I have just now finished with the Queens Interview, and it was fantastic. I am keeping my fingers crossed.
here goes the zist of the questions.
It was fantastic.
The opening statement was that I am not going to cross question you or grill you. so with that he asked me my reason for applying to Queens and how did I find about Queens?
Answered him that I interacted with Biswajit, the current student at Queens, and through his blog got to know abt Queens. Researched about Queens and got fascinated by the concept of team work. So emphasised here my reason of problems and enjoyment of working in a team.
He then asked me about how my team would describe me as what type of leader I am? I gave him some descriptions, and he stated the feedback from the evaluators that he got and told me that it is terrific.
then he talked about the weakness from the evaluators and asked is it fair assessment. I agreed to that.
Then he asked me about my goals in enterpreneur and related to this he asked me the opportunity in India, what changes have happened in India in the past 10 years. Answered this comfortably, and explained him anout the economy growth, opportunities in terms of expansion and challenges associated with it, further govt needs to open more corridors for foriegn investments.
Then he asked me about team issues if I faced any? and what was my reaction to it.
He then let me ask questions, and at the end he said he will give me the decision in 1 weeks time. He did ask me about the finance and how would i arrange for it. also he did ask me about the schools that I have applied or applying.
Let us hope something clicks..
Thursday, December 7, 2006
Wednesday, December 6, 2006
Stages a Team goes through
I have come across an Interesting article on various stages a team goes through.
Forming, Storming, Norming, performing, and then adjouring and tranforming.
Here are the contents, courtesy Wikipedia...
Forming
In the first phase, the forming of the team takes place. The team meets and learns about the opportunity, challenges, agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on self. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team.
Supervisors of the team during this phase tend to need to be directive.
Storming
Every group will then enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open out to each other and confront each other's ideas and perspectives.
In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Immature team members will begin acting out to demonstrate how much they know and convince others that their ideas are correct. Some team members will focus on minutiae to evade real issues.
The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control.
Supervisors of the team during this phase may be more accessible but tend to still need to be directive in their guidance of decision-making and professional behavior.
Norming
At some point, the team may enter the norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project.
Teams in this phase may lose their creativity if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink.
Supervisors of the team during this phase tend to be participative more than in the earlier stages. The team members can be expected to take more responsibility for making decisions and for their professional behavior.
Performing
Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team.
Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions.
Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.
Adjourning and Transforming
Tuckman later added a fifth phase, adjourning, that involves completing the task and breaking up the team. Others call it the phase for mourning.
A team that lasts may transcend to a transforming phase of achievement. Transformational management can produce major changes in performance through synergy and is considered to be more far-reaching than transactional management.
Forming, Storming, Norming, performing, and then adjouring and tranforming.
Here are the contents, courtesy Wikipedia...
Forming
In the first phase, the forming of the team takes place. The team meets and learns about the opportunity, challenges, agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on self. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team.
Supervisors of the team during this phase tend to need to be directive.
Storming
Every group will then enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open out to each other and confront each other's ideas and perspectives.
In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Immature team members will begin acting out to demonstrate how much they know and convince others that their ideas are correct. Some team members will focus on minutiae to evade real issues.
The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control.
Supervisors of the team during this phase may be more accessible but tend to still need to be directive in their guidance of decision-making and professional behavior.
Norming
At some point, the team may enter the norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project.
Teams in this phase may lose their creativity if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink.
Supervisors of the team during this phase tend to be participative more than in the earlier stages. The team members can be expected to take more responsibility for making decisions and for their professional behavior.
Performing
Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team.
Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions.
Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.
Adjourning and Transforming
Tuckman later added a fifth phase, adjourning, that involves completing the task and breaking up the team. Others call it the phase for mourning.
A team that lasts may transcend to a transforming phase of achievement. Transformational management can produce major changes in performance through synergy and is considered to be more far-reaching than transactional management.
Tuesday, December 5, 2006
Vision for Management in India from Dr. Manmohan Singh "Prime Minister of India" at ISB
Today, The honourable prime minister of India Dr. Manmohan Singh unveiled the new vision for Management education in India. He gave the Mantra as "Think Global, Act Local" on the eve of ISB celebrating 5 years of completion by hosting two-day Global Logistics Summit-2006 in Hyderabad.
You can also read the complete article here.
http://in.rediff.com/money/2006/dec/05isb.htm
You can also read the complete article here.
http://in.rediff.com/money/2006/dec/05isb.htm
Monday, December 4, 2006
Other School Applications
I have already submitted the application to Manchester Business School on 20th Nov. Waiting for the outcome of the Adcom's decision on my application. Keeping my fingers crossed for getting shortlisted at MBS too.
Currently I am working on application for Cranfield MBA, I did take the profile assessment from Cranfield before applying. Let us see what happens.
Next in line would be Cambridge. One of the renowned university (I have heard its name since childhood for humanity, and economics courses). Good to see Cambridge has started MBA course.
I think I will stop here for a while to see where do I land by January, I will then take a decision of applying to further any school or not.
Currently I am working on application for Cranfield MBA, I did take the profile assessment from Cranfield before applying. Let us see what happens.
Next in line would be Cambridge. One of the renowned university (I have heard its name since childhood for humanity, and economics courses). Good to see Cambridge has started MBA course.
I think I will stop here for a while to see where do I land by January, I will then take a decision of applying to further any school or not.
Sunday, December 3, 2006
Queens Interview on 7th Dec.
I have an Interview lined for Queens MBAST programme on 7th Dec. 2006. I am quite anxiously looking forward to Queens Interview as well. Recently Queens has done a tie up with ISB also for student exchange programme. The director of Queens Shanon Goodspeed was in India also during the MBA fair in New Delhi. I did not get a chance to meet her that time.
Queens has done away with their tag of MBA programme only for science and technology background. It is open to every stream from 2007-2008 batch.
Did I say that life becomes tough by applying to more than 1 school if you Land in both the schools. Which one to chose is going to be the dilemma. Especially when you love both the schools.
I am keeping my fingers crossed at the moment till the decisions are out.
Queens has done away with their tag of MBA programme only for science and technology background. It is open to every stream from 2007-2008 batch.
Did I say that life becomes tough by applying to more than 1 school if you Land in both the schools. Which one to chose is going to be the dilemma. Especially when you love both the schools.
I am keeping my fingers crossed at the moment till the decisions are out.
Photos of the Hyderabad Yahoo Group
From Left to Right, Kiran, Arun, and Hema
Starting from Left to Right, Venkat(R1), Gaju Pujari(R1), Kunal(R2), Myself(R1), Prabhakar(alias Pramoneel, R1), Sudip(R2), Arun(R1)
Starting from left to right, Prabhakar (R1), Sudip (R2), Arun(R1), Kiran (R1), Venkat(R1)
Attached are some photos of the group of Hyderabad applicants in Round 1 and Round 2 applicants.
Group Meeting at Coffee Cafe Day
We have a meeting slated today at 11:00 AM at Coffee Cafe Day on Jubilee Hills. We have formed a short yahoo group of local Hyderabad people.
I will be taking a group photo today and post it on the blog.
I will be taking a group photo today and post it on the blog.
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