India and the Indians have undergone a paradigm shift. There have been fundamental and irreversible changes in the economy, government policies, outlook of business and industry, and in the mindset of the Indians in general.
* From a shortage economy of food and foreign exchange, India has now become a surplus one.
* From an agro based economy, India has emerged as a service oriented one.
* From the low-growth of the past, the economy has become a high-growth one in the long-term.
* Having been an aid recipient, India is now joining the aid givers club.
* Although India was late and slow in modernization of industry in general in the past, it is now a front-runner in the emerging Knowledge based New Economy.
* The Government is continuing its reform and liberalization not out of compulsion but out of conviction.
* Indian companies are no longer afraid of Multinational Companies. They have become globally competitive and many of them have become MNCs themselves.
* Fatalism and contentment of the Indian mindset have given way to optimism and ambition.
* Introvert and defensive approach have been replaced by outward-looking and confident attitude.
* In place of denial and sacrifice, the Indian value system has started recognizing seeking of satisfaction and happiness.
* The Indian culture, which looked down upon wealth as a sin and believed in simple living and high thinking, has started recognizing prosperity and success as acceptable and necessary goals.
* Indian management graduates no longer queue up for safe government jobs. They prefer and enjoy the challenges and risks of becoming entrepreneurs and global players in the emerging private sectors.
Stable country and institutions
* India being a largest democracy with stable, mature, vibrant and exemplary democratic governance and institutions, boasts lots of quality B-Schools attracting intellect student community in large number every year.
* Possess strong and transparent legal and accounting system.
* Numerous watchful and proactive NGOs.
* Free, vocal, alert and quality media. 5600 dailies with a combined circulation of 60 million, nearly 15000 weeklies and 20000 periodicals in 21 regional languages.
* Legal protection for intellectual property rights.
Consumer market
* Large and growing market of 1 billion people out of which 300 million are middle class consumers.
* India offers a vibrant market of youth and vigor with 54% of population below 25 years of age. These young people will work harder, earn more and demand more from the market and thereby sustaining growth in the long-term.
* Every month, there is an addition of one million cell phone subscribers. By December 2005, the total number is expected to reach 100 million. The domestic demand is expected to double over the ten-year period from 1998 to 2007. The number of households with "high income" is expected to increase by 60% in the next four years to 44 million households.
Economy
* India is a fastest growing economy that the developed nations always looking the country as a best global market to market the products. The fundamentals of the Indian economy have become strong and sustainable. The macro-economic indicators are at present the best in the history of independent India with high growth, foreign exchange reserves, and foreign investment and robust increase in exports and low inflation and interest rates.
* India is the second fastest growing economy of the world at present.
* A unique feature of the transition of the Indian economy has been high growth with stability. The Indian economy has proved its strength and resilience when there have been crises in other parts of the world including Asia in recent years.
* The interest rate continues to be reduced and is around 6%. This is the lowest in the last thirty years and this is stimulating consumption and investment.
Agriculture
* One of the world's largest food producers (600 million tones).
* World's largest producer of milk, sugarcane and tea.
* Second largest exporter of rice, wheat, fruits, and vegetables. India produces 30 million tones of fruits and 59 million tones of vegetables.
Industry
* Diversified and large industrial base, which is becoming globally competitive. Examples, Tata Steel and NALCO are the lowest cost manufacturers of steel and aluminium in the world. Moser Baer is one of the top three manufacturers of CD Roms in the world. Bharat Forge is one of the leading suppliers to auto giants, such as Ford, General Motors, and Toyota.
* India's Hero Honda is the world's largest motorcycle manufacturer with 2002 production of 1.7 million units.
* The Indian companies have drawn up ambitious plans for expanding and diversifying their manufacturing activities with about 12 billion dollars in the next three years. Most of the companies have been able to generate the funds from their own operations. The areas whose output is being scaled up are automobiles, auto parts, metals, chemicals, pharmaceuticals and electronics.
* Some of the Indian companies have gone global with presence in 60 countries, including USA, Europe and China. India is one of the top ten producers of bulk drugs in the world and 60% of India's bulk drugs production is exported. India has the highest number of annual bulk drugs filings (77) with USFDA. India is home to the largest number of pharma plants (61) approved by USFDA outside US.
* The chemical industry is becoming competitive and has very high growth potential for production for local market as well as exports. Bayer AG, the German chemical and pharmaceutical company has identified India as the outsourcing hub for basic and specialty chemicals.
* There are 150 biotechnology companies whose business is growing exponentially.
* The auto parts industry has emerged as one of the country's fastest-growing manufacturing sectors; this is expected to reach US$ 8 billion in 2006. 'Bharat Forge' of India is the world's largest manufacturer of front axles for trucks. India has emerged as an outsourcing center for auto parts. Visteon and Delphi, the world's largest component manufacturers have entered India for production. Toyota is opening a transmission parts unit in India. Volvo and GM have set up purchasing offices. A rising share of Indian auto parts exports goes to original equipment manufacturers (OEMs).
* India is the second largest cement producer in the world with 110 million tons.
* India is the world's premier center for diamond cutting and polishing. Nine out of every 10 stones old in the world pass through India.
* India has a large entertainment industry, which produces more than 1,000 movies per year overshadowing Hollywood.
Thursday, November 8, 2007
Sensex – The Dancing Beauty of Indian Stock Market
Introduction
'Sensex' the glamorous dancing beauty of traditional Indian stock market. In the recent past this glamorous stock market indicator dances aggressively. This paper is aimed at throwing lights on various factors that made our sensex baby to dance fast with lots of forward steps. Does the movement of Sensex or Nifty really mean any thing to the investors, fund managers, investment advisors, and last but not the least to the regulators? Do these numbers have any significance? Do they have any scientific basis? How does a layman understand these numbers? What exactly that goes into these numbers?
In recent years, indexes have come to the forefront owing to direct applications in finance in the form of index funds and index derivatives. Index derivatives allow people to cheaply alter their risk exposure to an index (hedging) and to implement forecasts about index movements (speculation). Hedging using index derivatives has become a central part of risk management in the modern economy. Securities market indexes have been constructed to give a quick answer to the question: What is the-market- doing?
What-the-Index-Means?
An index is a number, which measures the change in a set of values over a period of time. A stock index represents the change in value of a set of stocks, which constitute the index. More specifically, a stock index number is the current relative value of a weighted average of the prices of a pre-defined group of equities. It is a relative value because it is expressed relative to the weighted average of prices at some arbitrarily chosen starting date or base period. The starting value or base of the index is usually set to a number such as 100 or 1000.
Characteristics-of-a-good-Index
A good stock market index is one, which captures the behavior of the overall equity market.
It should represent the market; it should be well diversified and yet highly liquid.
Movements of the index should represent the returns obtained by "typical" portfolios in the country.
A market index is very important for its use
A market index is very important for its use of the following factors:
as a barometer for market behavior,
as a benchmark portfolio performance,
as an underlying in derivative instruments like index futures, and in passive fund management by index funds
Every-stock-price-moves-for-two-possible-reasons:
1. News about the company (e.g. a product launch, or the closure of a factory)
2. News about the country (e.g. nuclear bombs, or a budget announcement)
The job of an index is to purely capture the second part, the movements of the stock market as a whole (i.e. news about the country). This is achieved by averaging. Each stock contains a mixture of two elements - stock news and index news. When we take an average of returns on many stocks, the individual stock news tends to cancel out and the only thing left is news that is common to all stocks.
Sensex Watch – January 2005 to July 2005
If you look at the sensex movement from January 2005 to July 2005, it looks smart & cute.
The market had responded well to all the qualitative and quantitative news and has capitalized in a good shape.
Here comes the core part of this paper, which indicates various factors that had been a reason for sensex movement:
SENSEX MOVEMENT IDENTIFICATION FACTORS
Period
Remarks on the Market / Sensex
Quarter - 4
(Jan'05 to Mar'05)
Heavy selling pressure continued.
Threat of inflation.
Hike in interest rate.
Dollar was strong.
Slowdown in foreign fund flow.
High international crude oil price.
Q-3 results of corporates.
Good buy in cement, auto, bank and IT segment.
Quota system was introduced in Textile industry.
IPO size of over Rs.4500 crore hit the primary market.
Increase in FDI capital in telecom industry – 74%
US Poll results – IT in favour.
Govt. clears autonomy package for PSU banks.
Govt. allows 100% FDI in construction sector.
Mergers like: Dabur-Balsara, Mahindra-Renault etc.,
Quarter - 1
(April'05 to June'05)
Implementation of VAT.
Special Economic Zone Bill 2005.
Huge investment by FII's – because in expectation of interest rate cut in US.
Announcement of banking reforms on – acquisition, revision of SLR and CRR & rising of dividend ceiling.
FY-05 NP increased for most of premium companies.
Mid cap companies too showed a high positive results in their previous FY.
During month May'05 the Sensex raised upto 468 points.
Quarter - 1
(April'05 to June'05)
Sensex sets new record at 7178 in the beginning of June'05.
Ambani brothers settlement.
Stronger money flow started.
FII's restarts pumping investment in to Indian stock market.
Mutual Funds did a good business.
IT export growth expected @ 30%
Monsoon sets in India.
PSU banks and Private banks performed well.
July 2005
Corporate governance issue of Reliance Company.
Strong FII's inflows.
RBI released the BOP data for 2004-05.
Banking stocks were in the limelight.
YES bank listed its share on July 12th.
India and US agrees to 8 major initiatives.
Tax Protocol comes into effect on August 1st so that Indian companies can access Singapore technology at lower cost.
China finds Indian cotton yarn attractive. Textile companies finds a good time.
ICICI bank enters and exits NTPC.
Profit making PSU's to get more financial autonomy.
Conclusion
"Speed of the stock market index is the speed of the economy" a new saying, the author have coined.
Within 7 months time the sensex has crossed the benchmark – all time high more than 7500 points.
This shows the potential of Indian Capital Market to react positively to the market news, which are genuine and which also fetches good returns even to naïve investors.
Let us all hope that the Sexy Sensex should cross sooner 8000 mark. The author and his team positively believes in this.
'Sensex' the glamorous dancing beauty of traditional Indian stock market. In the recent past this glamorous stock market indicator dances aggressively. This paper is aimed at throwing lights on various factors that made our sensex baby to dance fast with lots of forward steps. Does the movement of Sensex or Nifty really mean any thing to the investors, fund managers, investment advisors, and last but not the least to the regulators? Do these numbers have any significance? Do they have any scientific basis? How does a layman understand these numbers? What exactly that goes into these numbers?
In recent years, indexes have come to the forefront owing to direct applications in finance in the form of index funds and index derivatives. Index derivatives allow people to cheaply alter their risk exposure to an index (hedging) and to implement forecasts about index movements (speculation). Hedging using index derivatives has become a central part of risk management in the modern economy. Securities market indexes have been constructed to give a quick answer to the question: What is the-market- doing?
What-the-Index-Means?
An index is a number, which measures the change in a set of values over a period of time. A stock index represents the change in value of a set of stocks, which constitute the index. More specifically, a stock index number is the current relative value of a weighted average of the prices of a pre-defined group of equities. It is a relative value because it is expressed relative to the weighted average of prices at some arbitrarily chosen starting date or base period. The starting value or base of the index is usually set to a number such as 100 or 1000.
Characteristics-of-a-good-Index
A good stock market index is one, which captures the behavior of the overall equity market.
It should represent the market; it should be well diversified and yet highly liquid.
Movements of the index should represent the returns obtained by "typical" portfolios in the country.
A market index is very important for its use
A market index is very important for its use of the following factors:
as a barometer for market behavior,
as a benchmark portfolio performance,
as an underlying in derivative instruments like index futures, and in passive fund management by index funds
Every-stock-price-moves-for-two-possible-reasons:
1. News about the company (e.g. a product launch, or the closure of a factory)
2. News about the country (e.g. nuclear bombs, or a budget announcement)
The job of an index is to purely capture the second part, the movements of the stock market as a whole (i.e. news about the country). This is achieved by averaging. Each stock contains a mixture of two elements - stock news and index news. When we take an average of returns on many stocks, the individual stock news tends to cancel out and the only thing left is news that is common to all stocks.
Sensex Watch – January 2005 to July 2005
If you look at the sensex movement from January 2005 to July 2005, it looks smart & cute.
The market had responded well to all the qualitative and quantitative news and has capitalized in a good shape.
Here comes the core part of this paper, which indicates various factors that had been a reason for sensex movement:
SENSEX MOVEMENT IDENTIFICATION FACTORS
Period
Remarks on the Market / Sensex
Quarter - 4
(Jan'05 to Mar'05)
Heavy selling pressure continued.
Threat of inflation.
Hike in interest rate.
Dollar was strong.
Slowdown in foreign fund flow.
High international crude oil price.
Q-3 results of corporates.
Good buy in cement, auto, bank and IT segment.
Quota system was introduced in Textile industry.
IPO size of over Rs.4500 crore hit the primary market.
Increase in FDI capital in telecom industry – 74%
US Poll results – IT in favour.
Govt. clears autonomy package for PSU banks.
Govt. allows 100% FDI in construction sector.
Mergers like: Dabur-Balsara, Mahindra-Renault etc.,
Quarter - 1
(April'05 to June'05)
Implementation of VAT.
Special Economic Zone Bill 2005.
Huge investment by FII's – because in expectation of interest rate cut in US.
Announcement of banking reforms on – acquisition, revision of SLR and CRR & rising of dividend ceiling.
FY-05 NP increased for most of premium companies.
Mid cap companies too showed a high positive results in their previous FY.
During month May'05 the Sensex raised upto 468 points.
Quarter - 1
(April'05 to June'05)
Sensex sets new record at 7178 in the beginning of June'05.
Ambani brothers settlement.
Stronger money flow started.
FII's restarts pumping investment in to Indian stock market.
Mutual Funds did a good business.
IT export growth expected @ 30%
Monsoon sets in India.
PSU banks and Private banks performed well.
July 2005
Corporate governance issue of Reliance Company.
Strong FII's inflows.
RBI released the BOP data for 2004-05.
Banking stocks were in the limelight.
YES bank listed its share on July 12th.
India and US agrees to 8 major initiatives.
Tax Protocol comes into effect on August 1st so that Indian companies can access Singapore technology at lower cost.
China finds Indian cotton yarn attractive. Textile companies finds a good time.
ICICI bank enters and exits NTPC.
Profit making PSU's to get more financial autonomy.
Conclusion
"Speed of the stock market index is the speed of the economy" a new saying, the author have coined.
Within 7 months time the sensex has crossed the benchmark – all time high more than 7500 points.
This shows the potential of Indian Capital Market to react positively to the market news, which are genuine and which also fetches good returns even to naïve investors.
Let us all hope that the Sexy Sensex should cross sooner 8000 mark. The author and his team positively believes in this.
Mastering the Art of Presentation
Presentation is an integral part of the practicing as well budding managers. The practice managers have to present their project to the top management through PPT. The utility of the ppt is not limited with in the organization only but the executives have to use it external stake holders like customers, clients or vendors also.
The budding managers have to use the PPT for class presentations, summer project presentation or during seminars.
The managers have to master the art of presentation here some guide lines are suggested for perfecting the art of presentation.
Effective slide preparation
"Rule of Sevens" to Produce Effective Slides
The most common errors in slide preparation are too much writing, too much information, and too small a type size. You should be able to hold your slides at arm's length and read the words. Consider the "Rule of Sevens" when making your slides; a slide should not be more than seven lines long and seven words wide.
Large Rooms Require Even Greater Care in Slide Preparation
If you have to talk to several hundred people, the teacher has to make new slides with an unusually large typeface. Your audience should not be distracted while reading. If the type is too small, they will not be able to read what is on your slide consequently will not be able to listen to you. For large group presentations, find out whether you are expected to have duplicate slides for dual projectors.
Your Slides Should Appear to Go Together
The title for each slide should be in a larger font than the text or all in capital letters, with a color scheme or format that emphasizes the title, such as light color on a dark background, and set off in some manner from the border of the text. We use yellow letters on a very dark blue or black background. The text should be in upper and lower case in a different light color on a different dark background. We use white letters on a dark blue background. Do not use red letters or red line drawings because the audience frequently will not be able to see them. Red may be used if it is shaded towards orange or pink, but still use caution. If you make your own slides using a software program, learn the differences in color and size between what you see on the screen and what appears on the slide. Use shading to give depth to your letters. A horizontal format is preferred because vertical slides often extend above or below the screen. Your text should be bullets with phrase, not paragraphs. Your talk can add information to that provided on your slides.
Your Abstract Forms an Outline for Your Presentation
Review your abstract and use it to formulate your slides. If it was written according to the format described above, it will contain the sections relevant for a 10-minute talk. Use your abstract as the outline and expand with additional content or new information.
Avoid Too Much Information in Your Tables and Figures
We have all seen slides with so much information that they were incomprehensible. Tables should contain no more than two columns by four rows or three columns by three rows. Tables from journal articles have too much information and should not be used. Bar graphs should have no more than six bars. It is important to label the axes. Pie graphs should include numeric percentages for part of the pie. Most line graphs should have a zero origin for both axes, the axes should be labeled, and rarely should the equation for the line be a part of the graph.
Make sure your audience remembers one thing
Your goal in a 10-minute talk is to leave your audience remembering one important "take-home lesson" from your presentation. Only your closest colleagues and fiercest competitors will remember more detail, so focus on marking your key point effectively. Remember the adage: "Tell them what you are going to tell them, tell them, and tell them what you told them."
Your slides organize your talk
In preparing your talk, you should make your slides first and then practice or write your talk to your slides. There are two very different points of view regarding reading versus talking in your presentation. Decide which format is most comfortable for you. Regardless of the format you choose, try to have your slides ready two weeks before your meeting so that you can practice and revise them as suggested by your own review and that of your colleagues.
Practice for the questions after your talk
The most important aspect of practice is the questions asked by your colleagues. Too many presentations are derailed when the presenter is unable to answer the simplest question. You need to have colleagues and mentors who will ask you the difficult questions at home and help you to formulate your answer. I f you anticipate an especially aggressive rival in the audience, one of your local colleagues should assume the rival's personal and challenge should assume the rival's persona and challenge you with the questions you expect from such a rival. Practice answering questions succinctly in "sound bytes" of no more than three sentences. If the answer is not through enough, the questioner will follow up with another question. Answers that are too long will cause the audience to lose interest. If you get unexpected questions at the actual presentation, then your practice sessions were not sufficiently through.
Bad Answers Will Be Remembered Even if the Talk Is Good
Your presentation maybe a flawless presentation in class or at the meeting however, when the questions answer session begin, you realize that you have not truly understood the project. The audience soon realizes this as well when you stumble over the answers. Some of the answers take more than one minute, during which you talk around the topic but never answer the question. Other answers are only a single word, "Yes" or "no". The audience / students will go with the impression that you are not thorough with your topic/ project and the flawless presentation will become meaningless.
Answering Questions Is a Learned Art
A good teacher understands the importance of practicing not only the talk but also the questions. He/she practices in front of his/her group. In addition to providing feedback the group, his/ her group asks more than 10 questions. Some of these are very difficult, so he/she has the opportunity of answering them and receiving feedback. He/she also receives suggestions regarding her style of answering questions. One should restate the question in brief before answering, since most of the audience will be unable to hear the question. This also gives her more time to consider her answer, which is especially helpful if the question is difficult. One should also sought clarification from the questioner he/ she does not understand the question and in addition, one should also admit if the answer is not known, but don't forget to answer the question in next session. Always keep your answers brief, not more than two or three sentences. Encourage the students to ask more questions by using phrases like, "This is an interesting question, very good question."
The question answer session helps the students to understand the topic in a better way.
The number of slides for your presentation should be planned ahead of time
A general rule is 1 ½ slides per minute, or about 15 slides for a 10-minute talk. If the slide is a simple word slide or photograph, you can expect to spend 30 seconds on it. If the slide illustrates a complex procedure or theory, plan to spend 2 minutes.
Your talk is essentially an expansion of your abstract. You should have one slide with title, authors, and affiliations, if it is permitted. Some organizations do not allow you to use such a slide since the session moderator reads the title, names of the authors, and affiliations when the speaker is introduced. There should be one or two slides for the introduction. The purpose should take one slide to three slides can be used for the methods. Three to five slides are needed to present the results. If you use summary slides, there should be only one or two. Conclusions can be covered in one or two slides. If you have any speculation or recommendation, use one slide each.
Be sure to acknowledge the work of others
In planning your slides, consider the background of your audience. If your slide comes from the written work of someone else, you should provide a citation at the bottom of the slide and acknowledge the source in your talk. You do not want to give the impression that you are taking credit for work done by someone else.
Preview your slides and the podium, and be gracious during and after your presentation
When you load your presentation on PC, run the presentation to make sure that every thing is proper order. Go to the conference hall where you will make your presentation before the session begins. Check out the PC, podium and other equipment. Make sure you understand how to advance the slides and how the pointer works. Speak slowly during your presentations. We all talk faster when we are nervous. Thank the moderator and projectionist before you leave. If there are problems with your slides during your presentation, maintain your equanimity. Your audience will remember you if you handle an unfortunate situation with grace, and they will also remember if you do not.
If you have a questioner who is arrogant, aggressive, handle him with poise. The audience will be on you side and will respect you if you respond evenly and effectively. If the questioner is particularly obnoxious, you have no need to respond- you have not entered into a social contract with them that demands a response. Just thank them and move on to the next questioner.
Know the Audience for Your Presentation
As you prepare your 1-hour talk, consider the venue. You should ask the person inviting you about the audience and the type of talk they are expecting. Is it scientific or clinical or educational? Are the members of the audience from the same specialty or subspecialty in which you practice? Will they be a homogeneous group or a group with mixed backgrounds and knowledge bases? Is this a local, regional, nations, or international meeting?
You need to consider the sophistication of your audience and be sure that you define any terms that may be unfamiliar to them. Another variable is the interest level of your audience. Are they attending the meeting for intellectual curiosity, educational purposes, or recreational purposes? If it is a meeting in a destination location, you may have to be particularly creative with your title to get the audience into your talk and hold in your presentations to keep them. There are different types of 1-hour talks, including lectures, seminars and problem-solving sessions. You need to determine which type you are to present, because the goals and formats will be quite different.
Tailor Your Talk to Your Audience
The presentation for students is different than that for experts. The presentation for workers is different than that for managers. The audience should be at focal point and the presentation should revolve around it, one has to tailor the presentation to the needs and requirements of the audience. The lack of enthusiasm for the audience results in lack of interest in developing an appropriate presentation, which leads to lack of enthusiasm for inviting you to speak at the national or state level conferences.
If you do not tailor your presentation to the needs and requirements of the students they find canteen more interesting than classroom.
Your Title Should Be Interesting, Your Organization Clear, and Any Potential Conflicts Apparent
As you prepare your slides, you need to make a title slide. Your title should be interesting to your potential audience. You should never use the title of your last paper. You may want to include subtitle to help orient your audience. You need to acknowledge the source of support for your research. This is especially important if the money comes from industry and there is a potential conflict of interest, and it is also important if representative of the funding agency supporting your research will be in the audience. Determine whether you will be asked to provide an outline, learning objectives and/ or a manuscript.
Organize Your Presentation like a Banquet
As you plan your talk, think about the last banquet you attended. Think of the introduction and summary as the appetizer and dessert. In between, you can accommodate three to five courses. If you eat more than that, you would be unable to remember what you ate. If you have more than three to five points, your audience will be unable to remember them.
Preparation Will Reduce Anxiety
In order to deal with your anxiety, you should practice at home in front of critical colleagues who will ask you difficult questions. Be sure that your slides are correct; that your practice audience can follow your organization, and that your presentation fits within the assigned time. Preview your slides in the speaker ready room at the meeting and take them to the presentation room before your session begins, so that you can check out the podium and equipment and introduce yourself to the moderator and projectionist.
Enjoy Yourself and Your Audience Will Enjoy Your Talk
Your practice at home should give you confidence and help you relax while you talk. Enjoy yourself, maintaining a sense of humor without trying to be a comedian. Be friendly and enthusiastic.
Remember to Say Thank You so Your Audience Knows When to Clap
At the end of your presentation, you should say thank you. You have been at presentations at the end of which there are embarrassed pauses when the audience is not sure whether it is over. A pleasant and sincere " thank you" is polite way of letting your audience know the presentation is over and they can applaud.
It's not over when it's over
In your answers to questions, you should be brief, your responses no more than one to three one to three sentences in length. Be sure to repeat the question if the audience cannot here the questioner. This will also allow you time to plan your answer. Whenever possible, you should attend the entire session to hear other presentations after all, you wanted an attentive audience for your talk. At the end of the session, you should thank the moderator and sponsor.
Experience Will Give You Confidence
More you present more you will get practice, which will give you more confidence.
The budding managers have to use the PPT for class presentations, summer project presentation or during seminars.
The managers have to master the art of presentation here some guide lines are suggested for perfecting the art of presentation.
Effective slide preparation
"Rule of Sevens" to Produce Effective Slides
The most common errors in slide preparation are too much writing, too much information, and too small a type size. You should be able to hold your slides at arm's length and read the words. Consider the "Rule of Sevens" when making your slides; a slide should not be more than seven lines long and seven words wide.
Large Rooms Require Even Greater Care in Slide Preparation
If you have to talk to several hundred people, the teacher has to make new slides with an unusually large typeface. Your audience should not be distracted while reading. If the type is too small, they will not be able to read what is on your slide consequently will not be able to listen to you. For large group presentations, find out whether you are expected to have duplicate slides for dual projectors.
Your Slides Should Appear to Go Together
The title for each slide should be in a larger font than the text or all in capital letters, with a color scheme or format that emphasizes the title, such as light color on a dark background, and set off in some manner from the border of the text. We use yellow letters on a very dark blue or black background. The text should be in upper and lower case in a different light color on a different dark background. We use white letters on a dark blue background. Do not use red letters or red line drawings because the audience frequently will not be able to see them. Red may be used if it is shaded towards orange or pink, but still use caution. If you make your own slides using a software program, learn the differences in color and size between what you see on the screen and what appears on the slide. Use shading to give depth to your letters. A horizontal format is preferred because vertical slides often extend above or below the screen. Your text should be bullets with phrase, not paragraphs. Your talk can add information to that provided on your slides.
Your Abstract Forms an Outline for Your Presentation
Review your abstract and use it to formulate your slides. If it was written according to the format described above, it will contain the sections relevant for a 10-minute talk. Use your abstract as the outline and expand with additional content or new information.
Avoid Too Much Information in Your Tables and Figures
We have all seen slides with so much information that they were incomprehensible. Tables should contain no more than two columns by four rows or three columns by three rows. Tables from journal articles have too much information and should not be used. Bar graphs should have no more than six bars. It is important to label the axes. Pie graphs should include numeric percentages for part of the pie. Most line graphs should have a zero origin for both axes, the axes should be labeled, and rarely should the equation for the line be a part of the graph.
Make sure your audience remembers one thing
Your goal in a 10-minute talk is to leave your audience remembering one important "take-home lesson" from your presentation. Only your closest colleagues and fiercest competitors will remember more detail, so focus on marking your key point effectively. Remember the adage: "Tell them what you are going to tell them, tell them, and tell them what you told them."
Your slides organize your talk
In preparing your talk, you should make your slides first and then practice or write your talk to your slides. There are two very different points of view regarding reading versus talking in your presentation. Decide which format is most comfortable for you. Regardless of the format you choose, try to have your slides ready two weeks before your meeting so that you can practice and revise them as suggested by your own review and that of your colleagues.
Practice for the questions after your talk
The most important aspect of practice is the questions asked by your colleagues. Too many presentations are derailed when the presenter is unable to answer the simplest question. You need to have colleagues and mentors who will ask you the difficult questions at home and help you to formulate your answer. I f you anticipate an especially aggressive rival in the audience, one of your local colleagues should assume the rival's personal and challenge should assume the rival's persona and challenge you with the questions you expect from such a rival. Practice answering questions succinctly in "sound bytes" of no more than three sentences. If the answer is not through enough, the questioner will follow up with another question. Answers that are too long will cause the audience to lose interest. If you get unexpected questions at the actual presentation, then your practice sessions were not sufficiently through.
Bad Answers Will Be Remembered Even if the Talk Is Good
Your presentation maybe a flawless presentation in class or at the meeting however, when the questions answer session begin, you realize that you have not truly understood the project. The audience soon realizes this as well when you stumble over the answers. Some of the answers take more than one minute, during which you talk around the topic but never answer the question. Other answers are only a single word, "Yes" or "no". The audience / students will go with the impression that you are not thorough with your topic/ project and the flawless presentation will become meaningless.
Answering Questions Is a Learned Art
A good teacher understands the importance of practicing not only the talk but also the questions. He/she practices in front of his/her group. In addition to providing feedback the group, his/ her group asks more than 10 questions. Some of these are very difficult, so he/she has the opportunity of answering them and receiving feedback. He/she also receives suggestions regarding her style of answering questions. One should restate the question in brief before answering, since most of the audience will be unable to hear the question. This also gives her more time to consider her answer, which is especially helpful if the question is difficult. One should also sought clarification from the questioner he/ she does not understand the question and in addition, one should also admit if the answer is not known, but don't forget to answer the question in next session. Always keep your answers brief, not more than two or three sentences. Encourage the students to ask more questions by using phrases like, "This is an interesting question, very good question."
The question answer session helps the students to understand the topic in a better way.
The number of slides for your presentation should be planned ahead of time
A general rule is 1 ½ slides per minute, or about 15 slides for a 10-minute talk. If the slide is a simple word slide or photograph, you can expect to spend 30 seconds on it. If the slide illustrates a complex procedure or theory, plan to spend 2 minutes.
Your talk is essentially an expansion of your abstract. You should have one slide with title, authors, and affiliations, if it is permitted. Some organizations do not allow you to use such a slide since the session moderator reads the title, names of the authors, and affiliations when the speaker is introduced. There should be one or two slides for the introduction. The purpose should take one slide to three slides can be used for the methods. Three to five slides are needed to present the results. If you use summary slides, there should be only one or two. Conclusions can be covered in one or two slides. If you have any speculation or recommendation, use one slide each.
Be sure to acknowledge the work of others
In planning your slides, consider the background of your audience. If your slide comes from the written work of someone else, you should provide a citation at the bottom of the slide and acknowledge the source in your talk. You do not want to give the impression that you are taking credit for work done by someone else.
Preview your slides and the podium, and be gracious during and after your presentation
When you load your presentation on PC, run the presentation to make sure that every thing is proper order. Go to the conference hall where you will make your presentation before the session begins. Check out the PC, podium and other equipment. Make sure you understand how to advance the slides and how the pointer works. Speak slowly during your presentations. We all talk faster when we are nervous. Thank the moderator and projectionist before you leave. If there are problems with your slides during your presentation, maintain your equanimity. Your audience will remember you if you handle an unfortunate situation with grace, and they will also remember if you do not.
If you have a questioner who is arrogant, aggressive, handle him with poise. The audience will be on you side and will respect you if you respond evenly and effectively. If the questioner is particularly obnoxious, you have no need to respond- you have not entered into a social contract with them that demands a response. Just thank them and move on to the next questioner.
Know the Audience for Your Presentation
As you prepare your 1-hour talk, consider the venue. You should ask the person inviting you about the audience and the type of talk they are expecting. Is it scientific or clinical or educational? Are the members of the audience from the same specialty or subspecialty in which you practice? Will they be a homogeneous group or a group with mixed backgrounds and knowledge bases? Is this a local, regional, nations, or international meeting?
You need to consider the sophistication of your audience and be sure that you define any terms that may be unfamiliar to them. Another variable is the interest level of your audience. Are they attending the meeting for intellectual curiosity, educational purposes, or recreational purposes? If it is a meeting in a destination location, you may have to be particularly creative with your title to get the audience into your talk and hold in your presentations to keep them. There are different types of 1-hour talks, including lectures, seminars and problem-solving sessions. You need to determine which type you are to present, because the goals and formats will be quite different.
Tailor Your Talk to Your Audience
The presentation for students is different than that for experts. The presentation for workers is different than that for managers. The audience should be at focal point and the presentation should revolve around it, one has to tailor the presentation to the needs and requirements of the audience. The lack of enthusiasm for the audience results in lack of interest in developing an appropriate presentation, which leads to lack of enthusiasm for inviting you to speak at the national or state level conferences.
If you do not tailor your presentation to the needs and requirements of the students they find canteen more interesting than classroom.
Your Title Should Be Interesting, Your Organization Clear, and Any Potential Conflicts Apparent
As you prepare your slides, you need to make a title slide. Your title should be interesting to your potential audience. You should never use the title of your last paper. You may want to include subtitle to help orient your audience. You need to acknowledge the source of support for your research. This is especially important if the money comes from industry and there is a potential conflict of interest, and it is also important if representative of the funding agency supporting your research will be in the audience. Determine whether you will be asked to provide an outline, learning objectives and/ or a manuscript.
Organize Your Presentation like a Banquet
As you plan your talk, think about the last banquet you attended. Think of the introduction and summary as the appetizer and dessert. In between, you can accommodate three to five courses. If you eat more than that, you would be unable to remember what you ate. If you have more than three to five points, your audience will be unable to remember them.
Preparation Will Reduce Anxiety
In order to deal with your anxiety, you should practice at home in front of critical colleagues who will ask you difficult questions. Be sure that your slides are correct; that your practice audience can follow your organization, and that your presentation fits within the assigned time. Preview your slides in the speaker ready room at the meeting and take them to the presentation room before your session begins, so that you can check out the podium and equipment and introduce yourself to the moderator and projectionist.
Enjoy Yourself and Your Audience Will Enjoy Your Talk
Your practice at home should give you confidence and help you relax while you talk. Enjoy yourself, maintaining a sense of humor without trying to be a comedian. Be friendly and enthusiastic.
Remember to Say Thank You so Your Audience Knows When to Clap
At the end of your presentation, you should say thank you. You have been at presentations at the end of which there are embarrassed pauses when the audience is not sure whether it is over. A pleasant and sincere " thank you" is polite way of letting your audience know the presentation is over and they can applaud.
It's not over when it's over
In your answers to questions, you should be brief, your responses no more than one to three one to three sentences in length. Be sure to repeat the question if the audience cannot here the questioner. This will also allow you time to plan your answer. Whenever possible, you should attend the entire session to hear other presentations after all, you wanted an attentive audience for your talk. At the end of the session, you should thank the moderator and sponsor.
Experience Will Give You Confidence
More you present more you will get practice, which will give you more confidence.
"The Jack Welch Lexicon Of Leadership: by Jeffrey A. Krames"
THE BOOK
Jack Welch is one of the world's very few business leaders who mastered all critical aspects of leadership - people, process, strategy and structure. Not since Alfred Sloan revamped GM's bureaucracy half a century ago has one corporate leader had such a great impact on a large corporation. Welch made GE as the most fertile training ground of executive talent. Many top managers who later have gone to head the Fortune 500 companies were cultivated and nurtured in GE's organizational culture. He has also been the most admired, copied, and studied CEO of the 20th century. In his two decades as CEO, Jack Welch's principles, strategies, and tenets transformed GE into one of history's most dynamic and valuable corporations--from an aging industrial bureaucracy into a diversified global juggernaut. His visionary initiatives and concepts and adaptive management strategies earned him the title of the most effective CEO in history. And in the process, his strategies have become everyday jargons of business language. Executives in all industries are now eager to hear Welch's every pronouncement and implement his strategies in their own organizations.
The Jack Welch Lexicon of Leadership is the first alphabetically structured collection to place Welch's career in perspective, and trace the evolution of his key ideas and innovations. The book organizes more than 250 of Welch's most popular concepts and tools into an accessible and ultimately indispensable look. This alphabetically arranged, encyclopedic reference provides: -
An in-depth look at the methods that Welch used to turn GE into the world's most valuable corporation.
Analysis and perspective on Welch's historic and immensely successful career.
A guided tour of the language and strategies of Jack Welch, each of Welch's key management ideas and their significance in GE's rebirth and an in-depth treatment and evaluation of those.
A special focus on some of Welch's breakthrough concepts like "Six Sigma" and also for easy access cross-reference and highlighting of key concepts and ideas by the icon "6 Sigma".
Some examples of Welch's prescient wisdom and insights to address new problems in any organization regardless of its size in today's demanding global environment.
A chronological order of Welch's leadership thinking by mentioning dates, places wherever possible and thereby tracing his the evolution of a leader - transformation of his strategies from grass roots to company-wide innovations.
THE AUTHOR
The author Jeffrey A. Krames is publisher and editor-in-chief of McGrow-Hill's trade divisions. The editor of four books on Jack Welch, including the national bestseller Jack Welch and The GE Way, Krames has written for The New York Times, The Wall Street Journal, Barron's, and other books. He ahs appeared on CNN and PBS and been quoted in Times, Newsweek, Business Week and other periodicals.
WELCH'S LEADERSHIP REVOLUTION IN THE EYES OF KRAMES
When Welch became CEO, he had two strategic choices before him - either to follow prevailing scientific approach of management - pioneered by Frederick Taylor or to go for complete restructuring. Welch chose the latter to free GE from red-tapism and age-old bureaucracy. He found bureaucracy the most prominent enemy of productivity. In the pre-Welch years of 1960s and 70s, American corporations were operated more like exclusive clubs than democratized work places. Workers used to work and managers manage but there was hardly any communication between them. But Welch knew that involving everyone is the key to enhancing productivity and also ideas and intellect rule over hierarchy and tradition. Hence he promoted the idea of "Boundaryless". He sought to topple every barrier - horizontal or internal (those between functional areas), external (those between GE and its customers and suppliers), vertical (hierarchical) and geographic (between different countries in terms of tradition and cultural aspects). Boundary less is probably the best way to describe Welch's contribution to the field of leadership. Delayering the management structure became one of the key strategies of his Hardware Revolution - his first effort to make GE an agile competitor. He laid off more than 150000 workers and sold some of GE's businesses, which had been around for years. These earned him the name of "Neutron Jack" after the infamous neutron bomb that destroys people but leaves buildings intact.
But Welch's strategic vision was to transform GE from a mere conglomerate to a well-structured multi-business organization. Thus the formulated strategies like "Number One, Number Two", "Fix, Close or Sell" and "Three Circles". In 1981 he declared that those businesses, which are not the number one or number two or have no potential of being that in near future in their respective business segments, should be fixed, closed or sold. He also narrowed down GE's 350 SBUs to 3 Circles - Core, Technology and Services and said that all of GE's businesses must fit into these three circles else those will be sold off.
After his hardware phase morale at GE suffered a major blow. So to instill the self-confidence of the employees Welch started his software phase. He started this phase with Work-Out programme - the objective was to turn the hierarchy of GE upside down. Goals of this programme were to build trust and empower employees, which was very necessary to bring back confidence among them, and also to wipe out bureaucracy. In this programme managers were bound to listen to workers. Welch believed there is no hierarchy or tradition required for giving new ideas - anybody in the organization can come up with innovative ideas. Welch called them "A Ideas" and those capable of giving such ideas "A Leaders". He stated - A leaders should possess 4 leadership traits: Energy, Energizer (ability to motivate others), Edge (competitive advantage and right skills and expertise) and execution (ability to complete the task effectively).
Welch believed GE's core competency is not in achieving double-digit growth but in development if people because only great people can make things happen. Consistency has been a Jack Welch virtue. He not only outlined a vision for the company, also described in depth the way a GE employee ought to behave and he himself lived that behaviour to set an example of leadership. GE's model was consistent across its vast array if business, across all the countries and over the years under Welch's leadership.
He set some values like empowering employees, culture of a learning organization and a boundary less structure where informality and simplicity rules. Welch deeply incorporated these values into the fabric of GE and insisted these values should be followed across the organization irrespective of the place and time. He also wanted all A leaders to follow live these values - otherwise he simply clarified those managers have no place in GE. Even newly occupied firms had to undergo "GEification" i.e. integrating these values into their organizational set-up.
Welch had a great passion for learning and he transformed GE into a learning organization. He did not believe in punishing mistakes and failures. He wiped out the NIH (not invented here) idea practiced in GE. This arrogance prevented GE from taking other's ideas just because it is invented outside the company. Welch said people should always be open to better ideas anywhere anytime. He even invited other CEOs to address his managers.
His globalization strategy had 3 phases: export products, set up plants abroad and set up R & D units abroad and hire local talents.
Welch's vision was to make GE the most competitive enterprise on the planet and he stressed that all leaders (he preferred managers to address as leaders) must articulate a vision, set a goal and try hard to make that a reality - also vision should be simple, customer-focused and enhance self-confidence. So he started the legendary Six-Sigma process - a quality improvement initiative of producing error-free products and processes 99.9997% of the time i.e. fewer than 4 mistakes per million. This later turned to be one of the world's most practiced quality improvement programme.
He also started the process of digitization (e-Initiative) of the entire company encompassing all of GE's businesses to increase speed as he believed speed and quality are the most competitive differentiators. This e-Business initiative saved over $I billion in operating margin of GE in 2001 and $1.5 billion in cost savings. Also it helped GE to directly reach its customers without any intermediary and thereby increasing the potential of customer satisfaction.
Also Welch built more shareholders' wealth than any other corporate chief in history - from $13 billion in 1980 to $600 billion in 2000. His willingness to share the wealth of the company with a large number of employees increased the number of employees participating in the stock option plan from a few in 1980 to 30000 in 2000.
Rigorous succession planning was one of the driving factors behind GE's success. Welch started searching for his successor 6 years prior to his retirement and in November, 2000 he finally named his successor Jeff Immelt, the head of GE Medical Systems, who took over him in September, 2001.
By maintaining a consistent vision (number one - number two, global growth etc.) along with a consistent behavioral model (GE values), Welch succeeded on creating one of the world's most competitive enterprises. He also showed how learning can lead to self-actualization and how performance can be enhanced by free flow of ideas and best practices. With each phase built on the one preceding it, e.g. Work-Out was necessary for boundaryless and Six-Sigma paved the way for e-Initiative, Welch elevated the organization, transforming a century-old enterprise to a global powerhouse where ideas and intellect ruled.
Jack Welch is one of the world's very few business leaders who mastered all critical aspects of leadership - people, process, strategy and structure. Not since Alfred Sloan revamped GM's bureaucracy half a century ago has one corporate leader had such a great impact on a large corporation. Welch made GE as the most fertile training ground of executive talent. Many top managers who later have gone to head the Fortune 500 companies were cultivated and nurtured in GE's organizational culture. He has also been the most admired, copied, and studied CEO of the 20th century. In his two decades as CEO, Jack Welch's principles, strategies, and tenets transformed GE into one of history's most dynamic and valuable corporations--from an aging industrial bureaucracy into a diversified global juggernaut. His visionary initiatives and concepts and adaptive management strategies earned him the title of the most effective CEO in history. And in the process, his strategies have become everyday jargons of business language. Executives in all industries are now eager to hear Welch's every pronouncement and implement his strategies in their own organizations.
The Jack Welch Lexicon of Leadership is the first alphabetically structured collection to place Welch's career in perspective, and trace the evolution of his key ideas and innovations. The book organizes more than 250 of Welch's most popular concepts and tools into an accessible and ultimately indispensable look. This alphabetically arranged, encyclopedic reference provides: -
An in-depth look at the methods that Welch used to turn GE into the world's most valuable corporation.
Analysis and perspective on Welch's historic and immensely successful career.
A guided tour of the language and strategies of Jack Welch, each of Welch's key management ideas and their significance in GE's rebirth and an in-depth treatment and evaluation of those.
A special focus on some of Welch's breakthrough concepts like "Six Sigma" and also for easy access cross-reference and highlighting of key concepts and ideas by the icon "6 Sigma".
Some examples of Welch's prescient wisdom and insights to address new problems in any organization regardless of its size in today's demanding global environment.
A chronological order of Welch's leadership thinking by mentioning dates, places wherever possible and thereby tracing his the evolution of a leader - transformation of his strategies from grass roots to company-wide innovations.
THE AUTHOR
The author Jeffrey A. Krames is publisher and editor-in-chief of McGrow-Hill's trade divisions. The editor of four books on Jack Welch, including the national bestseller Jack Welch and The GE Way, Krames has written for The New York Times, The Wall Street Journal, Barron's, and other books. He ahs appeared on CNN and PBS and been quoted in Times, Newsweek, Business Week and other periodicals.
WELCH'S LEADERSHIP REVOLUTION IN THE EYES OF KRAMES
When Welch became CEO, he had two strategic choices before him - either to follow prevailing scientific approach of management - pioneered by Frederick Taylor or to go for complete restructuring. Welch chose the latter to free GE from red-tapism and age-old bureaucracy. He found bureaucracy the most prominent enemy of productivity. In the pre-Welch years of 1960s and 70s, American corporations were operated more like exclusive clubs than democratized work places. Workers used to work and managers manage but there was hardly any communication between them. But Welch knew that involving everyone is the key to enhancing productivity and also ideas and intellect rule over hierarchy and tradition. Hence he promoted the idea of "Boundaryless". He sought to topple every barrier - horizontal or internal (those between functional areas), external (those between GE and its customers and suppliers), vertical (hierarchical) and geographic (between different countries in terms of tradition and cultural aspects). Boundary less is probably the best way to describe Welch's contribution to the field of leadership. Delayering the management structure became one of the key strategies of his Hardware Revolution - his first effort to make GE an agile competitor. He laid off more than 150000 workers and sold some of GE's businesses, which had been around for years. These earned him the name of "Neutron Jack" after the infamous neutron bomb that destroys people but leaves buildings intact.
But Welch's strategic vision was to transform GE from a mere conglomerate to a well-structured multi-business organization. Thus the formulated strategies like "Number One, Number Two", "Fix, Close or Sell" and "Three Circles". In 1981 he declared that those businesses, which are not the number one or number two or have no potential of being that in near future in their respective business segments, should be fixed, closed or sold. He also narrowed down GE's 350 SBUs to 3 Circles - Core, Technology and Services and said that all of GE's businesses must fit into these three circles else those will be sold off.
After his hardware phase morale at GE suffered a major blow. So to instill the self-confidence of the employees Welch started his software phase. He started this phase with Work-Out programme - the objective was to turn the hierarchy of GE upside down. Goals of this programme were to build trust and empower employees, which was very necessary to bring back confidence among them, and also to wipe out bureaucracy. In this programme managers were bound to listen to workers. Welch believed there is no hierarchy or tradition required for giving new ideas - anybody in the organization can come up with innovative ideas. Welch called them "A Ideas" and those capable of giving such ideas "A Leaders". He stated - A leaders should possess 4 leadership traits: Energy, Energizer (ability to motivate others), Edge (competitive advantage and right skills and expertise) and execution (ability to complete the task effectively).
Welch believed GE's core competency is not in achieving double-digit growth but in development if people because only great people can make things happen. Consistency has been a Jack Welch virtue. He not only outlined a vision for the company, also described in depth the way a GE employee ought to behave and he himself lived that behaviour to set an example of leadership. GE's model was consistent across its vast array if business, across all the countries and over the years under Welch's leadership.
He set some values like empowering employees, culture of a learning organization and a boundary less structure where informality and simplicity rules. Welch deeply incorporated these values into the fabric of GE and insisted these values should be followed across the organization irrespective of the place and time. He also wanted all A leaders to follow live these values - otherwise he simply clarified those managers have no place in GE. Even newly occupied firms had to undergo "GEification" i.e. integrating these values into their organizational set-up.
Welch had a great passion for learning and he transformed GE into a learning organization. He did not believe in punishing mistakes and failures. He wiped out the NIH (not invented here) idea practiced in GE. This arrogance prevented GE from taking other's ideas just because it is invented outside the company. Welch said people should always be open to better ideas anywhere anytime. He even invited other CEOs to address his managers.
His globalization strategy had 3 phases: export products, set up plants abroad and set up R & D units abroad and hire local talents.
Welch's vision was to make GE the most competitive enterprise on the planet and he stressed that all leaders (he preferred managers to address as leaders) must articulate a vision, set a goal and try hard to make that a reality - also vision should be simple, customer-focused and enhance self-confidence. So he started the legendary Six-Sigma process - a quality improvement initiative of producing error-free products and processes 99.9997% of the time i.e. fewer than 4 mistakes per million. This later turned to be one of the world's most practiced quality improvement programme.
He also started the process of digitization (e-Initiative) of the entire company encompassing all of GE's businesses to increase speed as he believed speed and quality are the most competitive differentiators. This e-Business initiative saved over $I billion in operating margin of GE in 2001 and $1.5 billion in cost savings. Also it helped GE to directly reach its customers without any intermediary and thereby increasing the potential of customer satisfaction.
Also Welch built more shareholders' wealth than any other corporate chief in history - from $13 billion in 1980 to $600 billion in 2000. His willingness to share the wealth of the company with a large number of employees increased the number of employees participating in the stock option plan from a few in 1980 to 30000 in 2000.
Rigorous succession planning was one of the driving factors behind GE's success. Welch started searching for his successor 6 years prior to his retirement and in November, 2000 he finally named his successor Jeff Immelt, the head of GE Medical Systems, who took over him in September, 2001.
By maintaining a consistent vision (number one - number two, global growth etc.) along with a consistent behavioral model (GE values), Welch succeeded on creating one of the world's most competitive enterprises. He also showed how learning can lead to self-actualization and how performance can be enhanced by free flow of ideas and best practices. With each phase built on the one preceding it, e.g. Work-Out was necessary for boundaryless and Six-Sigma paved the way for e-Initiative, Welch elevated the organization, transforming a century-old enterprise to a global powerhouse where ideas and intellect ruled.
What does it take to make a successful company?
The boom in the Indian economy and GDP touching 8% will see rise in new entrepreneurs. It could be easily said that there's never have been better time to start your own company. But more often these companies have glorifying start but very soon fades into non-existence. What is it, which make a business successful rather than having a mediocre existence? There are some practices if followed can tilt the balance towards success.
VISION- The first important factor for a company to succeed is to have a clear vision. It should clearly define where exactly the company is headed. A vision will enable the employee to know as to why they are working, what they are working for. It should be one, which gets everyone excited about his or her work. A "Vision Statement" handed down from the top is less successful than the built from the ground up by the people who will do the actual work to make it happen.
CORE IDOLOGY- Instill employees with core values and core purpose , as they are the principal to guide decisions and inspire people throughout organization over a long period of time.
RIGHT TEAM – Anothor important ingredient for a successful company is to get right people in your team, than placing those right people in the right position. Select people who share the same drive and passion for work as you do. These people would not be requiring tight management or firing up, they will be self-motivated by the inner drive to achieve best result. A good mix of people is selected as the future of your company is directly determined by the quality of your people.
ALIGNED GOALS – the goals of the company and goals of the employees should be aligned in the same direction. If there is conflict of goals, dissatisfaction among employers will increase resulting in low productivity as well high probality of losing your star players .
COMMUNICATION - The ability to communicate, to create understanding between yourself and your employees is one key factor for the success of a company. People without access to good information cannot take responsibility for their decision as Clear and specific communication is the corner stone of delegation, empowerment and fast action taking, all key components of building a great company.
CUSTOMER SERVICE- the focus of company should be to achieve excellent customer services. The company should train the employees to go above and beyond to serve customer.
These are some pointers which may seem significant but plays a important role in deciding the fate of a company.
VISION- The first important factor for a company to succeed is to have a clear vision. It should clearly define where exactly the company is headed. A vision will enable the employee to know as to why they are working, what they are working for. It should be one, which gets everyone excited about his or her work. A "Vision Statement" handed down from the top is less successful than the built from the ground up by the people who will do the actual work to make it happen.
CORE IDOLOGY- Instill employees with core values and core purpose , as they are the principal to guide decisions and inspire people throughout organization over a long period of time.
RIGHT TEAM – Anothor important ingredient for a successful company is to get right people in your team, than placing those right people in the right position. Select people who share the same drive and passion for work as you do. These people would not be requiring tight management or firing up, they will be self-motivated by the inner drive to achieve best result. A good mix of people is selected as the future of your company is directly determined by the quality of your people.
ALIGNED GOALS – the goals of the company and goals of the employees should be aligned in the same direction. If there is conflict of goals, dissatisfaction among employers will increase resulting in low productivity as well high probality of losing your star players .
COMMUNICATION - The ability to communicate, to create understanding between yourself and your employees is one key factor for the success of a company. People without access to good information cannot take responsibility for their decision as Clear and specific communication is the corner stone of delegation, empowerment and fast action taking, all key components of building a great company.
CUSTOMER SERVICE- the focus of company should be to achieve excellent customer services. The company should train the employees to go above and beyond to serve customer.
These are some pointers which may seem significant but plays a important role in deciding the fate of a company.
"Competition In The 21st Century: by Kirk W. M. Tyson"
In this book "Competition in the 21st century", author Kirk W. M. Tyson describes that competition will change radically in the 21st century. Business world will change with break neck speed and only those companies, which are capable of adapting to the change, will exist. "Evolve or Dissolve" will be the new business mantra and even larger companies than we have today will inhabit the business world.
The book describes the importance of "Competitive Knowledge Base" and "Perpetual Strategy Process" in the success of the Mega Strategic Business Units (MBE's). These MBE's will successfully make the transition from the Information Age of the 20th century to the Intelligence Age of the 21st century. By analogy, Tyson calls the competition to be 19th century Childhood, 20th century Adolescence and 21st century Adulthood. The MBE's will use economies of scale, integration of resources, services, and production capabilities and segmented marketing to exist in the fast changing business scenario.
The book enumerates the importance of "Competitive Knowledge Base", which is the development of a pool of information for future reference to the new information available. It will aid the decision making through an exhaustive and informative knowledge base .The book underlines that in order to relate to the present scenario it is essential to understand the past and by doing so we could avoid costly errors that have been made by others in a similar situation.
Business Intelligence (BI) will be enhanced through "Competitive Knowledge Base" and it involves the collection of information about all the factors external to the organisation. Thus this information when transformed into intelligence and intelligence into Strategic Development, will aid in making swift and accurate decisions.
"Perpetual Strategy Process" is a perpetual process, which involves the adaptation of the vision of the organization to the ever-changing world around. This is essentially a continuous process, which involves the fine-tuning of decision-making process to the environment and competition. Thus "One Year Planning Strategy" practiced presently would be useless as it would paralyze the organization to react to the opportunities available: -
The book also predicts that in the future, large organizations would not have organization charts but network charts that would include all those factors contributing to the output of the company.
De-centralization would be the key as those would make decisions closest to the customer.
The book also lists The Global Companies Of 21st century such as Johnson &Johnson, 3M, Electrolux, Sony, Matsushita & Motorola and Leaders Of 21st Century Hall Of Fame as Fujisawa of Honda, Theodore Vail of AT&T, Bill Gates Of Microsoft and Sam Walton of Wal-Mart.
The book mentions that the bottom line to successful competing in the 21st century would be to maintain a critical link between Intelligence and Strategic Management. Without this link, the companies are bound to be doomed.
The book describes the importance of "Competitive Knowledge Base" and "Perpetual Strategy Process" in the success of the Mega Strategic Business Units (MBE's). These MBE's will successfully make the transition from the Information Age of the 20th century to the Intelligence Age of the 21st century. By analogy, Tyson calls the competition to be 19th century Childhood, 20th century Adolescence and 21st century Adulthood. The MBE's will use economies of scale, integration of resources, services, and production capabilities and segmented marketing to exist in the fast changing business scenario.
The book enumerates the importance of "Competitive Knowledge Base", which is the development of a pool of information for future reference to the new information available. It will aid the decision making through an exhaustive and informative knowledge base .The book underlines that in order to relate to the present scenario it is essential to understand the past and by doing so we could avoid costly errors that have been made by others in a similar situation.
Business Intelligence (BI) will be enhanced through "Competitive Knowledge Base" and it involves the collection of information about all the factors external to the organisation. Thus this information when transformed into intelligence and intelligence into Strategic Development, will aid in making swift and accurate decisions.
"Perpetual Strategy Process" is a perpetual process, which involves the adaptation of the vision of the organization to the ever-changing world around. This is essentially a continuous process, which involves the fine-tuning of decision-making process to the environment and competition. Thus "One Year Planning Strategy" practiced presently would be useless as it would paralyze the organization to react to the opportunities available: -
The book also predicts that in the future, large organizations would not have organization charts but network charts that would include all those factors contributing to the output of the company.
De-centralization would be the key as those would make decisions closest to the customer.
The book also lists The Global Companies Of 21st century such as Johnson &Johnson, 3M, Electrolux, Sony, Matsushita & Motorola and Leaders Of 21st Century Hall Of Fame as Fujisawa of Honda, Theodore Vail of AT&T, Bill Gates Of Microsoft and Sam Walton of Wal-Mart.
The book mentions that the bottom line to successful competing in the 21st century would be to maintain a critical link between Intelligence and Strategic Management. Without this link, the companies are bound to be doomed.
Learning with "Chak De India"
The movie "chak de India" released in the history of bollywood, under the banner of yash raj films and directed by shimmit ammin, Written by Jaideep Sahni, starring Shahrukh Khan and a bunch of endearing young women, made an entry in the books of management and attracted the world of management professionals .
As it is not often that movies offer more than entertainment, ever so often there comes a film which can make a deep impact and teach us a few things. If we imagine like a manager of an organization we find the practical example of team building approach, motivation, leadership and winning attitude
The king of the Indian film industries SHAHRUKH KHAN is playing Kabir khan the lead role as coach of Indian women's hockey team. The movie is around that How the Impossible is made Possible, means winning women's hockey world cup for India.
The story commences with India losing a final to Pakistan in the men's world cup due to the captain Kabir Khan missing a penalty and then facing the ire of the media and the public. With allegations of being a Pakistan supporter Kabir Khan leaves his locality and goes into obscurity, for 7 years. A bunch of bureaucratic never-been-on-the-field administrators of the hockey association are sitting over the coach's job for the Indian Women's Hockey team and Kabir Khan takes up the job.
LESSONS FROM MOVIE
1- MAKING IMPOSSIBLE THE POSSIBLE
Take a look on one statement "Jo ho nahi sakta wohi to krna hai" in the movie. As winning world cup for Indian women's hockey is like ipposible. But kabir khan takes it as a challenge and conveys his vision to the team members though he is opposed by many but he is sure what he is doing.
2- TEAMING THE SUCCESS STORY
it could be observed that neither player nor the administrator were sure of playing and winning the game but kabir khan stimulated this zeal and developed enthusiasm to win not as individual but as a team.
Great amount of attention has been paid to the players, the diversity in culture, their language and team dynamics. As it is very compulsory because first the diversity should be converted in the single identity. That kabir khan tried by saying "say India" "we the Indian" rather than telling the name of state.
- Espirit - de - corps.
- Developing we feeling.
- Priority to common goal.
3- LEADERSHIP STYLE
In the begigining he used the policy of negative motivation by firing and suspending the players who were not giving the desired behaviour, than he tries to come close to them to provide positive motivation and tries to develop acceptance for him. It is true that a leader could be successful if he/she is accepted by the followers.
4- TAKING THE CHALLENGE AS AN OPPORTUNITY
In the movie kabir khan was selected as a coach of Indian women's hockey team which has to play in word cup. Because it was already declared as impossible. This he takes an opportunity to answer Indian viewers against the blames which were made on him and with that he tried to prove that under his guidance things could be possible.
5- DREAM BIG AND DEFINE THE GOAL
When kabir khan take the challenge for word cup his total concern was on word cup. It may have seemed unrealistic or even improbable, but then that's what dreams are. Dreaming is about imagining a different future. In the case of kabir,he not only dreamt big but also put in place a strategy to make that a reality. Another name for Dream is Vision. To make things happen the way we want, we have to envision the future, and paint a picture in front of the others of what we want to achieve.
6- BE DETERMINED IN FACE OF OPPOSITION.
This comes many times but when the team was playing against Russia kabir know that Russians was playing roughly against every team and injured players but still he was determined and made a strategy against team n rejult of this is Indian team won the match. It is true that problem makes us strong and determined.
Sometime winning is everything.
7. IDENTIFY COMPETENCIES AND UTILIZING
in the movie Bindiya Nayer is only a player who know how to play against Russian team that's why Kabir meet him personally and motivate her to come and play and she does the same.
8. LEADERSHIP IS ALL ABOUT SPELLING CLARITY IN CHOICES: choies that clarify vision, values, expectation and optimize strength, resources opportunities and challegene. In the movie we can observe that mr. kabir khan is having the idea of all the mentioned issues.
9. COMMITMENT: it is the committed endeavour of committed team that brings fruition to the powerful seeds of individual creativity. The essenceof leadership with his followers lies in the purpose that holds them together.
10. CREDIBILITY: a leader to effective has to demonstrate high levels of technical expertise. The power drawn from expertise sources makes a leader much more acceptable to his folks.
As it is not often that movies offer more than entertainment, ever so often there comes a film which can make a deep impact and teach us a few things. If we imagine like a manager of an organization we find the practical example of team building approach, motivation, leadership and winning attitude
The king of the Indian film industries SHAHRUKH KHAN is playing Kabir khan the lead role as coach of Indian women's hockey team. The movie is around that How the Impossible is made Possible, means winning women's hockey world cup for India.
The story commences with India losing a final to Pakistan in the men's world cup due to the captain Kabir Khan missing a penalty and then facing the ire of the media and the public. With allegations of being a Pakistan supporter Kabir Khan leaves his locality and goes into obscurity, for 7 years. A bunch of bureaucratic never-been-on-the-field administrators of the hockey association are sitting over the coach's job for the Indian Women's Hockey team and Kabir Khan takes up the job.
LESSONS FROM MOVIE
1- MAKING IMPOSSIBLE THE POSSIBLE
Take a look on one statement "Jo ho nahi sakta wohi to krna hai" in the movie. As winning world cup for Indian women's hockey is like ipposible. But kabir khan takes it as a challenge and conveys his vision to the team members though he is opposed by many but he is sure what he is doing.
2- TEAMING THE SUCCESS STORY
it could be observed that neither player nor the administrator were sure of playing and winning the game but kabir khan stimulated this zeal and developed enthusiasm to win not as individual but as a team.
Great amount of attention has been paid to the players, the diversity in culture, their language and team dynamics. As it is very compulsory because first the diversity should be converted in the single identity. That kabir khan tried by saying "say India" "we the Indian" rather than telling the name of state.
- Espirit - de - corps.
- Developing we feeling.
- Priority to common goal.
3- LEADERSHIP STYLE
In the begigining he used the policy of negative motivation by firing and suspending the players who were not giving the desired behaviour, than he tries to come close to them to provide positive motivation and tries to develop acceptance for him. It is true that a leader could be successful if he/she is accepted by the followers.
4- TAKING THE CHALLENGE AS AN OPPORTUNITY
In the movie kabir khan was selected as a coach of Indian women's hockey team which has to play in word cup. Because it was already declared as impossible. This he takes an opportunity to answer Indian viewers against the blames which were made on him and with that he tried to prove that under his guidance things could be possible.
5- DREAM BIG AND DEFINE THE GOAL
When kabir khan take the challenge for word cup his total concern was on word cup. It may have seemed unrealistic or even improbable, but then that's what dreams are. Dreaming is about imagining a different future. In the case of kabir,he not only dreamt big but also put in place a strategy to make that a reality. Another name for Dream is Vision. To make things happen the way we want, we have to envision the future, and paint a picture in front of the others of what we want to achieve.
6- BE DETERMINED IN FACE OF OPPOSITION.
This comes many times but when the team was playing against Russia kabir know that Russians was playing roughly against every team and injured players but still he was determined and made a strategy against team n rejult of this is Indian team won the match. It is true that problem makes us strong and determined.
Sometime winning is everything.
7. IDENTIFY COMPETENCIES AND UTILIZING
in the movie Bindiya Nayer is only a player who know how to play against Russian team that's why Kabir meet him personally and motivate her to come and play and she does the same.
8. LEADERSHIP IS ALL ABOUT SPELLING CLARITY IN CHOICES: choies that clarify vision, values, expectation and optimize strength, resources opportunities and challegene. In the movie we can observe that mr. kabir khan is having the idea of all the mentioned issues.
9. COMMITMENT: it is the committed endeavour of committed team that brings fruition to the powerful seeds of individual creativity. The essenceof leadership with his followers lies in the purpose that holds them together.
10. CREDIBILITY: a leader to effective has to demonstrate high levels of technical expertise. The power drawn from expertise sources makes a leader much more acceptable to his folks.
Learning with "Chak De India"
The movie "chak de India" released in the history of bollywood, under the banner of yash raj films and directed by shimmit ammin, Written by Jaideep Sahni, starring Shahrukh Khan and a bunch of endearing young women, made an entry in the books of management and attracted the world of management professionals .
As it is not often that movies offer more than entertainment, ever so often there comes a film which can make a deep impact and teach us a few things. If we imagine like a manager of an organization we find the practical example of team building approach, motivation, leadership and winning attitude
The king of the Indian film industries SHAHRUKH KHAN is playing Kabir khan the lead role as coach of Indian women's hockey team. The movie is around that How the Impossible is made Possible, means winning women's hockey world cup for India.
The story commences with India losing a final to Pakistan in the men's world cup due to the captain Kabir Khan missing a penalty and then facing the ire of the media and the public. With allegations of being a Pakistan supporter Kabir Khan leaves his locality and goes into obscurity, for 7 years. A bunch of bureaucratic never-been-on-the-field administrators of the hockey association are sitting over the coach's job for the Indian Women's Hockey team and Kabir Khan takes up the job.
LESSONS FROM MOVIE
1- MAKING IMPOSSIBLE THE POSSIBLE
Take a look on one statement "Jo ho nahi sakta wohi to krna hai" in the movie. As winning world cup for Indian women's hockey is like ipposible. But kabir khan takes it as a challenge and conveys his vision to the team members though he is opposed by many but he is sure what he is doing.
2- TEAMING THE SUCCESS STORY
it could be observed that neither player nor the administrator were sure of playing and winning the game but kabir khan stimulated this zeal and developed enthusiasm to win not as individual but as a team.
Great amount of attention has been paid to the players, the diversity in culture, their language and team dynamics. As it is very compulsory because first the diversity should be converted in the single identity. That kabir khan tried by saying "say India" "we the Indian" rather than telling the name of state.
- Espirit - de - corps.
- Developing we feeling.
- Priority to common goal.
3- LEADERSHIP STYLE
In the begigining he used the policy of negative motivation by firing and suspending the players who were not giving the desired behaviour, than he tries to come close to them to provide positive motivation and tries to develop acceptance for him. It is true that a leader could be successful if he/she is accepted by the followers.
4- TAKING THE CHALLENGE AS AN OPPORTUNITY
In the movie kabir khan was selected as a coach of Indian women's hockey team which has to play in word cup. Because it was already declared as impossible. This he takes an opportunity to answer Indian viewers against the blames which were made on him and with that he tried to prove that under his guidance things could be possible.
5- DREAM BIG AND DEFINE THE GOAL
When kabir khan take the challenge for word cup his total concern was on word cup. It may have seemed unrealistic or even improbable, but then that's what dreams are. Dreaming is about imagining a different future. In the case of kabir,he not only dreamt big but also put in place a strategy to make that a reality. Another name for Dream is Vision. To make things happen the way we want, we have to envision the future, and paint a picture in front of the others of what we want to achieve.
6- BE DETERMINED IN FACE OF OPPOSITION.
This comes many times but when the team was playing against Russia kabir know that Russians was playing roughly against every team and injured players but still he was determined and made a strategy against team n rejult of this is Indian team won the match. It is true that problem makes us strong and determined.
Sometime winning is everything.
7. IDENTIFY COMPETENCIES AND UTILIZING
in the movie Bindiya Nayer is only a player who know how to play against Russian team that's why Kabir meet him personally and motivate her to come and play and she does the same.
8. LEADERSHIP IS ALL ABOUT SPELLING CLARITY IN CHOICES: choies that clarify vision, values, expectation and optimize strength, resources opportunities and challegene. In the movie we can observe that mr. kabir khan is having the idea of all the mentioned issues.
9. COMMITMENT: it is the committed endeavour of committed team that brings fruition to the powerful seeds of individual creativity. The essenceof leadership with his followers lies in the purpose that holds them together.
10. CREDIBILITY: a leader to effective has to demonstrate high levels of technical expertise. The power drawn from expertise sources makes a leader much more acceptable to his folks.
As it is not often that movies offer more than entertainment, ever so often there comes a film which can make a deep impact and teach us a few things. If we imagine like a manager of an organization we find the practical example of team building approach, motivation, leadership and winning attitude
The king of the Indian film industries SHAHRUKH KHAN is playing Kabir khan the lead role as coach of Indian women's hockey team. The movie is around that How the Impossible is made Possible, means winning women's hockey world cup for India.
The story commences with India losing a final to Pakistan in the men's world cup due to the captain Kabir Khan missing a penalty and then facing the ire of the media and the public. With allegations of being a Pakistan supporter Kabir Khan leaves his locality and goes into obscurity, for 7 years. A bunch of bureaucratic never-been-on-the-field administrators of the hockey association are sitting over the coach's job for the Indian Women's Hockey team and Kabir Khan takes up the job.
LESSONS FROM MOVIE
1- MAKING IMPOSSIBLE THE POSSIBLE
Take a look on one statement "Jo ho nahi sakta wohi to krna hai" in the movie. As winning world cup for Indian women's hockey is like ipposible. But kabir khan takes it as a challenge and conveys his vision to the team members though he is opposed by many but he is sure what he is doing.
2- TEAMING THE SUCCESS STORY
it could be observed that neither player nor the administrator were sure of playing and winning the game but kabir khan stimulated this zeal and developed enthusiasm to win not as individual but as a team.
Great amount of attention has been paid to the players, the diversity in culture, their language and team dynamics. As it is very compulsory because first the diversity should be converted in the single identity. That kabir khan tried by saying "say India" "we the Indian" rather than telling the name of state.
- Espirit - de - corps.
- Developing we feeling.
- Priority to common goal.
3- LEADERSHIP STYLE
In the begigining he used the policy of negative motivation by firing and suspending the players who were not giving the desired behaviour, than he tries to come close to them to provide positive motivation and tries to develop acceptance for him. It is true that a leader could be successful if he/she is accepted by the followers.
4- TAKING THE CHALLENGE AS AN OPPORTUNITY
In the movie kabir khan was selected as a coach of Indian women's hockey team which has to play in word cup. Because it was already declared as impossible. This he takes an opportunity to answer Indian viewers against the blames which were made on him and with that he tried to prove that under his guidance things could be possible.
5- DREAM BIG AND DEFINE THE GOAL
When kabir khan take the challenge for word cup his total concern was on word cup. It may have seemed unrealistic or even improbable, but then that's what dreams are. Dreaming is about imagining a different future. In the case of kabir,he not only dreamt big but also put in place a strategy to make that a reality. Another name for Dream is Vision. To make things happen the way we want, we have to envision the future, and paint a picture in front of the others of what we want to achieve.
6- BE DETERMINED IN FACE OF OPPOSITION.
This comes many times but when the team was playing against Russia kabir know that Russians was playing roughly against every team and injured players but still he was determined and made a strategy against team n rejult of this is Indian team won the match. It is true that problem makes us strong and determined.
Sometime winning is everything.
7. IDENTIFY COMPETENCIES AND UTILIZING
in the movie Bindiya Nayer is only a player who know how to play against Russian team that's why Kabir meet him personally and motivate her to come and play and she does the same.
8. LEADERSHIP IS ALL ABOUT SPELLING CLARITY IN CHOICES: choies that clarify vision, values, expectation and optimize strength, resources opportunities and challegene. In the movie we can observe that mr. kabir khan is having the idea of all the mentioned issues.
9. COMMITMENT: it is the committed endeavour of committed team that brings fruition to the powerful seeds of individual creativity. The essenceof leadership with his followers lies in the purpose that holds them together.
10. CREDIBILITY: a leader to effective has to demonstrate high levels of technical expertise. The power drawn from expertise sources makes a leader much more acceptable to his folks.
Air Deccan: "Simplifly"
Thanks to the fierce competition in the airlines industry, even though being a student, I managed to afford an Air Travel out of my Stipend that I got during the Summer Internship Program and yet save enough afterwards to buy a few gifts for my dear ones.
As a child, I was undoubtedly most enthused by none other than the aeroplanes. The zooming sounds over the air would leave me gazing at one of the most exciting and useful inventions of the world, a million thanks to Wright Brothers!! Anything about aeroplanes and you could see my eyes glittering. I would invariably ask my friends and relatives who had traveled in air about the experience they had within the plane. The take-offs, the landings, seat belts, the air-hostesses, fast speed, less time, and meals and chocolates in the plane .All this gave me a reason to dream as a child about my first Air Travel Experience.
After getting my first stipend during my Summer Internship program, with Air industry so much in news, I had no other dream but to endeavor an Air ride. I fortunately had some important work, but not enough time to travel through Train!!! That became my biggest excuse to undergo Air travel.
I booked an air-ticket from Chennai to Delhi some 15 days before the scheduled date with the Deccan Airlines - the airline offering the "Lowest fare" as claimed by them. My dream was about to take reality. The next 15 days were not just 15 days but 15*24*3600 seconds.
I used to spend hours and hours surfing the Deccan site and other airlines site to overcome the apprehensions of a first flight. The zooming sounds of aeroplanes above me would excite me to the core and yet again I would move to my desktop in search of some new hidden information about Indian airlines and the Airports. To make sure that I do not get into any kind of trouble, I took the ticket that I printed online to my friends to validate. Their personal experience gave me lot of insights and prepared me for the D-day.
Finally, the night before I was busy - "arranging the different documents of proof and tickets" unlike others who would generally be busy in packing their clothes. My flight was scheduled at 06:05 hrs. And I was to report at the counter an hour before. Whew!!! I started at around 3:30 am from my room to avoid any traffic jams, so what if it was too early for a traffic jam, I did not want to take any chance - afterall,it was my first flight !!
I reached the airport at 4:30 am and entered the domestic end. Completely new to the place, I somehow managed to get the security check of my suitcase and then proceeded to the counter. With great anxiety, I offered my ticket and documents. I made sure that I get a window seat. Waiting for the airplane at the waiting hall gave me enormous time to observe people, the staff at the Airport and different other facilities provided for the customers. Finally came the announcement to board the plane, the moment I was anxiously waiting for.
Once I entered the plane, I was actually expecting few chocolates or some refreshing drink. But to my surprise, it did not happen, except for a nice smiling welcome from the Air Hostess. The security instructions were well taken of by the crew. I fastened my seat belt and here I go!!!
The take off went well, and I could see how the earth looked like from the highest place I had ever been in my whole life. Feeling thirsty, I asked for a water bottle from the Airhostess. I got one with a nice smiling reply "free of cost", "Ten Rupees, Sir". I wondered, if she was telling me the cost of favor she did for me at free of cost, or asking money from me. "Do I need to pay for this?" I asked. She nodded in favor and I paid for the same. But, eventually, I also tried to find if I was the only scapegoat. Thankfully, I wasn't. The whole picture of getting chocolates / refreshing drinks / meals started getting clearer. An aircraft offering lowest possible fares, definitely can't offer everything for free. Infact, the meals available on the plane were priced quite reasonably. For each and every thing inside Deccan plane, you have to shell out your money - except for using washrooms! On the other hand, I feel, putting in extra 1000 or 2000 bucks for the same journey, and getting few freebie meals / chocolates is definitely not worth.
The plane reached Hyderabad in an hour. We were asked to remain seated in the plane. New passengers joined in and then again the plane was on its way to the second take off. I was a much-experienced traveler by now!! Infact, I helped the person sitting next to me in fastening his seat belt - as he was also a first time traveler like me - but nonetheless, I had more number of travel minutes in Air than he had!!
I finally reached Delhi at around 12:00 hrs, after a delay of about an hour from its scheduled time. It took another 45 minutes to come out of the Airport.
It was indeed a good ride with plenty of surprises!! When in retrospect, I find that it actually took me 9-10 hours for the whole journey, out of which 4 hours were to be spent in the plane. But considering the time that a Train takes for the same journey, it was indeed very much satisfactory. Thinking of the services provided to its customer, I see eye-to-eye with their policy.
Its tag line shows - Simplifly - simplified fly OR simply fly, whatever way we take its meaning, it actually caters to the main issue for its passengers - money and time. How does it manage to do so? Of course, they have many sponsors to support them. I could see, they had a magazine which had every page sponsored by the companies. Even the body of the plane was open for advertisements. The flight crew strength was very low, though they never compromised on the security aspects. Apart from that, it had very less leg space for the customers - just enough to sit comfortably. With the Air fares touching close to AC fares of train, more and more number of people are preferring Air travel than a time-taking railway service.
For people like me, they take an airline to reach their destination in shortest possible time with lowest fares possible. Who cares what food I am getting inside the plane? How many chocolates I get? All I want is to reach my destination in short time, and/or any extra service - for which I am exactly paying for what I get.
The whole episode gave me yet another dream to fly again. The charm to fly in air is still engrossed within and would probably never be shaken
As a child, I was undoubtedly most enthused by none other than the aeroplanes. The zooming sounds over the air would leave me gazing at one of the most exciting and useful inventions of the world, a million thanks to Wright Brothers!! Anything about aeroplanes and you could see my eyes glittering. I would invariably ask my friends and relatives who had traveled in air about the experience they had within the plane. The take-offs, the landings, seat belts, the air-hostesses, fast speed, less time, and meals and chocolates in the plane .All this gave me a reason to dream as a child about my first Air Travel Experience.
After getting my first stipend during my Summer Internship program, with Air industry so much in news, I had no other dream but to endeavor an Air ride. I fortunately had some important work, but not enough time to travel through Train!!! That became my biggest excuse to undergo Air travel.
I booked an air-ticket from Chennai to Delhi some 15 days before the scheduled date with the Deccan Airlines - the airline offering the "Lowest fare" as claimed by them. My dream was about to take reality. The next 15 days were not just 15 days but 15*24*3600 seconds.
I used to spend hours and hours surfing the Deccan site and other airlines site to overcome the apprehensions of a first flight. The zooming sounds of aeroplanes above me would excite me to the core and yet again I would move to my desktop in search of some new hidden information about Indian airlines and the Airports. To make sure that I do not get into any kind of trouble, I took the ticket that I printed online to my friends to validate. Their personal experience gave me lot of insights and prepared me for the D-day.
Finally, the night before I was busy - "arranging the different documents of proof and tickets" unlike others who would generally be busy in packing their clothes. My flight was scheduled at 06:05 hrs. And I was to report at the counter an hour before. Whew!!! I started at around 3:30 am from my room to avoid any traffic jams, so what if it was too early for a traffic jam, I did not want to take any chance - afterall,it was my first flight !!
I reached the airport at 4:30 am and entered the domestic end. Completely new to the place, I somehow managed to get the security check of my suitcase and then proceeded to the counter. With great anxiety, I offered my ticket and documents. I made sure that I get a window seat. Waiting for the airplane at the waiting hall gave me enormous time to observe people, the staff at the Airport and different other facilities provided for the customers. Finally came the announcement to board the plane, the moment I was anxiously waiting for.
Once I entered the plane, I was actually expecting few chocolates or some refreshing drink. But to my surprise, it did not happen, except for a nice smiling welcome from the Air Hostess. The security instructions were well taken of by the crew. I fastened my seat belt and here I go!!!
The take off went well, and I could see how the earth looked like from the highest place I had ever been in my whole life. Feeling thirsty, I asked for a water bottle from the Airhostess. I got one with a nice smiling reply "free of cost", "Ten Rupees, Sir". I wondered, if she was telling me the cost of favor she did for me at free of cost, or asking money from me. "Do I need to pay for this?" I asked. She nodded in favor and I paid for the same. But, eventually, I also tried to find if I was the only scapegoat. Thankfully, I wasn't. The whole picture of getting chocolates / refreshing drinks / meals started getting clearer. An aircraft offering lowest possible fares, definitely can't offer everything for free. Infact, the meals available on the plane were priced quite reasonably. For each and every thing inside Deccan plane, you have to shell out your money - except for using washrooms! On the other hand, I feel, putting in extra 1000 or 2000 bucks for the same journey, and getting few freebie meals / chocolates is definitely not worth.
The plane reached Hyderabad in an hour. We were asked to remain seated in the plane. New passengers joined in and then again the plane was on its way to the second take off. I was a much-experienced traveler by now!! Infact, I helped the person sitting next to me in fastening his seat belt - as he was also a first time traveler like me - but nonetheless, I had more number of travel minutes in Air than he had!!
I finally reached Delhi at around 12:00 hrs, after a delay of about an hour from its scheduled time. It took another 45 minutes to come out of the Airport.
It was indeed a good ride with plenty of surprises!! When in retrospect, I find that it actually took me 9-10 hours for the whole journey, out of which 4 hours were to be spent in the plane. But considering the time that a Train takes for the same journey, it was indeed very much satisfactory. Thinking of the services provided to its customer, I see eye-to-eye with their policy.
Its tag line shows - Simplifly - simplified fly OR simply fly, whatever way we take its meaning, it actually caters to the main issue for its passengers - money and time. How does it manage to do so? Of course, they have many sponsors to support them. I could see, they had a magazine which had every page sponsored by the companies. Even the body of the plane was open for advertisements. The flight crew strength was very low, though they never compromised on the security aspects. Apart from that, it had very less leg space for the customers - just enough to sit comfortably. With the Air fares touching close to AC fares of train, more and more number of people are preferring Air travel than a time-taking railway service.
For people like me, they take an airline to reach their destination in shortest possible time with lowest fares possible. Who cares what food I am getting inside the plane? How many chocolates I get? All I want is to reach my destination in short time, and/or any extra service - for which I am exactly paying for what I get.
The whole episode gave me yet another dream to fly again. The charm to fly in air is still engrossed within and would probably never be shaken
Dictionary of Performance Evaluation Comments
Accepts new job assignments willingly : Never finishes a job.
Active socially : Drinks heavily.
Alert to company developments : An office gossip.
Approaches difficult problems with logic : Finds someone else to do the job.
Average : Not too bright.
Character above reproach : Still one step ahead of the law.
Charismatic : No interest in any opinion but his own.
Competent : Is still able to get work done, if supervisor helps.
Consults with co-workers often : Indecisive, confused, and clueless.
Consults with supervisor often : Pain in the ass.
Delegates responsibility effectively : Passes the buck well.
Demonstrates qualities of leadership : Has a loud voice.
Deserves promotion : Creates new title to make him feel appreciated.
Displays excellent intuitive judgment : Knows when to disappear.
Displays great dexterity and agility : Dodges and evades superiors well.
Enjoys job : Needs more to do.
Excels in sustaining concentration but avoids confrontations : Ignores everyone.
Excels in the effective application of skills : Makes a good cup of coffee.
Exceptionally well qualified : Has committed no major blunders to date.
Expresses self well : Can string two sentences together.
Gets along extremely well with superiors and subordinates alike : A coward.
Happy : Paid too much.
Hard worker : Usually does it the hard way.
Identifies major management problems : Complains a lot.
Indifferent to instruction : Knows more than superiors.
Internationally know : Likes to go to conferences and trade shows in Las Vegas.
Is well informed : Knows all office gossip and where all the skeletons are kept.
Inspires the cooperation of others : Gets everyone else to do the work.
Is unusually loyal : Wanted by no-one else.
Keen sense of humor : Knows lots of dirty jokes.
Listens well : Has no ideas of his own.
Maintains a high degree of participation : Comes to work on time.
Meticulous in attention to detail : A nit-picker.
Not a desk person : Did not go to college.
Of great value to the organization : Turns in work on time.
Use all available resources : Takes office supplies home for personal use.
Quick thinking : Offers plausible excuses for errors.
Should go far : Please.
Slightly below average : Stupid.
Straightforward : Blunt and insensitive.
Strong adherence to principles : Stubborn.
Tactful in dealing with superiors : Knows when to keep mouth shut.
Takes advantage of every opportunity to progress : Buys drinks for superiors.
Unlimited potential : Will stick with us until retirement.
Uses resources well : Delegates everything.
Uses time effectively : Clock watcher.
Very creative : Finds 22 reasons to do anything except original work.
Visionary : Cannot handle paperwork or any project that lasts less than a week.
Well organized : Does too much busywork.
Will go far : Relative of management.
Willing to take calculated risks : Doesn't mind spending someone else's money.
Active socially : Drinks heavily.
Alert to company developments : An office gossip.
Approaches difficult problems with logic : Finds someone else to do the job.
Average : Not too bright.
Character above reproach : Still one step ahead of the law.
Charismatic : No interest in any opinion but his own.
Competent : Is still able to get work done, if supervisor helps.
Consults with co-workers often : Indecisive, confused, and clueless.
Consults with supervisor often : Pain in the ass.
Delegates responsibility effectively : Passes the buck well.
Demonstrates qualities of leadership : Has a loud voice.
Deserves promotion : Creates new title to make him feel appreciated.
Displays excellent intuitive judgment : Knows when to disappear.
Displays great dexterity and agility : Dodges and evades superiors well.
Enjoys job : Needs more to do.
Excels in sustaining concentration but avoids confrontations : Ignores everyone.
Excels in the effective application of skills : Makes a good cup of coffee.
Exceptionally well qualified : Has committed no major blunders to date.
Expresses self well : Can string two sentences together.
Gets along extremely well with superiors and subordinates alike : A coward.
Happy : Paid too much.
Hard worker : Usually does it the hard way.
Identifies major management problems : Complains a lot.
Indifferent to instruction : Knows more than superiors.
Internationally know : Likes to go to conferences and trade shows in Las Vegas.
Is well informed : Knows all office gossip and where all the skeletons are kept.
Inspires the cooperation of others : Gets everyone else to do the work.
Is unusually loyal : Wanted by no-one else.
Keen sense of humor : Knows lots of dirty jokes.
Listens well : Has no ideas of his own.
Maintains a high degree of participation : Comes to work on time.
Meticulous in attention to detail : A nit-picker.
Not a desk person : Did not go to college.
Of great value to the organization : Turns in work on time.
Use all available resources : Takes office supplies home for personal use.
Quick thinking : Offers plausible excuses for errors.
Should go far : Please.
Slightly below average : Stupid.
Straightforward : Blunt and insensitive.
Strong adherence to principles : Stubborn.
Tactful in dealing with superiors : Knows when to keep mouth shut.
Takes advantage of every opportunity to progress : Buys drinks for superiors.
Unlimited potential : Will stick with us until retirement.
Uses resources well : Delegates everything.
Uses time effectively : Clock watcher.
Very creative : Finds 22 reasons to do anything except original work.
Visionary : Cannot handle paperwork or any project that lasts less than a week.
Well organized : Does too much busywork.
Will go far : Relative of management.
Willing to take calculated risks : Doesn't mind spending someone else's money.
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