Thursday 22 November 2012

ENGLISH --- M. B. A. syllabus


ENGLISH  ---  M. B. A.
I year          I Semester

MID    I  --  Unit   I
1.   Features of Indian English 
2.   Functions of English
3.   Correction of sentences   
4.   Structures 
5.   Tenses 
6.   Ambiguity 
7.   Idiomatic distortions  
8.   Informal conversation Vs formal conversation 
9.   Verbal and non-verbal communication 
10.  Barriers  to effective comm., 
11.  Kinesics 

MID    I  ---  UNIT – II
12.                Types of communication – 
13.                oral, 
14.                aural, 
15.                writing  
16.                reading 
17.                Word power 
18.                Vocabulary 
19.                Jargon 
20.                Rate of speech, pitch, tone, 
21.                Clarity of voice

MID   II -  UNIT – III
22.                Presentation skills 
23.                Technical presentation 
24.                Types of presentation 
25.                Video conferencing 
26.                Participation in meetings 
27.                Formal and informal interviews 
28.                Resume Writing
29.                Chairing a session 
30.                Ambience 
31.                Polemics  
32.                Interviewing in different settings and purposes 
33.                Eliciting 
34.                Giving information 
35.                Recruiting  
36.                Performance appraisal 

MID   II -  UNIT – IV
37.                Written communication
38.                Different between spoken & written comm..
39.                Features of effective writing such as
40.                Clarity 
41.                Brevity 
42.                Appropriate tone clarity 
43.                Balance
44.                GRE models 
45.                TOEFL models 
46.                Letter writing 
47.                Business letters 
48.                Pro-forma culture 
49.                Format 
50.                Style 
51.                Effectiveness   
52.                Promptness 
53.                Analysis of sample letters collected from firms 
54.                Email 
55.                FAX 

MID   II -- UNIT – V
56.                Technical report writing 
57.                Business reporting  
58.                Types of reports 
59.                Progress reports 
60.                Routine reports 
61.                Annual reports 
62.                Formal 
63.                Analysis of sample reports from industry 
64.                Synopsis  writing 
65.                Thesis  writing 
66.                Memo 

LAB    TOPICS
1] Art of communication
2] Hidden data of comm..
3] World of teams
4] Adapting to corporate world
5] Business presentation skills

POWER   POINT   PRESENTATION
1.      RBI
2.      SEBI
3.      DEFORESTATION
4.      GLOBAL WARMING
5.      DEVALUATION
6.      WORLD BANK
7.      DRIP IRRIGATION
8.       TELEMEDICINE
9.      OR ANY OTHER

Influencer improves customer service




Influencer improves customer service
The challenge
The staff at the Michigan Department of Human Services (DHS) Fort Wayne Of­fice felt overwhelmed as each day started. Their voicemail was full, the lobby was crammed with people, and the line went out the door. Customers who arrived at 8 a.m. felt fortunate to be seen by noon.
In September 2008, a customer service survey at Fort Wayne revealed that
1. three quarters of respondents were unhappy that they could not reach their caseworker by telephone and
2. 60 percent were dissatisfied with the way they were treated in person.
3. Two-thirds of respondents called the amount of wait time in the lobby “poor.”
As the backbone of the local economy—the automakers—floundered and unemploy­ment climbed to 15 percent, the office flooded with new applicants. Meanwhile, each of the 100-plus caseworkers was responsible for 700-800 clients. They were required to enter claims accurately and comply with government policies and regulations.
 “The staff has very high standards,” Patrick said. “Their managers emphasize job accu­racy to avoid federal sanctions for errors. However, when you have so many cases that need to be processed, it’s easy to lose focus on the individual customer’s needs.”
The Solution
To improve customer service at the Fort Wayne Office, Patrick and his team applied principles from the Influencer training model.
They began by identifying the vital behaviors to improve customer service—behaviors that if routinely enacted would lead to the desired results.
They identified 14 behaviors related to customer interaction that occurred in four crucial moments:
1.    calling the caseworker,
2.    interacting with the receptionist in the lobby,
3.    waiting in the reception area, and
4.    interacting with the caseworker.
Their research ultimately pointed to the crucial importance of phone calls and how caseworkers handled customers over the phone.
The research revealed that
1.    dealing with calls saved clients a trip to the office,
2.    shortened lobby wait times, and
3.    eased the burden on caseworkers.

Patrick and his team studied the vital behaviors of phone customer service by observing a unit of high per­formers and borrowing their techniques:
• Always answer the call if at your desk.
• Clear voicemail at least twice a day.
• Return calls in the first hour of the day.
Identifying vital behaviors was one thing—
get­ting stressed out and over-burdened employees to actually do them was another.
That’s when Patrick turned to the six sources of influence—a model to motivate and enable behavior change.
Research from changing behavior typically requires influence from at least four different sources:
Personal motivation.
1. When asked case­workers why customer service was important to them and not necessarily to the organization or to the customer. Their responses included, “Because clients are people and they deserve to be treated with respect” and, “That is how I would want to be treated.”
2. Patrick shared customer stories from recorded interviews in which clients relayed the impact negative customer service had on their already difficult lives.
3. The workers were surprised to learn clients wanted to be treated with compassion more than they wanted to be helped quickly.
Social motivation.
Some employees were hesitant to spend the first hour of the day re­turning voicemail messages. At an all-staff meeting, caseworkers from the unit that had already adopted this practice spoke about how doing so made their job easier. One person even admitted that she had been skeptical about this but had since found success.
Structural ability.
Before Patrick’s team be­came involved, the office used a screener to as­sist clients who came without an appointment.
The screener set appointments and handled some issues for the customer.
The district office manager observed that the screener created a disincentive for caseworkers to return calls and set appointments.
They knew they could avoid calls and the screener would handle the issue later.
This meant people with issues that could easily be handled over the phone subsequently filled the lobby.
So the management team re­moved the screener, leaving the caseworkers responsible to handle walk-in clients and mo­tivating them to return calls.
Results
During the worst economy since 1982, and in the midst of an ever-increasing customer load, the employees at the Fort Wayne Office adopted the vital behaviors and significantly improved customer service.
Percent of Satisfied Customers
Sept. ’08
May ’09
The wait time was reasonable
35%
40%
My caseworker was respectful
41%
57%
Phone calls responded to in timely manner
26%
43%

647. PRESENTATION SKILLS MBA I - II

PRESENTATION  SKILLS MBA   I - II There are many types of presentations.                    1.       written,        story, manual...