automobile engines

STEPS TO INCREASE EFFECTIVENESS AND EFFICIENCY : 

STEPS TO INCREASE EFFECTIVENESS AND EFFICIENCY ACKNOWLEDGE ANALYSE VISUALIZE CREATIVE APPROACH EXPERIMENT/EXPLORE WELCOME/FEEDBACK PRACTICE, PRACTICE & PRACTICE

The Most Effective Teams: : 

The Most Effective Teams: Collaboration Through Team Building Share information openly Participate in the team’s task Encourage each other Use all of the team’s resources

Slide 3: 

Collaboration Through Team Building When groups are formed into teams: Roles and interactions are not established. Some members may observe as they attempt to determine what’s expected of them. Others engage the team process immediately. As members learn their roles they find ways to work together and learn about team issues. These processes occur in 4 stages.

Slide 4: 

Collaboration Through Team Building Stage One - Forming Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members. This is also the period in which members form opinions of their teammates. During this stage, productivity is low.

Slide 5: 

Collaboration Through Team Building Forming – Enhance Team Development by: Share responsibility Encourage open dialogue Provide structure Direct team issues Develop a climate of trust and respect.

Slide 6: 

Collaboration Through Team Building Stage two - Storming Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making. This is the most critical stage for the team.

Slide 7: 

Collaboration Through Team Building Storming - Enhance Team Development by: Joint problem solving. Norms for different points of view. Decision-making procedures. Encourage two-way communication. Support collaborative team efforts.

Slide 8: 

Stage three -Norming Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences. Functional relationships are developed resulting in the evolution of trust among members. Collaboration Through Team Building

Slide 9: 

Collaboration Through Team Building Norming - Enhance Team Development by: Communicate frequently and openly about concerns. Encourage members to manage the team process. Give positive and constructive feedback. Support consensus decision-making efforts. Delegate to team members as much as possible.

Slide 10: 

Stage four -Performing The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves. Communication is open and supportive. Members interact with without fear of rejection. Leadership is participative and shared. Different viewpoints and information is shared openly. Conflict is now viewed as a catalyst that generates creativity in the problem-solving process. Collaboration Through Team Building

Slide 11: 

Collaboration Through Team Building Performing - Enhance Team Development by: Offer feedback when requested. Support new ideas and ways for achieving outcomes. Encourage ongoing self-assessment. Develop team members to their fullest potential. Look for ways to increase the team’s capacity.

Slide 12: 

Collaboration Through Team Building REMEMBER!!! Any change in the composition of the team or its leadership will return the team to the forming stage.

Slide 13: 

Collaboration Through Team Building The most effective teams arrive at decisions through consensus by following a rational process that includes: Identifying the issue. Setting a specific objective. Gathering and analyzing the facts. Developing alternatives. Evaluating the alternatives. Deciding and acting.

Slide 14: 

Collaboration Through Team Building In addition to the problem solving process, teams must also engage in interpersonal interaction. Decisions are made and objectives are achieved not only by effectively following the problem solving process, but also to the extent that team members share information in an open, candid, honest, and trustful manner.

Slide 15: 

Identifying the issue. Setting a specific objective. Gathering and analyzing the facts. Developing alternatives. Evaluating the alternatives. Deciding and acting. Collaboration Through Team Building Problem Solving Process

Definition of Group Discussion : 

Definition of Group Discussion Group Discussion is a modern method of assessing students personality. It is both a technique and an art and a comprehensive tool to judge the worthiness of the student and his appropriateness for the job.

Group Discussion : 

Group Discussion The term suggests a discussion among a group of persons. The group will have 8 & 12 members who will express their views freely, frankly in a friendly manner, on a topic of current issue. Within a time limit of 20 to 30 minutes,the abilities of the members of the group is measured.

Prerequisites of a Group Discussion : 

Prerequisites of a Group Discussion Topics given by panelists Planning and preparation Knowledge with self-confidence Communication skills/ power of speech Presentation Body Language and personal appearance Being calm and cool

Prerequisites of a Group Discussion : 

Prerequisites of a Group Discussion Extensive knowledge base related to state, country and globe. Areas are politics,sports,science &trade commerce,Industry and Technology,MNC,ect. Analyze the social,economical issues logistically . Listening skills Co-operation.

Benefits in Group discussion : 

Benefits in Group discussion Stimulation of thinking in a new way. Expansion of knowledge Understanding of your strength and weakness. Your true personality is revealed and qualities of leadership crystallize

Salient features of G.D : 

Salient features of G.D Topic may be given to judge your public speaking talent. Discussion revolves around a specific subject. The examiner does not interfere once he announced the topic. Maintain cordiality and free expression of thought and opinion.

Do`s in group discussion : 

Do`s in group discussion Appropriate to the issue . Make original points & support them by substantial reasoning . Listen to the other participants actively &carefully. Whatever you say must be with a logical flow,&validate it with an example as far as possible. Make only accurate statements.

Slide 23: 

Do`s in group discussion Modulate the volume, pitch and tone. Be considerate to the feelings of the others. Try to get your turn. Be an active and dynamic participant by listening. Talk with confidence and self-assurance.

Don’ts during group discussion : 

Don’ts during group discussion Being shy /nervous / keeping isolated from G.D Interrupting another participant before his arguments are over Speak in favour ; example:Establish your position and stand by it stubbornly Changed opinions Don’t make fun of any participant even if his arguments are funny.

Slide 25: 

Don`ts during group discussion Don’t engage yourself in sub-group conversation. Don’t repeat and use irrelevant materials. Addressing yourself to the examiner. Worrying about making some grammatical mistakes,for your interest the matter you put across are important.

Important points in group discussion : 

Important points in group discussion Be assertive: An assertive person is direct , honest careful about not hurting others ‘self-respect’. A patient listener: listening to another person is one way of showing appreciation. Right language : Words can make friends & right words at the right time make the best results. Be analytical and fact-oriented : It is necessary to make relevant points which can be supported with facts and analyzed logically.

Accept criticism : 

Accept criticism If any member of the group criticizes or disapproves a point, it is unwise to get upset or react sharply. In case the criticism is flimsy,the same can be pointed out politely. Maximize participation ; one must try to contribute fully, vigorously & steadily throughout the discussion. Show leadership ability: A group discussion also evaluates your leadership qualities.

Slide 28: 

Suggestions Never try to bluff. Practice group discussion with friends on different subjects. Remember !speech is a powerful weapon.

DISCOVERING A BREAKTHROUGH : 

DISCOVERING A BREAKTHROUGH Definition 1. important discovery: an important new discovery, especially in science, medicine, or technology, that has a dramatic and far-reaching effect 2. removal of barrier to progress: an event that causes or marks the breaking down of a barrier to progress 3. military penetration of enemy line: an attacking army's advance through and beyond an enemy's line of defense Learn to look at the Issue/Problem from Various Angles specially different methodology than your ongoing profession/business Learn & Ask Why Not? Instead of Why? Take help of the famous five Do not get Attached to UR Solution Brain Storming Ex. Out of Box Thinking

Breakthrough Thinking : 

Breakthrough Thinking At the limits of performance, the difference between winning and loosing is not just about physical and mental strength, but about changing the rules and adopting a different strategy.  Alistair Schofield considers the challenge of breakthrough thinking. I recently attended the final day of The Open golf tournament at the beautiful Royal Liverpool course at Hoylake.  What a privilege it was to see players such as Tiger Woods, Ernie Ells and Chris DiMarco playing so brilliantly.  Although all of these people are brilliant golfers, what intrigued me was that Tiger Woods won through adopting a radically different strategy to everyone else by not using a driver to tee off with on the longer holes. Although this strategy caused consternation amongst many golf commentators on the first day of the competition, the result was that he not only won by two strokes, he also set a course record for the lowest total score during an Open championship, beating the previous record by eight strokes. While most players are busy building on conventional wisdom to try to perfect their game, it takes real bravery to challenge the process and adopt a different strategy.  But breakthrough results are generally only as a result of breakthrough thinking. My favorite example of breakthrough thinking is the story of Roger Bannister breaking the 4-minute mile. For many years it was widely believed that it was physically impossible for a human to run a mile (1609 meters) in under four minutes. In fact, until Bannister achieved it in 1954, many believed that that the four minute mile was a physical barrier that no man could break, in much the same way as pilots had once regarded the sound barrier. Bannister, a medical student, could not see any particular reason why such a barrier should exist.  After all, a mile is simply an arbitrary measure that became a standard during the reign of Elizabeth I and a minute is a sixtieth of an hour because the Babylonians, who originated the measurement, used a base-60 counting system. Having convinced himself that a physical barrier did not exist, Bannister ran a mile in 3 minutes 59.4 seconds on the 6th of May 1954, beating a record that had stood for the previous 9 years.

Breakthrough Thinking contd… : 

Breakthrough Thinking contd… Interestingly, John Lander, another runner from that era, also ran a mile in under 4 minutes just 56 days later and, by the end of 1957, no less than 16 other athletes had achieved the same feat, proving that a physiological barrier had not existed, but a psychological barrier had! The same is true in business where we all too frequently limit our thinking to what is probable, rather than what is possible. Take the annual plan as a prime example. In most companies I have worked for the starting point for the next years plan was the existing plan.  It is therefore no surprise that the new plan invariably ends up looking like the previous plan plus a bit. But it was not this sort of incrementalist thinking that led Nokia to abandon its roots as a lumbering and tire manufacturing company to become the world leaders in mobile phones, or that persuaded Apple to break into the music entertainment industry with the launch of the iPod and iTunes. There are numerous examples of where breakthrough thinking has led to step changes in the structure of an industry and made enormous profits for the originators of the new idea.  So why is it that the response to new ideas and new thinking is so often negative: ‘That sounds a bit risky’, ‘Haven’t we tried that already’, ‘Show me the figures’ etc. The problem is that most of us have spent our careers being indoctrinated in the philosophy of management, where the approach assumes that there is a ‘best way’ and your job as a manager is to know the best way, to tell others and to supervise them to ensure that they do it the ‘best way’. The philosophy of leadership is different in that it is concerned with what we achieve, but not with how we achieve it.  This therefore allows individuals to experiment and to find new and better ways of achieving the organisation’s goals.   Leadership and management are complementary skills that need to be applied appropriately, but if John Kotter of the Harvard Business school is correct in stating that most of our organisations are over-managed and under-led, then breakthrough results will only occur if we invest in developing our leadership skills.