Gd

Group Discussion • Definition • Traits • Group behavior • Approach • Dos • Don’ts

Definition Communication (small no. of people) Face-to-face Free oral interaction Exchange information Make decisions

Individual Traits Ideas (originality) Articulation (clarity) Listening Body Language Initiative

Group Behavior Participation Leadership Timesharing & orderly conduct Handling turbulence Handling Bull dozers

Participation • • • • • •

High Low Shift Silent (how treated) Consistent Who talks to whom

Leadership Qualities Constructive participation Rational arguments Convincing others Building support Logically weakening opponent’s point of view

Leadership styles • Driver (imposes, evaluates, blocks) • Amiable (eagerly supports, avoid conflicts) • Democrat (includes everyone, tries to control

Orderly conduct • Dominate without bullying • Listen & react • Be a gate opener not closer

Turbulence Restore order Activate inert participants

Bull dozers Silence them • Vocally • Physically • Rationally

Evaluation • Personality • Knowledge • Communication Skills • Leadership

Personality

• Appearance • Temperament • Posture and Gesture • Mental state • Overall Impression

Knowledge • Depth • Range • Analytical ability • Organization of ideas • Overall Impression

Communication Skills • Listening Skills • Fluency • Language • Phonetic Ability • Overall Impression

Leadership • Initiative • Team spirit • Endurance • Decision Making • Overall Impression

Approach Topic GDS Interpret correctly; explore adequately Case studies Understand situation, work out alternatives, explore pros and cons, make decision, work out implementation, contingency plan

Dos • Seat comfortably • Listen to topic • Organize ideas • Speak at the earliest • Identify supporters opponents • Allow supporter to augment

• Keep track of time • Share time fairly • Maintain eye contact • Take notes • Aim for conclusion not consensus

Don’ts • Be in a hurry

• Move excessively

• Be silent

• Throw all ideas at one shot

• Dominate vocally/physically

• Speak fast

• Assume role of chairman • Introduce topic • Take extreme stance • Look at faculty • Shut down inert participants

• Digress • Indulge in ill conversation • Pay attention to bull dozers • Use slang • Get emotional

Case Study • A case is a statement of conditions, attitudes and practices • Describes a situation the company is facing / has resolved some challenging problem • Interesting business situations – helpful in illustrating a specific set of management issues • Provides some information, not all – about the challenging problem

Case Study • Includes data on alternative courses of action • An attempt to reconstitute the real situation – written in a manner that needs rearrangement of facts and interpreting them, evaluation of opinions, behavior and interaction • Many facts may be relevant; some irrelevant • Generally no single or correct answer • Only choices – some better, some worse than others

Business Case Analysis Systematic process of examining the available data Mental skills – thoughtful effort, regular, systematic practice for proficiency No defined recipe or formula But sequence of steps for logical systematic approach

Analysis • Students – decision makers – read through the situation, identify the problem, examine causes, consider alternative courses of action – to come to a set of recommendations

Steps for Case Analysis • Put the case information together – mind mapping • Evaluating the actions and plans of the company and identify, describe business opportunities and problems • Recommend a coordinated plan of action to correct business problem or to take advantage of opportunities • Provide justification for the recommended action

• Try to get a quick sense of the whole case – title, heading, outline, introduction, conclusion if any • Does this require a decision? Who is the decision maker? What decision does she have to make? What are her objectives? What other actors are there? Their objectives?

• At this point reread the case carefully; underline key facts • Note the key problems on paper; go through the case again for relevant information. What are the resources / constraints? • What are the possible courses of action? Rank alternatives; likely short and long term consequences .

Tips Be prepared to present ideas with conviction. Listen; keep an open mind Grab the earliest opportunity to get involved If you have a totally new idea wait Be alert for constructive solutions Try to give space to others Don’t hesitate to admit confusion, ask for clarification, Keep the group focused Accept a critical atmosphere and be willing to submit Your conclusions to rebuttal; accept the risk of stating your conclusions; overcome the fear of making and admitting a mistake

Suggested Structure • • • •

Introduction ( very brief) Problem –definition Analysis Recommended actions