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Sunday, 29 September 2013

Think Big

Those Who can Think Big
Can even do Small Work very Well
Every Pilot Can Drive a Car on the Road
Every Driver Can't Fly a Plane in the Sky

A Life spent Making Mistakes

A Life spent Making Mistakes 
is not only more Honorable, but more Useful 
than a Life Spent Doing Nothing

Try Every Unique Opportunity On the Way
He who Refuses to Embrace an Unique Opportunity 
Loses the Prize as surely as if He had Failed

The Best Way to Teach People 
is by Telling a True Story

In a moment of any Decision 
the Best you can do is the Right 
The worst you can do is Not Trying

If you'll not settle for anything less than your best, you will be amazed at what 

you can accomplish in your lives

Thursday, 26 September 2013

A Business School

 " What is B-School "?

A business school is a university-level institution that confers degrees in business administration or management.
Such a school can also be known as a business college, college of business, college of business administration,
school of business etc.
                                 "It provides severl Degrees"

- Bachelor's Degrees: BA, BS, BBA (Bachelor of Business Administration), BBus (Bachelor of Business),BCom, BSBA,
  BAcc, BABA, BBS, BMOS and BBusSc (Bachelor of Business Science)
- Master's Degrees: MBA, MBM, Master of Management, MAcc, MMR, MSMR, MPA, MISM, MSM, MHA, MSF, MSc, MST, MMS, EMBA 
  and MCom. At Oxford and Cambridge business schools an MPhil, or Master of Philosophy, is awarded in place of 
  an MA or MSc.
- Doctoral Degrees: Ph.D., DBA, DHA, DM, Doctor of Commerce (DCOM), FPM, PhD in Management or Business Doctorate 
  (Doctor of Philosophy), Doctor of Professional Studies (DPS) etc.

                                  "History of Business Cases"

When Harvard Business School was founded, the faculty realized that there were no textbooks suitable to a graduate
program in business. Their first solution to this problem was to interview leading practitioners of business and
to write detailed accounts of what these managers were doing, based partly on the case method already in use at 
Harvard Law School. Of course the professors could not present these cases as practices to be emulated because 
there were no criteria available for determining what would succeed and what would not succeed. So the professors instructed their students to read the cases and to come to class prepared to discuss the cases and to offer recommendations for appropriate
courses of action. The basic outlines of this method are still present in business school curriculum today.

Anuja Dubey [MBA HR ] 
Manager HR 
On Line Assistence :
Y! Messenger :

Tuesday, 24 September 2013

Best Business Schools USA Rankings Best Schools of Business in USA

Stanford Graduate School of Business US

Stanford GSB has established itself as a global leader in management education through educational programs designed to develop insightful, principled global leaders.
Since its creation in 1925, the school has continued to innovate its curriculum, build a legendary faculty known for its cutting-edge research, and establish centers and academic programs to achieve its mission. As the school continues to flourish, we will strive to remain at the forefront of management education.
Stanford Campus:-
Stanford is surrounded by innovation, diversity, culture, and some of the most beautiful scenery in the world, there is no better place to study than the Stanford University campus.
Encompassing 8,100 acres and offering a rich, interesting history, "The Farm" is more than a school — it's a lifestyle. From athletics to libraries to museums and beyond, the larger university offers countless opportunities to enrich your academic career.
Our home, the Knight Management Center, is situated within the greater Stanford campus. The LEED® Platinum-certified complex incorporates classrooms, cafes, meeting places, student services, the Stanford Venture Studio for aspiring entrepreneurs, and much more.
The Knight Management Center reflects our commitment to creating space that enables collaboration between faculty and students, between Stanford GSB and the rest of Stanford University, and with the global business community. It is dedicated to the things that haven't happened yet and the people who will dream them up

Education at Stanford:-
The education you receive at Stanford GSB will empower you with the knowledge, skills, and long-term vision that lead to innovation and growth. And, you'll build a powerful network of accomplished, inspiring colleagues that will continue to sustain you, long after your final class.
Exponentially more than a resume enhancement or a means to an end, your Stanford GSB experience will shape your entire career — and transform your life. It will prepare you to navigate the unprecedented economic, social, and other complex changes the future will certainly bring.

Life at Stanford:-
The Unique Environment
Our year-round sunshine and balmy climate allow for outdoor living, bringing people together in outside spaces. Our new classrooms, study areas, and other facilities were constructed with an emphasis on technology, collaboration, and sustainability.
A Diverse Student Population
Students arrive from more than 50 countries, with many different educational, professional, and social backgrounds. Our collaborative educational process benefits from these diverse backgrounds, encouraging a range of perspectives and approaches to real-world problems. This diversity encompasses personal experiences and goals, culture, socioeconomic status, ethnicity, gender, sexual orientation, nationality, and more.
Student Support
International students seeking assistance with visas or students looking for an affinity group or other support will find the resources and services they require.
A Full Life Beyond the Classrooms
Energetic and engaged students organize and participate in a variety of social and interest- or career-oriented activities. Students also have access to groups, events, and facilities across the larger Stanford University campus.
Integrated Living and Working
A range of residential options encourages collaboration and enables students to benefit from the diverse community. Single students, married students, and students with families will all find a living space that's right for them.
Extraordinary Surroundings
Located in the heart of Silicon Valley, south of San Francisco, there's no better place to study business. The San Francisco Bay Area provides endless opportunities for cultural enrichment, easy access to the outdoors, and fun
Academic Advantages
Our global reputation arises from a unique combination of advantages that helps students launch meaningful careers and make an impact.
Everything Stanford Has to Offer
Our students draw on resources from all of Stanford University's world-class schools, including law, engineering, medicine, education, earth sciences, and humanities and sciences. This collaborative, cross-disciplinary culture is evident in all Stanford GSB programs. You might even decide to pursue a joint or dual degree — which one in six MBA students chooses to do.
An Unparalleled Faculty
A team that includes Nobel laureates and members of the National Academy of Sciences, combined with a 6-to-1 student-to-faculty ratio, means every student has direct access to the incomparable level of expertise of our faculty.
A Personalized Experience
The intimate learning environment at Stanford GSB allows for close peer-to-peer interaction, small-group collaboration, and one-to-one coaching. In fact, our MBA class size is half that of other leading schools — averaging about 400 students. Our MSx, PhD, and Executive Education programs average low class sizes as well — about 100, 90, and 40 students per class, respectively. And, a wide array of course choices allows you to tailor your curriculum to your unique skills, experience, and goals.

Global Elective Courses at the Business School

Course Number Title
ACCT 311 Global Financial Reporting
ACCT 516 Valuation in Emerging Economies
FINANCE 320 Debt Markets
FINANCE 321 Investment Management and Entrepreneurial Finance
FINANCE 323 International Financial Management
GSBGEN 356 Dynamics of the World Wine Industry
GSBGEN 394 Global Project Finance
GSBGEN 584 Making Markets Work
GSBGEB 588 Crisis Mangement on the World Stage
GSBGEN 598 Stanford-Tsinghua Exchange Program [STEP] (by application only)
MGTECON 300 Growth and Stabilization in the Global Economy
MGTECON 334 The International Economy: Policies and Theory
MGTECON 591 Management Practices in Europe, the US, and Emerging Markets
MKTG 352 Building Innovative Brands
MKTG 356 Global and International Marketing
MKTG 561 Channels Management
OIT 333 Design for Extreme Affordability
OIT 334 Design for Extreme Affordability — Advanced
OIT 338 Environmental Science for Managers and Policy Makers
OIT 339 Environmental Science for Managers and Policy Makers — Advanced
OIT 364 Global Operations Management
OIT 587 Global Biodesign
POLECON 349 The Business World: Moral and Spiritual Inquiry through Literature
STRATMGT 363 Competition and Strategy
STRATMGT 350 Global Value Chain Strategies
STRATMGT 369 Social Entrepreneurship
STRATMGT 370 Strategy and Action in the Information Processing Industry
STRATMGT 373 Strategy and Action in Information Technology
Additional Global Elective Courses Offered in Recent Years
Course Number Title
ACCT 521 Performance Management
FINANCE 322 Financial Intermediaries and Capital Markets
FINANCE 329 Investment Seminar
GSBGEN 350 Global Management Internship [GMIX] (by application only)
GSBGEN 354 Startup Globalization Strategies
GSBGEN 365 Investing in Highly Regulated Industries
GSBGEN 390 Individual Research Projects (by petition only)
GSBGEN 583 International Deal Making
MGTECON 305 Europe, EU, and the World Economy
MGTECON 320 The US Economy at the Start of the 21st Century
MGTECON 551 Market Design
MGTECON 580 Firms, Markets, and Policy Strategies in Europe
OB 358 Organizational Growth
OB 393 Leadership in Diverse Organizations
OIT 357 Strategy and Global Supply Networks
OIT 362 Supply Chain Management and Technology
POLECON 336 Ethics and Global Business
POLECON 395 Politics and Business in Europe
STRATMGT 357 Strategy in Entrepreneurial Ventures
STRATMGT 358 Creating and Sustaining Growth
STRATMGT 380 Managing Global Business
STRATMGT 382 Culture and Management in Asia-Pacific
STRATMGT 383 Doing Business in China
STRATMGT 384 Social Entrepreneurship through Sustainable Tourism
STRATMGT 385 International Business

Harvard Business School US

Harvard Business School (HBS) was established in 1908. At present, the School has more than 70,000 alumni in more than one hundred and fifty countries around the world-a network that expands steadily with each graduating class.

HBS graduates are leaders in an exceptionally broad range of organizations, including entrepreneurial companies, established firms, government and nonprofit organizations.

Harvard Business School invites students in. Into two years of leadership practice immersed in real-world challenges. Into a diverse community of colleagues and faculty reflecting a world of talents, beliefs, and backgrounds. Into an intense period of personal and professional transformation that prepares you for challenges in any functional area—anywhere in the world.
To experience the HBS MBA is to go inside the issues that matter—and to reach inside yourself for the strength, skills, and confidence you will develop to face them. In every case, class, event, and activity, you are asked not only to study leadership, but to demonstrate it. 
Each day at HBS begins with one question: "What will you do?" Because that's the truest way to prepare you for the larger question that matters most, here and in your career beyond our campus: "What difference will you make in the world?

Campus of Harvard Business School -

HBS was originally located in Harvard Yard. The present campus, with its stately Georgian buildings following the gentle curve on the Boston side of the Charles River, was dedicated in June of 1927. The firm of Frederick Law Olmsted, designers of New York's Central Park and Boston's "Emerald Necklace" system of parks, designed the Landscaping.

Education at Harvard business school:-
Global Intelligence 
Rise to the challenge of operating in a global world.
Learning in Practice 
Learn how to make decisions in the face of conflicting data, complex politics, and intense pressures. 
Entrepreneurship & Innovation
Explore a potential new venture, connect with entrepreneurs, and discover the Harvard i-Lab. 

Residential Learning Community 
Find a community of support and a close-knit network of friendships that last a lifetime. 
Alumni Relationships 
Build connections and uncover business opportunities.

Publications & Resources 
Get access to the world’s leading research and resources.

Life at HBS:-
Living on campus. Boston culture. Joining a student club. Activities for partners & families. Beyond the classroom, there are activities, events, and resources available to enrich your personal HBS experience.
Activities, Governments & Clubs
There are abundant opportunities to participate in student government and clubs as well as activities that match your particular interests
Leadership & Values
The teaching of ethics here is explicit, not implicit, and our community values of respect, honesty, integrity, and accountability are reinforced every day.
Academic Advantages:-
Decisive moments shape a Harvard Business School education.
Such moments also define what it means to assume leadership within an ever-growing, ever-changing world.
Learning in Practice
Students should know there are special moments that pull everything we have learned into focus. When theory, practice, experience, and talent all come to one sharp point—a decision that shapes a definitive course of action. When it's no longer an issue of what can be done, but of what you will do. 
“The more you prepare for a case, the more everybody else gets out of it.”
 Decisive moments define a Harvard Business School education. Here, everything from section life to case studies, from field-based learning to international Immersions, culminates in one larger lesson—what it means to assume leadership. 
Through case method courses, FIELD projects, multimedia simulations, and more, you’ll exercise the leadership skills you will practice in business and beyond. The issues are complex, the stakes high, and the demands challenging. But as a result, you leave HBS with lessons in leadership that are practical, invaluable, and most importantly, real. 

Courses Offered:-

Required MBA Courses in Entrepreneurship
The Entrepreneurial Manager

Elective MBA Courses in Entrepreneurship
Entrepreneurial business creation and management
Building and Sustaining a Successful Enterprise
Entrepreneurial Finance
Entrepreneurial Marketing
Managing Change
Managing for Creativity, half-course 
Entrepreneurship: a historical perspective
The Coming of Managerial Capitalism: The U.S. 
Entrepreneurship and Global Capitalism
Entrepreneurial Leadership: Past, Present and Future
Entrepreneurship in specific contexts:
Building Business in the Context of a Life
Commercializing Science
Doing Business in China
Entrepreneurial Leadership in Turbulent Times
Entrepreneurial Management in a Turnaround Environment
Entrepreneurship and Venture Capital in Healthcare
Entrepreneurship in Education Reform 
Executing Strategy, half-course
Field Study Seminar: Building Green Businesses 
Field Study Seminar: Entrepreneurship and Innovation Shaped by Crises
Field Study Seminar: Evaluating the Entrepreneurial Opportunity 
Field Study Seminar in Healthcare Technology Entrepreneurship: A Hands-on Experience
Field Study Seminar: Innovating in Health Care 
Founders' Dilemmas
Growing, Financing, and Managing Family and Closely Held Firms
International Entrepreneurship
Launching Technology Ventures, half-course
Law and the Life Cycle of a Business - Legal Aspects of Entrepreneurship, half-course 
Law and the Life Cycle of a Business - Operating As a Public Company, half-course
Leading Innovative Ventures
Legal Aspects of Entrepreneurship
Managing Innovation 
The Online Economy: Strategy and Entrepreneurship
Private Equity Finance
Real Estate Development, Design, and Construction, half-course
Real Property 
Sustainable Cities; Urbanization, Infrastructure, and Finance, half-course, half-course
Venture Capital and Private Equity

University of Pennsylvania:- Wharton US

Founded in 1881 as the first collegiate business school, Wharton is recognized globally for intellectual leadership across every major discipline of business education with one of the world’s most published business school faculties. Wharton knowledge combined with the passionate, entrepreneurial energies of our students and alumni makes for a dynamic community: 5000 undergraduate, MBA, Exec MBA, and doctoral students; 9,000+ annual exec education participants; and a powerful alumni network of 91,000 graduates. Wharton creates ongoing economic and social value around the world – Knowledge for Action.
Wharton Campus
 Philadelphia is an ideal location for business school — small-scale and historic, with all the resources of a major East Coast city. One of the country's liveliest, most diverse cities, it also puts you right in the heart of all the opportunities of the East Coast — a train ride away from New York City, Washington, D.C., and Boston.
The vast majority of Wharton students come from outside of the city and quickly become part of a diverse but close-knit community in which it's easy to make friends quickly.
Jon M. Huntsman Hall is only the latest addition to the Wharton campus, a network of buildings located along Locust Walk and around the Wharton quad. The Wharton campus builds close interactions across its many centers and is large enough to offer world-class resources.
Academic advantage:-
Global Research
Creating, codifying, and disseminating knowledge about effective management in a global environment.
Global Education
Providing all of our students with the skills, knowledge, and perspectives they need to become effective leaders and managers in a global environment.
Disseminating knowledge about management to the global business community.
Educating Business Leaders
Serving the educational needs of talented individuals in significant regions of the world.
Global Alumni Network
fostering vital alumni communities around the world.
Social Good
Benefitting society in regions of high need through business education and research.

Explore the breadth and depth of knowledge within our degree programs – 20+ undergraduate concentrations, 18 MBA majors, and 9 doctoral programs.
  Accounting Insurance & Risk Management
  Actuarial Science Legal Studies & Business Ethics
Applied Economics Management
  Business & Public Policy Managing Electronic Commerce
  Entrepreneurial Management Marketing
  Environmental & Risk Management Marketing & Communication 
Ethics & Legal Studies Marketing & Operations Management
  Finance Operations & Information Management
  Global Analysis/Multinational Management Operations, Information Management & Decision Processes
  Health Care Management Real Estate
Health Care Management & Economics Retailing
  Human Resource & Organizational Management Social Impact & Responsibility
  Individualized Statistics
Information: Strategy & Economics Strategic 

London Business School featured business UK

Learn business in the heart of one of the world's greatest cities at London Business School 
Uniquely placed in the heart of the world's most thriving, cosmopolitan centre, we've created an environment to stimulate, inspire and challenge you to transform your individual and business performance. 
London has been voted Europe's best city for business for 16 consecutive years 
It's at the centre of international time zones and the hub of international travel routes, making it the world's best-connected city 
The city is home to 75 per cent of the Fortune 500 companies 
London has more international banks than any other city 
It accounts for 43 per cent of the global foreign equity market and conducts over half of all the European Union's banking service. 
London Business School is developing a relationship with the Royal Opera House, which will include research projects, shadowing, teaching, career opportunities, conferences and events at the Royal Opera House in Covent Garden.
Campus:-London Business School - at the centre of London 
Our campus is next to Regent's Park, overlooking a lake and giving you the chance to enjoy some of the most beautiful views the city has to offer. 
To make sure you get the most out of your London experience, we combine learning from the world's most successful business centre with opportunities to visit some of London's top attractions. From the theatre, to the opera houses, to the zoo, you'll benefit from all London has to offer. 

Education at London business school:-
Build internal skills from external expertise 
With business education you make world-class expertise an integral part of your organisation. Instead of relying on outside support, you enhance the capabilities of your managers and leaders to address challenges. And by exposing senior people to leading edge-thinking, you ensure your business has the strategic drive to succeed. 
Address company challenges and individual needs 
To achieve your business goals, you depend on the actions and the passion of individuals. By giving your team members the scope to develop themselves, you ensure they have the ability to develop your organisation. You increase productivity, retention and satisfaction, and build a business that each of them can be proud of.
The benefits of business education for... 
...the CEO
Develop effective leaders to drive future strategy 
Build company culture - bring teams together to learn and interact 
Equip your organisation for profitable growth 
Establish and maintain standards of excellence 
...the HR manager 
Deliver corporate strategy by tailoring learning to business needs 
Make a measurable difference to organisational performance 
Develop long-term strategies for achieving change 
Equip individuals to fulfil roles within the business 
...the manager 
Ensure a focus on competitive strategy and business goals 
Shape the business while delivering business results 
Complement industry expertise with transferrable management skills 
...the individual 
Build a successful career based on proven expertise 
Develop as a person and gain confidence 
Increase your ability to influence your organization 
Courses Offered:-
Full-time programmes: 
Masters in Management 
MBA programme 
Masters in Finance (full-time) 
Sloan Masters in Leadership and Strategy 
Executive and weekend programmes: 
Executive MBA 
Dubai-London Executive MBA 
Masters in Finance (Weekend)

Columbia Business School US

Dating back to our founding in 1916, Columbia Business School has a proud history in business education that includes eight women in our very first graduating class. By the mid-20th century, we were dedicating our efforts and resources exclusively to graduate business education. We adopted the Hermes emblem as our symbol because of the Greek god’s association with business, commerce, and communication.
Columbia Campus 
 In 1964 we moved into our current home in Uris Hall on Columbia's Morningside Campus, and in 1999 we expanded to include the newly constructed Warren Hall
Academic Advantage:-

Take our classes, then take on the world.
Our rigorous and comprehensive academic offerings are designed for the voracious minds of our students. Your first year will focus on our renowned core curriculum. With our collaborative learning model and case-based lessons, you’ll analyze the material from every angle, assisted by our “integrated case” — a series of materials focused on a single company, used in several core courses simultaneously.
In your second year, our Master Classes will have you applying the core concepts you’ve learned to real business challenges. Then there are our innovative electives, which number in the hundreds, allowing you to focus your Columbia experience on your own passions. Through these, you’ll discover areas that excite and challenge you beyond your expectations.

Courses offered:-
Columbia Business School’s Full-Time MBA Program is one of the finest in the world, with a prestigious roster of internationally renowned faculty members, diverse and highly sought-after students, and access to the world's biggest corporations in New York City. The School's emphasis on active learning and entrepreneurial thinking readies students to successfully lead diverse global organizations. The MBA curriculum also offers 10 dual-degree programs in partnership with other graduate schools at the University.
Executive MBA
The Executive MBA Program allows business professionals to pursue an MBA degree without interrupting their professional careers and to put what they learn into practice immediately. The School offers four EMBA options that deliver the frameworks and tools to meet challenges and seize opportunity.
EMBA-New York 
Columbia Business School’s flagship EMBA-New York option offers the same curriculum — taught by the same faculty — as the Full-Time MBA Program. Students are highly talented, intellectually curious professionals with a drive to define and refine the skills necessary to advance in today’s rapidly changing business world. Classes meet on the main campus in New York City either every other week on Fridays and Saturdays or every week on Saturdays, depending on your path.
Designed for executives living throughout the United States, Canada, and Latin America, Columbia EMBA-Americas is the newest addition to Columbia Business School’s Executive MBA Program. EMBA-Americas runs for five terms over 20 months and meets approximately once a month, in a weeklong format, primarily in New York City. During the first year, students will also have one weeklong meeting in California and another in Latin America.
EMBA-Global Americas and Europe 
Columbia Business School’s pioneering EMBA-Global Americas and Europe partner program with London Business School offers monthly classes, alternating between two of the world’s financial capitals, with an option in the second year to also study at HKU Business School in Hong Kong. Students are diverse, sophisticated managers with global responsibilities and aspirations. The faculty is composed of leading global experts selected from each school. Graduates earn two full MBA degrees, one from London Business School and one from Columbia University, and gain access to extensive resources, including a joint alumni network, that span continents.

EMBA-Global Asia 
Columbia Business School, London Business School, and HKU Business School have joined forces to offer the first executive MBA program offered in the three financial capitals that are driving global business: New York, London, and Hong Kong. EMBA-Global Asia is designed for high-potential, globally focused professionals, primarily based in Asia, who seek to deepen their understanding of both Western and Eastern business theory and practice and who are passionate about the opportunities that Asia’s rapid economic development affords. Teaching takes place in Hong Kong, London, and New York, as well as Shanghai. Graduates receive an MBA degree conferred jointly by the three schools as well as access to the unparalleled network of alumni from all three schools.
Executive Education
Columbia Business School Executive Education helps executives lead their organizations through increasingly complex conditions and challenges. The broad portfolio of learning opportunities features nondegree, open-enrollment programs in leadership and strategy, marketing, and finance. Customized programs for client-corporations’ individual strategic goals and programs that build leadership in the not-for-profit and public sectors are also offered.
Doctoral Program
Columbia Business School’s Doctoral Program offers students the opportunity to earn their PhD while taking full advantage of the resources of Columbia University, a renowned research institution. Throughout the program, students collaborate with their peers and world-class faculty members, studying groundbreaking ideas from the leading experts who developed them and learning how to design and execute original research. Generous tuition assistance options are available, ranging from fellowships and assistantships to tuition exemptions and support for dissertation research.
Master of Science Programs
Columbia Business School’s Master of Science Programs are for students interested in more analytical and focused study in a particular area than is offered by our MBA offerings, but who also prefer a shorter and more industry-oriented experience than the Doctoral Program. Columbia Business School offers Master of Science degrees in Marketing, Financial Economics, Leadership, and Management Science and Engineering.

Insead France/Singapore
MIT:Sloan US
IE business school spain
Iese business school spain
Hong kong UST business school

Books by AeroSoft


P - Productivity S - Speed R - Relevancy   
Price: $20.00 USD. Approx. 22,870 words. Language: English. Published on August 23, 2013. Category: Essay.
How to Take Off Your Professional Career from an Average to Exceptional with the Hidden PSR in You. A Book By working CEO and Manager with Day to day and live Examples How to Fight with Global Recession. By Shekhar Gupta Surbhi Maheshwari
Published: Aug. 23, 2013
Words: 22,870 (approximate)
Language: English
ISBN: 9781301432448

psr Be an Aviator Not a Pilot

is a story of Pilots in Aviation who are unable to cope. This is not a book to teach you how to get into an Aviation School or even how to live like a Pilot. In fact, it describes how one can become a Successfull Aviator not just an Airplane Driver [ So called Pilot ] with very small changes in life. Also Why abroad trained Pilots are better Aviator and Why FAA, CASA, CAAP, CAA are better civil Aviation Authority then DGCA.
Shekhar Gupta
Ankisha Awasthi 
Be An Aviator not A Pilot    
Price: $1.99 USD. Approx. 4,750 words. Language: English. Published on July 24, 2013. Category: Fiction.  As A Fact Out Of Every 1000 Pilots Only 1 Pilot Becomes An Airline Pilot, The Book Is All About Those 999 Pilots Only.
Pilot’s Career Guide 
Price: $20.00 USD. Approx. 25,040 words. Language: English. Published on July 13, 2013. Category: Nonfiction. 
International Airline Pilot’s Career Guide Learn Step By Step How to Become an International Airlines Pilot By Shekhar Gupta And Niriha Khajanchi

Cabin Crew Career Guide

Published: Aug. 26, 2013 
Words: 2,160 (approximate)
Language: English
ISBN: 9781301001965

Business School in United States
Top Business Schools United States
Best Business Schools  in America
Business Schools In america Ranking
Best Business Schools USA Rankings

Advertising at Our Books

We are printing the following Books

Pilots Career Guide

Cabin Crew Career Guide

Which will be circulated to visitors, delegates and other industry professionals. 

We are Promoting these Books on following Blogs

The Blogs will be visited by decision makers from all over including France, Germany, Austria, Italy, US, UK, UAE, Japan, Nigeria, Malaysia, Australia, Libya, Iran, Egypt, Ghana, Turkey, Korea, China and many other countries. 
We invite you to Advertise in the Books and Blogs.

By Advertising in Books and Blogs, you will be able to:

Reach all visitors of the Books and Blogs (expected 5,000 unique visitors)
Generate new Business Leads
Reach International Buyers from Afro-Eurasia, Americas and many other countries.
Reinforce your position as a market pioneer & build reputation in new markets 
You can choose from various advertising options:

Inner Cover  pages – USD $ 500 or INR 25,000 (Full Page Coloured)
First 10 pages – USD $ 300 or INR 15,000 (Full Page Coloured)
Inside pages – USD $ 200 or INR 12,000 (Full Page Coloured
          (service tax applicable at 12.36%)

I look forward for your positive response at the earliest.

Best Regards,

Surbhi Maheshwari [MBA Fin / Mktg ] 
Manager Finance / Mktg,

Sunday, 22 September 2013

Mistakes CEOs Make

By Dr Preeti Vats

Much of today’s leadership writing focuses on what high performing leaders should do. Certainly, that material helps from a theoretical and aspirational point of view. Yet what really haunts leaders on a day-to-day basis is the mistakes that they make. They don’t trip up because they are bad people; they most often fumble because of a lack of knowledge, bad habits or too much stress.
Whether you are a newly promoted manager, recently hired executive or have been in your position for some time, odds are if you are not ahead of the game, you may make one or more of these potentially costly mistakes.Here are 8 such deadly Mistakes that I see in the field, and I’m sure you witness, too and that should be avoided at all costs .

Mistake # 1 :  “Yes , It’s lonely at the top”
I’ve often received calls and emails from former business students of mine who, despite being at a pinnacle of career or financial success, have expressed profound loneliness and despair – the kinds of feelings that might lead to tragedies like the recent suicides of two Swiss executives.
Many young leaders and CEOs say that power and influence come at a steep cost. The more success these people find, the more they feel like targets. It can seem like everyone wants something from them, and even acts of kindness and generosity from others seemed like veiled attempts at manipulation.
So, some leaders gradually lean away from people, creating a self-imposed detachment. In this isolation, they come to feel that they have no one to share their problems with — and at the same time, it makes them seem unapproachable to others. They drift deeper into themselves, and end up far away from the people in their lives.
 The more of it we face, the greater danger there is of losing touch with the people and values that are important to us. There are always moments of isolation, but by. Not taking time to bond with people.  on a human level is off to a bad start. A leader who is conceptually interested in others but doesn’t make time to “bond” with people misses the mark as well, whether those people are employees, colleagues, customers, or other stakeholders. Bonding is a deep emotional connection that is different from simply liking someone. In fact, you do not have to like someone to bond with him. You do have to get to know him and understand what makes him tick. And that takes time above and beyond pure task-oriented work.
Isolation is never the answer – instead, you want to surround yourself with, and reach out to, the people around you. If you start to feel you’re getting tunnel vision from incessant pressure at work, interrupt it. We often feel locked into wearisome routines in life. The trick is to find ways to break out of them as soon as you realize you’re in one.

Mistake # 2 : Making decisions solely on facts and charts
 One of the decision-making mistakes we commonly make is to give ourselves a lot of options. We figure that if we consider every possible alternative, we will have better choices and make the best decision. Sometimes we do this exhaustive search as a way to resolve uncertainty. We assume that if we go through everything, no stone will be left unturned and there will be no uncertainty. The problem is that we are likely to get overwhelmed and make no decision or ineffective decision .
 For years business world have been promoted as a place for no emotions , the focus has been on speed and agility but surprisingly recent scientific and business researches have come up with a very different data covering the  traits of highly successful leaders .These  highly successful business people were  resilient leaders, emotionally intelligent people who were able to absorb complex change and help others move forward to achieve success.  The studies  show that leaders’ best thinking and decisions are grounded in emotional as well as intellectual intelligence. Authenticity, vulnerability and empathy are critical to successful decision making . Leadership is  learned behavior that becomes unconscious and automatic over time. 
Successful CEO’s make many decisions intuitively, mainly because they can’t wait for all the facts. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question.   Many people wonder how leaders know how to make the best decisions, often under immense pressure.  The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. Power CeOs register them in the subconscious mind and when needed they rely on  the most important feature of their brain which we call as  :intuition”, More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns;  knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes.   The most successful leaders are instinctual decision makers.  Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice.
Excellent leaders often say that they go with their gut to make decisions. They are able to trust themselves and their expertise and not get stuck in the cycle of over-thinking. The more you know about a subject, the more reliable your intuition will be. Make yourself an expert in your field and your intuition will be your best guide.

Mistake # 3 :  Ignoring the realities of power
Surprised that you never hear bad news until it's too late? Don't be. The more power you have, the less you'll hear about problems. It's human nature: problems are filtered and softened as they ascend the corporate hierarchy, with each messenger seeking to soften the blow. If you want an honest assessment of a problem, seek out bad news. Welcome it. And when it comes, show your appreciation.
Conversely, messages are magnified as they travel down the hierarchy. If you look pained during a presentation, everyone will "know" you hated the presentation (or worse — the presenter). No one will think to blame the pastrami sandwich you ate too fast before you came to the meeting. Jokes are especially dangerous. When the managing director of a consulting firm joked, "If you're not here Sunday, don't bother coming in Monday," his project team wasn't sure what to do. One said, "We were pretty sure he was joking, but. . ."
Put a lid on rumors by using plain, simple language. End meetings by reviewing your reactions and next steps. "I value your analysis, Dev. The sales trend is disturbing. Let's follow up on Wednesday.

Mistake # 4: Ignoring the obvious
What it looks like: You are the “new person on the block” and there is an unspoken awkwardness between you and your team. A sense of the “unknown” and maybe even some mistrust, depending on whose shoes your are filling and how he or she performed.
Our very social brains “circle” each other, feeling out the other person. Sounds creepy? No, it is normal for our mirror neurons to want to “see” the other person and attempt to predict what you are going to do or say next.
Yet, in this process and especially under stress (i.e., the unknown future), our brains often anticipate the worst case scenario, like “He’s too quiet … just like the last boss and we don’t know what he’s thinking … maybe he’s going to fire us all.” Or “She hasn’t asked us how we have been doing things well around here for years … she’s going to just do it her way no matter what we say.”
CEOs who do not build the awareness in the themselves for the people around them head towards a steep fall in their tenure .

Mistake # 5: A two year old temper tantrum   .  Failing to manage your emotions
I have seen more senior leaders and CEO’s have two year old temper tantrums than my own children did at two. Why is this? My experience has been more senior executives get referred for performance coaching than mid-level managers due to their inability to manage their temper. Is it because top executives are unwilling (or unable?) to manage their emotions? Is it because they don’t see a need to do so and the stress builds up along the way until you explode? Or are managers more afraid of losing their opportunity for promotion if they show their frustration, and are therefore more proactive?
My guess:  It is becoming increasingly difficult to manage the overwhelming responsibilities and variables inherent in the Top Dog position.  Richard Boyatzis, author of Resonant Leadership and numerous research articles in area of Leadership Development, describes “Power Stress” as a unique stress experienced by leaders who in addition to their everyday stress, feel additional responsiblity for the welfare and well being of others: employees, shareholders, etc. The cost of failing is higher, therefore the stress is higher. Stress results in dis-ease … put those two words together and you’ll get the wake up call physically in the form of high blood pressure, heart problems and other stress-related conditions.
Because of the mirror neurons described earlier, when you are come into the office with a scowl or bark at your staff or worse yet use sarcasm or criticism as a management weapon, because emotions are contagious, you’ve just infected everyone you come into contact with. Now your staff are “carriers” and spread the negativity like the flu to others, including your customers.

Mistake # 5“Give me something  big to pat your back”
Have you ever noticed it’s easier to pay attention to what people do wrong than what they do right? This may be for several reasons. First, because our brains are hard-wired to notice the negative more readily and easily (especially under stressful conditions). Second, noticing the negative and ignoring the positive may have been learned. By this I mean your belief that your team doesn’t need recognition for doing their job, because that is what they are paid to do.
Research described in Amabile & Kramer’s book “The Progress Principle: Using Small Wins To Ignite Joy, Engagement, And Creativity At Work” demonstrates people NEED to recognize small progress and small wins. It truly is the little positive things that make a big difference in our internal world. Yet, ironically the small wins get overshadowed by the BIG screw ups (or even the little screw ups) we experience throughout the day both in our internal world or external environment.  Small wins win BIG.
So focus on finding the small wins and acknowledging the progress we make is not a sign of weakness or patronizing … as long as it is genuinely felt and communicated.

Mistake # 6   Holding the medals too tight
CEOs unable to figure out how to share credit for their success with their inner team so that they feel a part of a mission are at the wrong track. Basically, you want to create a reservoir of good feeling, and that involves not only acknowledging your errors but even shouldering the blame for the failures of some of your subordinates. Again and again, leaders like Lincoln took responsibility for what he did, and he shared responsibility for the mistakes of others, and so people became very loyal to him.
History also shows that it’s essential to know how to connect to the larger public, whether that’s through radio, in the case of , Gandhi , Nehru, or in Lincoln’s case, through speeches that were filled with such poetry and clarity that people felt they were watching him think and that he was telling them the truth.

Mistake # 7 : “ Oh yes ,I work 24/7”
I would add here that one more success factor is key for great leadership, be it in business or politics, and it’s one that’s usually overlooked. As a leader you need to know how to relax so that you can replenish your energies for the struggles facing you tomorrow.
Lincoln went to the theater about a hundred times while he was in Washington. And although he suffered from a certain melancholy, he had a tremendous sense of humor and would entertain people long into the night with his stories. Franklin Roosevelt was the same way. He had this cocktail hour every evening during World War II when you just couldn’t talk about the war. He needed to remain free from thinking about the bad things for a few hours. Or he would play with his stamps. This ability to recharge your batteries in the midst of great stress and crisis is crucial for successful leadership.

Dr Preeti Vats

Dr. Preeti vats is CEO of TrainersWorldWide International, and is a counseling psychologist, aninternational consultant, trainer and  CEO level coachconsulting on behavior and health. For past 13 years She has focused on the most influential area of leadership trainingin the  field of neuroscience , scientific social skills & behavioral contracting, and strategies to master soft skills, Leadership performance excellence and mental health. Dr Vats is a co director with United Statestop counselling firm TriState counselling and mediation in Brooklyn, New York, USA where she has  been working  with clients on leadership skills, management training, social skills and health .

Pilot’s Career Guide 
Price: $20.00 USD. Approx. 25,040 words. Language: English. Published on July 13, 2013. Category: Nonfiction.
International Airline Pilot’s Career Guide Learn Step By Step How to Become an International Airlines Pilot By Shekhar Gupta And Niriha Khajanchi

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