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Bzu, Sub Campus Layyah

Topic: Final Project on Principles of Management

Course Instructor: Mr. Zain ul Abdeen

Submitted By: Group# 02

MBL-15-33 Waqas Akram

MBL-15-08 Muntazir Ali

MBL-15-26 Wajid Ali

MBL-15-13 Muhammad Irfan

MBL-15-06 Sughra Iqbal

Department Of Business Administration

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Dedication

We are dedicating our work to our loving parents and respected teacher,

Mr. Zain ul Abdeen, who have played a vital role in our studies and have guided us at every

step with their precious ideas.

Sir helped us a lot where he was needed most.

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Acknowledgment

We are first of all very thankful to ALLAH almighty for the completion of

the report, our theacher Mr. Zain ul Abdeen helped us a lot at different stages and

we are very thankful to sir for delivering of the precious knowledge he gave us

about subject and life.

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Table of Contents

1 EXECUTIVE SUMMARY .......................................................................................................................8

1.1 Vision Statement .......................................................................................................................8

1.2 Mission Statement.....................................................................................................................8

1.3 Introduction ...............................................................................................................................8

1.4 History .......................................................................................................................................9

1.5 Market Share of the Company ............................................................................................... 10

2 Management Profile ....................................................................................................................... 11

3 Products .......................................................................................................................................... 12

4 Practical Study ................................................................................................................................ 12

4.1 What is the most important to your organization vision mission, or core values? ............... 12

4.1.1 Vision. ............................................................................................................................................................................... 13

4.1.2 Mission. ............................................................................................................................................................................ 13

4.1.3 Core Values. ...................................................................................................................................................................... 14

4.2 Have you personally hired trained and coached staff? .......................................................... 15

4.2.1 Hiring Process ................................................................................................................................................................... 15

4.2.2 Training............................................................................................................................................................................. 15

4.2.3 Coaching ........................................................................................................................................................................... 16

4.3 How many people have you supervised in the past? ............................................................. 17

4.4 How do you motivate your staff to produce optimal performance? ..................................... 17

4.4.1 Basic Needs of Motivation ................................................................................................................................................ 17

4.5 How do you handle difficult employees? ............................................................................... 18

4.5.1 Don't ignore the problem ................................................................................................................................................... 18

4.5.2 Intervene as soon as possible............................................................................................................................................. 18

4.5.3 Research the problem personally....................................................................................................................................... 18

4.5.4 Help the problematic employee to get back on track ......................................................................................................... 19

4.5.5 If all else fails, termination may be necessary ................................................................................................................... 19

4.6 What has been your most notable achievement from the last 2-3 years? ............................ 19

4.7 Have you ever fired someone due to erratic behavior? If so, explain what process or steps

you used to conduct the decimal? ..................................................................................................... 20

4.8 How would your subordinates describe your management style? If asked what would your

subordinates say about you? ............................................................................................................. 20

4.8.1 Clarify Your Involvement in the #achievement: ............................................................................................................... 20

4.8.2 Describe a Start, Middle and End: ..................................................................................................................................... 21

4.8.3 Quantify the Achievement: ............................................................................................................................................... 21

4.8.4 Don’t Forget Over-Achievement! ..................................................................................................................................... 21

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4.8.5 Indicate Your Personal Award: ......................................................................................................................................... 21

4.8.6 Include details of challenging circumstances: ................................................................................................................... 21

4.8.7 State the Effect of the Achievement, 360-degree style: ..................................................................................................... 21

4.9 Have you received any awards or recognition that you’re particularly proud of? ................ 22

4.10 When a problem arises, do you pause and think of a solution, or have you conditioned

yourself to act immediately with what seems right? ......................................................................... 22

4.11 How do you decide important decisions when it comes to staffing, accounting, operations,

warehousing, sales and so on? ........................................................................................................... 23

4.11.1 Work on the right decision problem .................................................................................................................................. 23

4.11.2 Specify your objectives ..................................................................................................................................................... 23

4.11.3 Create imaginative alternatives ......................................................................................................................................... 23

4.11.4 Understand the consequences ............................................................................................................................................ 23

4.11.5 Grapple with your tradeoffs .............................................................................................................................................. 23

4.11.6 Clarify your uncertainties .................................................................................................................................................. 23

4.11.7 Think hard about your risk tolerance ................................................................................................................................. 23

4.11.8 Consider linked decisions.................................................................................................................................................. 24

4.12 What are your thoughts or organizational restructuring? ..................................................... 24

4.12.1 Overview ........................................................................................................................................................................... 24

4.12.2 Challenges in organizational design .................................................................................................................................. 24

4.12.3 Restructuring Need ........................................................................................................................................................... 24

4.12.4 Alternative Solution .......................................................................................................................................................... 25

4.13 Have you had any experience with mergers and acquisition? ............................................... 25

4.13.1 Merger............................................................................................................................................................................... 25

4.13.2 Acquisition ........................................................................................................................................................................ 25

4.14 What are three key things that really derive the results for the company? .......................... 26

4.15 How does this position contribute to the company’s goals, productivity, or profits? ........... 26

4.15.1 Making Employees Happy ................................................................................................................................................ 26

4.15.2 Build Trust ........................................................................................................................................................................ 27

4.15.3 Provide Consistent Feedback ............................................................................................................................................ 27

4.15.4 Give Employees Respect ................................................................................................................................................... 27

4.15.5 Provide Career Growth Opportunities ............................................................................................................................... 27

4.16 How do you help a new employee understand the culture of your organization? ............... 28

4.16.1 Orientation ........................................................................................................................................................................ 28

4.16.2 Training............................................................................................................................................................................. 28

4.16.3 Example ............................................................................................................................................................................ 28

4.16.4 Guidance ........................................................................................................................................................................... 29

4.16.5 Incentives .......................................................................................................................................................................... 29

4.17 Corporate culture is very important, but it is usually hard to define until one violates it.

What is one thing do here that would be perceived as a violation of the company’s culture? ........ 29

4.18 How do you encourage creative thinking within your organization? .................................... 30

4.19 When faced with two equally-qualified candidates, how do you determine whom to hire? 32

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4.19.1 Think about Company Culture .......................................................................................................................................... 32

4.19.2 Consider Their Enthusiasm ............................................................................................................................................... 32

4.19.3 Assess their Commitment.................................................................................................................................................. 33

4.19.4 Trust Your Instinct ............................................................................................................................................................ 33

4.20 What are the most important decisions you make as a leader of your organization? .......... 33

4.21 What is one characteristic that you believe every leader should possess? ........................... 34

4.21.1 Vision and Better Communication .................................................................................................................................... 34

4.22 What are the biggest challenge facing leaders today? .......................................................... 34

4.22.1 Very Fast Change in Technology ...................................................................................................................................... 34

4.22.2 Balance Data Accessibility With Security ......................................................................................................................... 35

4.22.3 Bridge Skills Gap .............................................................................................................................................................. 35

4.23 What is one mistake you witness leaders making more frequently than others? ................. 35

4.23.1 The Trap of Top-Down Authority Attitudes ...................................................................................................................... 36

4.23.2 Putting Paper before People .............................................................................................................................................. 36

4.24 What are few resources you would recommend to someone looking to gain insight into

becoming a better leader? ................................................................................................................. 36

4.24.1 Follow leaders who you look up to ................................................................................................................................... 37

4.24.2 Practice the things that make you uncomfortable .............................................................................................................. 37

4.24.3 Tell yourself every day that you’re a leader (and believe it!) ............................................................................................ 37

4.24.4 Learn something new about your expertise, industry or niche every day .......................................................................... 37

4.24.5 Gather resources you use and that you would recommend to others ................................................................................. 38

4.24.6 Read .................................................................................................................................................................................. 38

4.24.7 Build and grow your relationships .................................................................................................................................... 38

4.25 What advice would you give someone going into a leadership position for the first time? . 39

4.25.1 Keep it simple ................................................................................................................................................................... 39

4.25.2 Take ownership ................................................................................................................................................................. 39

4.25.3 Reward your employees .................................................................................................................................................... 39

4.25.4 Create a transparent work environment ............................................................................................................................. 39

5 References ...................................................................................................................................... 40

6 Group Members ............................................................................................................................. 41

7 Assigned Tasks of Whole Group ..................................................................................................... 42

Visit ..................................................................................................................................................... 42

Questioning ........................................................................................................................................ 42

Data Collection ................................................................................................................................... 42

Report Prepration ............................................................................................................................... 42

Presentation ....................................................................................................................................... 42

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1 EXECUTIVE SUMMARY

1.1 Vision Statement

“To be the premier Pakistani enterprise with a global reach, passionately pursuing value

creation for all stakeholders”

1.2 Mission Statement

“Our mission is twofold, to help farmers maximize their farm produce by providing quality

plant nutrients and technical services upon which they can depend. To create wealth by

building new businesses based on company and country strengths in petrochemicals,

information technology, infrastructure, food and other agriculture sectors.”

1.3 Introduction

Engro Fertilizers Limited (listed on all 3 stock exchanges of Pakistan), is an 86%

owned subsidiary of Engro Corporation (ENGRO), which is involved in the business of

manufacturing and marketing of urea and NPK (compound) fertilizers. EFERT is Pakistan’s

largest urea player in terms of capacity, with Engro Urea as Pakistan’s oldest domestic urea

brand. Over the years, production capacity of its base plant has been enhanced from 173

kt/year to 975 kt/year through various projects including a relocation from USA. In 2010, it

completed construction of the EnVen project which at that time was the world’s largest single

train urea plant, adding 1.3mn tpa of urea production capacity, making Daharki world’s 5th

largest urea production site. As per Fertilizer Policy 2001, EnVen (COD: 2011) was contracted

to receive feedstock gas from the SNGPL network at US$0.70/mmbtu for 10yrs (vs. normal

pricing of US$4.2/mmbtu). After a gap of 04 years, with delays due to GoP back tracking,

EFERT has received confirmation of concessionary gas pricing in Mar’15. EFERT has

entered into an agreement with GENCO II (endorsed by ECC) to install compressors for

Guddu Power Plant at its cost. In lieu of this it is understood that 60MMSCFD of Guddu gas

will continue to flow to EFERT till December 2015. During 2015, Engro Eximp’s trading arm

is being sold to EFERT (subject to shareholders’ approval), after which the Company will also

be engaged in import and marketing of phosphate based fertilizers (DAP & MAP) and

micronutrients.

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1.4 History

Engro Fertilizers Limited is a leading name in the country’s urea producers. It is primarily in

the business of manufacturing and marketing of urea and NPK (compound) fertilizers. With

the establishment of 1.3 MT state of the art fertilizer complex in 2011, the Company’s annual

urea production capacity stands at 2.3 MT representing 33% of that of entire Pakistan’s.

Engro’s product line comprises of Urea sold under the brand name of Engro Urea and NPK –

compound fertilizer – as Zarkhez. The Company, as an agent to Engro Eximp Private Limited

(a sister concern), is also engaged in distribution and marketing of phosphate-based fertilizers

mainly DAP and MAP.

The Company commenced operations as an independent entity as a result of the demerger of

fertilizer operations from Engro Corporation Limited (previously called Engro Chemical

Pakistan Limited) on January 1, 2010. This demerger resulted in the transfer of all fertilizer

assets and liabilities to the Company with its current status as a wholly owned subsidiary of

Engro Corporation Limited.

The Company has been in fertilizer business since 1965 when Esso Pakistan Fertilizer

Company Limited was established following the discovery of the Mari gas field near Daharki.

In 1978, as part of an international name change program, Esso became Exxon and the

company was renamed Exxon Chemical Pakistan Limited (ECPL). Later in 1991, Exxon

decided to divest its fertilizer business on a global basis. The employees of the time, in

partnership with local financial institutions, led a management buyout of Exxon’s equity stake

and subsequently renamed the company as “Engro Chemical Pakistan Limited”. With time the

Company diversified by establishing several other business lines in the form of subsidiaries. In

2009, a demerger of the fertilizer business was proposed with ECPL adopting a holding

company structure to manage the affairs of its various businesses which include Engro

Fertilizers, Engro Foods, Engro Powergen, Engro Eximp, Engro Polymers and Chemicals,

Engro Vopak, Engro Foods Netherlands and Elengy Terminal Pakistan. With its head office in

Karachi and manufacturing facilities based in Daharki and Karachi, Engro Fertilizers Limited

employs over 1,200 individuals.

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1.5 Market Share of the Company

The local industry has historically been able to sell its entire urea production due to the

demand / supply gap. The share of Engro in the urea market touched 21% in 2011 from 15% in

2010 owing to additional production from Enven (despite at curtailed levels). However, the

market share subsequently dropped to 17% due to further curtailment in 2012. Engro currently

represents a substantial 33% of the total installed capacity in the country.

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2 Management Profile

Name Designation

Mr. Muhammad Aliuddin Ansari Chairman

Mr. Ruhail Mohammad Chief Executive Officer

Mr. Shabbir Hashmi Director

Mr. Abdul Samad Dawood Director

Mr. Khalid S. Subhani Director

Mr. Javed Akbar Director

Ms. Naz Khan Director

Mr. Shahid Ahmed Pracha Director

Mr. Asad Mumtaz Ali Khan Zonel Manager (Sales)

M.phil (Food Tech.), Mba (Mkt)

Cell# +923028244649

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3 Products

Engro Urea

Engro DAP

Zingro

Engro NP

Engro Zarkhez

4 Practical Study

4.1 What is the most important to your organization vision mission, or core

values?

This is a little bit like trying to answer which sense is more important—sight, smell,

hearing, taste, or touch? The truth is that they are all important.

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4.1.1 Vision.

Having a clear vision of where you are going is crucial in any human endeavor. This is

especially true when it comes to organizations. Unless we know where we are going, it is

difficult to select the best route, assign the necessary resources, or create any semblance of

organizational alignment. While a mission is a statement of what is, a vision is a statement of

what or how you would like things to be. A picture of the future you’re working to create,

what you want to be when you grow up, what you want your business to become. Without a

vision of where you’re going how can you develop a plan to get there and how will you know

when you’ve arrived? Without a vision of where we would like to be, we can continue hiking

various trails through life, climbing mountain after mountain, only to discover each time that

we’ve arrived somewhere we really don’t want to be. Nothing was ever created without a

vision. It guides us, gives us direction and purpose, and can serve as a powerful motivator for

those around us and ourselves. In order to truly guide and motivate a vision must: Be aligned

with the core values of both the individuals and the farm business and be effectively

communicated to and accepted by everyone involved in the farm.

4.1.2 Mission.

A personal mission or a business mission statement deals with questions like, “Why are we

here?”, “Why do we exist?”, “Why do we get up each day and do what we do?”, and “What is

it that we get paid for?” “What function does the organization perform? For whom? How? The

mission is a broad statement of personal or business scope, purpose and operation that

distinguishes me, or my farm, from others. A business cannot have values, beliefs or a mission

outside of the people who makeup that business. Therefore, especially for small closely held

businesses, it’s important that each principle in the business write their own personal mission

statement first, and then come together as a group or team to develop a mission statement for

the business. A business mission statement reflects the core values and beliefs of the

individuals who lead the business. To the extent there are large differences between a mission

and a personal mission, or between farm business values and personal core values, there will

be discord and friction for that individual within the business. Whether you’re an owner, an

employee or a consultant, one way to help assure happiness and fulfillment at work is to be

certain your values and mission are in alignment with those of the business. People have been

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known to become physically ill from the stress of working in a business where their core

values were at odds with the values and ethics practiced in the business In addition to giving

structure and direction to an individual or business, well-written mission statements are

excellent tools to inform others about what’s important to you and how you operate your

business.

4.1.3 Core Values.

Even though we frequently talk about mission and vision first, the basic underlying

foundation for both is our core values. Core values are the principles and standards at the very

center of our character, and from which we will not budge or stray. Core values are extremely

stable and change only very slowly over long periods of time. Core values form the basis for

our beliefs about life, us and those around us, and the human potential of us and others. Values

and beliefs form our attitudes and guide our behavior. The behaviors we engage in are what

people around us see, along with our skills and actions. Our outer or public shell of behaviors

and skills can change rapidly and dramatically through our lives, influenced by our

environment and guided by our more stable core values and beliefs.

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4.2 Have you personally hired trained and coached staff?

I don’t have personal experience about the recruitment. For this question I refer you to our HR

department. They will tell you about the question in detail. Hiring of employees includes the

following five steps.

4.2.1 Hiring Process

In order to increase efficiency in hiring and retention and to ensure consistency and

compliance in the recruitment and selection process, it is recommended the following steps

be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details for

each step include the minimum recommended best practice to attract a talented and diverse

applicant pool:

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description

Step 3: Develop Recruitment Plan

Step 4: Select Search Committee

Step 5: Post Position and Implement Recruitment Plan

Step 6: Review Applicants and Develop Short List

Step 7: Conduct Interviews

Step 8: Select Hire

Step 9: Finalize Recruitment

4.2.2 Training

Training refers to a planned effort by a company to facilitate employees’ learning of job-

related competencies. These competencies include knowledge, skills, or behaviours that

are critical for successful job performance in the immediate term or near future. This is in

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contrast with development, which is training that provides employees with competencies

for anticipated future jobs and roles. Training process includes the followings.

Sexual Harassment (Employees and Supervisors)

Business Ethics

Diversity

The Family and Medical Leave Act

Managing Challenging Employees

Customer Service Skills

Workplace Safety

4.2.3 Coaching

Coaching is a different approach to developing employees' potential. With coaching, you

provide your staff the opportunity to grow and achieve optimal performance through

consistent feedback, counseling and mentoring includes the following steps.

1: Build a Relationship of Mutual Trust

2: Open the Meeting

3: Get Agreement

4: Explore Alternatives

5: Get a Commitment to Act

6: Handle Excuses

7: Provide Feedback

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4.3 How many people have you supervised in the past?

I have experience of supervising a small team of sale and production consists of at least forty

five people.

4.4 How do you motivate your staff to produce optimal performance?

Employees won't work harder for you, but they will work harder for themselves. That's why

you have to find out what motivates them. And you have to learn how to influence that

motivation. First, help them stretch. Work with employees to set individual goals that exceed

their job requirements. Set clear performance standards, and be specific about outcomes. Make

sure people understand how what they do affects what others do. Ask employees to suggest ideas

on how to improve their performance. Write down the performance standards you've agreed on,

and give copies of the lists to employees. Decide what should be done. Make sure it is done.

Offer guidance and feedback when appropriate. Finally, reward people for meeting or exceeding

standards. Don't limit your thinking to material rewards. Instead, offer employees more

autonomy, more responsibility, or even a new software package. Send out ammo publicly

commending their work. Have the team recognize their contribution. Give a certificate. Tailor

the reward to the person as well as to the achievement. But don't make the mistake of thinking

that dangling a carrot is all you need to do. It's just part of a larger strategy.

4.4.1 Basic Needs of Motivation

4.4.1.1 The Autonomy Need.

The first is called “the autonomy need.” This is the need to be seen and respected as an

individual, and to stand out for one’s personal performance. It is a need to be recognized for

individual achievement or the “I am special” need.

4.4.1.2 The Dependency Need.

The second need that each person has in the workplace is “the dependency need.” This is the

need that people have to feel a part of something bigger than them. People want to be part of a

team. It is the need to feel recognized and accepted as part of a group of people in the workplace.

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4.5 How do you handle difficult employees?

Difficult people present no problem if we pass them on the street, in the supermarket or in a

building lobby. Nevertheless, when we have to work with them difficult people can become

major irritants. It seems that some people are just born to be difficult. We have all worked with

them and most of us dislike them. Difficult people are easy to recognize--they show up late,

leave early, don't turn their work in on time and have an excuse for every failing. Naturally, no

one wants to work with difficult people. When dealing with problematic employees, productivity

decreases, frustrations rise, morale goes down and customers and vendors get upset.

4.5.1 Don't ignore the problem

Assuming that the employee provides value to the company and possesses redeeming

qualities, there are ways to deal with difficult employees. Most often, managers will simply

ignore problematic staffers. Managers who live by this rule hope the problem will just go away;

that these people will somehow turn themselves around or stop being troublesome. Ignoring the

situation is the wrong solution to what could likely become a progressive problem.

4.5.2 Intervene as soon as possible

It is important to take action as soon as the negative behavior pattern becomes evident--when

left untouched, this problem will only escalate. Occasionally, the difficult employee has no idea

that his behavior is a problem or that others react negatively to his actions. This is because most

people tend to put up with the annoying behavior and "go along to get along." At the same time,

some employees just consider it a "job frustration."

4.5.3 Research the problem personally

Armed with accurate data and examples, the manager needs to then take this person into a

conference room or office--away from others--and calmly address the issue. To begin, the

manager needs to ask the employee if he is aware of any ongoing issues to determine if the

difficult person is aware of the problems. If the employee is "unaware," the manager needs to

describe the unacceptable behavior. The employee might interrupt to disagree or deny the

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existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of

the unwanted behavior.

4.5.4 Help the problematic employee to get back on track

Once the employee begins to understand that these negative behaviors are real and

experienced by others in the organization, the manager or someone from human resources should

begin to coach the difficult employee in displaying more acceptable and appropriate behaviors.

The employee needs time and practice in "trying on" new, more suitable behaviors. HR and/or

the manager need to provide specific feedback to this employee on the success or failure of his

efforts in minimizing the negative actions and implementing ones that are more positive.

4.5.5 If all else fails, termination may be necessary

If the employee continues to deny his inappropriate behavior and refuses to try to improve

the situation, the manager needs to place this person on the fast track towards termination. Often

this involves recording a series of well-documented verbal and then written feedback about the

behavior. Strictly following company protocol, there should be a period for the employee to

address the questionable behavior. If this trial period does not result in improved behavior, then

the employee needs to be terminated. Most employees will recognize the negative behavior and

will at least attempt to turn it around.

4.6 What has been your most notable achievement from the last 2-3 years?

"I’ve been in a management position from twelve years yet, but I did manage forty four

employees for twelve year duration. During that time, I was given a large area of work to cover.

I planned and organized the work to distribute to the five extra workers. I managed their work

and kept track of how many hours they worked each week. I met with them on a regular basis

and provided feedback on where they are doing well, and where they needed improvement.

Their time in our team ended after we completed the project. It wasn't a management position,

but I gained experience in managing people." My notable achievement is that I have achieved a target

of 12 thousand ton sold in the year 2013. And visited many countries on company’s expenditures. After

that in the year 2014 I again achieved my target of 13 thousand ton and rewarded by an increments in my

salary.

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4.7 Have you ever fired someone due to erratic behavior? If so, explain what

process or steps you used to conduct the decimal?

I highly recommend that violent people almost never "just snap." There are always warning

signs. By dealing honestly with these we can often defuse situations before they happen, or at

least not escalate them. He focuses on the interview and hiring process, and provides examples

of questions designed to tease out whether a potential employee has a persecution complex.

When an otherwise good employee starts acting in unstable ways, I think the answer is a

combination of compassion, directness, and dealing with the problem early instead of letting it

escalate. "(Behavior) is out of bounds at work. It's so out of character for you, you have me

worried. What's going on?" Maybe HR can refer the employee to assistance; maybe you can do

something to lighten the load. Then observe and document. People turn to violence when they

feel humiliated and that they are out of options, so it's very important that you don't humiliate the

person and that you focus on the future. Dragging out a firing by rehashing everything that the

employee did wrong, threatening their future prospects, and having them escorted out by

security, etc. are behaviors that can escalate an unstable person's sense of helplessness. In firing

someone you need to be firm, direct, and as respectful as you can be given the specific behaviors

and risks.

4.8 How would your subordinates describe your management style? If asked what

would your subordinates say about you?

4.8.1 Clarify Your Involvement in the #achievement:

Use powerful words that describe your contribution. Passive statements like ‘did’,

‘performed’ or ‘was involved in’ don’t indicate your level of involvement – they’re

worthless, so don’t use them. Words that show that you actually made a difference are what

you’re looking for.

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4.8.2 Describe a Start, Middle and End:

Mention the starting conditions, such as ‘poor performance’, ‘high costs’, ‘unpalatable

risk’, and follow with a statement on what you made happen (the project, change initiative,

etc), and cap it off with the result – was the desired outcome achieved?

4.8.3 Quantify the Achievement:

Use numbers and hard measures where you can. For example, say ‘saved $50,000’ rather

than ‘saved operating costs’. More specific you are, the greater the value of your statement

of achievement. In almost all cases, a percentage value has a higher-impact than an absolute

number. In some cases, what might look like a minor achievement, when quantified, it could

be a major achievement as perceived by others.

4.8.4 Don’t Forget Over-Achievement!

If you set out to save $50,000, but instead saved $60,000, then make sure this is known.

So many people forget to do this.s

4.8.5 Indicate Your Personal Award:

Some achievements warrant special reward, so mention them. If you were promoted, or

awarded a bonus, then add it into your statement of achievement.

4.8.6 Include details of challenging circumstances:

If the achievement was tough due to business events or conditions, then make sure you

say what they were. It’s important to describe any challenges you faced. For example, if there

were many layoffs in your organization whilst you were tasked with improving team morale,

then make these conditions clear.

4.8.7 State the Effect of the Achievement, 360-degree style:

Describe the achievement not just from your own perspective; also describe what it

meant for your colleagues, subordinates, management and customers (where appropriate.)

Don’t forget to quantify the effect for each of these groups of people too.

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4.9 Have you received any awards or recognition that you’re particularly proud

of?

"I’ve been in a management position from twelve years yet, but I did manage forty four

employees for twelve year duration. During that time, I was given a large area of work to cover.

I planned and organized the work to distribute to the five extra workers. I managed their work

and kept track of how many hours they worked each week. I met with them on a regular basis

and provided feedback on where they are doing well, and where they needed improvement.

Their time in our team ended after we completed the project. It wasn't a management position,

but I gained experience in managing people." Life is a “thinking energy”, we as a soul/being as

well as we as the physical body (with the heart & brain as the intelligence centers) are a form of

life-energy and hence have this inherent nature of being a “thinking” entity. Living from a place

of wholeness has nothing to do with the “end of thinking”; rather it’s about letting go of the

deluded, misguided, or imbalanced, way of thinking. The whole practice of trying to silence your

thoughts is one of the most misguided practices you can ever follow to come to a place of

wholeness – trying to silence your thoughts is just an act of suppression, it can give you some

temporary relief, just like a drug would, but it also keeps you to from resolving the

conflicts/problems that you may be dealing with in your life. There are people who have spent

years trying to silence their “thinking”, through the force of will, and all they manage to

accomplish (temporarily) is a false state of dull peace, which has a highly unnatural feel to it and

requires constant effort to maintain – these practices are ways of “disciplining” yourself

unnaturally, and they accomplish nothing towards inner-freedom, creativity, alignment and

conscious living. The problem is not with “thinking”, the problem is in the approach we

developed towards thinking, which is simply a part of the conditioning/training we receive from

a largely struggle-based society

4.10 When a problem arises, do you pause and think of a solution, or have you

conditioned yourself to act immediately with what seems right?

Yes of course I take time to think for the solution when problem arises, I take fifty five

minutes of an hour for thinking what the problem is, where the problem is, and why the problem

is. Then take remaining five minutes to solve the problem.

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4.11 How do you decide important decisions when it comes to staffing, accounting,

operations, warehousing, sales and so on?

An Eight-Step Approach to Making Better Decisions is as follows.

4.11.1 Work on the right decision problem

Be careful in stating the problem, and avoid unwarranted assumptions and option-

limiting prejudices.

4.11.2 Specify your objectives

Determine what you want to accomplish, and which of your interests, values,

concerns, fears, and aspirations are the most relevant.

4.11.3 Create imaginative alternatives

Alternatives represent different courses of action, and your decision can be no better

than your best alternative.

4.11.4 Understand the consequences

Determine how well different alternatives satisfy all of your objectives.

4.11.5 Grapple with your tradeoffs

Since objectives frequently conflict with each other, it becomes necessary to choose

among less-than-perfect possibilities.

4.11.6 Clarify your uncertainties

Confront uncertainty by judging the likelihood of different outcomes and assessing

their possible impacts.

4.11.7 Think hard about your risk tolerance

In order to choose an alternative with an acceptable level of risk, become conscious

of how much risk you can tolerate.

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4.11.8 Consider linked decisions

Many important decisions are linked over time. The key to making a series of

decisions is to isolate and resolve near-term issues while gathering information relevant

to issues that will arise later.

4.12 What are your thoughts or organizational restructuring?

4.12.1 Overview

Organizational Restructuring Toolkit Legacy is the term Infrastructure and Applications

leaders commonly use to distinguish the older parts of their technology portfolios from more

emergent, modern systems. But given the disruptive changes we’re seeing in every technology

domain, from hosting to employee computing to mobile applications, more leaders are asking

whether the real legacy problem they have is their organizational model and workforce strategy.

We’re beginning to see a number of restructuring and reorganization efforts gain traction, along

with questions about whether there’s a single right model for the future. The track record of

restructuring efforts, however, suggests that the best approaches are more about concentrating on

the journey rather than attempting to nail down the destination up front.

4.12.2 Challenges in organizational design

Restructuring or reorganization can be the solution to all Infrastructure problems and can

miss other root causes of organizational performance challenges. The immediate danger is that

leaders can burn resources and (potentially) put employee engagement at risk when restructuring

isn’t the critical need.

4.12.3 Restructuring Need

A structured set of questions we can run with our leadership team to determine whether

performance challenges are a matter of organizational structure, strategy, talent, rewards and

recognition practices, or business processes.

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4.12.4 Alternative Solution

The development of solutions can get quickly derailed by organizational politics in place of

vested interests, we need a way to depoliticize and test alternative approaches before landing on

a solution. The key is a two-stage value chain or workflow mapping exercise. In the first stage,

the leadership team can collectively map a simplified value chain for the function as it presently

exists. Participants should identify all the activities they own or participate in without

associating those activities with a position or name. In this stage, the goal is simply to reveal

process strengths and opportunities for performance improvement. In the second stage, the

leadership team should simulate the value chain as it would operate under different

organizational models

4.13 Have you had any experience with mergers and acquisition?

4.13.1 Merger

The combining of two or more companies, generally by offering the stockholders of one

company securities in the acquiring company in exchange for the surrender of their stock.

4.13.2 Acquisition

A corporate action in which a company buys most, if not all, of the target company's

ownership stakes in order to assume control of the target firm. Acquisitions are often made

as part of a company's growth strategy whereby it is more beneficial to take over an

existing firm's operations and niche compared to expanding on its own. Acquisitions are

often paid in cash, the acquiring company's stock or a combination of both.

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4.14 What are three key things that really derive the results for the company?

The many and diverse choices that made certain companies great were consistent with just

three seemingly elementary rules:

Better before cheaper in other words compete on differentiators other than price.

Revenue before cost that is prioritizes increasing revenue over reducing costs.

There are no other rules so change anything you must to follow Rules 1 and 2.

The rules don’t dictate specific behaviors; nor are they even general strategies. They’re

foundational concepts on which companies have built greatness over many years. How did these

organizations’ leaders come to adopt them? We have no idea—nor do we know whether the

executives even followed them consciously. Nevertheless, the rules can be used to help today’s

and tomorrow’s leaders increase the chances that their companies, too, will deliver decades of

exceptional performance.

4.15 How does this position contribute to the company’s goals, productivity, or

profits?

Ways to Increase Profit and Productivity are as under.

4.15.1 Making Employees Happy

We all know that we seem to have more energy, are less stressed, more creative, more

helpful to others and achieve more when we are happy.

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Yet when it comes to workplaces, the same formula often doesn’t appear to apply. While

keeping customers and clients happy has been a focus of business success for years, ensuring

employee happiness has not always been such a priority.

4.15.2 Build Trust

Trust is at the foundation. At the peak of the pyramid, are the qualities associated with

engagement: self-actualization, creativity and problem-solving. Bridging the gap between these

levels is the key to happy and high performing employees. When employees feel they are trusted

to perform their job functions they have the freedom and confidence to engage creatively and

participate in solving problems, which in turn creates a feeling of value, maximizing their

contribution. And make sure keep any promises you make to them – broken promises will

remove any feelings of trust they may have.

4.15.3 Provide Consistent Feedback

Most people want to know that they are “getting it right”, or at the very least, know how

they can improve to be the best they can be. Providing consistent feedback opens up

communication between employees and managers and the benefits flow both ways – employees

gain a better understanding of where they’re succeeding and what requires more attention;

managers glean insight into office dynamics and daily work flow. But feedback is effective only

when it is delivered objectively and fairly and should be treated as a tool of instruction, not

chastisement or punishment.

4.15.4 Give Employees Respect

New research suggests that overall happiness in life is more related to how much you are

respected and admired by those around you, not to the status that comes from how much money

you have stashed in your bank account. A crucial part of fostering employee engagement is

acknowledging and utilizing the unique skills and qualities a person brings to the table.

4.15.5 Provide Career Growth Opportunities

Employees who are fully engaged and demonstrate the ‘nirvana’ that is job satisfaction

and initiative won’t want to be put in a corner to beaver away on the same tasks day after day. If

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you really want someone to be a productive, contributing member of your team next year and the

year after that, then offering career growth opportunities is a sure-fire way of making that

happen. A few ideas are compensating advanced education, funding attendance at conferences

and participation in internal mentorship programs. Career development enhances employees’

skill sets, which will further enrich your business and it also communicates to employees that

they are important members of the team who are expected to learn new and better ways to meet

goals and objections.

4.16 How do you help a new employee understand the culture of your

organization?

4.16.1 Orientation

The first step to involve employees in the organization culture is orientation. In

orientation process we help our employees to understand our organization culture by

introducing them to our staff, environment of organization, ways to communicate with each

other, to their job nature etc.

4.16.2 Training

The first step to passing along your organizational culture is through training. With an

effective teacher and strong written materials, the employee will immediately find himself

immersed. Your selected trainer should reflect the best qualities of your organization. He

should be able to accurately and effectively begin to pass the culture along to new hires.

Your written material should be equally as strong, written in a tone that highlights the culture

you want to pass along to new recruits.

4.16.3 Example

Perhaps the most effective way to pass along organizational culture is to lead by example.

This mantra should extend through the rank and file to upper management. If you want to

promote a culture of activity in your community, but your managers have no involvement in

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any kind of community outreach, service or activities, it tells lower-level employees that the

culture you are promoting is more of an ideal than a reality.

4.16.4 Guidance

Early on, an employee may understand the culture of your organization, but he may be

unsure of how to embrace it. Talk to your employees about what you expect from them,

especially if it extends beyond their primary duties. If you expect your employees to get

involved in the community, don't just tell them show them. Give them examples of ways they

can contribute that will promote your company]

4.16.5 Incentives

At first, a new employee is not fully invested in promoting organizational culture. Initially, he will

be in a period of adjustment, feeling out his new responsibilities. Providing incentives and rewards

for participating in activities that foster organizational culture will have a two-fold effect. It will

encourage him to better understand the organizational culture while giving him an example of

exactly how it works. He will see that your organization promotes a culture that rewards employees

for their work. Hopefully, he will pass this along to others while remaining in your employ.

4.17 Corporate culture is very important, but it is usually hard to define until one

violates it. What is one thing do here that would be perceived as a violation of

the company’s culture?

"A set of norms and values that are widely shared and strongly held throughout the organization"

Culture was always a vital part of organization success. It revolved around teamwork, integrity, a

spirit of humility, and always doing right by our clients. Think about a firm with a reputation for

impeccable customer-care. Both managers and employees are tempted to save on the effort

necessary to provide the best care. Offering the best effort is costly and the probability of being

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detected is minimal, especially if the shirking is only partial: it is hard to prove that the care was

only slightly subpar. Furthermore, the negative consequences of a reduced reputation will not be

felt right away. One bad episode can hardly destroy a long-standing reputation of excellence.

4.18 How do you encourage creative thinking within your organization?

As the chief executive of a private equity firm I am always on the look-out for the brightest

and most innovative talent. My role has made me become even more aware of the need to be

constantly watching for the best creative talent in the region. Creativity can be a difficult notion

to grasp but it is a key talent that is always found at the heart of any successful company. I would

say that true creativity, along with drive and self-belief, are the defining characteristics of any

successful organization. That is a straightforward definition, but the real difficulty comes in

actually being able to think differently or “out of the box”. It is a very rare and valuable skill to

be able to come up with ideas that are truly original and different to anything currently out there

on the market. Creativity always has to be relevant but it is crucial to the success of any business.

Without originality, businesses have no way of differentiating themselves from their competitors

in the market place. Being different from rivals has become increasingly important in the modern

business environment.

Taking all of this into account, I believe it is vital to encourage staff to think differently and this

can be done in several ways.

i. Give your staff the time and the space to be imaginative and creative.

Apple is a great example of a company which has benefited enormously

from this. Up to a fifth of their working day is given to creative thinking

sessions. Innovation is a key characteristic of the company so it is vital for

Apple to inspire staff and to give them the space to be original.

ii. Constantly question yourself and your working practices. Instead of

sticking with tried and tested methods, business leaders should always be

thinking of alternative approaches when it comes to solving issues and

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problems. Simply posing the question can lead to new ideas and projects,

which opens up valuable income streams.

iii. Encourage people to work in groups. That way, ideas can be shared along

with responsibility and the credit for success. A company which has an

overly competitive and individualistic culture can stifle creativity.

iv. Not every idea is going to be a great idea but it is important not to ridicule

people who are brave enough to think differently from the rest of us. If

people are scared of being mocked then they are going to be reluctant to

step forward with new ideas.

v. Running a business and hitting targets is serious as people’s livelihoods

rely on the success of a company - but the creative process needs to be

fun. If you want to inspire people to think differently then you have to

create the right culture and environment to allow them to do just that.

However it is important to remember that creativity on its own is not enough to guarantee

success. The focus should always remain on how to use innovative thinking to make the

company financially successful. Stick to these rules and there is every chance you will have a

success story on your hands.

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4.19 When faced with two equally-qualified candidates, how do you determine

whom to hire?

Very often in recruitment, you have a situation where you’re faced with the problem of choosing

between two equally-qualified candidates for a particular role. While this is a great position to be in it’s

also an agonizing one. If you make the right decision then great, but if you make the wrong one, it can

have a long-lasting effect on the business. There’s no secret formula to choosing the right candidate, but

there are a few things you can consider when making your decision, and we’ve listed these below.

4.19.1 Think about Company Culture

While a candidate might be perfect for the role on paper, it’s important to consider

whether they would fit in with the company culture. A culture fit is just as important as

qualifications or experience, so getting a good personality match is a vital part of the

recruitment process. Have a look at the sort of employers they’ve worked for in the past, and

if it seems like they have a similar culture to your business then you could be on to a winner.

4.19.2 Consider Their Enthusiasm

One of the best attributes a candidate can have is enthusiasm for their role and the business,

so this could be something to consider when choosing which candidate to hire. Think back to

the interview and what sort of questions each candidate asked about the role. If one was

asking more about benefits and perks while the other was more interested in the training, job

responsibilities and company progression, it’s clear that the latter one is more interested in

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bringing something to the business, while the other is more concerned with what they can get

out of the company.

4.19.3 Assess their Commitment

Another thing to consider when choosing between two qualified candidates is whether

they are in it for the long haul, or if only view this opportunity as a stepping stone onto

bigger and better things. Think about how spoke about their career aspirations in the

interview. If one talked about wanting to grow within the business and identified internal

roles they’d like to work up to, then you know they’ll stick around a while. However if one

candidate talked about wanting to for example set up their own business or move on you

know they are not looking for a permanent role and could leave at any moment.

4.19.4 Trust Your Instinct

Sometimes, no matter how long you spend looking at the pros and cons of two

candidates, you simply can’t choose one over the other. This is the time when you should really

follow your gut and trust your instinct when it comes to who you should hire. Naturally, you’ll

have a feeling that one of them will fit better within the company, or maybe you simply get on

with them better, and it’s okay to follow these instincts because you’re the one that’ll be working

with them.

4.20 What are the most important decisions you make as a leader of your

organization?

As a leader, there is no doubt what your number one priority is: it is to build a high

performing team. Teams accomplish things that individuals simply cannot by themselves.

As a leader, who you hire, the way you facilitate interactions, the way you tear down silos

in politics, and how you build trust within the organization matter more than anything else.

To this end, it is the personnel decisions, the team orchestration decisions, that make the

most impact on your organization. Flawless execution will beat brilliant strategy all day

long. But high performing teams will overcome challenges in strategy, in execution, and in

all parts of the business. Your number one priority as a leader is to build your team. Do not

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abdicate your responsibility in putting that team together. The most important decision you

make as a leader is that which impacts the team and the people within the team.

4.21 What is one characteristic that you believe every leader should possess?

4.21.1 Vision and Better Communication

A vision is a clear mental picture of who you want to become and what you desire to do at a

set time in the future. A vision is the ingredient that launches a leader out of his place of

stagnation and into forward action. A leader with a vision knows precisely what he wants and

makes it clear to those connected to him. Not only does he speak and dream about his vision, he

writes it out in detail, formulates a plan and takes daily action. A leader understands that, without

a vision, he won’t live up to his full potential. An attentive leader understands that

communication gives life to a vision. You cannot get those connected to your leadership to share

in the vision if it is not plainly communicated. If you want others to follow your lead, then

communication is your ally. A good communicator aims to make sure his message is

understood. It does little good for a leader to have a strong vision with specific goals if he has not

easily and effectively conveyed his ideas to the people connected to it. When you communicate

your vision often, you encourage people to participate in the process.

4.22 What are the biggest challenge facing leaders today?

Biggest challenges facing by the today’s leaders are as follows.

4.22.1 Very Fast Change in Technology

The role of the IT department is shifting. In the past, IT departments

were viewed as a back-office function that supported the business.

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Their main responsibility. These days, that’s changing. As technology plays an increasingly

important role on all aspects of business, modern IT departments must permanently shift their

focus from maintenance to innovation. They must move quickly. They must drive business

forward.

4.22.2 Balance Data Accessibility With Security

In the past, data was stored in-house, and locked down. IT

controlled data access. These days, that’s changing. Employee-

owned mobile devices have infiltrated the workplace. We’ve

entered a mobile world, where employees expect data access from

anywhere, on any device. This issue takes center stage for most companies and will become

particularly challenging as the BYOD era evolves to include wearable devices. Beyond the

growing ubiquity of mobile devices in the workplace, it’s the 24/7, always-on work mentality

combined with telecommuting and the constant demand for information that leaves organizations

in a tough spot finding the balance between accessibility and security.

4.22.3 Bridge Skills Gap

This is a common theme among businesses across all industries. A

recent study finds that 93% of businesses face a skills gap. There is a

growing shortfall between the supply of qualified IT professionals and the

demand for modern IT skills. To make matters worse, this problem is growing. As technology

evolution accelerates, finding employees with modern skills becomes even more challenging.

4.23 What is one mistake you witness leaders making more frequently than others?

Why are leaders failing? First, few leaders have had any training. Some leaders just wing it

all their lives with constant staff turnover. Second, today's leaders may lack the diligence to

discern true godly models. And, if found, they may not get the critical mentoring from these busy

leaders. Many pastor-leaders try to copy large-church leaders, thinking that baptisms, buildings,

and budget successes equal leadership. Not necessarily. Many magnetic communicators, only

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observed from a distance, have private tragedies in their families and ministries when seen close-

up. Also ministers often lack basic skills for common leadership demands. There is, lastly, the

confusion over the conflict between secular and leadership values. Adopting many current

business practices with staff people can guarantee tragedy. The Top Four Mistakes are as under.

4.23.1 The Trap of Top-Down Authority Attitudes

People fall into this losing attitude for five basic reasons: It's traditional . . . old

dad did it, the army, and my boss. It's by far the most common model people use. It's the

easiest for it takes little thinking, only threats. It comes naturally, for that is the way we

are. And it certainly reflects the depravity of man. Satan began the problem, and he is

called the deceiver still.

4.23.2 Putting Paper before People

Some signs of a paper-pusher even if he doesn't make lists of lists may be seeing

people as interruptions, preferring to work alone, or being a poor listener. Perhaps his

self-worth is based on accomplishment more than relationships. A few years ago I met an

old professor at the University of Agriculture Fsd. Looking back on his long life of

teaching, he said with a funny twinkle in his eyes: I have always been complaining that

my work was constantly interrupted, until I slowly discovered that my interruptions were

my work. This is the great conversion in life: to recognize and believe that the many

unexpected events are not just disturbing interruptions of our projects, but the way in

which God molds our hearts and prepares us for his return.

4.24 What are few resources you would recommend to someone looking to gain

insight into becoming a better leader?

I suggest that persons who are likely to become a better leader should be hard worker, cool

minded, and should be good resource allocator, disturbance handler, able to motivate

subordinates. Steps to become a better leader are as follows.

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4.24.1 Follow leaders who you look up to

This is sort of like writers following the writers they admire. If you’re following true leaders,

then you’ll have a lot to learn from them in order to become a better leader yourself. Take

Action: Pick out2,3 or even4 leaders who you admire – either for their speaking abilities, their

expertise in a particular industry or niche, their ability to teach others who can learn from their

mistakes and read their articles, follow their speaking engagements and check out their presence

on social media and within online communities. You’ll soon find that leaders have an effective

way of getting out there and being seen and heard.

4.24.2 Practice the things that make you uncomfortable

A lot of you who want to become better leaders probably know exactly what it takes to get

there, but the reason you’re not a better leader right now is that you’re scared of those things.

These things might include becoming a better speaker, building stronger relationships, taking

you out of your comfort zone for travel and other engagements… Guess what? All of these

things will help you become a better leader. Take Action: Start practicing those things that make

you uncomfortable with a mentor or friend. Before you know it, you’ll not only become better at

doing these things, you might actually grow to like them! Anything that makes you

uncomfortable WILL make you stronger after you’ve achieved it.

4.24.3 Tell yourself every day that you’re a leader (and believe it!)

You love staying on the negative side of things, right? You’re not good enough at this, or

strong enough at that. It’s comforting to know these things because it means you can’t fail. How

can you fail at something you’re not even good at in the first place? If you already know you

can’t do it, then it won’t be a surprise when you don’t. To become a leader, you have to believe

that you are a leader, and then start ACTING like one. Take Action: Look at yourself in the

mirror, and tell yourself every day that you are a leader.

4.24.4 Learn something new about your expertise, industry or niche every

day

I don’t care what expertise you have, or what industry or niche you’re in; these days, things

are changing by the minute. In order to maintain your leadership level and your expertise – your

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ability to teach people things that will keep them from making the same mistakes you did – you

need to stay on top of the changes that are happening around you. Take Action: Do keyword

searches for words and phrases that are trending in your business world. Then, find relevant

articles, writers and publications who keep up with the latest and greatest and add them to

your Feely (or whatever platform you use to track your favorite feeds). This way, you’ll be able

to go to a single source for updates relevant to your industry or niche.

4.24.5 Gather resources you use and that you would recommend to others

If you’re being looked at as an authority figure by others, then you better believe you’re the

one those people will be looking to for resources and advice. This is why it’s important to have a

collection of resources that you not only have used and believe in yourself, but that you also feel

strongly about recommending to others. Take Action: Every time you use a new resource or tool,

take notes on your experience with it. Once you have an ongoing list of resources, you can start

to build out a resources page on your site to share with your followers.

4.24.6 Read

In addition to following leaders who you look up to, and learning something new about your

expertise, industry or niche every day, it’s also important to read, read, read. Business books

abound, proven by our list of The Top10 Business Books recommended by today’s top

entrepreneurs, and in every one of these business books you’ll be introduced to new strategies,

new ideas, new resources and new inspiration. Keep the mind at work! Make a list of the top5

business books you want to read, and set a date that you want to have them finished by. Then,

hold yourself accountable to that date.

4.24.7 Build and grow your relationships

Building and growing your relationships will no doubt, 100% help you become a better

leader. The more connected you are, the more people you have to bounce ideas off from and

share feedback with, the better off you’ll be. I can’t think of a single leader who “went at it

alone”. You need support and motivation, those who will hold you accountable and who will act

as a sounding board for feedback and recommendations.

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4.25 What advice would you give someone going into a leadership position for the

first time?

The best advice I can offer someone moving into a management position for the first time is

to listen. As a leader, it’s important to listen to what’s on the minds of your colleagues, clients

and peers to get an idea sense of the goals they are trying to achieve as well as the challenges

they may face. Listening is also crucial to understand getting a sense of what makes people tick,

what motivates them, and what may be keeping them up at night. Here are a few others

important suggestions.

4.25.1 Keep it simple

As a leader it’s critical to have a clear-cut plan and set goals. Keep the goals simple, brief

and achievable. For many of us, having too many goals can be overwhelming and can actually

thwart our efforts to achieve success.

4.25.2 Take ownership

Convey confidence and be sure to communicate the big picture. Don’t assume your team

knows what the picture is take responsibility for keeping them informed on current or changing

goals through periodic updates. Be honest about the headwinds that you may face and share your

thoughts on how to overcome them.

4.25.3 Reward your employees

Adopt an attitude of gratitude. Take care of your team members thank them for a job well

done, pass credit along freely to others and praise in public. Remember to also take responsibility

for failures and don’t ever play the “blame game.” As a leader, you are ultimately responsible for

the results of your team so you need to own both the successes and any potential shortfalls.

4.25.4 Create a transparent work environment

Develop a team environment where people feel comfortable speaking openly and

challenging each other. This starts at the top with you as the leader of the team. Establish a

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positive, harmonious office environment and you’ll reap the rewards of being surrounded by

happy employees who want to work hard, do the right thing and succeed.

5 References

http://www.slideshare.com

http://www.investopedia.com

http://www.engro.com

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6 Group Members

Roll # Name

MBL-15-33 Waqas Akram

MBL-15-08 Muntazir Ali

MBL-15-26 Wajid Ali

MBL-15-13 Muhammad Irfan

MBL-15-06 Sughra Iqbal

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7 Assigned Tasks of Whole Group

Following tasks are equally distributed to the each individuall of the group.

Visit

Questioning

Data Collection

Report Prepration

Presentation