msd -II STRAT

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JAWAHARLAL

INSTITUTE OF TECHNOLOGY

COIMBATORE

DEPARTMENT OF MANAGEMENT STUDIES

RECORD OFMANAGERIAL SKILL

DEVELOPMENT-II

Name of the Candidate : S. MUKESH

Register No : 098001134030Batch : 2009 - 2011

Year : February 2011


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DECLARATION

I, Mukesh, (Reg. No.......................... hereby declare that

MANAGERIAL SKILL DEVELOPMENT-II submitted to Annauniversity in partial fulfillment of the requirement for the AWARD OF

Degree of MASTER OF BUSINESS ADMINISTRATION . This record

work is an original work done by me and not copied or submitted anywhere

else.

University internal examination held on

Internal Examiner External Examiner

Director


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CONTENTS

SL.NO

PARTICULARS PAGE NO

1 How to identify a new entrepreneur to analyze the competitors

potentiality in that market place?

2 A) Explain the management team development process?

B)What are tips for developing the sales plan?

3 Explain the different types of the personalities?

4 A) Differentiate the usefulness of different level executive

body languages?

B) Write short notes mannerism?

5 A) How to improve a business man to develop their

business concept?

B) Marketing executives to know about the audience

awareness use necessary tools and prove it?

6 What are the basic thinking processes whether it is useful for

management development program me?

7 Explain the term business reflective thinking?

8 In managerial part the ego status is necessary enumerated?

9 Explain the term organization climate and its importance

towards coping skill?

10 Learning is un ending process prove with your own examples?

1, How to identify a new entrepreneur to analyze the competitors

potentiality in that market place?

Market strategies are the result of a meticulous market analysis. A market analysis

forces the entrepreneur to become familiar with all aspects of the market so that the target
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market can be defined and the company can be positioned in order to garner its share of

sales. A market analysis also enables the entrepreneur to establish pricing, distribution

and promotional strategies that will allow the company to become profitable within a

competitive environment. In addition, it provides an indication of the growth potential

within theindustry, and this will allow you to develop your own estimates for the future

of your business.

Begin your market analysis by defining the market in terms of size, structure,

growth prospects, trends and sales potential.

The total aggregate sales of your competitors will provide you with a fairly

accurate estimate of the total potential market. Once the size of the market has been

determined, the next step is to define the target market. The target market narrows down

the total market by concentrating on segmentation factors that will determine the total

addressable market--the total number of users within the sphere of the business's

influence. The segmentation factors can be geographic, customer attributes or product-

oriented.

For instance, if the distribution of your product is confined to a specific

geographic area, then you want to further define the target market to reflect the number ofusers or sales of that product within that geographic segment.

Once the target market has been detailed, it needs to be further defined to

determine the total feasible market. This can be done in several ways, but most

professional planners will delineate the feasible market by concentrating on product

segmentation factors that may produce gaps within the market. In the case of a

microbrewery that plans to brew a premium lager beer, the total feasible market could be

defined by determining how many drinkers of premium pilsner beers there are in the

target market.

In order to project market share over the time frame of the business plan, you'll

need to consider two factors:
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1. Industry growth which will increase the total number of users.

Most projections utilize a minimum of two growth models by defining different

industry sales scenarios. The industry sales scenarios should be based on leading

indicators of industry sales, which will most likely include industry sales, industry

segment sales, demographic data and historical precedence.

2. Conversion of users from the total feasible market.

This is based on a sales cycle similar to a product life cycle where you have five

distinct stages: early pioneer users, early users, early majority users, late majority users

and late users. Using conversion rates, market growth will continue to increase your

market share during the period from early pioneers to early majority users, level off

through late majority users, and decline with late users.

Positioning Your Business

When discussing market strategy, it's inevitable that positioning will be brought

up. A company's positioning strategy is affected by a number of variables that are closely

tied to the motivations and requirements of target customers within as well as the actions

of primary competitors.

Before a product can be positioned, you need to answer several strategic questions such

as:

1. How are your competitors positioning themselves?

2. What specific attributes does your product have that your competitors' don't?

3. What customer needs does your product fulfill?

Identify and Analyze Your Competition

The competitive analysis is a statement of the business strategy and how it relates

to the competition. The purpose of the competitive analysis is to determine the strengths

and weaknesses of the competitors within your market, strategies that will provide you
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with a distinct advantage, the barriers that can be developed in order to prevent

competition from entering yourmarket, and any weaknesses that can be exploited within

the product development cycle.

The first step in a competitor analysis is to identify the current and potential

competition. There are essentially two ways you can identify competitors. The first is to

look at the market from the customer's viewpoint and group all your competitors by the

degree to which they contend for the buyer's dollar. The second method is to group

competitors according to their various competitive strategies so you understand what

motivates them.

Once you've grouped your competitors, you can start to analyze their strategies

and identify the areas where they're most vulnerable. This can be done through an

examination of your competitors' weaknesses and strengths. A competitor's strengths and

weaknesses are usually based on the presence and absence of key assets and skills needed

to compete in the market.

To determine just what constitutes a key asset or skill within an industry, David A.

Aaker in his book, Developing Business Strategies, suggests concentrating your efforts in

four areas:

1. The reasons behind successful as well as unsuccessful firms

2. Prime customer motivators

3. Major component costs

4. Industry mobility barriers

Create a Competitive Strength Grid

To put together a competitive strength grid, list all the key assets and skills down

the left margin of a piece of paper. Along the top, write down two column headers:

"weakness" and "strength." In each asset or skill category, place all the competitors that
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development process, the group learns how to make decisions and take those actions that

will lead to better efficiency, productivity, product quality and quality of work life.

It is useful to examine this maturation so that as a team member, leader or facilitator you

can be prepared to work effectively with the team.

Recognize that teams mature over time and develop along commonly defined paths and

milestones.

Teams develop through four stages: Initial stage, Processing, Coming Together

Normalizing and Performing. Good leader facilitation skills will help teams progress

through the stages.

Teams develop in unique ways, and they can move back and forth between one

development stage and another based on team membership, outside influences or

redirection of the team's purpose.

Team Development creates a winning atmosphere by:

Developing Trust among team members

Opportunity to Practice Openness Enhances Cooperation Through Realization of Objectives

Promotes Interdependence (Collaboration, Teamwork, Camaraderie, etc.)

B) What are tips for developing the sales plan?

Tips for developing the sales plan
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Whether it's due to forces beyond our control, seasonal sales or a decline in foot traffic,

many retailers will experience a slump in sales at some point. The following are a few

simple ways you and your staff can improve your retail sales.

Advertise More - Just when you may think it's time to cut back the marketing dollars,

you should probably be advertising more. It is wise to increase marketing efforts during

slower sales periods because there is more competition and fewer consumer dollars.

Considernewspaper ads, magazines, specialty publications and other forms of marketing.

Generate a Buzz - Whenever anything noteworthy happens within your business, send a

press release to the media. The idea is to grab any free coverage possible. Get involved

with community events. Consider hosting classes, meetings or other networking events in

your retail store. Use a unique promotional event to generate a buzz about your business.

Examine Your Pricing Strategy - When purchasing and pricing products, be sure

you've considered the cost of goods and that your retail shop is able to make a profit at

that price point. Your product price should be competitive, but still profitable. Ultimately,

the right price is the price the customer is willing to pay for the product.

Design Store for Sales - Take advantage of cross-merchandising strategies and impulse

sale opportunities. Use lighting techniques and creative displays to attract customers.

Play videos for product education, customer entertainment and any other upsell or

promotional tie-in.

Connect With the Customer - Excellent customer service is the key to increasing sales.

Listen to your customer to understand their needs and wants. Then educate him/her about

the products. Finally, let the customer know you appreciate their business. Offer value-

added services and products. Create a mailing list by asking for contact information from

each customer.

Manage Your Money - This may seem like an obvious step, but as retail operators we

can become too involved in the little details of our business that we lose track of our
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financials. Create a budget, know where every dime is being spent, keep an eye on cash

flow, and control inventory.

3, Explain the different types of the personalities?

Personality can be defined as a dynamic and organized set of characteristics

possessed by a person that uniquely influences his or her cognitions, motivations, and

behaviors in various situations. The word "personality" originates from the Latin persona,

which means mask. Significantly, in the theatre of the ancient Latin-speaking world, the

mask was not used as a plot device to disguise the identity of a character, but rather was a

convention employed to represent or typify that character.

Personality psychology is a branch of psychology that studies personality and individualdifferences. Its areas of focus include:

Constructing a coherent picture of a person and his or her major psychologicalprocesses

Investigating individual differences, that is, how people can differ from oneanother.

Investigating human nature, that is, how all people's behaviour is similar.

personality has a broad and varied history in psychology, with an abundance of

theoretical traditions. The major theories include dispositional (trait) perspective,

psychodynamic, humanistic, biological, behaviorist and social learning perspective.

There is no consensus on the definition of "personality" in psychology. Most researchers

and psychologists do not explicitly identify themselves with a certain perspective and

often take an eclectic approach. Some research is empirically driven such as the "Big 5"

personality model whereas other research emphasizes theory development such as

psychodynamics. There is also a substantial emphasis on the applied field of personality

testing. In psychological education and training, the study of the nature of personality and

its psychological development is usually reviewed as a prerequisite to courses in

abnormal or clinical psychology.

Type
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An early form of personality type theory was the Four Temperaments system of

Galen, based on the four humours model of Hippocrates; an extended Five

Temperaments system based on the classical theory was published in 1958.

One example of personality types is Type A and Type B personality theory. According to

this theory, impatient, achievement-oriented people are classified as Type A, whereas

easy-going, relaxed individuals are designated as Type B. The theory originally

suggested that Type A individuals were more at risk for coronary heart disease, but this

claim has not been supported by empirical research.

Psychoanalytic theories

Psychoanalytic theories explain human behaviour in terms of the interaction of various

components of personality. Sigmund Freud was the founder of this school. Freud drew on

the physics of his day (thermodynamics) to coin the term psychodynamics. Based on the

idea of converting heat into mechanical energy, he proposed psychic energy could be

converted into behavior. Freud's theory places central importance on dynamic,

unconscious psychological conflicts.

Freud divides human personality into three significant components: the id, ego, and

super-ego. The id acts according to the pleasure principle, demanding immediate

gratification of its needs regardless of external environment; the ego then must emerge in

order to realistically meet the wishes and demands of the id in accordance with the

outside world, adhering to the reality principle. Finally, the superego(conscience)

inculcates moral judgment and societal rules upon the ego, thus forcing the demands of

the id to be met not only realistically but morally. The superego is the last function of the

personality to develop, and is the embodiment of parental/social ideals established during

childhood. According to Freud, personality is based on the dynamic interactions of these

three components.

The channeling and release of sexual (libidal) and aggressive energies, which ensues

from the "Eros" (sex; instinctual self-preservation) and "Thanatos" (death; instinctual


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self-annihilation) drives respectively, are major components of his theory. It is important

to note that Freud's broad understanding of sexuality included all kinds of pleasurable

feelings experienced by the human body.

Behaviorist theories

Behaviorists explain personality in terms of the effects external stimuli have on behavior.

It was a radical shift away from Freudian philosophy. This school of thought was

developed by B. F. Skinner who put forth a model which emphasized the mutual

interaction of the person or "the organism" with its environment. Skinner believed

children do bad things because the behavior obtains attention that serves as a reinforcer.

For example: a child cries because the child's crying in the past has led to attention. These

are the response, and consequences. The response is the child crying, and the attention

that child gets is the reinforcing consequence. According to this theory, people's behavior

is formed by processes such as operant conditioning. Skinner put forward a "three term

contingency model" which helped promote analysis of behavior based on the "Stimulus -

Response - Consequence Model" in which the critical question is: "Under which

circumstances or antecedent 'stimuli' does the organism engage in a particular behavior or

'response', which in turn produces a particular 'consequence'?"

Richard Herrnstein extended this theory by accounting for attitudes and traits. An attitude

develops as the response strength (the tendency to respond) in the presences of a group of

stimuli become stable. Rather than describing conditionable traits in non-behavioral

language, response strength in a given situation accounts for the environmental portion.

Herrstein also saw traits as having a large genetic or biological component as do most

modern behaviorists.

Social cognitive theories


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In cognitive theory, behavior is explained as guided by cognitions (e.g. expectations)

about the world, especially those about other people. Cognitive theories are theories of

personality that emphasize cognitive processes such as thinking and judging.

Fundamental Postulate: A person's processes are psychologically channelized by the

ways in which the person anticipates events.

Construction Corollary: A person anticipates events by construing their replications.

Individuality Corollary: People differ from one another in their construction of events.

Organization Corollary: Each person characteristically evolves, for convenience in

anticipating events, a construction system embracing ordinal relationships between

constructs.

Dichotomy Corollary: A person's construction system is composed of a finite number ofdichotomous constructs.

Choice Corollary: People choose for themselves the particular alternative in a

dichotomized construct through which they anticipate the greater possibility for extension

and definition of their system.

Range Corollary: A construct is convenient for the anticipation of a finite range of

events only.

Experience Corollary: A person's construction system varies as the person successively

construes the replication of events.

Modulation Corollary: The variation in a person's construction system is limited by the

permeability of the constructs within whose ranges of conveniences the variants lie.

Fragmentation Corollary: A person may successively employ a variety of construction

subsystems which are inferentially incompatible with each other.


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Commonality Corollary: To the extent that one person employs a construction of

experience which is similar to that employed by another, the psychological processes of

the two individuals are similar to each other.

Sociality Corollary: To the extent that one person construes another's constructionprocesses, that person may play a role in a social process involving the other person.

Humanistic theories

In humanistic psychology it is emphasized people have free will and they play an active

role in determining how they behave. Accordingly, humanistic psychology focuses on

subjective experiences of persons as opposed to forced, definitive factors that determine

behavior. Abraham Maslow and Carl Rogers were proponents of this view, which is

based on the "phenomenal field" theory of Combs and Snygg (1949).

4, a) Differentiate the usefulness of different level executive body

languages?

Body language is a form of non-verbal communication, consisting of body pose,

gestures, and eye movements. Humans send and interpret such signals

unconsciously.

It is often said that human communication consists of 93% body language and

paralinguistic cues, while only 7% of communication consists of words

themselves

Body Language is nonverbal, usually unconscious, communication through the

use of postures, gestures, and facial expressions.


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The term body language can be classified into following 16 types as follows

Aggressive body language

Attentive body language

Bored body language

Closed body language

Deceptive body language

Defensive body language

Dominant body language

Evaluating body language

Open body language

Power body language

Ready body language

Relaxed body language

Submissive body language Greeting body language

Emotional body language

Aggressive body language


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A significant cluster of body movements is used to signal aggression.

This is actually quite useful as it is seldom a good idea to get into a fight, even for

powerful people. Fighting can hurt you, even though you are pretty certain you will win.

In addition, with adults, fighting is often socially unacceptable and aggression through

words and body language is all that may ever happen.

Dominant body language

The body in dominant stances is generally open, and may also include additional aspects.

Hands on hips makes the elbows go wide and make the body seem larger. So also does

standing upright and erect, with the chin up and the chest thrust out. Legs may be placed

apart to increase size.

Emotional body language

With careful observation, emotions may be detected from non-verbal signs. Remember

that these are indicators and not certain guarantees. Contextual clues may also be used, in

particular what is being said to the person or what else is happening around then

Evaluating body language

A notable cluster of body movements happens when a person is thinking, judging or

making some decision.

Greeting body language

There are many possible components of greeting as the styles vary significantly across

social groups and cultures. Greeting is a ritual that helps break the ice and paves the way

for appropriate other interaction. Greetings can include signals that may even be secret

Attentive body language

When you are in conversation or otherwise attending to what others are saying or

doing, you body sends signals to the other person as to how interested you really are.


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Attentive body language sends a strong signal of real and deep interest that is both

flattering and likely to result in reciprocal attention

Bored body language

When a person is bored, they whole body is telling you. So if you are trying to

persuade them, don't bother (unless you are trying to bore them into submission).

Closed body language

Closure literally closes the body up. It may range from a slight bringing together

of the limbs to curled up into a tight ball. Extreme cases may also include

rhythmic rocking of the body to and fro.

Power body language

Power is often expressed in communication as a combination of strength and

humanity. This is very attractive and is a form of Hurt and Res

B) Write short notes mannerism?

Mannerism is a period of European art that emerged from the later years of the

Italian High Renaissance around 1520. It lasted until about 1580 in Italy, when a more

Baroque style began to replace it, but Northern Mannerism continued into the early 17th

century throughout much of Europe. Stylistically, Mannerism encompasses a variety of

approaches influenced by, and reacting to, the harmonious ideals and restrained

naturalism associated with artists such as Leonardo da Vinci, Raphael, and early

Michelangelo. Mannerism is notable for its intellectual sophistication as well as its

artificial (as opposed to naturalistic) qualities.
http://en.wikipedia.org/wiki/Art_periodshttp://en.wikipedia.org/wiki/High_Renaissancehttp://en.wikipedia.org/wiki/Baroquehttp://en.wikipedia.org/wiki/Northern_Mannerismhttp://en.wikipedia.org/wiki/Painting_stylehttp://en.wikipedia.org/wiki/Naturalism_(arts)http://en.wikipedia.org/wiki/Leonardo_da_Vincihttp://en.wikipedia.org/wiki/Raphaelhttp://en.wikipedia.org/wiki/Michelangelohttp://en.wikipedia.org/wiki/Art_periodshttp://en.wikipedia.org/wiki/High_Renaissancehttp://en.wikipedia.org/wiki/Baroquehttp://en.wikipedia.org/wiki/Northern_Mannerismhttp://en.wikipedia.org/wiki/Painting_stylehttp://en.wikipedia.org/wiki/Naturalism_(arts)http://en.wikipedia.org/wiki/Leonardo_da_Vincihttp://en.wikipedia.org/wiki/Raphaelhttp://en.wikipedia.org/wiki/Michelangelo


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The definition of Mannerism, and the phases within it, continues to be the subject of

debate among art historians. For example, some scholars have applied the label to certain

early modern forms of literature (especially poetry) and music of the 16th and 17th

centuries. The term is also used to refer to some Late Gothic painters working in northern

Europe from about 1500 to 1530, especially the Antwerp Manneristsa group unrelated

to the Italian movement. Mannerism also has been applied by analogy to the Silver Age

of Latin.

Early mannerism

Depending on the historical account, Mannerism developed between 1510 and 1520 in

either Florence,[9] Rome, or both cities.[10] The early Mannerists in Florenceespecially

the students ofAndrea del Sarto: Jacopo da Pontormo and Rosso Fiorentinoare notable

for elongated forms, precariously balanced poses, a collapsed perspective, irrational

settings, and theatrical lighting. Parmigianino (a student of Correggio) and Giulio

Romano (Raphaels head assistant) were moving in similarly stylized aesthetic directions

in Rome. These artists had matured under the influence of the High Renaissance, and

their style has been characterized as a reaction or exaggerated extension of it. Instead of

studying nature directly, younger artists began studying Hellenistic sculptures and

paintings of masters past. Therefore, this style is often identified as "anti-classical.[11]yet

at the time it was considered a natural progression from the High Renaissance. The

earliest experimental phase of Mannerism, known for its "anti-classical" forms, lasted

until about 1540 or 1550. Marcia Hall notes in her book 'After Raphael' Raphael's

premature death marked the beginning of Mannerism in Rome.

Michelangelo was one of the great creative exponents of Mannerism. His Sistine Chapel

ceiling provided examples for other artists to follow, in particular the figures of ignudi

and of the Libyan Sibyl. Michelangelo himself could have been influenced by the

"Belvedere Torso which also influenced other painters.

The Libyan Sibyl from Michelangelo's Sistine Chapel ceiling
http://en.wikipedia.org/wiki/Gothic_arthttp://en.wikipedia.org/wiki/Antwerp_Mannerismhttp://en.wikipedia.org/wiki/Classical_Latinhttp://en.wikipedia.org/wiki/Classical_Latinhttp://d/msd/Mannerism.htm#cite_note-friedlaender-8http://d/msd/Mannerism.htm#cite_note-friedlaender-8http://d/msd/Mannerism.htm#cite_note-freedberg175-9http://d/msd/Mannerism.htm#cite_note-freedberg175-9http://en.wikipedia.org/wiki/Andrea_del_Sartohttp://en.wikipedia.org/wiki/Jacopo_da_Pontormohttp://en.wikipedia.org/wiki/Rosso_Fiorentinohttp://en.wikipedia.org/wiki/Parmigianinohttp://en.wikipedia.org/wiki/Antonio_da_Correggiohttp://en.wikipedia.org/wiki/Giulio_Romanohttp://en.wikipedia.org/wiki/Giulio_Romanohttp://d/msd/Mannerism.htm#cite_note-10http://d/msd/Mannerism.htm#cite_note-10http://en.wikipedia.org/wiki/Sistine_Chapel_ceilinghttp://en.wikipedia.org/wiki/Sistine_Chapel_ceilinghttp://en.wikipedia.org/wiki/Ignudihttp://en.wikipedia.org/wiki/Libyan_Sibylhttp://en.wikipedia.org/wiki/Belvedere_Torsohttp://en.wikipedia.org/wiki/Gothic_arthttp://en.wikipedia.org/wiki/Antwerp_Mannerismhttp://en.wikipedia.org/wiki/Classical_Latinhttp://en.wikipedia.org/wiki/Classical_Latinhttp://d/msd/Mannerism.htm#cite_note-friedlaender-8http://d/msd/Mannerism.htm#cite_note-freedberg175-9http://en.wikipedia.org/wiki/Andrea_del_Sartohttp://en.wikipedia.org/wiki/Jacopo_da_Pontormohttp://en.wikipedia.org/wiki/Rosso_Fiorentinohttp://en.wikipedia.org/wiki/Parmigianinohttp://en.wikipedia.org/wiki/Antonio_da_Correggiohttp://en.wikipedia.org/wiki/Giulio_Romanohttp://en.wikipedia.org/wiki/Giulio_Romanohttp://d/msd/Mannerism.htm#cite_note-10http://en.wikipedia.org/wiki/Sistine_Chapel_ceilinghttp://en.wikipedia.org/wiki/Sistine_Chapel_ceilinghttp://en.wikipedia.org/wiki/Ignudihttp://en.wikipedia.org/wiki/Libyan_Sibylhttp://en.wikipedia.org/wiki/Belvedere_Torso


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Raphaels "Lo Spasimo di Sicilia depicts an event in Christian history when Christ falls

while carrying the cross, sees his mother in distress and is helped up by Simon of Cyrene.

The composition is linked by the diagonals of the soldiers spears and the wooden cross.

Unusually, Christ cannot be singled out immediately amongst the gathering figures in the

foreground, whereas Simon stands out quite prominently. The spectators eyes look down

the composition to the drama and charge of the narrative.

The competitive spirit which was spurred on by the patrons encouraged the artists to

show off their virtuoso painting. When in Florence Leonardo and Michelangelo were

each given a commission by Gonfaloniere Piero Soderini to decorate a wall in the Hall

of Five Hundred. These two artists were set to paint side by side and compete against

each other fueling the incentive of being as innovative as possible. Later on in RomeRaphael was commissioned to paint The Transfiguration by Cardinal Gioulio di Medici

who had been appointed as arch bishop of Narbonne in the south of France. At this time

Raphael was also busy painting the Stanze, various altarpieces, painting versions of

Madonna and childand being the principal architect in Rome after the death of Bramante

which gave him little time to do The Transfiguration. Therefore the cardinal

commissioned Sebastiano del Piombo who was great Venetian colourist and a friend of

Michelangelo to paint The Raising of Lazarus. This spurred Raphael on to complete the

commission.

The word mannerism derives from the Italian maniera, meaning "style" or "manner".

Like the English word style, maniera can either be used to indicate a specific type of

style (a beautiful style, an abrasive style), or maniera can be used to indicate an absolute

that needs no qualification (someone has style).[2] In the second edition of his Lives of

the Most Excellent Painters, Sculptors, and Architects (1568), Giorgio Vasari used

maniera in three different contexts: to discuss an artist's manner or method of working; to

describe a personal or group style, such as the term maniera greca to refer to the

Byzantine style or simply to the maniera of Michelangelo; and to affirm a positive

judgment of artistic quality. Vasari was also a Mannerist artist, and he described the

period in which he worked as "la maniera moderna", or the "modern style". James V.

Mirollo describes how "bella maniera" poets attempted to surpass in virtuosity the
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5, a) How to improve a business man to develop their business concept?

Whose business is it in an organization to look for concepts? Because concepts can

occur to anyone at any time, it is everyones business to look for concepts. Like many

things that are everyones business, concepts end up by being no ones business. Ofcourse, corporate strategy teams do a lot of concept thinking.

So do the marketing people. From time to time R&D people think of concepts when they

are not busy pursuing the detail of implementation. Valuable concepts do emerge from

various quarters.

Because concepts do not require a lab or scientists or technologists, there is no need for a

defined place or department whose specific job it is to look for and examine concepts.Competence, information and technology, however, are becoming commodities available

to all. What will make the difference are the value concepts which are designed and

delivered.

Concepts can be copied with a me-too and even obtained as part of an acquisition.

Concepts can evolve step by step over time. Concepts can be deliberately designed. Old

concepts can be revived (like coffee shops, which are re-invented every 50 years).

Creative ideas do occur by chance, but the use of deliberate creative techniques (lateral

thinking) can greatly increase the production of such ideas. In the same way, direct focus

in a Concept R&D department would greatly increase the production of new concepts.

CONCEPT REVIEW

The new department would review concepts. What are the traditional concepts? How are

they changing? What factors are driving these changes? Is it technology? Market forces?

Fashion? What concepts are dying? Which are beginning to flag? What concepts are

already dead? What concepts are beginning to emerge? What alternative concepts are in

play? How successful are these alternative concepts? What new concepts are emerging in

other fields - whether directly related or not? Could these concepts be borrowed?
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This review process sensitises the mind to the repertoire of available concepts. In many

cases there follows a realisation that traditional concepts have never really changed, even

though the market (and technology) may have changed a great deal.

The Concept R&D department would pin-point concept needs both in response to other

departments and in its own right. Such concept needs can be expressed in vague terms to

begin with:

Once the focus has been set - and it can be very vague - then the first approach is to look

around for standard ways of delivering that concept. These need not be very original or

very creative. If such methods are known to work, then the risk of a new idea is reduced.

While standard approaches need to be laid out and acknowledged, there is benefit in

seeking to go further. It is always possible to come back to the standard approach. It is at

this stage that the deliberate creative processes of lateral thinking can be used. What may

result is a specific idea that has immediate value. More often there is the beginning of

an idea which requires a great deal more work before it shows clear benefits.

Value sensitivity is crucial, as it is in all creative and design work. How do you know

that you are moving towards an important value? How do you know which values you

are giving up in order to get other values? A slight modification of an idea can result in a

great increase in value.

b) Marketing executives to know about the audience awareness use

necessary tools and prove it?

Developing Audience Awareness

When we talk to someone face-to-face, we always know just who we're talking to. We

automatically adjust our speech to be sure we communicate our message. For instance,

when we talk to three-year olds, we shorten sentences and use simpler words. When we

talk to college professors, we use longer sentences and more formal language.


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The preceding pages have described the skills that students employ

while studying within any subject area. A given activity might involve

skills in more than one category. For example, while listening to a

lecture, a social studies student might restate information to herself

regarding the meaning of the constitution and how it applies to her

own life. She might be doing this so that she can verify that she

understands it thoroughly enough to earn a grade of at least a B in her

course. While doing this, she would probably be employing the

following skills:

Goal setting (a learning-to-learn skill)

Cognitive restructuring (a learning-to-learn skill)

Self-evaluation (a learning-to-learn skill)

Declarative knowledge (a content thinking skill)

Storage and retrieval skills (a basic reasoning skill)

Categorization (a basic reasoning skill)

Extrapolation (a basic reasoning skill)

Analogical reasoning (a basic reasoning skill)

Elaboration (an executive skill)

Thinking, organizational (thinking by organizations)

Attribution theory Communication Concept testing

Evaporating Cloud Fifth discipline Groupthink Group synergy Ideas bank
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between nations. Reputation is a fundamental instrument of social order, based upon

distributed, spontaneous social control.

A cognitive view of reputation

Until very recently, the cognitive nature of reputation was substantially ignored. This has

caused a misunderstanding of the effective role of reputation in a number of real-life

domains and the related scientific fields. In the study ofcooperation and social dilemmas,

the role of reputation as a partner selection mechanism started to be appreciated in the

early 1980s.

Working toward such a definition, reputation as a socially transmitted (meta-) belief(i.e.,

belief about belief) concerns properties of agents, namely their attitudes toward some

socially desirable behaviour, be it cooperation, reciprocity, or norm-compliance.

Reputation plays a crucial role in the evolution of these behaviours: reputation

transmission allows socially desirable behaviour to spread. Rather than concentrating on

the property only, the cognitive model of reputation accounts also for the transmissibility

and therefore for the propagation of reputation.

A recommendation can be extremely precise; in the stock market, for example, an

adviser, when discussing the reputation of a bond, can supplement his informed opinion

with both historical series and current events. On the other hand, in informal settings,

gossip, although vague, may contain precious hints both to actual facts ("I've been told

this physician has shown questionable behavior") and to conflicts taking place at the

information level (if a candidate for a role spreads defamatory about another candidate,

who should you trust?).

Considering, for example, the case of a communication between two parties, one (the

advisee) that is requesting advice about the potential fordangerin a financial transaction

with another party (the potential partner, target), and the other (the adviser, evaluator)

that is giving advice.

Roughly speaking, the advice could fall under one of the following three categories:
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1. the adviser declares it believes the potential partner is (is not) good for the

transaction in object;

2. the adviser declares it believes another (named or otherwise defined) agent or set

of agents believes the potential partner is (is not) good for the transaction in

object;

3. the adviser declares it believes in an undefined set of agents, there is a belief the

potential partner is (is not) good for the transaction in object;

Reputation

Reputation is 'the result of what you do, what you say, and what other people say about

you'.

Reputation, as distinct from image, is the process and the effect of transmission of a

target image. To be more precise, we call reputation transmission a communication of an

evaluation without the specification of the evaluator, if not for a group attribution, and

only in the default sense discussed before. This covers the case of example 3 above. More

precisely, reputation is a believed, social, meta-evaluation; it is built upon three distinct

but interrelated objects: (1) a cognitive representation, or more precisely a believed

evaluation - this could be somebody's image, but is enough that this consist of acommunicated evaluation; 2) a population object, i.e., a propagating believed evaluation;

and (3) an objective emergent property at the agent level, i.e., what the agent is believed

to be. In fact, reputation is a highly dynamic phenomenon in two distinct senses: it is

subject to change, especially as an effect of corruption, errors, deception, etc.; and it

emerges as an effect of a multi-level bidirectional process. Reputation is also how others

know and perceive you as an individual.

While image only moves (when transmitted and accepted) from an individual cognition

to another, the anonymous character of reputation makes it a more complex phenomenon.

Reputation proceeds from the level of individual cognition (when is born, possible as an

image, but not always) to the level of social propagation (at this level, it not necessarily
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believed from any agent) and from this level back to individual cognition again (when it

is accepted).

More simply speaking for those who want a working definition of reputation, reputation

is the sum of impressions held by a company's stakeholders. In other words, reputation is

in the "eyes of the beholder". It need not be just a company's reputation but could be the

reputation of an individual, country, brand, political party,industry. But the key point in

reputation is not what the leadership insists but what others perceive it to be. For a

company, its reputation is how esteemed it is in the eyes of its employees, customers,

investors, talent, prospective candidates, competitors, analysts, alumni, regulators and the

list goes on.

Reputation-based decisions

Image and reputation are distinct objects. Both are social in two senses: they concern

properties of another agent (the target's presumed attitude toward socially desirable

behavior), and they may be shared by a multitude of agents. However, the two notions

operate at different levels. Image is a belief, namely, an evaluation. Reputation is a meta-

belief, i.e., a belief about others' evaluations of the target with regard to a socially

desirable behavior. To better understand the difference between image and reputation, the

mental decisions based upon them must be analyzed at the following three levels:

Epistemic

Accept the beliefs that form either a given image or acknowledge a given

reputation. This implies a believed evaluation gives rise to one's direct evaluation.

Suppose I know the friend I mostly admire has a good opinion of Mr. Berlusconi.

However puzzled I may be by this dissonance-inducing news, I may be convinced

due to my friendship to accept this evaluation and share it.

PragmaticstrategicUse image to decide whether and how to interact with the target. Once I have my

own opinion (perhaps resulting from acceptance of others' evaluations) about a

target, I will use it to make decisions about my future actions concerning that
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target. Perhaps, I may abstain from participating in political activity against Mr.

Berlusconi.

MemeticTransmit my (or others') evaluative beliefs about a given target to others. Whether

or not I act in conformity with a propagating evaluation, I may decide to spread

the news to others.

Reputation as Capital

Joachim Klewes and Robert Wreschniok focus more on corporate aspects.

According to the authors reputation can be managed, accumulated and traded in for trust,legitimisation of a position of power and social recognition, a premium price for goods

and services offered, a stronger willingness among shareholders to hold on to shares in

times of crisis, or a stronger readiness to invest in the company's stock. Therefore,

reputation is one of the most valuable "Capitals" of a company.

Firm reputation

Many businesses have public relations departments dedicated to managing their

reputation. In addition, many public relations firms describe their expertise in terms of

reputation management. The public relations industry is growing due to the demand for

companies to build corporate credibility and hence reputation.[citation needed] Incidents which

damage a company's reputation for honesty or safety may cause serious damage to

finances. For example, in 1999 Coca-Cola lost $60 million (by its own estimate) after

schoolchildren reported suffering from symptoms like headaches, nausea and shivering

after drinking its products."Share price is always vulnerable" at the Wayback Machine (archived May 3, 2008).

Building reputation through stakeholder management

The stakeholder theory says corporations should be run for the benefit of all

"stakeholders," not just the shareholders. Stakeholders of a company include any

individual or group that can influence or is influenced by a company's practices. The
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stakeholders of a company can be suppliers, consumers, employees, shareholders,

financial community, government, and media. Companies must properly manage the

relationships between stakeholder groups and they must consider interest of each

stakeholder group carefully. Therefore, it becomes essential to integrate public relations

into corporate governance to manage the relationships between these stakeholders which

will enhance the organization's reputation. Corporations or institutions which behave

ethically and governed in a good manner builds a reputational capital which is a

competitive advantage. According to Fombrun, a good reputation enhances profitability

because it attracts customers to products, investors to securities and employees to its jobs.

Company's reputation is an asset and wealth that gives that company a competitive

advantage because this kind of a company will be regarded as a reliable, credible,

trustworthy and responsible for employees, customers, shareholders and financial

markets. In addition, according to MORI's survey of about 200 managers in the private

sector, 99% responded the management of corporate reputation is very (83%) or fairly

(16%) important. Reputation is a reflection of companies culture and identity. Also, it is

the outcome of managers' efforts to prove their success and excellence. It is sustained

through acting reliable, credible, trustworthy and responsible in the market. It can be

sustained through consistent communication activities both internally and externally with

key stakeholder groups. This directly influences a public company's stock prices in the

financial market. Therefore, this reputation makes a reputational capital as a strategic

asset and advantage for that company. As a consequence, public relations must be used in

order to establish long lasting relationships with the stakeholders, which will enhance the

reputation of the company.

Causes of reputation are seen to reside in stakeholder experiences. Stakeholder

experiences relate to a company's day-to-day business operations, its branding and

marketing and noise in the system, such as the media and word of mouth.

Reputation is seen to reside in the beliefs that stakeholders hold about a company (the

cognitive element)and the feelings that stakeholders have about a company (the affective

element). While the cognitive element of reputation can reflect the uniqueness of a

company or products in terms characteristics such as brand attributes (whether an
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organisation is delivering high quality products, is international, friendly etc.), the

affective element is always evaluative. In other words, it gives an indication of whether

stakeholders like, admire or trust a company and its attributes. A unique and distinctive

cognitive evaluation of a company only has value if this results in a positive affective

evaluation and positive consequences of reputation

The consequences of reputation reside in the behaviors (supportive or otherwise) that

stakeholders demonstrate towards a company. Behaviors such as advocacy, commitment

and cooperation are key positive outcomes of a positive reputation.

Online reputation

Online reputation is a factor in any online community where trust is important. It

affects a pseudonym rather than a person. Examples include eBay, an auction service

which uses a system of customer feedback to publicly rate each member's reputation.

Amazon.com has a similar reputation mechanism in place and merchants develop their

reputations across different dimensions.[3] One study found that a good reputation added

7.6% to the price received.[4] In addition, building and maintaining a good reputation can

be a significant motivation forcontributing to online communities. See Motivations for

contributing to online communities for more information.

To begin developing an online reputation, consider how your personal or

company brand should be perceived.[5] What is yourbrand identity / what is yourvalue

proposition / selling point / unique voice? Once you have developed the image you would

like your constituencies to perceive, develop a strategy to build your brand. Are you

seeking credibility in the marketplace (consider blogging, answering questions on

LinkedIn), gain market leadership (create innovative tools for your industry) or

connection (build a network of contacts in professional and/or social sites).

Another way to look at online reputation is how well it's being managed. This

form of reputation is usually called web or digital reputation to distinguish it from the

online reputation. Indeed, Digital of Web reputation does not concern the virtual on-line

reputation only, but the whole real reputation of a person or a company as it is affected by
http://en.wikipedia.org/wiki/Online_communityhttp://en.wikipedia.org/wiki/Trust_(sociology)http://en.wikipedia.org/wiki/Pseudonymhttp://en.wikipedia.org/wiki/EBayhttp://en.wikipedia.org/wiki/Auctionhttp://en.wikipedia.org/wiki/Amazon.comhttp://d/msd/ego.htm#cite_note-2http://d/msd/ego.htm#cite_note-3http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Online_participationhttp://en.wikipedia.org/wiki/Motivations_for_contributing_to_online_communitieshttp://en.wikipedia.org/wiki/Motivations_for_contributing_to_online_communitieshttp://en.wikipedia.org/wiki/Brandhttp://d/msd/ego.htm#cite_note-4http://d/msd/ego.htm#cite_note-4http://en.wikipedia.org/wiki/Brand_identityhttp://en.wikipedia.org/wiki/Value_propositionhttp://en.wikipedia.org/wiki/Value_propositionhttp://en.wikipedia.org/wiki/LinkedInhttp://en.wikipedia.org/wiki/Impression_managementhttp://en.wikipedia.org/wiki/Online_communityhttp://en.wikipedia.org/wiki/Trust_(sociology)http://en.wikipedia.org/wiki/Pseudonymhttp://en.wikipedia.org/wiki/EBayhttp://en.wikipedia.org/wiki/Auctionhttp://en.wikipedia.org/wiki/Amazon.comhttp://d/msd/ego.htm#cite_note-2http://d/msd/ego.htm#cite_note-3http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Online_participationhttp://en.wikipedia.org/wiki/Motivations_for_contributing_to_online_communitieshttp://en.wikipedia.org/wiki/Motivations_for_contributing_to_online_communitieshttp://en.wikipedia.org/wiki/Brandhttp://d/msd/ego.htm#cite_note-4http://en.wikipedia.org/wiki/Brand_identityhttp://en.wikipedia.org/wiki/Value_propositionhttp://en.wikipedia.org/wiki/Value_propositionhttp://en.wikipedia.org/wiki/LinkedInhttp://en.wikipedia.org/wiki/Impression_management


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the Web. Nearly seven out of 10 global business executives see their reputations online as

vulnerable. This high estimate reflects executive anxiety over reputation erosion in a

fiercely competitive and unpredictable business environment.

An online reputation is the perception that one has on the Internet based on their

digital footprint. Digital footprints accumulate through all of the content shared, feedback

provided and information that created online. People aspire to have a positive online

reputation. If someone has a bad online reputation, he can easily change his pseudonym.

This is why new accounts on ebay or amazon are usually untrusted. If a person or a

company want to manage his web reputation, he will have many more difficulties. This is

why a merchant on the web having a physical shop (with real name, real address) is

usually more trusted.

The greatest reputation threat online to companies is negative media coverage

(84% say so). The next two greatest threats are customer complaints in the media or on

grievance sites online (71%)and negative word of mouth (54%). This negative word of

mouth could be from dissatisfied customers but from employees as well. Leaders also

worry about confidential leaks which seem to be growing at a rapid pace online.

9) Explain the term organization climate and its importance towardscoping skill?

Organization development (OD) is a planned, organization-wide effort to increase an

organization's effectiveness and viability. Warren Bennis has referred to OD as a

response to change, a complex educational strategy intended to change the beliefs,

attitudes, values, and structure of organization so that they can better adapt to new

technologies, marketing and challenges, and the dizzying rate of change itself. OD is

neither "anything done to better an organization" nor is it "the training function of the

organization"; it is a particular kind of change process designed to bring about a

particular kind of end result. OD can involve interventions in the organization's

"processes," using behavioural science knowledge as well as organizational reflection,

system improvement, planning, and self-analysis.
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Kurt Lewin (18981947) is widely recognized as the founding father of OD, although he

died before the concept became current in the mid-1950s. From Lewin came the ideas of

group dynamics and action research which underpin the basic OD process as well as

providing its collaborative consultant/client ethos. Institutionally, Lewin founded the

"Research Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after

his death. RCGD colleagues were among those who founded the National Training

Laboratories (NTL), from which the T-group and group-based OD emerged. In the UK,

the Tavistock Institute of Human Relations was important in developing systems theories.

The joint TIHR journal Human Relations was an early journal in the field. The Journal of

Applied Behavioral Sciences is now the leading journal in the field.

OD is a long range effort to improve organization's problem solving and renewalprocesses, particularly through more effective and collaborative management of

organizational culture, often with the assistance of a change agent or catalyst and the use

of the theory and technology of applied behavioral science. Although behavioral science

has provided the basic foundation for the study and practice of organizational

development, new and emerging fields of study have made their presence known. Experts

in systems thinking, leadership studies, organizational leadership, and organizational

learning (to name a few) whose perspective is not steeped in just the behavioral sciences,

but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD

catalysts. These emergent expert perspectives see the organization as the holistic

interplay of a number of systems that impact the process and outputs of the entire

organization. More importantly, the term change agent or catalyst is synonymous with the

notion of a leader who is engaged in doing leadership, a transformative or effectiveness

process as opposed to management, a more incremental or efficiency based change

methodology.

Organization development is an ongoing, systematic process to implement effective

change in an organization. Organization development is known as both a field of applied

behavioral science focused on understanding and managing organizational change and as

a field of scientific study and inquiry. It is interdisciplinary in nature and draws on

sociology, psychology, and theories of motivation, learning, and personality.
http://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Group_dynamicshttp://en.wikipedia.org/wiki/Action_researchhttp://en.wikipedia.org/wiki/MIThttp://en.wikipedia.org/wiki/National_Training_Laboratorieshttp://en.wikipedia.org/wiki/National_Training_Laboratorieshttp://en.wikipedia.org/wiki/Tavistock_Institute_of_Human_Relationshttp://en.wikipedia.org/wiki/Human_Relationshttp://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Group_dynamicshttp://en.wikipedia.org/wiki/Action_researchhttp://en.wikipedia.org/wiki/MIThttp://en.wikipedia.org/wiki/National_Training_Laboratorieshttp://en.wikipedia.org/wiki/National_Training_Laboratorieshttp://en.wikipedia.org/wiki/Tavistock_Institute_of_Human_Relationshttp://en.wikipedia.org/wiki/Human_Relations


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Organization development is a growing field that is responsive to many new approaches

including Positive Adult Development.

Occupational wellbeing and its effect on performance

Employee wellbeing involves both emotional factors and job satisfaction. An employee's

job satisfaction is like a judgement the employee makes, by weighing up the positive and

negative experiences they have had at work. Positive emotions towards work can be

called 'morale', and include energy, enthusiasm and pride. Negative emotions include

guilt, anxiety and anger and are collectively called 'distress".

An individual's emotions will be influenced by the overall mood within their workgroup,

and vice-versa. Other factors that can influence wellbeing are coping strategies,

personality traits and conditions and culture in the workplace.

Although it sounds illogical, negative emotions about work and positive emotions about

work need to be considered separately. Take for example the issue of stress. Stress is

At a glance:

The wellbeing of employees influences their organisations productivity and performance.

Improving wellbeing increases employee performance and decreases uncertified sick

leave, turnover and stress-related compensation claims

.

Improving wellbeing doesn't just mean reducing workplace stressors and avoiding

distressing situations. It is essential to foster positive experiences and overall positive

emotions towards work as well. According to this study, a lack of positive experiences andmorale is actually more likely to cause stress than specific negative experiences or

'stressors.'

The strongest influence on morale is the 'organisational climate': the overall conditions and

culture of the workplace. Improving things like leadership, staff recognition processes and

decision making procedures is likely to be the most effective way to increase morale and

reduce distress. This approach can increase productivity and decrease compensation costs.
http://en.wikipedia.org/wiki/Positive_Adult_Developmenthttp://en.wikipedia.org/wiki/Positive_Adult_Development


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often thought to be caused by negative situations or experiences at work and positive

work experiences and emotions are often not considered.

Positive or negative experiences at work

'Organisational climate' was the most important influence. This term refers to the

employees overall impression of how the organisation is run, the leadership practices,

standard procedures, workplace culture etc. The organisational climate has been shown to

be more important than individual difficulties or stressors in determining an employee's

wellbeing. The study also found that improving management styles and overall

workplace practices reduces stress more effectively than teaching employees individual

coping skills.

Individual characteristics are also an important influence on wellbeing. This study found

that an emotional personality is the strongest influence on how much distress a person

will experience. In these cases, individual psychological treatments are believed to be

more effective than generic stress-management or supportive counselling services.

Counsellors can vary in their level of training and experience, and the authors of this

study suggested that clinical treatment should be available where necessary. However,

employees who see workplace counsellors tend to be highly satisfied with the service

provided. These services may be good for improving the support and increasing morale,

but may be inadequate for dealing with severe distress.

The effect of wellbeing on organisational performance

Increasing employee wellbeing reduces their rate of withdrawal. 'Withdrawal' refers to

missed work, turnover, uncertified sick leave and stress-related compensation claims, all

of which are costly for organisations. The researchers found that the strongest influenceson withdrawal were personality, organisational climate, work experiences and emotions.

Wellbeing also influences employees voluntary performance that is, the work they do

that supports the organisation, but isn't part of their main responsibilities. Some examples

are: dedication and making an effort, volunteering to do tasks, helping others in the


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workplace and promoting the organisation to other people. Voluntary performance is

increased by improving wellbeing.

Conclusions: Improved wellbeing means higher morale (more positive emotions), less

distress and higher job satisfaction. Job satisfaction is a judgment the employee makes

about their work by weighing up their positive and negative experiences. Improved

employee wellbeing improves the productivity of the organisation they work for by

increasing performance and reducing withdrawal behaviours such as unexplained

absence, stress leave and turnover.

10) Learning is un-ending process prove with your own examples?

I want to talk about learning. But not the lifeless, sterile, futile, quickly forgotten stuff

that is crammed in to the mind of the poor helpless individual tied into his seat by

ironclad bonds of conformity! I am talking about LEARNING - the insatiable curiosity

that drives the adolescent boy to absorb everything he can see or hear or read about

gasoline engines in order to improve the efficiency and speed of his 'cruiser'. I am talking

about the student who says, "I am discovering, drawing in from the outside, and making

that which is drawn in a real part of me." I am talking about any learning in which the

experience of the learner progresses along this line: "No, no, that's not what I want";"Wait! This is closer to what I am interested in, what I need"; "Ah, here it is! Now I'm

grasping and comprehending what I needand what I want to know!"

For all the talk of learning amongst educational policymakers and practitioners, there is a

surprising lack of attention to what it entails. In Britain and Northern Ireland, for

example, theories of learning do not figure strongly in professional education

programmes for teachers and those within different arenas of informal education. It is

almost as if it is something is unproblematic and that can be taken for granted. Get the

instructional regime right, the message seems to be, and learning (as measured by tests

and assessment regimes) will follow. This lack of attention to the nature of learning

inevitably leads to an impoverishment of education. It isn't simply that the process is less

effective as a result, but what passes for education can actually diminish well-being.


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Here we begin by examining learning as a product and as a process. The latter takes us

into the arena of competing learning theories - ideas about how learning may happen. We

also look at Alan Roger's (2003) helpful discussion of task-conscious or acquisition

learning, and learning-conscious or formalized learning.

Learning as a product

Pick up a standard psychology textbook - especially from the 1960s and 1970s and you

will probably find learning defined as a change in behaviour. In other words, learning is

approached as an outcome - the end product of some process. It can be recognized or

seen. This approach has the virtue of highlighting a crucial aspect of learning - change.

It's apparent clarity may also make some sense when conducting experiments. However,

it is rather a blunt instrument. For example:

Does a person need to perform in order for learning to have happened?

Are there other factors that may cause behaviour to change?

Can the change involved include

Example

As we know, learning is a continuous process because of information and idea that

is generated through various research,project,invention, humans creativity etc, here we

can take the example as an education which is ongoing process and endless theory,

people are educated through schools, college, training centre where molding their ability

for their future career and not only finish with this but also when they are going to new

place such organization or society , here they have been learning till their tenure is over.

msd -II STRAT

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