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Posted on 24 September '10 by Admin, under ENGLISH 101. No Comments.
Question Type and Subject Content Drilling Is Not the Best Way to Study for the GRE!
Before fighter pilots ever step into the cockpit of an airplane, they step into a simulator first. It flies just like the real thing, but a person’s life and a few million dollar piece of equipment are not at stake if the pilot goes down in flames. In the same way, preparing for the Graduate Record Examinations otherwise known as the GRE General test with a realistic GRE test simulator will insure that you know exactly what to expect when you arrive to take your GRE.
So many test takers believe that question type and subject content drilling is the best way to prepare for the GRE. This could not be more false. If you knew exactly what the test was evaluating and how it accomplishes that, you would agree that a realistic GRE test simulator is the best way to prepare for the GRE test.
The GRE is not specifically evaluating your knowledge of a subject. It is, however, evaluating your ability to think under pressure and find solutions with the material you are given. This kind of evaluation is performed under pressure for a grueling 3.5 hours where the subject matter is constantly changing and your brain is being made to constantly change gears. This isn’t grade school testing anymore. I don’t care how many past GRE test questions you study, you will never be prepared studying that way for the GRE.
The GRE is a computer adaptive test with a unique scoring algorithm. That means that the computer adjusts the test with each question you answer. If you answer a question correctly, it makes the next question more difficult and adjusts your scoring up accordingly. Likewise, if you answer incorrectly, it will make the next question a little easier and adjust your scoring down accordingly. The scoring algorithm gives different weight to different questions based on your performance and by the time you answer the last question, it has adjusted itself so that your scoring comes out completely equated to your performance abilities.
You absolutely cannot duplicate that kind of experience by studying all the past GRE questions and going over subject material, even though it is important to study for your specific subject. That’s not what is being said here. If you plan on entering business school, you should prepare yourself by studying the math and verbal material from which GRE questions are derived. But, you will be walking into the test blind if that is the only way you prepare for the GRE and that is what is being said here.
You should practice taking the test under conditions that simulate the actual testing experience. The time it takes to take the test and the format for which you take the test are all new to you unless you have taken the test before. When the time starts to run out, the timer starts blinking at the five minute mark. This of itself is a distraction. But, you can manage to finish the test and answer all the questions as accurately as possible. That is if you are ready for it and you know that it’s coming. If you have taken an accurate GRE test simulator, this moment won’t be so stressful to you.
An accurate GRE test simulator will present questions to you in the same manner the actual test does. The questions should get increasingly more difficult until your performance levels out and the GRE scoring algorithm has properly assessed your abilities. You would have to agree that testing under these conditions would more accurately prepare you to know exactly what to expect in the actual GRE test.
Even though the GRE is not the only deciding factor for getting you into the graduate institution of your choice, it is important that you perform at your best. You can study all the past questions that you want and you can study the subject material until your head literally explodes. But, you will never be prepared until you have practiced testing under the same testing conditions as the actual GRE. That is an undisputable fact.
This article was sponsored by CATPrep for the benefit of students preparing for the Graduate Record Exam. CATPrep is dedicated to computer administered exam resources with a focus on Computer Adaptive Test preparation software and services. Visit us online for GRE prep software and tips, GMAT practice exams, and Patent Bar Simulators.
Posted on 2 August '10 by Admin, under ENGLISH 101. No Comments.
This is about the self-propelled performance process (SPPP).
How good is your organisation with getting people to perform exceptionally well?
How many times have you seen people around you trying to change something about a work situation, in an effort to improve something? Something like a system, a process, work flow, a document and so forth. It happens a lot, not so?
How many organisations do you know, who just don’t make progress with growth, profit, morale or performance. Sometimes an organisation can be good, because the efficient machines make up for human deficiencies and failure.
Many organisations have job descriptions in place, but does it make people perform?
Many organisations have performance measurement in place, but does it make people perform to their potential?
Many organisations even have a strategic plan and derivative business plans, but does it make the organisation perform?
Many organisations even have the performance areas and performance criteria for each and every job documented, but does it make people perform?
Some organisations also undertake or outsource to consultants the design of improved organisation structures, the re-design of roles and responsibilities, the design and development of electronic systems, the design of job grading systems and many more things, without achieving the desired improved performance.
You must agree that performance is a very elusive concept for most persons in positions of authority and in the driving seats of most organisations.
What then, is so magical about bringing about performance in the workplace – and with it a culture of work and work ethics?
What about our school systems? Why have our school systems failed to instigate scholarly performance for so long? Why is it that such a small proportion of children perform well in school? Only a handful come up with exceptional results; in all the grades, in all schools worldwide.
Where then, is the missing link or links? What are the secrets? Are they buried so mystically deep underground that nobody seems to be able to dig it up to the surface of mother earth? Not even the best of human brains; after all the foregoing scientific research and development?
We have heard numerous times of companies, which say they have implemented a system of performance management. The goals and objectives are embodied in the job descriptions and they do performance measurement quarterly, bi-annually or annually. The problem is that employees remain on previous performance levels and nothing occurs to increase their motivation, morale or inspiration to perform better.
We are sure the readers will be able to recite many more examples out of own experience.
Have you noticed that many persons still seem to take recourse to autocratic behavior, although we claim to operate in a democratic society for decades now and in some cases centuries. In other words, many managers still try to get movement by applying a military, dictator style to try and enforce discipline or poor decisions. Others may hide their inabilities behind an aloof attitude of outdated protocol of superiority and make themselves unapproachable.
The big remaining question is therefore: How to get it right, with the correct tactics and how to utilize it for our children also?
We are talking about a process, a systematic work process, with automatic self-control and integrated performance measurement built in, to motivate and inspire all employees, to reach and surpass their strategic and organization goals, on a voluntary basis, regularly.
We had been fortunate to be involved in such a process and experienced the results first-hand.
It is a process, where the desire to perform comes naturally, for everyone involved. In this process all the pieces of the puzzle like strategic planning, business plans, goal-setting, job descriptions, performance measurement, performance areas and performance criteria fall into place, to form a integrated whole that makes sense to all. It is also a process where self-control and initiative by individuals form the foundation for the building blocks of the whole process.
The benefits of this systematic work process are increased enthusiasm, dedication, productivity, performance, profitability and work result satisfaction for both employees and employers alike.
We like to refer to this process as the natural, self-inspired performance process and have appropriately named it “The self-propelled performance process”. You do not have to pay the normal seminar fees of between $1400.00 and $5000.00 for this information, just join the club and you will get it for free. You can read and learn more about it at our website.
Pierre du Plessis (MBL, 1982, UNISA) is a business consultant, co-owner of Leaders Circle, author of several e-books and training manuals, with website Career Builders. This article can be used for re-publishing as long as it remains unchanged.
Posted on 25 May '10 by Admin, under sensei's. No Comments.
Written By An Award Winning Police Officer And Student Safety Expert, These Age Appropriate, Interactive, Modern Day Tips Provides Children With Everything They Need To Stay Safe Online, In Their Communities As Well As Traveling To And From School. Children Safety Books (1st Grade – High School).
Posted on 20 May '10 by Admin, under sensei's. No Comments.
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Posted on 18 May '10 by Admin, under sensei's. No Comments.
While many offshore centers have been around for decades, high performing offshore centers seem to be about as common as common sense—which seems to be quite a rare commodity.
Following are seven tips for operating a high performing captive offshore center.
Tip#1: Sense of self. First, the center/unit must have a sense of self. In other words, it must be structured in a way that allows the members to view themselves as an individual and unique entity unto itself. If the offshore center serves many different parts of the Parent Corporation and/or different clients through various regional organizations, the sum of all of the parts must still come back to the middle.
Tip#2: Sense of belonging/importance. Despite needing a ‘sense of self’ high performing centers have at their very core strong unifying themes and aggressively promote a sense of belonging with other corporate entities that goes beyond the barriers of its own organizational domain. To be truly successful there must be line of sight to higher-level management in the parent organization and a clear mission that is fully supported by executive leadership.
Tip#3: Do not compromise on center management. When hiring the center management team in the offshore location, be very particular. There are many schools of thought regarding the use of expats. I tend to lean toward using an expat team to start things off and get the culture established, then gradually replacing expats on a selective basis with strong local management over time.
When going the expat route, don’t assume that a common heritage automatically guarantees success. In some cases that I’ve seen, individuals who were Indian by birth but removed from the continent for many years put into local management teams only to see those individuals revert to very old-school Indian management techniques. While those techniques might have worked well twenty or thirty years ago, they no longer do because in-country management styles and processes are considerably advanced over techniques applied twenty of more years ago.
Tip#4: Appreciation for different cultures. In addition to building a ‘sense of belonging’ in a captive offshore center, it is important that the head of the business unit to which the offshore center reports, also be evolved in their thinking about other countries and cultures. Selection criteria for potential expats need to include additional attributes like a genuine open-mindedness to different cultures in general but to the target culture in particular. Both the parent organization leader and expat manager must be on the same page and agree that they are not going to run the business as if it existed in the home country and will seek to understand the best ways to blend the core values and cultures of the parent and local companies.
Tip#5: Blended culture. In addition to having an understanding of the local culture, a key objective should be to establish a blended culture within the center. Similar to a joint venture, you want to utilize the best of each organization and throw away the parts that don’t work.
If you start a captive offshore center that is entirely operated under the local culture, it will be a very foreign environment for employees of the parent company that come to work in or visit the captive offshore center. The reverse is likewise true for employees of the captive center when they go on assignment to other locations of the parent company. Perhaps of greater consequence is the risk of having clients visit the captive center and leave with the feeling that the location and its’ team are too ‘different’ or ‘foreign’ and thus more difficult to work with than other captive centers where they feel more comfortable. The objective again, is to work to develop a blended culture that embraces and nurtures the best of both worlds.
Tip#6: Communication in the context of the culture. Assuming that high performing captive offshore centers are at least partially dependent on expatriate managers to get started, communicating with local staff is extremely important and a critical success factor for the business. Before arriving in country expats, should spend time with other expats and/or people who are from the target country and who have operated successfully in both cultures. The operative word here is ‘successfully’. Merely spending time in a foreign country does not assure the parent organization that the individual has assimilated the intricacies of managing and working with people who do not share the same heritage. Cultural awareness and understanding are critical components of successful communications in an expat environment.
In addition to shadowing and learning from others who have been successful doing what the expat manager is expected to do, there are a number of good cultural primers or guides available. I recommend asking those whom you know understand the target culture to recommend one or more of these guides and then read them before arriving in country.
Tip#7: Measures and Balancing Measures. Measuring performance is an important and critical attribute of high performing captive offshore centers. However, personal experience suggests that in creating a measurement system for captive offshore centers it is important to do more than simply establish a set of primary measures. To ensure that the organization achieves what it hopes to achieve the business should consider developing at least one balancing measure for each primary measure that is established and tracked.
For example, let’s say you want to improve the time to close a ticket for call-center agents. With only a “time to close” measure in place you could see customer satisfaction dip and the number of new incidents rise unexpectedly. Why? Because the agent may be incented to get the caller off the phone as quickly as possible and may even close the ticket in the call system before the caller hangs up.
Personal experience demonstrates that extraordinary things can and do happen if a balancing measure is not in place for each and every primary measure you hold people accountable to. If a measure impacts their performance rating, speed of advancement, and/or compensation you will see extremely creative ways to drive measures to their benefit. In most cases, this kind of behavior is not beneficial to your company or its’ clients.
Finally, don’t forget the basics…. The Tips presented above are representative of areas to be considered when setting up a captive organization in an offshore location and creating a high performance work environment. Of course all other normal good business practices still apply in building and managing captive offshore centers.
The high performing captive offshore centers I have seen are successful for many reasons but most of them have thought through what it means to be ‘best in class’ and have put into practice many of the suggestions in this article.
Mike McGarry is a Senior Consultant with Alsbridge PLC, the award winning advisors on outsourcing, shared services and offshoring.
Posted on 16 May '10 by Admin, under sensei's. No Comments.
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Posted on 15 May '10 by Admin, under sensei's. No Comments.
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Posted on 10 May '10 by Admin, under sensei's. No Comments.
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Posted on 9 May '10 by Admin, under sensei's. No Comments.
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Posted on 7 May '10 by Admin, under ENGLISH 101. No Comments.
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