Task-Oriented
Emphasis on interaction facilitation Emphasis on work facilitation
Focus on relationships, well-being and
motivation
Focus on structure, roles and tasks
Foster positive relationships is a priority Produce desired results is a priority
Emphasis on team members and communication
within
Emphasis on goal setting and a clear plan to
achieve goals
Communication facilitation, casual interactions
and frequent team meetings
Strict use of schedules and step-by-step plans,
and a punishment/incentive system
10. Polychronic time vs Monochronic time
P- time M-time
Concentrate on an event happening around
them
Concentrate on a task set before them
Are committed to people and relationships Are committed to the job and end results
Change plans often and easily Dedicate themselves to plans
Are more concerned with community and
shared connections
Are more concerned with privacy and individual
ownership
Have strong tendency to build lifetime, familial
relationships
Have strong tendency to build temporary,
practical relationships
13. Trust
• Working effectively as a team requires trust
• Trust in a collectivist culture
• Individualistic culture has looser relationships
“When the Koreans, visited India for
a few weeks, they never even tried
Indian food there. They found a
Korean delivery and just ordered
that.”
“Not recognizing that
they have a team of
specialists here to
help them and
complete disregard
to include us in the
discussion”
14. Korea
Obey rules
No small talk
Stick to time
Important power distance
Humble
Please crowd
Politeness
Forgetting
being polite
easily affects
the whole
group
“The American traveling with me would always try to make conversation with
them during lunch and he was ignored after a few questions and they would
continue talking in Korean amongst themselves”
US
Will bend rules if necessary
Express themselves freely
Tolerate
16. Lingua Franca
• Lingua franca of the work group is English
• Koreans start English in age 10, but start speaking it later
• In Korea, university courses are in Korean, not in English (workplaces in Korean
also)
• In India, most of the courses in the universities are in English. And the Indian had
been living in the US for six years
• American person might have used expressions that are not familiar to the Koreans
“How do you expect us to solve your
problems when you're talking in a
language we don’t understand...?”
18. Team Formation & Commitment
Facts:
• No previous communication
• No team bonding activities.
• Teams worked independently
Disadvantages of multicultural teams [Adler (2002)]
• Miscommunication
• Less interaction
• Language Problems
• Stress
Forming
Storming
Norming
Performing
• Meetings
• Staff manager
(Leader)
• Clear goals
• Disagreements
but no solutions
19. Team Formation & Commitment
• Recognize themselves as a distinct unit or
department
• Actually work INDEPENDENTLY OF EACH
OTHER to achieve their organizational goals
Work
team
Work
group
• May come from DIFFERENT DEPARTMENTS
within a business
• COLLABORATE TOGETHER to achieve some set
purpose, goal or project.
20. • Attitudinal Commitment
• Attitude towards the organization
• Identify with the goals and values of the organization
• Maintain their membership to the organization
• Continuance Commitment
• Calculative attitude towards the organization
• Membership based on economic reasons, prior
investments or lack of alternatives available
Team Formation & Commitment
“We were there to help the
customers from our company, so
we couldn't just get up and walk
out saying ’I’m done’, specially
when the customer VP asks you to
stay a little longer...”
22. Conclusions
• There needs to be trust between team members
• Rules of engagement are desired to avoid conflicts
• Knowing about the culture before going to a place is desired (smaller
cultural shock)
• Go through all the stages of the team formation process
• Communicating and interacting more (before, during and after)
24. References
1. Anzalone, Chris. "Differences between Task-Oriented Leaders & Relational-Oriented Leaders". Demand Media.
Retrieved 3 November 2012.
2. Manktelow, James. "Leadership Style". Mind Tools. Retrieved 2 November 2012.
3. Differences Between Group Work & Team Work http://smallbusiness.chron.com/differences-between-group-work-team-
work-11004.html
4. Work team trust and effectiveness http://www.emeraldinsight.com/doi/full/10.1108/00483480310488360
5. Affective, Calculative and Normative Commitment: An Assessment of Relationship
http://www.wrbrpapers.com/static/documents/September/2012/7.%20Tommy.pdf
6. The Hofstede Centre http://www.geert-hofstede.com
7. Trust and Reputation for Collectivist Cultures http://www.bic-trust.eu/files/2012/10/BIC-trust-and-
culture-SA.pdf
Editor's Notes
Old slide
Slide with changes from the comments obtained during out presentation