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Group Discussion

Group Discussion. Original ideas Clarity in articulation Good listening skills Positive body language. Desired Parameters in Candidates. Candidates’ group behaviour is checked on the following parameters:. Group Behaviour. Participation Leadership qualities Problem-solving capability

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Group Discussion

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  1. Group Discussion

  2. Original ideas • Clarity in articulation • Good listening skills • Positive body language Desired Parameters in Candidates

  3. Candidates’ group behaviour is checked on the following parameters: Group Behaviour • Participation • Leadership qualities • Problem-solving capability • Handling turbulence

  4. High • Low • Consistent Participation GDs check a candidate’s level of participation:

  5. Leadership Leadership is determined by • Initiative • Team spirit • Problem-solving skills • Decision-making skills

  6. Participate constructively • Provide rational arguments • Convince others • Build support • Logically weaken opponent’s point of view Leadership Qualities Suggested leadership qualities:

  7. Driver (imposes, evaluates, blocks) • Amiable leader (eagerly supports, avoid conflicts) • Democrat (includes everyone, tries to control) Leadership Styles Various leadership styles are evident during a GD:

  8. Dominate without bullying • Listen and react • Be a gate opener not closer Orderly Conduct Strive to:

  9. Restore order • Activate inert participants Avoiding Turbulence Strive to:

  10. Personality • Knowledge • Communication skills • Leadership skills Evaluation A GD evaluates a candidate’s

  11. Appearance • Temperament • Posture and gesture • Mental state Personality Personality is determined by

  12. Depth • Range • Analytical ability • Organization of ideas Knowledge Knowledge is determined by

  13. Listening Skills • Fluency • Language • Phonetic Ability Communication Skills Communication skills are determined by

  14. Sit comfortably • Understand the topic • Organize ideas • Speak at the earliest • Identify supporters and opponents Do’s • Keep track of time • Share time fairly • Maintain eye contact • Take notes • Aim for conclusion, not consensus

  15. Be in a hurry • Be silent • Dominate vocally/physically • Assume role of chairman • Introduce topic • Take extreme stance • Look at faculty • Shut out inert participants • Move excessively • Throw all ideas at one shot • Use slang • Speak fast • Digress • Pay attention to troublemakers • Get emotional Don’ts

  16. Types of GDs • Topic-based A controversial or factual topic may be used to evaluate candidates • Case-based A case study is used to evaluate a candidate’s analytical and decision-making skills among others.

  17. Topic-based GDs Interpret correctly; explore adequately Case-based GDs Understand the situation, work out alternatives, explore pros and cons, suggest solutions, and work out implementation and contingency plan

  18. Describes a challenging situation that the company is facing or has faced earlier. • Illustrates a specific set of management issues • Provides facts and figures • It is written in a manner that needs rearrangement and interpretation of facts as well as evaluation of opinions, behavior, and interaction • It includes data on alternative courses of action Case Study A case is a statement of conditions, attitudes, and practices and it:

  19. Put the case information together • Evaluate the actions and plans of the company and identify, and describe business opportunities and problems • Recommend a coordinated plan of action to correct business problems or to take advantage of opportunities • Justify the recommended action • Try to get a quick sense of the whole case – title, heading, outline, introduction, and conclusion Steps for Case Analysis

  20. Does this require a decision? Who is the decision maker? What decision does she have to make? What are her objectives? Are there other actors there? What are 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. Steps for Case Analysis (…contd)

  21. REPLAY • 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 or ask for clarification • Keep the group focused • Accept a critical atmosphere and be willing to submit your conclusions to rebuttal • Overcome the fear of making and admitting a mistake Tips

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