Vinodhini85 SaysLets get going wid GD rite now.Any idea on case analysis and GD,How ll it be?
Yes vinodhini i agree with u, and guys any idea about case studies and plz post ur experiences after ur slot
Yes vinodhini i agree with u, and guys any idea about case studies and plz post ur experiences after ur slot
Sorry, if it is little out of question.
I was browsing through the LinkedIn profiles of the Band II Managers in ICICI. And I could find that the people who started their careers after MBA (which they did post BBA, B.Com etc); could reach the Manager Band II after at least 7-8 years of experience. For this lot of 120, it will be offered with only 3 years of experience in hand.
Well puys, before everything, finish up that personality profiling questionnaire, today is the last day for that.
@ gubbaara : It was to be filled in atleast 4 days prior to the date of GD/PI. I had to do that on 8th itself (day of BMAT result) coz i have GD/PI on 12th.... Bit confused and worried too... All of you guys have GD/PI on or after 14th... Seems i m the only one who has it on 12th...... So no tips for me 😞
@Rahulsharma....I think u will be the first to face the GD/PI round.So please share ur experience tomorrow...All the best for ur GD/PI..My good wishes r wth u..:cheerio:
puys we hv discussed a lot about packages and other things.time has come to discuss about case analysis and gd pi. as the pattern was quite similar to the aptitude test conducted for ICICI PO prog. my guess is that case analysis will be based on the same pattern...its the right forum where we can share and discuss the sample ones.
here is a sample case study......
Jack is a chief executive of an organization with a small budget and staff. Jack's overall goal in his circle was to communicate with other executives about projects and challenges they face, including brainstorming solutions together. He mentioned numerous challenges that he faced in running his organization, some of which needed specific, technical information to address.
In the first meeting, he mentioned other issues that he wanted to address. In comparison to other members in his circle, he had the most issues. He also wanted help managing his time more effectively and he wanted to improve the effectiveness of his board. He stated, "They don't even know what we're about. They just sit there when we meet." And he wanted to improve his understanding of his role as a chief executive. He asked, "How do I know what I can ask the board to do?" "What is my role with them?" In another area, he said he wanted some ideas about how to expand his organization's revenue.
In the first meeting, members asked him many questions, mostly to obtain additional information about his issues. Jack responded that his most pressing project was time management. Another member responded, "I'd challenge you on that," and asked Jack if he would have more time if he got more support from his board. Jack laughed and answered, "I suppose so." Other group members concurred. From his first meeting, he took away actions including listing and ranking his issues, scheduling a time management course, and identifying a course that would provide an overview of the chief executive's role. One member asked him to also list and rank his issues for the next meeting.
In the second meeting, Jack produced the following list: improving his understanding of the chief executive and board roles, developing/energizing the board, and conducting strategic planning with the board that would include expanding the revenue in his organization. Other group members agreed with Jack's list.
In discussion in the second meeting, Jack acknowledged that he was doing more as an chief executive than is usually expected from that role. He also realized that he was overloaded because he got little or no support from his board. He indicated that he did not feel confident, though, approaching his board members for more support. As a result of other circle members' support and coaching, he resolved to approach the board -- and a month later, he had. He and the board members committed to complete board training. He arranged training to include strong focus on strategic planning, which included expanding revenue. To further build rapport, he elected to have lunch with one board member a month, including giving them a tour of the organization.
Jack noted on his evaluation questionnaire: " just the right amount of structure. The conversation is pretty free-flowing, but there's enough attention paid to time so that everyone gets a fair chance." His top reported outcomes were in the categories of access to a network, professional development, and effectiveness. " an opportunity to meet other chief executives and hear about projects that they faced and how they handled those projects." He stated, "The program has restored some order to my job," and "A lot has happened with my job."
another one....
In a psychology department of a college, the principal of the college announces in a function that Mrs Nair would be the next head of the department. Now this comes as a shock to Mrs Nair, because she was not taken into confidence and she just liked teaching. The retiring head Mrs Johnson was a capable head and although Mrs Nair did help her in her duties, yet she did not want to be tied to that position. The reason why Mrs Nair was made head was because there was a policy of the department that the senior most teachers are made the next head, which obviously Mrs Nair satisfied. Now Mrs Nair leaves the function and goes back to her house thinking about the whole thing. The question is what should Mrs Nair do?
i feel we may get the caselets which includes poblem solving
another one....
In a psychology department of a college, the principal of the college announces in a function that Mrs Nair would be the next head of the department. Now this comes as a shock to Mrs Nair, because she was not taken into confidence and she just liked teaching. The retiring head Mrs Johnson was a capable head and although Mrs Nair did help her in her duties, yet she did not want to be tied to that position. The reason why Mrs Nair was made head was because there was a policy of the department that the senior most teachers are made the next head, which obviously Mrs Nair satisfied. Now Mrs Nair leaves the function and goes back to her house thinking about the whole thing. The question is what should Mrs Nair do?
i feel we may get the caselets which includes poblem solving
hi... have u finished bmat?
yes..............
another one....
In a psychology department of a college, the principal of the college announces in a function that Mrs Nair would be the next head of the department. Now this comes as a shock to Mrs Nair, because she was not taken into confidence and she just liked teaching. The retiring head Mrs Johnson was a capable head and although Mrs Nair did help her in her duties, yet she did not want to be tied to that position. The reason why Mrs Nair was made head was because there was a policy of the department that the senior most teachers are made the next head, which obviously Mrs Nair satisfied. Now Mrs Nair leaves the function and goes back to her house thinking about the whole thing. The question is what should Mrs Nair do?
i feel we may get the caselets which includes poblem solving
Can u plz say from where u r getting this cases???????
The best thing is she has to discuss the same with the principal saying that age only doesn't matter and she can convey her desire to be in teaching field and at the same time she can expose the capabilities of the other person and she can convince the principal saying that she is going to retire and transfer of office authority very frequently takes more time and she might also doesn't feel full responsible as her term is very small.
Every organisation has some set of policies which every one has to follow.....its true that Mrs. Nair has reservation against acting as a head of department but she has helped Mrs. Johnson in her work and understand the responsibility and duties of head as well. she may convince the principal to appoint someone who can lessen the burden of her work so that she may continue teaching.
how is it............
another case history............
Kaveri Amma is a 40 yr old woman who has 2 daughters - 1 is married and the other is doing her 10th standard. She works in a cooperative where 35 other women support her. She makes ropes in the cooperative and earns Rs.600/ month. She was looking for alternative ways of making a little more money. She knew how to make a special kind of pickle. She bought the required stuff - tomatoes 8kg at a total cost of Rs.30, 1.5 l of oil at Rs.90, 40, 200 gm bottles at Rs.20, miscellaneous ingredients (ginger, garlic etc.) at Rs.57.
She had an earning of Rs.203 from this venture. She used to sell these bottles at Rs. 10/bottle when market price for such pickle was Rs.16. Since she was handpicking her tomatoes her quality was also maintained. A friend told her that if she did this exercise just 4 times a month then she would be able to earn more than what she is presently earning with her rope trade. A young graduate Sheela heard about Kaveri Ammas business and offered her a loan of Rs.15000 to set up pickle making unit plus a Rs. 5000 grant. Should Kaveri accept this offer??
sample case study...............
Mr. K. Nagesh hails from a middle-class family. His father was an officer in the Finance
department of the Government of India; he has retired recently and is settled in Delhi.
Nagesh had his School and College education in Delhi. Though he was a bright student, he
could not achieve his desired goal of doing B.Tech. in Electronics/Computers from one of the
IITs. So he took up studies at the Delhi College of Engineering in the branch of Mechanical
Engineering.
Soon after he completed his engineering studies, he got a shop-floor job with TELCO in
1982. Considering the jobs available for mechanical engineering graduates in the early 1980s,
this was a very good job. However, Nagesh was not happy with it, as his heart was always with
electronics and computers. Since he has not had any professional education in the field, it was
not very easy for him to get a respectable job in a computer/IT company. Starting something on
his own in the field was an option but he felt that it would be very risky because of his lack of
education or experience in the field. Nagesh was therefore considering the various options
available to him.
Even with his mechanical engineering background, he could get a job in a
computer/electronics company. But without proper qualifications, the chances of his
getting into the mainstream business was low.
Opportunities for part-time education in computers near the place of his work was nonexistent
at that time. Nagesh was prepared to quit his job to pursue full-time studies in
electronics/computers. But his parents were not in favour of that. They thought it was
unwise to leave the job in a respectable company, especially at a time when his father
was retired and the family had to depend on his income to a large extent.
Nagesh spotted a few business opportunities in the computer and electronics field:
a) There were hardly any companies doing the maintenance of electronic equipment in
those days, except CMC. The latter would do it only for government organizations,
leaving a large gap in the private sector.
b) The most neglected segment is that of the low-end machines. But the problem here is
that these machines are widely dispersed and give very low returns compared to the
efforts required to maintain them. The high-end machines, on the other hand, will
give good returns but needs very high levels of expertise as well as investment.
c) Large companies selling computers find it unviable to service the machines even
during the warranty period. However, there was no system at that time to contract out
such services. So it would be difficult to persuade these companies to do so and take
a service contract from them.
* Prepared by Mathew J. Manimala based on an enterprise report in Business India, November 18December 1
1996, pp. 184-185.
3
d) Computer manufactures at that time were concentrating on large volume/large value
sales. One of the segments that was neglected at that time was the educational and
scientific research institutions. Developing sales in this segment could be a business
opportunity, but there is a risk of the developed market slipping away into the hands
of large players.
e) Networking of computers within the organization was not very common at that time.
Companies were not very convinced about the advantages of networking; so there
were difficulties in creating a business opportunity from this situation, even though
the scope for such work is fairly large.
f) In a casual conversation with an NRI entrepreneur it was suggested that Nagesh could
take up the distribution of the communication equipment being manufactured by the
NRI. The latter was also prepared to provide part of the initial capital required.
There were, however, some complaints that the equipment manufactured by him had
quality and reliability problems.
g) The most important problems being encountered by the aspiring entrepreneur,
according to his own perception, are the following: (i) his own lack of expertise in his
field of interest; (ii) his inability to attract highly qualified professionals for a venture
to be started by him (such professionals would rather work in large reputed
companies and would not care for a start-up venture); (iii) shortage of funds and/or
investor partners with the right competencies.
Under these circumstances, Nagesh is thinking hard for a way out to fulfil his aspiration
to be an entrepreneur in his chosen field. You are required to suggest innovative, implementable
and cost-effective solutions to his problems. Prepare a detailed plan for the start-up, specifying
the choices to be made at each stage and justifying those choices.
sample case study...............
Mr. K. Nagesh hails from a middle-class family. His father was an officer in the Finance
department of the Government of India; he has retired recently and is settled in Delhi.
Nagesh had his School and College education in Delhi. Though he was a bright student, he
could not achieve his desired goal of doing B.Tech. in Electronics/Computers from one of the
IITs. So he took up studies at the Delhi College of Engineering in the branch of Mechanical
Engineering.
Soon after he completed his engineering studies, he got a shop-floor job with TELCO in
1982. Considering the jobs available for mechanical engineering graduates in the early 1980s,
this was a very good job. However, Nagesh was not happy with it, as his heart was always with
electronics and computers. Since he has not had any professional education in the field, it was
not very easy for him to get a respectable job in a computer/IT company. Starting something on
his own in the field was an option but he felt that it would be very risky because of his lack of
education or experience in the field. Nagesh was therefore considering the various options
available to him.
Even with his mechanical engineering background, he could get a job in a
computer/electronics company. But without proper qualifications, the chances of his
getting into the mainstream business was low.
Opportunities for part-time education in computers near the place of his work was nonexistent
at that time. Nagesh was prepared to quit his job to pursue full-time studies in
electronics/computers. But his parents were not in favour of that. They thought it was
unwise to leave the job in a respectable company, especially at a time when his father
was retired and the family had to depend on his income to a large extent.
Nagesh spotted a few business opportunities in the computer and electronics field:
a) There were hardly any companies doing the maintenance of electronic equipment in
those days, except CMC. The latter would do it only for government organizations,
leaving a large gap in the private sector.
b) The most neglected segment is that of the low-end machines. But the problem here is
that these machines are widely dispersed and give very low returns compared to the
efforts required to maintain them. The high-end machines, on the other hand, will
give good returns but needs very high levels of expertise as well as investment.
c) Large companies selling computers find it unviable to service the machines even
during the warranty period. However, there was no system at that time to contract out
such services. So it would be difficult to persuade these companies to do so and take
a service contract from them.
* Prepared by Mathew J. Manimala based on an enterprise report in Business India, November 18December 1
1996, pp. 184-185.
3
d) Computer manufactures at that time were concentrating on large volume/large value
sales. One of the segments that was neglected at that time was the educational and
scientific research institutions. Developing sales in this segment could be a business
opportunity, but there is a risk of the developed market slipping away into the hands
of large players.
e) Networking of computers within the organization was not very common at that time.
Companies were not very convinced about the advantages of networking; so there
were difficulties in creating a business opportunity from this situation, even though
the scope for such work is fairly large.
f) In a casual conversation with an NRI entrepreneur it was suggested that Nagesh could
take up the distribution of the communication equipment being manufactured by the
NRI. The latter was also prepared to provide part of the initial capital required.
There were, however, some complaints that the equipment manufactured by him had
quality and reliability problems.
g) The most important problems being encountered by the aspiring entrepreneur,
according to his own perception, are the following: (i) his own lack of expertise in his
field of interest; (ii) his inability to attract highly qualified professionals for a venture
to be started by him (such professionals would rather work in large reputed
companies and would not care for a start-up venture); (iii) shortage of funds and/or
investor partners with the right competencies.
Under these circumstances, Nagesh is thinking hard for a way out to fulfil his aspiration
to be an entrepreneur in his chosen field. You are required to suggest innovative, implementable
and cost-effective solutions to his problems. Prepare a detailed plan for the start-up, specifying
the choices to be made at each stage and justifying those choices.
1. With or without professional education, no one can start big exception being a heir of a big business house. So nagesh should start small but carefully and plan well in advance his path.
2. Although Nagesh does not have formal education/training in his choice of field and his circumstances do not allow him to leave the job and join a FT course but he has something which is most important for an entrepreneur that strong will and direction.
3. nagesh should continue his job and meanwhile he could gather all sources of materials to study subjects of his choice.. this would include books, magazines, resarch papers etc. Also, he should look for some cyber cafe or institute where he can practice what he learns and with time he would have money to buy his own equipment.
4. After gaining sufficient knowledge, Nagesh should join some school/college/institute as a part time teacher cum lab incharge. With this there will be multiple benifits :
a) He would gain expertise by teaching what he has learnt and during this process he would enhance his knowledge.
b) Being the lab incharge he would have access to network, softwares, machines that means practical knowledge.Also, he would get experience various kinds of issues that computers/networks get and thus learn about their causes and how to fix them.
5. After getting sufficient expertise, he could get a dsitance learning diploma in the desired subject
6. Now Nagesh has experience, expertise and diploma and he should try to get computer maintenance contracts from small companies. This could be started from the institute where he used to teach. Since he has already won the institute's trust and if he propses them with lucrative offers, they cannot deny.
7. Once Nagesh gets one or contracts and he does well, word of mouth would be sufficient to get him better and bigger projects.
8. Initially workshop could be started at home. later he could rent a shop and hire few people whom he would groom himself to help him.
9. now the world is ready to greet nagesh
In the entire process all he need to have is patience and determination.
hey guys, from where are you getting these case studies and are you sure about the pattern?
all the best to those candidates who are having gd/pi today......
Good Luck Guys, who have the GD today...
caselet no. 4
It was the early 1930s, when a physician-turned textile trader in rural Karnataka found his business getting interrupted for want of regular supplies of cloth from the weavers. When he enquired with the weavers about the reason for their irregularity, he was told that there was no
working capital available to them. There were no banks in the area. The one located in the town was not interested in lending to small operators particularly in the rural area. Local moneylenders used to charge very high rates of interest; borrowing at those rates had ruined some weavers in the past. The weavers therefore have developed a habit of working intermittently as and when their own money from sales came in.The trader therefore had to find a way to ensure uninterrupted supply of goods in his shop,without which his own business was not viable. He thought of bringing the goods from Bombay,but found that the process would be very expensive and time-consuming, as the area did not have any direct road/rail links with Bombay. Besides, the transporters were not at all reliable.
Examine the courses of action available to the trader under the above circumstances. What are your recommendations?