Showing posts with label Business. Show all posts
Showing posts with label Business. Show all posts

April 18, 2014

11 Worst Body Language Mistakes Professionals make


Language determines how people perceive you.
Excellent nonverbal communication skills tell your audience that you're confident, energetic, engaged, and honest, says Tonya Reiman, author of "The Power of Body Language.”
Someone with poor nonverbal skills, however, may give off an impression of low self-esteem and a lack of interest, she says. “Is this 100% fair? Not necessarily. But it is how humans are programmed.”
When dealing with the business world, it’s especially important that you’re aware of your body language. Your nonverbal cues and gestures can make or break relationships, and may have a significant impact on your success.
Here are 11 common body language mistakes employees make:
Poor posture. How we feel affects how we stand. In order to be perceived as confident, you must stand tall, with your neck elongated, ears and shoulders aligned, chest slightly protruding, and legs slightly apart, distributing weight evenly, Reiman says. “This does several things. It changes the chemicals in our brain to make us feel stronger and more confident, and it gives the outward appearance of credibility, strength, and vitality.”
People often slump their shoulders either due to bad backs, fatigue, lack of confidence, or general disregard. “This will give others the impression of insecurity, laziness, and a general sense of unhappiness.”
Not being in sync. When we like someone, we naturally match and mirror their voice, tone, tempo, body posture, and movements, says Patti Wood, a body language expert and author of “SNAP: Making the Most of First Impressions Body Language and Charisma.” “If you were to watch the conversation on a video, it might look like you’re dancing with the other person. If you don’t ‘dance’ with your teammates it can make you look you're not interested in what they are saying, you are not a good team player, or, in the extreme cases, that you are lying.” 
Fidgeting and “big” hand movements. In business, small gestures tend to demonstrate the biggest points. “It is rare to see the alpha of the group wildly flailing about,” Reiman says. “Powerful business people tend to use smaller, more subtle hand gestures to demonstrate their point with authority.”
However, so many people in the workplace today make big hand gestures or fidget with their hands, phone, or hair. “This demonstrates weakness and a lack of confidence.”
Giving no physical feedback or facial expression. A big mistake a lot of employees make that can be detrimental to their success: They show no empathy or interest in what their colleagues are saying. “We often express interest through raised eyebrows, smiles, head nods, vocal utterances (like ‘uh-huh’), and leaning forward,” Wood says. “If you don’t give feedback physically, people think you don’t care, that you’re stuck up, and host of other negative attributes.”
No eye contact. "Cultural respective eye contact is one of the main components of nonverbal communication," Reiman explains. The ability to gaze at another while speaking denotes authority, confidence, and presence. “Studies suggest that holding eye contact while speaking has an enormous impact on your ability to persuade. Lack of eye contact often implies deception,” she says. When breaking eye contact, it is better to break off to the left or to the right, as looking down suggests insecurity.
Bad handshake. Ideally, your handshake should be firm, but not overbearing. “The secret to a great handshake is palm-to-palm contact,” Wood says. You want to slide your hand down into the web of theirs, and make palm-to-palm contact. Lock thumbs, and apply an equal amount of pressure. 
Mismatching verbal and nonverbal messages. Making facial expressions that appear to show the opposite emotional reaction to what you are saying is another common mistake, Wood says. For example: You say, “that sounds great” in a monotone voice, while you cross your arms and roll your eyes. “I believe this is the worst mistake any communicator can make,” she says. “Some people do it as a passive aggressive way of getting their message across.”
Failing to smile. “The smile is accompanied by increased activity in the left pre-frontal cortex — the seat of positive emotions,” Reiman says. Smiling demonstrates confidence, openness, warmth, and energy. It also sets off the mirror neurons in your listener instructing them to smile back, she says. Without the smile, an individual is often seen as grim or aloof. 
“Of course, worse than the ‘non-smiler’ is the ‘permagrinner,’ who smiles too often and is perceived as insincere and misleading,” Reiman adds.
Eye rolling. Eye rolling is a sign of contempt, frustration, exasperation, and aggression, Reiman says. "While for some it's a habit, it is a completely conscious act that can be avoided with self-awareness." Eye rolling signals to your listener that you don’t appreciate or respect them or what they are saying. "This is such a strong signal that researchers have proven that rolling your eyes after a spouse has spoken is a strong predictor of divorce," she says.
Keeping a cell phone out. Employees sometimes place their cell phone between themselves and the person they’re speaking to. “It says, symbolically, that this object is more important than they are, and that the phone is what you’d prefer to interact with.”
Crossing their arms defensively. Look around in a meeting and you’ll likely notice a few colleagues crossing their arms. “You should always keep your hands in view when you are talking,” Wood explains. “When a listener can’t see your hands, they wonder what you are hiding.” To look honest and credible, show your hands.


April 13, 2014

the Pre election effects on Indian market


Since early February, the BSE Sensex has risen by more than 11 per cent level, taking an already inflated index to record highs. The Bombay Stock Exchange that experienced one rally between August-end last year and January-end this year (which delivered a 19 per cent rise in the Sensex), has witnessed another bull run (Chart 1). Given the nature of this market, it does not taken rocket science to establish that the surge in the index is because of a spike in investor demand for the limited amount of actively traded stocks.
If financial investors are seen as even vaguely rational, this would be surprising. Rising equity values imply that investors are expecting the returns from the underlying assets to rise sharply. But all other indicators point to flagging demand, a deceleration in growth and a profit squeeze. Once again, with a vengeance, the stock market seems to be daring the real economy to go against its predictions and take a turn for the worse from its already sagging levels.
As is normal, in search of explanations for these contrary trends in the “markets”, on the one hand, and the real economy, on the other, analysts have been grabbing at straws. The weakest of them is the argument that expectations that a stable government with a business friendly Prime Minister will be delivered by the elections in April and May, is driving investors to grab stocks of firms that would profit from the coming boom.
Underlying even this explanation is the presumption that the bull run the market is experiencing is driven by speculation. Speculation about the outcome of the election. Speculation about the nature of the next government. And speculation that when that government does what it is expected to do, profits would rise enough to warrant the high valuations. Despite these extremely tenuous grounds, the explanation of why the ‘market’ is behaving as it is implicitly justifies its irrational exuberance.
There are many reasons why the final outcome, let alone the sequence of events leading up to it, may not coincide with expectations. To start with, though the psephologists are near unanimous in predicting a one-sided result, the election outcome may be more divided, throwing up another government that cannot wantonly reward Indian business as markets expect it to do. Second, even if a government with a comfortable majority is formed, the task of addressing the current stagflationary tendencies in the economy is unlikely to prove easy. Pushing growth with government spending and transfers to the private sector could aggravate inflation. On the other hand, attempts to rein in inflation may dampen growth further. Finally, there is no evidence that any government that is likely to come to power will deviate from the UPA’s neoliberal economic agenda, which does seem to have generated the current growth slow down and the associated cost-push inflation. So reversing the downturn would require more than just ‘any’ change in government.
If expectations are belied, a collapse of the current bubble is inevitable. As noted earlier, the current spike in markets began from index levels that were already high, which is why it took just a few days for the index to cross its previous record high. Clearly there are many investors rushing into the market believing that the boom would last long enough for the to book profits. That could prove true for some time. But, when the euphoria is shown to be what it is, the market can experience a sudden and sharp downturn as it has often in the past.
What then is the real cause for the current irrational rally. One is that India is a beneficiary of a continuing search for speculative profits on the part of international finance. In the month of March 2014, for example, net FII inflows totalled more than Rs.20,000 crore, which was close to the Rs.22,168 crore in May 2013, and well above the previous peak of Rs.15,706 crore in October 2013. But it was clearly not just FIIs who were rushing into the market, and driving the index. The band of domestic investors too included a fair share of speculators. The herd instinct keeps them all going.
However, there is one difference between the current trend and what was witnessed during much of the period when “Quantitative easing” in the US and elsewhere was injecting large volumes of cheap liquidity into internal markets. During those years, most emerging markets (barring those with special problems) were recipients of cross-border capital flows and experienced buoyancy in their equity markets. This time around, with the Federal Reserve’s decision to taper its easy money policy having reduced liquidity injection and threatening to raise interest rates, investors seem more selective. In Asia, Thailand and South Korea (besides India) are experiencing buoyancy in markets (Chart 2), whereas Malaysia is not. Elsewhere, the US S&P 500 has gained more than 25 per cent since December, whereas Brazil’s Bovespa and Russia’s Micex have experienced large losses. With less liquidity around investors are targeting particular countries, but can shift attention on the flimsiest grounds. That makes the speculative bubble fragile.
It needs noting that gains in India’s markets have been significantly larger than in other “successful” emerging markets. This may not be unrelated to the elections. Not because the hope of a stable government the election holds enthuses investors. Rather, funds for financing elections could indeed be transferred to some recipients through purchases of shares at inflated prices. It could be possible that “illicit” money being brought back to the country to fund election expenses is being routed through the market. There is no evidence or proof of this. But if true, it imparts some rationality to market behaviour. 



March 27, 2014

5 Entrepreneur Courses To boost your skills




So you’ve decided to become an entrepreneur. Great! You probably already have plans to become the next Silicon Valley giant, giving Mark Zuckerberg or Sergey Brin a run for their money. Maybe you want to build the next WhatsApp you can sell to Facebook for a mind-boggling $19 billion. Maybe you just want to be really, really, rich.

March 24, 2014

What made Micromax so successful ?


A number of factors have contributed to this growth, which are  slowly propelling them onto bigger heights. Some of the notable reasons  may be put may be put down as:

                         


March 15, 2014

What are 8 types of employees in office ?




No two employees are the same — but then again, no two employees are all that different either. Here are a few commonly seen employees. Read on to know which category you fall into.

March 8, 2014

KMPG acquires Digital mobility company Cynergy system



KPMG LLP, the U.S. audit, tax and advisory firm, has completed the acquisition of Cynergy Systems, Inc., to help businesses capitalize on the transformative opportunities provided by digital and mobile technologies.

March 7, 2014

Top 20 Youngest billionaire of the planet



Getting to the $1 billion mark isn’t a race, but some just get there faster. The list of 20 most richest and as well as youngest billionaire on the planet. They are not just rich but they all fall under the age of 40 which makes them even more special. 

March 6, 2014

MLM industry The business of passion and profession




Network marketing – also called multilevel marketing (MLM), person-to-person marketing, and one-on-one marketing – is a form of direct selling. You may already know about direct selling.  Avon, Tupperware, Mary Kay, Fuller Brush… these are just some of the direct selling companies that have been household names for decades. Since the 1980’s, new network marketing giants have emerged, including

March 1, 2014

Four Important Digital Marketing Trends for 2014


Four Important Digital Marketing Trends for 2014


eMarketer recently released its Key Digital Trends for 2014 research report with a strong focus on mobile, always-on consumers and what this means for marketers. The full report can be downloaded here (registration required), but here’s a quick summary.

February 28, 2014

Deloitte replaces PwC to become Biggest Intl Accounting Firm





Deloitte reported fee income of $32.4bn last year, just ahead of PwC with $32bn. EY came third with $25.9bn, followed by KPMG with $23.4bn, according to a survey from International Accounting Bulletin (IAB).  Deloitte’s lead is mainly

February 25, 2014

Whatsapp worth is more than $19 billion




In my earlier post about the acquisition of whatsapp by Facebook in $19 billion dollar, In an interview Billionaire Facebook founder Mark Zuckerberg defended his huge $19 billion takeover of free mobile messaging service WhatsApp, saying it is actually worth much more. 

The 29-year-old Facebook chief announced the stock and cash purchase on Wednesday, a deal that marries his social network of 1.2 billion active users with Whatsapp's 450 million users. 

Asked about the price tag during an on-stage discussion at the February 24-27 Mobile World Congress in Barcelona, Spain, Zuckerberg saidWhatsApp was attractive as a company by itself, and as a strategic fit with Facebook. 

"I just think that by itself it is worth more than $19 billion [14-billion-euro]," said Zuckerberg, wearing a grey t-shirt, sneakers and black trousers. 

"I mean it is hard to exactly make that speech today because they have so little revenue compared to that number," he conceded. 

"But the reality is that there are very few services that reach a billion people in the world. They are all incredibly valuable, much more valuable than that," he added. 

"I could be wrong. This could be the one service that gets to a billion people and ends up not being that valuable. I don't think I am." 

Other Android messaging applications such as KakaoTalk, Vine and WeChat were already bringing in two to three dollars a person "with pretty early efforts", he said. 

"That shows that if we can do a pretty good job of helping WhatsApp to grow then this is just going to be a huge business," Zuckerberg said. 

"So even just independently I think it is quite a good bet." In partnership with Facebook, WhatsApp can focus on connecting "one, two, three billion people over the next however long that is going to take," Zuckerberg said. 

The Facebook boss said he and WhatsApp founder Jan Koum shared a vision of connecting everyone in the world to the Internet, delivering development benefits and in the longer term profits, too. 

Zuckerberg said Facebook planned to leave the WhatsApp service unchanged. 

"WhatsApp doesn't store the content," he said. "We would be pretty silly to get in the way of that." 

Hours earlier, WhatsApp's Koum said the messaging service would launch free voice calls by mid-year, putting it on a par with key competitor Viber which already does so. 

He, too, stressed that Facebook did not plan to change WhatsApp. "Mark really understands that for WhatsApp to be successful it really needs to stay independent," he said. 

Zuckerberg has come a long way in the mobile world in a short time. When Facebook sold its shares to the public in an initial public offering in May 2012, "it literally had no mobile advertising revenues", said Eden Zoller, analyst at the research house Ovum. 

"It did actually have a pretty strong mobile user base at IPO but what it had failed to do at that time was actually monetise those mobile users," she said. 

At the time of the float, worries over the lack of money coming in from the mobile business sent Facebook's shares sliding. 

But the social network -- boasting more than 1.2 billion members -- quickly repaired its strategy. 

By the end of 2013, mobile devices accounted for 53% of Facebook's advertising revenue, bringing in $1.2 billion in the last quarter and more than $3 billion over the whole year.

ALSO READ ABOUT

ANDRIOD IN DESKTOP THIS YEAR

LOVE IN THE TIME OF WHATSAPP

GOOGLE CRACKS DOWN ON FRAUDULENT YOUTUBE VIEWS


February 24, 2014

A great team is a great listener....


John W. Rogers Jr., chairman, chief executive and chief investment officer of Ariel Investments, based in Chicago, says it’s crucial that leaders always hear and respect their workers’ ideas.
Were you in leadership roles early on?
Sports were a big part of my life. I was the captain of the basketball team in high school, and captain of the basketball team at Princeton. I had some informal roles, too. I was a vendor at Wrigley Field and White Sox Park from the age of 16 to 22. I sold Cokes, beer, peanuts and popcorn. Ultimately, I got a lot of my friends to come along and work as vendors.

Tell me about your parents.
My father was a Tuskegee Airmen captain in the Air Force and a very strong personality. He believed in fairness and ethics and living up to the commitments you make to others. He ultimately became a judge, and he would talk to me over and over about how important it is to be fair.
My mom was the first African-American woman to graduate from the University of Chicago Law School, in 1946. She had leadership roles in the law, in government and the corporate world. She was a great role model in that she felt anything was possible.

What were some lessons you learned playing basketball at Princeton?
I was not a great player, so I don’t want to give any false impressions. I was fortunate to be on the team, and the coach, Pete Carril, said he kept me around because I worked so hard. I spent most of the time on the bench, but senior year, he asked me if I would be captain.
And Coach Carril taught two things better than anyone. The first lesson was about teamwork and caring about your teammates first. He pounded it home and eventually it became such a freeing and fun way to play. There was a transformation. He no longer had to push the idea; the team fully embraced it. You’re not thinking about who scores the points or who gets the credit; you’re thinking instead about how you can help your teammate succeed on the court. Coaches talk about it, but they don’t always get it through to the kids. Many kids still play selfishly. Princeton basketball is all about the team. It was just transformative. It changed my life.
The other key thing is that he was very demanding about precision. The angle of the cut mattered; the footwork mattered. If the pass was off just a few inches, it mattered. Every detail mattered for the ultimate success of the team. He’d always say, “Do you want me not to notice?” He would stop you and constantly show you what you needed to see and what you needed to understand.

How are you a different leader today than when you started out?
I constantly make sure we’ve created an environment that encourages people on the team to really say what they think, to get their ideas out on the table and to give them the opportunity to argue those perspectives and make sure they’re not holding them inside and going home and talking to their family about the idea. That’s something I’m constantly working at — how can I create that environment, how can I ask the right questions, how do I go around and make sure people tell you what they really think? That takes patience, but it’s the right thing to do.
Early on, I was impatient. I’d think, “I’ve got the answer here and I don’t want to take the time to hear everyone’s perspective.” It’s so critical to keep reminding people that you really do want to listen, then letting people know how much you’ve heard them, and that you respect their ideas. If you’re going to be an ultimate teammate, you’ve got to be a great listener.

How do you hire?
What we’re looking for in up-and-coming people is how independent a thinker they are. That’s the key thing for us. You want people who are comfortable standing alone and having an independent point of view and independent ideas. We’ll get better decisions if people bring different perspectives to the table. So you’re trying to find ways through your questioning whether this person has the DNA that allows them to feel comfortable standing alone and being independent in their thinking.
So I might ask a series of questions around a commonly held view of an issue facing America. What do they think about it? Then I’ll ask questions to see whether their perspective comes from what they’ve read or whether they’ve thought about the issue independently. I’m not saying there’s a right or a wrong answer, but you’re trying to get at whether they have come to an answer by just naturally falling into the groupthink of the moment.

The second thing we’re looking for is a sense of teamwork, that these are people who like to help others succeed. You ask questions and listen for whether it’s all about them and whether they have to be the centre of attention all the time.
The final thing is that we want people who are going to be working extremely hard. They’re willing to be here on weekends, be here late at night, and to do it comfortably so that it’s not like you feel you’re having to beg them to be here but that they want to do it because they enjoy being part of the team, and enjoy the work.

What advice do you give to graduating college students?
I try to get them to focus on a few things. One is the importance of hard work and really putting in the extra effort from Day 1, when they start their careers. Surprise your boss that you’re there on a Saturday or a Sunday or late in the evening. It shows people you’re committed.


The second thing is to always look for ways to help your teammates. And the third thing is to make sure you live up to the commitments that you make to your teammates. Become that rare person where people know that your word is your bond and you’re going to do exactly what you say you’re going to do.

Demand for women directors set to rise



Demand is set to soar for suitable women executives and experts to be appointed on boards of listed companies, but a limited talent pool will still make it difficult for firms to comply with SEBI’s new norms mandating at least one woman director, experts feel.
Out of a total 1,456 listed companies on the National Stock Exchange (NSE), only 490 firms currently have at least one woman director on their respective boards, as per the latest data compiled by Indianboards.com.

A total of 488 women directors currently hold 597 directorships in listed firms. Of these, 174 independent directors are together holding 231 directorships, while some of them are present on the boards of five-seven different companies.
The Securities and Exchange Board of India (SEBI) has cleared new corporate governance norms that require companies to have at least one woman director on their boards, among other measures.
These norms are required to be implemented by the listed companies from October 1, 2014.

Making things difficult, the new norms also mandate that the maximum number of boards an independent director can serve on cannot be more than seven. This cap has been fixed at three in the case of a person serving as a whole-time director.
Also, an independent director can serve for maximum two consecutive tenures of five years each on a board.

These restrictions would make it further difficult for companies to find suitable women directors given the paucity of supply.
“Now there will be definitely demand for women for posts on company boards and the talent pool is limited... even the number of board directorships is also limited,” Randstad India president (Staffing) Aditya Narayan Mishra said.

“However, I think this is only a temporary problem and things will fall in line in a few years,” he added.
Athena Executive Search & Consulting Managing Director Bhavishya Sharma said, “The biggest challenge now is that there are not enough females at management positions in a company and not enough women who can contribute to the same.”
On the brighter side, this will also open up new opportunities for women executives to move ahead. “The move opens a lot of opportunities for women working within an organisation and give them a way to go forward. This will specially create a new opportunity for women at the one or two levels below the top position,” Mr. Mishra said.



The companies may also have to invest more in building up necessary skills required for directorial positions. “Other than that, a lot of companies will approach HR firms which have a larger pool of talent and we could see companies taking lot of innovative practices in this regard,” Mr. Mishra said.

February 23, 2014

Even a bad strategy can do good to business


Deviations from official strategy sometimes result in huge gains for companies just as Apple found out with its Graphing Calculator software and Google with Gmail.

When an assignment to create the first version of Apple’s Graphing Calculator software was cancelled in 1993, freelance software developers Ron Avitzur and Greg Robbins paid no heed. In an act of innovation-as-rebellion that has become legendary, they used their Apple ID badges to gain unauthorised access to the company’s campus, working into the wee hours for six unpaid months until the project was finished. Ten years after its completion, the Graphing Calculator software had shipped with an estimated 20 million machines.

This is a compelling example of what organisational researchers call “bottom-up exploration” — employee deviations from official strategy that sometimes result in huge gains for companies. Apple isn’t the only Silicon Valley firm to have benefited from letting staff follow their muse: Google famously allows its employees to spend 20 per cent of their time on company-related personal projects, a policy that led to Google News, Adsense and Gmail.

Knowing as we do these benefits of deviations from strategy, however, as well as the reality that the strategies coming from the C-suite are seldom perfect, is it sensible for managers to place such a heavy emphasis on implementing them effectively? In a recent working paper, Explaining the Implementation Imperative: Why Effective Implementation May be Useful Even with Bad Strategy,Eucman Lee — a Ph.D candidate at London Business School — and I develop a theory that aggressively pursuing effective implementation may in fact be very sensible. By “effectiveness” at strategy implementation, we mean the extent to which an organisation’s actions correspond to its strategic intentions. Thus a company that seeks to pursue a low-cost strategy can be said to have successfully implemented the strategy if its costs indeed fall relative to its rivals.

Whether this leads to high profits or not depends on the appropriateness of the low-cost strategy in that particular industry.

The fundamental feature of strategy implementation that we focused on in our research is the separation between beliefs and actions. In the typical company the people who come up with strategies and refine them are not those who implement them. In an attempt to study the consequences of this separation carefully, we built what is known as an “agent-based model,” basically a computer programme that replicates the logic of interaction between individuals in a way that allows us to project what is likely to occur in the course of many such interactions in a wide variety of circumstances.

Improve the implementation
Our model involved a manager and a subordinate, programmed to try to look for the biggest possible profit by choosing from a range of options through trial and error, akin to a gambler facing a slot machine with several arms. Each period the manager would pick a strategy and “tell” the subordinate what to do, and the subordinate would implement the strategy as he understood it. There would be a performance outcome, and then the manager would modify his beliefs about the value of the strategy based on the performance observed.

We ran the model through numerous periods, building in different types of features corresponding to the real world such as communication errors and top-down and bottom-up exploration of ideas.

Across a range of conditions, we found that it was generally a good idea to improve the implementation effectiveness of the subordinate, even when the strategy the manager chose was not a good one to begin with.

As we picked open the model to see what was going on, we discovered two main reasons for this phenomenon.

First, bad implementation makes it difficult for companies to learn from either failure or success. When a strategy produces undesirable outcomes, how are leaders to know whether the problem lies in the strategy itself or in all the deviations that crop up in the absence of effective implementation? If the outcome is good, how do we know if it was indeed because of the strategy? This could lead a CEO into unfortunate decision-making based on a confounded impression of the outcome.

Second, the organisation as a whole does indeed benefit from learning better strategies through some deviations from current strategy. Beyond a certain point these aberrations hurt, however, because they don’t allow the organisation to extract the value of the good strategies uncovered. Any communication gap between managers and employees automatically will foster some amount of divergence, and attempts by senior managers to look for new strategies also generate deviations in the course of time. On top of these, deviations resulting from imperfect implementation tip the level of deviation into the harmful zone.

Measuring the process is vital
Our results also suggest that companies not only should continue to invest in improving their strategic implementation but also should focus on sharpening their measurement of implementation effectiveness. Indeed, a manager who looks, listens and accurately interprets implementation effectiveness can be a greater asset than a silver-tongued boardroom orator who knows how to communicate the strategy effectively.

Why is that? The well-communicated strategy may not be the best anyway, and deviations arising from misunderstanding it can be benign. However, an unobservant manager may contribute biases, false realities about what actions actually were driving current performance. Indeed, eagle-eyed managers who can measure implementation effectiveness are the most likely to help companies capitalise on innovations originating from bottom-up exploration. The potential breakthroughs that occasionally come about when employees wittingly or unwittingly deviate from company strategy are unlikely to be replicated, let alone propagated as best practice, without managerial intervention.

Managers instinctively know that good implementation is important, but too often they think of it as being only as good as the strategy it serves. In fact it should be considered an adaptation mechanism in and of itself, not merely a way to bring subordinates into line but also an essential tool to help find and fix flaws within the current strategy — and find better ones.




How to improve your concentration to excel in Life.................................

How to build concentration for study




Concentration on work is important in all sphere of life. Effective study is only possible if you study with full attention throwing off mind all the irrelevant thoughts which interrupt in the process of learning. Concentration means to throw off mind all unnecessary thoughts and converge all the mental capabilities on a point. Normally the rays of sun do not burn a paper, because these rays are dispersed but if the rays of sun are converged on paper with the help of lens, it burns the paper at once. Similarly converging your mental capabilities enables productive study – the power of concentration.

These are the tips to improve power of concentration. 

Try to get full sleep.

Take at least six hour rest for refreshment and relaxation of your mind. A fresh mind can concentrate more easily.

Take regular exercise.

Brain takes its nutrients from blood for functioning properly. Physical exercise speeds up blood circulation to brain and brain gets well nourished as well as brain gets rid of waste products. Physical exercise is necessary for enhancing power of concentration.

Study in a place with no or less distractions.

Your study place should be free from such things which may absorb your attention, i.e television, music, changing color bulbs, maps etc. Similarly study in quiet place free from sound distractions.

Avoid multi-tasking.

While you study avoid playing with other things. Like you study as well as texting to friends on cell phone or making hair styles or one eye on television and one eye on book. Similarly study one subject in one time.

Have free mind.

Throw off your mind all the irrelevant thoughts while you study. If you are obsessed by a certain idea, try to find a solution to your problem first. Stress makes it difficult to concentrate.

Fixation of priorities.

Fixation of priorities, what should be done first and what should be done next, is very important for having full concentration in your work. If you don’t fix your priorities and work haphazardly, it is more likely you start thinking while doing one task “shouldn’t I do the other task first as that is more important”. This thought will not let you work with concentration. Make time-table for your subject and follow it.

Take short breaks in long study.

If you study for a long time, you get bore and can’t maintain concentration on work. You should refresh your mind by taking short breaks to maintain your concentration on study.

Have interest in your study.

Lack of motivation and interest leads to boredom and dividend attention so develop your interest in your studies.      

Have good breakfast.

Your breakfast should contain items with high protein content, carbohydrates and low sugar content. When you get up from sleep, have good diet though normally you should take light diet.

Don’t take too much tea or coffee.

   Tea or coffee has caffeine that gives you more strength for sometime but soon leaves you sluggish.

Concentration Exercises.

            There some exercises which improve your power of concentration i.e. yoga, self-hypnosis, looking at a round spot on wall with full attention etc. There are books on these things you can study. 


February 22, 2014

Share market: which political party should win the election?






The immediate trigger for the stock market is the January 28 policy meet, but the big event that investors are waiting for is general elections. The elections this time assume more importance than ever for an investor as in the last two general elections, the stock market saw gap moves. In 2009 and 2004; the market was up 18% and down 19%, respectively.

Bharatiya Janata Party, BJP
"If somehow the markets start to believe that the BJP might not form the government, then you would see a decent amount of selloff on the markets," says Prashastha Seth, IIFL Private Wealth.
BNP Paribas says a Narendra Modi-led administration is seen as having the potential to deliver better, more decisive governance, kick-starting structural reforms, re-accelerating FDI inflows at a national level and ultimately reinvigorate India's macroperformance over the medium term.
Global rating agency Moody's in a report this week said BJP's victory can offer better economic management and investment-friendly policies to investors.
"If elected, a Modi-led BJP government should offer a more business-friendly policy that will further support confidence and investment," said the report.
BJP's share of the national vote has declined in the last three elections and, in 2009, it only managed 116 seats with 21.4% of the popular vote.
Aam Aadmi Party, AAP
The emergence of Aam Aadmi Party, or AAP, has changed the status, and the possibility of a hung Parliament is something which is now being seriously weighed by experts.
"It is essentially unlikely that AAP will win elections and be part of a rolling coalition. I'm truly disappointed at the spectacle of a chief minister being a protester. A chief minister is a CEO, his job is to pick stuff, not stand outside and protest," says Ajay Shah, Senior Fellow, NIPFP.
"As of today yes (AAP leader Arvind Kejriwal is a nut case), he says in front of the television cameras that he is an anarchist. That is no way for a chief minister to be," he says.
Jim O'Neill, ex-chairman, Goldman Sachs AMC, says AAP appears to have made the election situation quite tricky.
"I would imagine that when you get closer to the general elections, they might not seem so attractive, as they have done in the local elections recently, but it is really an important event for India," he says.
Congress
"Congress-led UPA has served us for 10 years. We are disappointed by the underperformance of the UPA in delivery," says Ajay Shah.
"So, for example, the goods and services tax was there even before UPA-I started; but over 10 years, the UPA has failed to deliver on that," he adds.
On the positive, he says, "The project shelf has improved in UPA's time. They have given us UID Authority of India, they have given Delhi-Mumbai Industrial Corridor, they have given us the Indian Financial Code, and so on. So, there is a strong shelf. Our bottleneck now is in execution," he says.
  BNP Paribas says in a report that "rightly or wrongly, the Congress-led UPA government, which has been in power since 2004, is seen as largely responsible for India's macro-travails of recent years."
Neutral stand
"Irrespective of which government comes to power, things are going to be improved hereon. We are at an inflecion point for the economy after seeing worst," Sanjay Dutt, Director, Quantum Securities, told ET Now last week.
Experts are in fact seeing a rally of about 15% on benchmark indices irrespective of what government comes to power.
"Some of the macro issues are behind us and despite the fact that there is very little to show on growth front, our view is that returns will be better in the range of about 15%," Prabhat Awasthi, Head-Equity Research & MD, Nomura, told ET Now.
"That is not assuming any political upside or downside risks," he clarifies.
"Whatever the new government might do given the state of the economy, some of the healing that the economy has seen will probably stay in place," he adds.

Contributors