Answer / varsha

i can prove to ba a great asset for your organization and
add value to the work culture around. and i m confident
that i will best justify the amazing opportunities provided
by you

Answer / akanksha

i am a hardworker,i grasp new things and skills quickly,have
a good communication skills and have abilities to manage and
lead a group. in addition i am always ready for feedback
which can enhance my skills.hence in long run i can be an
asset for your company.

Answer / narasimha

Committed towards organizational goals

Answer / ashok

because "oppurtunity knocks the door only once"
sir..highlight it...so tht it shows ur confident..

dont be saying silly tht i am confident,i can fil up
requirements nd so on...because these ans ver already
delivered by somone...show them ur r something different..

Answer / moulina

i should be offered dis job bcoz it goes well with my
experience and skills.

Answer / zeeshan

I AM UP-TODATE WITH THE MARKET

Answer / dheeraj dubey

which is u want it is in me

How would you handle an unusual problem you never encountered before?

1 Answers   BoA, IBM, Sutherland,

How get the c form for my company

0 Answers  

What happened in the end and what did you learn from the experience?

0 Answers   John Clark Motor Group,

If for item A wastage as per SION is 5% & actual wastage is 12%; then what action is to be taken while preparing application for Advance Authorization?

0 Answers   Baidu,

I was working for a major Bank for five (5) yrs. in NYC as a opertional manager and was sent to India several times to train staff at new location. I fell in love with a member of the staff in India and resigned from my postion in NYC. I have been in India since April,2011 and will be returning in January, 2011 with my partner. What reason do I give for living in India for 10 months with no job?

2 Answers   Bank Of America, Infosys,

Q.4. Method(s) to settle Industrial Disputes is/ are: I. Investigation. II. Conciliation. III. Arbitration. (a). I&II. (b). Only I ©. I, II & III. (d). None of these.

0 Answers  

6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

0 Answers  

During periods of Inflation, tax rates should increase.why?

0 Answers  

what are the basic production planning problems?

0 Answers  

WHAT VISA YOU ARE APPLING FOR

0 Answers  

The Department’s budget is currently $35 million dollars. Please outline for us your experience with budgets and key points for successful operations.

0 Answers  

6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

0 Answers