Interested to Buy Any Domain ? << Click Here >> for more details...
Can you work well under deadlines or pressure?
- 4 Answers
- 13284 Views
- Qatar Airlines, Shell, I also Faced
- E-Mail Answers
Answer Posted / anita
yes
| Is This Answer Correct ? | 2 Yes | 7 No |
Post New Answer View All Answers
Tell me about a time when you had to use your presentation skills to influence someone's opinion.
How to calculate Incetive.
How CRR(What is CRRrate hike will help to reduce inflation rate
What do you mean by management audit?
1. Tell us about a specific time when you became frustrated in an administrative role and how you resolved your frustration. 2.How do you envision your role in relation to the role of your principal? Describe your vision of a functional administrative team.
Accounting concepts are broad basic assumptions that underlie the periodic financial accounts of business enterprises. Discuss
give me an idea,wat qns r asked in interview?pls.. reply to niteshramancha@gmail.com
Please inform me about interview of computer operating in income tax dapartment lahore.
Hi here is Mehul and my question is about time punctuality and regularity at job.Some times i may be late on job by 5- 10 minutes bt being loyal and superior to the company i gives 50 minutes extra or more than that against the 5-10 minutes late. So then, while appraisal why the managers focus on 5-10 minutes late inspit of going 1 or 2 hours late. what could be an explanation to them while appraisal?
please send the sample question of state bank of india to email id shanpriya1987@gmail.com please.......that is quatitative aptitude,general awareness&resoning ability,marketing ,maths,gk aptitude/computerknowledge
WHAT IS THE QUALITIES OF UCOBANK AND HOW POSITION IN INDIAN BANKING.
Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.
Have you ever worked with someone that you did not get along with as part of a team? How did you handle that?
a depository bank is held where either in company's exist country or foreign country and how depository work with investor and how investor has to pay share price. please reply me quick because tomorrow my presentation so please........... alok
what are the functional areas of siemens?
