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Group Discussion

The document outlines the desired parameters and evaluation criteria for candidates in group discussions (GDs), including original ideas, clarity, listening skills, and positive body language. It details the assessment of group behavior, leadership qualities, and communication skills, along with guidelines for participation and conduct. Additionally, it distinguishes between topic-based and case-based GDs, providing steps for case analysis and tips for effective participation.

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Joker
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7 views21 pages

Group Discussion

The document outlines the desired parameters and evaluation criteria for candidates in group discussions (GDs), including original ideas, clarity, listening skills, and positive body language. It details the assessment of group behavior, leadership qualities, and communication skills, along with guidelines for participation and conduct. Additionally, it distinguishes between topic-based and case-based GDs, providing steps for case analysis and tips for effective participation.

Uploaded by

Joker
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Group Discussion

Desired Parameters in Candidates

• Original ideas

• Clarity in articulation

• Good listening skills

• Positive body language


Group Behaviour
Candidates’ group behaviour is checked on the following
parameters:

• Participation

• Leadership qualities

• Problem-solving capability

• Handling turbulence
Participation
GDs check a candidate’s level of participation:

• High

• Low

• Consistent
Leadership
Leadership is determined by

• Initiative

• Team spirit

• Problem-solving skills

• Decision-making skills
Leadership Qualities
Suggested leadership qualities:

• Participate constructively

• Provide rational arguments

• Convince others

• Build support

• Logically weaken opponent’s point of view


Leadership Styles
Various leadership styles are evident during a GD:

• Driver (imposes, evaluates, blocks)

• Amiable leader (eagerly supports, avoid conflicts)

• Democrat (includes everyone, tries to control)


Orderly Conduct
Strive to:

• Dominate without bullying

• Listen and react

• Be a gate opener not closer


Avoiding Turbulence
Strive to:

• Restore order

• Activate inert participants


Evaluation
A GD evaluates a candidate’s

• Personality
• Knowledge
• Communication skills
• Leadership skills
Personality
Personality is determined by

• Appearance
• Temperament

• Posture and gesture

• Mental state
Knowledge
Knowledge is determined by

• Depth

• Range

• Analytical ability

• Organization of ideas
Communication Skills
Communication skills are determined by

• Listening Skills

• Fluency

• Language

• Phonetic Ability
Do’s

• Sit comfortably • Keep track of time

• Understand the topic • Share time fairly

• Organize ideas • Maintain eye contact

• Speak at the earliest • Take notes

• Identify supporters and opponents


• Aim for conclusion, not consensus
Don’ts
• Be in a hurry • Move excessively
• Be silent • Throw all ideas at one shot
• Dominate vocally/physically • Use slang
• Assume role of chairman • Speak fast
• Introduce topic • Digress
• Take extreme stance
• Pay attention to troublemakers
• Look at faculty
• Get emotional
• Shut out inert participants
Types of GDs
• Topic-based
A controversial or factual topic may be used to evaluate
candidates

• Case-based
A case study is used to evaluate a candidate’s analytical and
decision-making skills among others.
Topic-based GDs
Interpret correctly; explore adequately

Case-based GDs
Understand the situation, work out alternatives, explore pros and cons,
suggest solutions, and work out implementation and contingency plan
Case Study
A case is a statement of conditions, attitudes, and practices and
it:

• Describes a challenging situation that the company is facing or


has faced earlier.

• Illustrates a specific set of management issues

• Provides facts and figures


• It is written in a manner that needs rearrangement and
interpretation of facts as well as evaluation of opinions,
behavior, and interaction
• It includes data on alternative courses of action
Steps
• for
Put the case Casetogether
information Analysis
• Evaluate the actions and plans of the company and identify, and
describe business opportunities and problems

• Recommend a coordinated plan of action to correct business problems


or to take advantage of opportunities

• Justify the recommended action

• Try to get a quick sense of the whole case – title, heading, outline,
introduction, and conclusion
Steps for Case Analysis (…contd)
• Does this require a decision? Who is the decision maker? What
decision does she have to make? What are her objectives? Are
there other actors there? What are their objectives?

• At this point reread the case carefully; underline key facts

• Note the key problems on paper; go through the case again for
relevant information. What are the resources/constraints?

• What are the possible courses of action? Rank alternatives; likely


short- and long-term consequences.
Tips
• Be prepared to present ideas with conviction.
• Listen
• Keep an open mind
• Grab the earliest opportunity to get involved
• If you have a totally new idea-wait
• Be alert for constructive solutions
• Try to give space to others
• Don’t hesitate to admit confusion or ask for clarification
• Keep the group focused
• Accept a critical atmosphere and be willing to submit your
conclusions to rebuttal
• Overcome the fear of making and admitting a mistake
REPLAY

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