Practical File

MANAGERIAL APTITUDE
(BBHC-0809)

By

RAHUL SINGH
Roll Number- 204700086
BBA (H) (V Semester)

Submitted To

Dr. Gitali Choudhury

Assistant Professor

Institute of Business Management (UG)

GLA University Mathura-281406
INDIA
 Index

S. No Name of Assignment Date Remark

1. Types of Interviews and their
relevance
2. Sample of Resume: Make your
own resume showing as you
have completed your graduation
and having 5 years of
experience.

3. Describe 5 latest news on

Business
4. Your favourite 2 World famous
Business Personalities
5. Latest job opportunities in your
specialisation

6. A Successful Business person in

your family/relatives/ friends:
Introduction, Business
development, Business Qualities.
7. Write the company profile of
any 2 companies you consider
the best. What quality makes
them different from others?
8. Explain any 10 managerial skills
and do self assessment giving
yourself marks out of 10. Write
down what are the skills you
think you are good at and give
your personal example in
dealings.
 ASSIGNMENT 1

TYPES OF INTERVIEWS AND THEIR

RELEVANCE
Let us first understand what an interview is.

An interview is a structured conversation where one participant asks questions, and

the other provides answers. In common parlance, the word "interview" refers to a
one-on-one conversation between an interviewer and an interviewee. The interviewer
asks questions to which the interviewee responds, usually providing information. That
information may be used or provided to other audiences immediately or later. This
feature is common to many types of interviews – a job interview or interview with a
witness to an event may have no other audience present at the time, but the answers
will be later provided to others in the employment or investigative process. An
interview may also transfer information in both directions.

Interviews usually take place face-to-face and in person but the parties may instead be
separated geographically, as in videoconferencing or telephone interviews. Interviews
almost always involve spoken conversation between two or more parties. In some
instances a "conversation" can happen between two persons who type their questions
and answers.

The traditionally two-person interview format, sometimes called a one-on-one

interview, permits direct questions and follow-ups, which enables an interviewer to
better gauge the accuracy and relevance of responses. It is a flexible arrangement in
the sense that subsequent questions can be tailored to clarify earlier answers. Further,
it eliminates possible distortion due to other parties being present.

Face to face interviewing helps both parties to interact and form a connection, and
understand the other. Further, face to face interview sessions can be more enjoyable.
What are the different types of Interviews?

We have discussed the methods and stages of interviews. Let us now discuss the
different types of interviews.

1. Telephonic Interview

This usually takes place with either the HR or recruitment to assess the candidate in
general. This may include asking interview questions based on the resume, roles and
responsibilities of the job profile. In most cases, telephonic interviews are the first and
last stage of the interview.

2. Face-to-Face Interview

Once the candidate’s basic profile is screened and shortlisted, it is processed further.
The candidate and interviewer meet in person to discuss your profile. This may
include the employer, someone from Human Resources or a recruitment consultant.
Based on the interview round, you will either be assessed in general or on technical
grounds.

3. Video Interview

These can be considered the substitute for the face-to-face interview since it has a
similar purpose. Video interviews happen in case of remote positions or in situations
when meeting the candidate is not possible. Video interviewers were the most feasible
type of interviews during the peak of COVID-19.
4. Panel Interview

In this type of interview, there are multiple interviewers who assess the candidate. All
types of questions from expertise to future aspirations may be covered in these
interviews. These may include different professionals from the team who assess the
candidate on different grounds. The decision in such interviews is collective. In such
interviews, the candidate is keenly observed based on their skill set and body
language.

5. Structured Interview

In such interviews, interviewers ask the same set of questions from all candidates.
These can be open-ended or close-ended questions. If it is an open-ended question,
then there can be multiple answers for a single question. If it is a close-ended
question, there will only be a single answer. In this type of interview, the interviewer
compares candidates based on their responses to these questions.

6. Unstructured Interview

Here, interviewers change questions based on the candidate’s response to the previous
questions. There is no set format and there can be all types of interview questions that
you may not predict. The interviewer may already have questions or they might base
them on the interview progress.

7. Stress Interview

These are challenging in nature since the interview assesses your response to stressful
situations. Interviewers want to ensure that your response will be constructive for the
company. Such types of interviews are common for high-stress job profiles.
8. Case Interview

Here, the interviewer gives you a situation and the associated problem. This may be an
imaginary or a real-life problem. They then ask for a solution to the problem. The aim
is to assess how good you are at problem-solving.

9. Off-site Interview

These are informal interviews where the candidate and interviewer meet at a place
other than the office. The interviewer may invite the candidate over lunch. The aim of
such interviews is to assess your personality outside the workplace.
Relevance of different types of interview methods

Interviews are considered necessary as it is an excellent way to whittle down a large

number of applicants and allow the best ones.

Here are some points which highlight the importance of interviews.

1. Interviews play a crucial role in the selection process of the favourable

candidate. They help the interviewer choose who is efficient and who is not.
2. Resumes do not present a clear picture or inabilities of a candidate; recruiters
get to know the candidate's weaknesses and where they need training through
the interview procedure.
3. If someone asks in an interview about their weaknesses, it's best to answer
them honestly. It also shows the candidate's self-awareness about their good
and vulnerable traits.
4. Interviews are a necessary strategy to know a candidate's potential.
5. Through the interviewing process, the employer and the interviewee get to
know each other, and the flow of essential information takes place, and all
doubts are freed.
6. The employer gets to know about the interviewee's actual communicative skills
and checks their general skills of writing and speaking through the quality of
their responses.
7. Employers also get to know about the individuality and personality of the
candidate. Also, analyze their social behaviour and confidence in their body
language.
 ASSIGNMENT 2

Sample of Resume: Make your own resume showing

as you have completed your graduation and having 5
years of experience.
 ASSIGNMENT 3

Describe 5 latest news on Business

 5 latest business news are as follows:-

1. ESMA withdraws recognition granted to Indian clearing

corporations

The European Securities and Markets Authority (ESMA), the financial markets
regulator of the European Union (EU), has withdrawn the recognition granted to six
Indian clearing corporation due to “no cooperation arrangements” between ESMA and
Indian regulators, which include Reserve Bank of India (RBI), Securities and
Exchange Board of India (Sebi) and International Financial Services Centres
Authority (IFSCA).

The six clearing corporations—central counterparties (CCPs), as ESMA calls it—are

the Clearing Corporation of India (CCIL), Indian Clearing Corporation Limited
(ICCL), NSE Clearing Limited (NSCCL), Multi Commodity Exchange Clearing
(MCX CCL), India International Clearing Corporation (IFSC) Limited (IICC) and
NSE IFSC Clearing Corporation (NICCL).

The unprecedented move would prevent EU-based banks, governed by ESMA, from
dealing in the domestic currency, commodity and equities market. Some of these
banks include BNP Paribas, Deutsche Bank and Societe Generale. Most of these
banks are active players in the domestic market and clear with all the six CCPs barred
by ESMA.
 2. Adani Group clinches Dharavi redevelopment project
with Rs 5,069-crore bid

Adani Group has won the bid for the redevelopment of Mumbai's Dharavi area, one of
the largest slum clusters in Asia.

The Maharashtra government authorities, on November 29, opened the financial bids
for the Dharavi redevelopment project.

SVR Srinivas, Chief Executive Office of Dharavi Redevelopment Project said, "We
got three bids of which we opened two financial bids of Adani and DLF as Naman
Group did not qualify in the technical bidding. The bid by Adani Group was for Rs
5,069 crore and DLF was Rs 2,025 crore. We will now further go with the approval
from the state government and also form a special purpose vehicle (SPV) for the
redevelopment of Dharavi.”

Three companies namely Adani Realty, DLF and Naman Group had submitted bids
for the redevelopment of Dharavi and rehabilitation of slum dwellers. With the
selection of the successful bidder, the redevelopment of Dharavi will finally take off
now, after multiple failed attempts in the last 15 years.

3. Air India is merging with Vistara airlines.

For decades, Singapore Airlines Ltd. has wanted to take pole position in India, tipped
to be the world’s third-largest aviation market by the middle of the decade, if not
sooner. Now that the opportunity to be a 25% owner of the nation’s largest
international and second-largest local carrier has come knocking, Chief Executive Goh
Choon Phong is happy to write a $250 million check.

Vistara, a joint venture of the Tata Group and SIA, is being merged with Air India.
The loss-making national carrier went to the local conglomerate when New Delhi sold
it last year. Now, Tata will hold 74.9% of the merged entity; Singapore Air will fork
out a little over $250 million for 25.1%. An expansion is also in the cards. Air India
CEO Campbell Wilson — a Singapore Air veteran — wants to triple his fleet in five
years. That purchase, among the most aggressive in the industry after the pandemic,
may increase SIA’s investment by another $615 million. The Indian side will bring in
proportionately more.

4. AirAsia India-Air India Express Merger by 2023 as

AirAsia Sells Off India Stake to Tatas

Budget carrier AirAsia India is likely to be merged with Air India Express by the end
of 2023. An operational review process is underway to integrate the two carriers, Air
India said in a statement this week.

The merger news follows Malaysia-based AirAsia Aviation Group’s announcement on

Wednesday that it has sold off its remaining 16.67 percent stake in AirAsia India to
Tatas-owned Air India.

The agreement that will fetch AirAsia $18.83 million, also states that AirAsia India
can continue to use the ‘AirAsia’ brand name for 12 months.
Aimed at having a single low-cost carrier for the Air India group, following the
merger the entity will be branded as Air India Express, a statement read.

In June, Indian watchdog Competition Commission of India had approved the

proposed acquisition of the entire shareholding of AirAsia India by Air India.

Following the acquisition of Air India and Air India Express in January, the Tata
Group now owns four airlines — Air India, Air India Express, AirAsia India and
Vistara. Vistara is a joint venture with Singapore Airlines.

5. Carlyle, Advent get conditional nod from RBI to own

9.99% in Yes Bank

The Reserve Bank of India (RBI) has given a conditional approval to private
equity investors Carlyle Group and Advent International to acquire up to 9.99%
each in private lender Yes Bank, the bank said in a regulatory filing on
Thursday.

“We hereby inform you that vide separate letters dated 30 November, the
Reserve Bank of India has issued a conditional approval to each investor
with respect to the proposed acquisition by each of them of up to 9.99% of
paid-up share capital of the bank through subscription to equity shares and
share warrants of the bank and the Investors are evaluating the conditions,"
it said.

The investors and Yes Bank will engage with RBI to seek an early resolution of
the conditions to procure the final approval on this matter, the statement said.
The bank, however, did not elaborate on what these conditions are.
 ASSIGNMENT 4

Your favourite 2 World famous Business

Personalities
My two famous business personalities are as follows:-

1. Adar Poonawalla (CEO if Serum Institute of India)

Adar Poonawalla (born 14 January 1981) is an Indian billionaire businessman. He is

the chief executive officer (CEO) of Serum Institute of India. Founded in 1966 by his
father, Cyrus Poonawalla, it is the world's largest vaccine manufacturer by number of
doses produced.Adar Poonawalla was educated at The Bishop's School (Pune) and at
the St Edmund's School Canterbury followed by the University of Westminster.

Poonawalla joined the Serum Institute of India in 2001 after graduating from
university. Then exporting its products to 35 countries, Poonawalla concentrated on
the company's international market, new products license and getting pre-qualified by
the World Health Organization for supply to United Nations Agencies including
UNICEF and PAHO. As of 2015, he has helped the company export its products to
over 140 countries; 85 percent of its revenues are from overseas.

In 2011, he became the CEO. In 2012, he played a major role in the acquisition of
Bilthoven Biologicals, a Netherlands-based government vaccine manufacturing
company. Poonawalla is a board member of the GAVI Alliance, the global vaccine
alliance.

He initiated and launched in 2014; Serum Institute's oral polio vaccine, which became
a bestseller for the company. It was reported that he planned to expand the product
portfolio to include vaccines for dengue, flu and cervical cancer during the same year.
Presently he is the CEO of Serum Institute of India.

On 31 May 2021, he was appointed as the chairman of Magma Fincorp, after

acquiring a 66% stake in the financial services company.

Take risk, Don’t be afraid to expand your business

Adar Poonawalla is the Chief Executive Officer (CEO) of the Serum Institute of
India (SII), a private family-owned business founded in 1966 by his father Dr. Cyrus
Poonawalla. SII is the world’s largest vaccine manufacturer by the number of doses
produced and sold a year (1.5bn). By the end of 2021 SII will be producing more than
3 billion doses of vaccines per year, 1.5bn of which will be Covid vaccines.

Adar joined SII in 2001, after graduating from the University of Westminster in
London. Then exporting its products to 30 countries, he focused on the company’s
international market and ensuring new products were licensed and pre-qualified by the
World Health Organization for supply to United Nations Agencies including UNICEF
and PAHO.

Adar took over from his father as CEO in 2011, taking complete control of day-to-day
operations of the company. In this role, Adar has focused on bringing down the prices
of vaccines to make them affordable for developing communities, while leading SII to
innovate and develop new vaccines against preventable diseases to protect lives
around the globe. As a result of his mission to fight health inequality by making
access to vaccines more equitable, Adar has since expanded SII’s reach to supply over
170 countries with life-saving vaccines today.

Adar continues to lead the expansion of SII, developing affordable vaccines for global
outbreaks – most currently the Covid-19 vaccine – and for preventable diseases,
particularly in low- and middle-income countries. SII has produced and distributed
over 280 million doses of the Covid-19 vaccine to 70 countries (as of June 2021) and
is continuing to increase production month-on-month. Many new vaccines such as
Rotavirus and Pneumococcal have been produced in his tenure.

Adar and his wife Natasha are the founders of the Villoo Poonawalla Charitable
Foundation, launched in 2012 to improve lives through a focus on increasing
education, healthcare, safe water and environmental sanitation. Today in Pune, where
SII is based, the Foundation has eight schools with over 10,000 children being
educated and a charitable hospital. It also picks up and processes city waste to
mitigate its impact on the health of local populations and provides clean drinking
water at 30 locations.
Adar is the founder of Poonawalla Fincorp, a fast-growing digital non-banking
financial company established in 2019 and headquartered in Pune, India.

Adar is a former board member of GAVI, the Vaccine Alliance focused on helping
vaccinate the world’s children against deadly and debilitating infectious diseases.

Adar has been recognized with a number of accolades over the years, most recently
Fortune’s Greatest Leaders (2021), Economic Times Entrepreneur of the Year (2021),
Hurun National Icon of Philanthropy (2019), Indian of the Year – CSR Category
(2020), Forbes India Leadership Awards GenNext Entrepreneur (2018) and CNBC
Asia’s Corporate Social Responsibility (2018).

In 2017, he was appointed by the Indian Prime Minister as Brand Ambassador for
Swachh Bharat, a country-wide campaign initiated by the Government of India to
improve waste management.

Learnings from Mr. Adar Poonawalla:-

1. Take risk, Don’t be afraid to expand your business

2. Lead with empathy

Empathy can be one of the toughest emotions to tap into when we find
ourselves buried under both personal and professional demands.
3. Prioritize transparency

Being as honest and transparent as possible with your teams requires a degree
of vulnerability. When transparency is prevalent in the workplace, you can
connect with your teams on a more authentic level and see them beyond just
their professional accomplishments. To me, transparency can look like frequent
townhalls or weekly calls with stakeholders and team members, openly
communicating any changes that are being made to daily processes and
effectively preparing teams to be proactive in reaching their goals. This form of
communication works both ways.
4. Lead by example
A captivating leader is self-aware, someone who lives with integrity and lets
their actions speak much louder than their words.
5. Build resiliency
Strategically leading a team is more than having state-of-the-art computers, a
core mission statement or a captivating business model. While all those things
certainly help a business to thrive, the true resiliency of a team comes from its
ability to respond to adversity and disruptions with innovation and integrity.
6. Create inspiration
The ability to inspire others is one of the most important skills a leader can
have.
 2. Kallam Anji Reddy

Kallam Anji Reddy (10 August 1941 – 15 March 2013) was an Indian entrepreneur
in the pharmaceutical industry, the founder-chairman of Dr. Reddy's Laboratories,
which he established in 1984, and chairman of Dr Reddy's Foundation (DRF), the
corporate social responsibility arm of the group, established 1996 The Government of
India honoured him with the Padma Shri in 2001 and later with the Padma Bhushan in
2011 for his contribution to the Indian pharmaceutical industry. He was a member of
the Indian Prime Minister's Council on Trade and Industry.

After graduating from Annapotanna Zilla parishath High School Nutakki, Reddy
received his first Bachelor of Science degree from A.C. College at Guntur in 1958. He
then earned his B.Sc.(Tech) in Pharmaceuticals and Fine chemicals from the
University Department of Chemical Technology of University of Mumbai (now
Institute of Chemical Technology, Mumbai), followed by a PhD in chemical
engineering under L.K Doraiswamy from the National Chemical Laboratory, Pune in
1969.

Reddy died of cancer on 15 March 2013 at the Apollo Hospital in Hyderabad..

Dr. Kallam Anji Reddy was a well-known scientist, entrepreneur and philanthropist.
An erudite and patriotic visionary, he set up Dr. Reddy’s Laboratories in 1984 to make
affordable medicines and worked to make Dr. Reddy’s a hub for research in pharmacy.

About a decade after setting up Dr. Reddy’s Laboratories, he was encouraged by the
possibilities of helping others to also share and reap the benefits of India’s economic
growth. He started the Dr. Reddy’s Foundation in 1996, with the vision of assisting
young disadvantaged persons to have access to quality education and developing skills
to keep pace with modern day challenges.

Dr. Anji Reddy received the Padma Shri in 2001 and later the Padma Bhushan for his
contribution to the Indian pharmaceutical industry.

Learnings from Mr. Kallam Anji Reddy:-

1. Don’t be afraid to be the first in any field, although the field is unproven,the
scope for profit is huge

2. Be Unapologetically Yourself

The biggest lesson I have learned from Dr. Kallam Anji Reddy is to be
unapologetically yourself as you fearlessly support the things you care about
and the causes and advances you believe in. If you want to see what someone
cares about, and what has their heart, watch where their money goes!

3. Manage Your Time Well

Manage your time! Dr. Kallam Anji Reddy showed me the discipline required
to be present for your family and be a high performer at work. It starts with
clarifying your purpose and building a diverse team that understands your
value and their role in supporting your goals.

4. Treat Everyone Equally

The biggest lesson was that he treated everyone equally. This manifested in the
way he would relate to everyone, from entry-level staff to CEOs of large
corporations, with the same respect, values, character and quality of listening.
 ASSIGNMENT 5

Latest job opportunities in your specialisation

Latest job opportunities in the world of Finance, Banking and
Insurance:-

1. Credit Research

A credit research analyst is responsible for researching an individual’s (or company’s)

credit history and financial information to help determine how creditworthy they are.
The analyst must look deeply into the personal and financial background of every
credit applicant to help the lender determine if the applicant is worth the risk of
offering credit or a loan.

After successfully researching and uncovering an applicant’s pertinent information,

the credit research analyst must then compile the numbers. The analysts typically
work for banks, financial institutions, and other organizations that loan money or
extend lines of credit.

Lenders take into account a variety of factors, including how many loans/lines of
credit an applicant has been given, if they have outstanding debt and how much, what
type of job they have, and prospects for future income.

Using all the data collected, the credit research analyst must use common analytics
and formulas to come up with a basic assessment of overall risk.
 2. Relationship Manager

Relationship management is a strategy in which an organization maintains an ongoing

level of engagement with its audience. This management can occur between a
business and its customers (business to consumer [B2C]) or between a business and
other businesses (business to business [B2B]). Relationship management aims to
create a partnership between an organization and its patrons, instead of viewing the
relationship as merely transactional.

Relationship management involves strategies to build client support for a business and
its offerings, and increase brand loyalty. Most often, relationship building occurs at the
customer level, but it is valuable between businesses as well.

A business may hire a relationship manager to oversee relationship building or it may

combine this function with another marketing or human-resources role. Building a
relationship with clients yields rewards for all parties. Consumers who feel that a
company is responsive to their needs likely will continue to use that company's
products and services.

A company's reputation for responsiveness and generous post-sales involvement can

often stimulate new sales. Maintaining communication with consumers lets a
company identify potential problems before they come to a costly head.
 3. PORTFOLIO MANAGER

A portfolio manager is a person or group of people responsible for investing a mutual,

exchange traded or closed-end fund's assets, implementing its investment strategy, and
managing day-to-day portfolio trading. A portfolio manager is one of the most
important factors to consider when looking at fund investing. Portfolio management
can be active or passive, and historical performance records indicate that only a
minority of active fund managers consistently beat the market.

A portfolio manager holds great influence on a fund, no matter if that fund is a closed
or open mutual fund, hedge fund, venture capital fund or exchange-traded fund. The
manager of the fund's portfolio will directly affect the overall returns of the fund.
Portfolio managers are thus usually experienced investors, brokers, or traders, with
strong backgrounds in financial management and track records of sustained success.

A portfolio manager, regardless of background, is either an active or passive manager.

If a manager takes a passive approach, their investment strategy mirrors a specific
market index. Using that market index as a benchmark is extremely important since an
investor should expect to see similar returns over the long term.

Conversely, a manager can take an active approach to investing, which means that
they attempt to consistently beat average market returns. In this scenario, the portfolio
manager themselves is extremely important, since their investment style directly
results in the fund's returns. Potential investors should look at an active fund's
marketing material for more information on the investment approach.
 4. INVESTMENT BANKER

An investment banker is an individual who often works as part of a financial

institution and is primarily concerned with raising capital for corporations,
governments, or other entities.

Examples of investment banker employers are Goldman Sachs (GS), Morgan Stanley
(MS), JPMorgan Chase (JPM), Bank of America Merrill Lynch (BAC), and Deutsche
Bank (DB).

Investment bankers facilitate large, complicated financial transactions. These

transactions may include structuring an acquisition, merger, or sale for clients.
Another responsibility of investment bankers is issuing securities as a means of raising
capital. This involves creating detailed documentation for the Securities and Exchange
Commission (SEC) necessary for a company to go public.

An investment banker can save a client time and money by identifying the risks
associated with a particular project before a company moves forward. In theory, the
investment banker is an expert in their field or industry, who has a finger on the pulse
of the current investing climate. Businesses and nonprofit institutions often turn to
investment bankers for advice on how best to plan their development.

An investment banker also assists with pricing financial instruments and navigating
regulatory requirements. When a company holds its initial public offering (IPO), an
investment bank will buy all or much of that company’s shares directly, acting as an
intermediary. In this case, acting on behalf of the company going public, the
investment bank will subsequently sell the company’s shares into the public market,
creating immediate liquidity.

An investment bank stands to make a profit in this scenario, generally pricing its
shares at a markup. In doing so, the investment bank takes on a substantial amount of
risk. While experienced analysts at the investment bank use their expertise to price the
stock accurately, an investment banker can lose money on the deal if they have
overvalued the shares.

An Example of Investment Banking and an IPO

For example, suppose that Pete’s Paints Co., a chain supplying paints and other
hardware, wants to go public. Pete, the owner, gets in touch with Katherine, a
prominent investment banker. Pete and Katherine strike a deal in which Katherine (on
behalf of her firm) agrees to buy 100,000 shares of Pete’s Paints for the company’s
IPO at the price of $24 per share, based on her analyst team's recommendations. The
investment bank pays $2.4 million for the 100,000 shares.

After filing the appropriate paperwork, such as SEC Form S-1, and setting the IPO's
date and time, Katherine and her team begin selling the stock into the open market at
$26 per share. However, the investment bank cannot sell more than 20% of the shares
at this price given weak demand and is forced to reduce the price to $23 to sell the rest
of the holdings. This ultimately leads to a loss for Katherine and her team.
 ASSIGNMENT 6

A Successful Business person in your

family/relatives/ friends: Introduction, Business
development, Business Qualities.
Mr. Mohan Singh, my fufaji is a successful business owner in my family. He owns
10 polyhouses.

What is a Polyhouse?

A greenhouse or poly house is defined as a house or structure made of transparent

material like glass or polyethylene. Plants grow under well-controlled climatic
conditions. The size of the structure is varied! There are small sheds and industry size
buildings and the business grows. A greenhouse is a glasshouse whose interiors grow
warmer due to exposure to sunlight as the house blocks the greenhouse gas to exit.
Some greenhouses are survival friendly and they warm for the plants growing inside!
The high-end greenhouses have installed high-end technology like heating and cooling
systems, lighting, screening installations, and computerized facilities which provide
the best-growing conditions for plants.

What Crops Are Suitable for Polyhouse Farming?

● Fruits: Papaya, Strawberry, etc.

● Vegetables: Bitter Gourd, Cabbage, Capsicum, Coloured Capsicum,
Cauliflower, Chili, Coriander, Okra, Onion, Radish, Spinach, Tomato etc.
● Flowers: Carnation, Chrysanthemum, Gerbera, Gladiolus, Marigold, Orchid,
Rose, etc.

He started this business after his retirement as Assistant Labour Commissioner from
the Labour department in 2012. Currently he owns 10 polyhouses, although he started
with one polyhouse in the beginning.

The polyhousing business is a subset of the agriculture and farming industry.

Current developments

From last year he has stopped growing products himself and has instead choosen to
rent out his polyhouses to other interested parties. This although reduces his income
but he no longer has to go to the site everyday. Instead he visists the polyhouses once
every month to inspect and take stock of the site.

Business qualities in him:-

1. Excellent communication skills

2. Always up to date on the market
3. Great at Networking
4. Have multiple diversified fields of income
5. Knows how to get things done from people
6. Not afraid to take risks
 ASSIGNMENT 7

Write the company profile of any 2 companies you

consider the best. What quality makes them
different from others?
The 2 companies are as follows:-

1. Blackrock

BlackRock, Inc. is an American multinational investment company based in New

York City. Founded in 1988, initially as a risk management and fixed income
institutional asset manager, BlackRock is the world's largest asset manager, with
US$10 trillion in assets under management as of January 2022. BlackRock operates
globally with 70 offices in 30 countries, and clients in 100 countries.

BlackRock has sought to position itself as an industry leader in environmental, social

and corporate governance (ESG). The company has faced criticism for worsening
climate change, its close ties with the Federal Reserve System during the COVID-19
pandemic, anticompetitive behavior, and its unprecedented investments in China.

History

1988–1997
BlackRock was founded in 1988 by Larry Fink, Robert S. Kapito, Susan Wagner,
Barbara Novick, Ben Golub, Hugh Frater, Ralph Schlosstein, and Keith Anderson to
provide institutional clients with asset management services from a risk management
perspective. Fink, Kapito, Golub and Novick had worked together at First Boston,
where Fink and his team were pioneers in the mortgage-backed securities market in
the United States. During Fink's tenure, he had lost $100 million as head of First
Boston. That experience was the motivation to develop what he and the others
considered to be excellent risk management and fiduciary practices. Initially, Fink
sought funding (for initial operating capital) from Pete Peterson of The Blackstone
Group who believed in Fink's vision of a firm devoted to risk management. Peterson
called it Blackstone Financial Management.In exchange for a 50 percent stake in the
bond business, initially Blackstone gave Fink and his team a $5 million credit line.
Within months, the business had turned profitable, and by 1989 the group's assets had
quadrupled to $2.7 billion. The percent of the stake owned by Blackstone also fell to
40%, compared to Fink's staff.

By 1992, Blackstone had a stake equating to about 35% of the company, and Stephen
A. Schwarzman and Fink were considering selling shares to the public. The firm
adopted the name BlackRock, and was managing $17 billion in assets by the end of
the year. At the end of 1994, BlackRock was managing $53 billion I.n 1994,
Schwarzman and Fink had an internal dispute over methods of compensation and
equity. Fink wanted to share equity with new hires, to lure talent from banks, unlike
Schwarzman, who did not want to further lower Blackstone's stake. They agreed to
part ways, and Schwarzman sold to BlackRock, a decision he later called a "heroic
mistake." In June 1994, Blackstone sold a mortgage-securities unit with $23 billion in
assets to PNC Bank Corp. for $240 million. The unit had traded mortgages and other
fixed-income assets, and during the sales process the unit changed its name from
Blackstone Financial Management to BlackRock Financial Management. Schwarzman
remained with Blackstone, while Fink went on to become chairman and CEO of
BlackRock Inc.

Ownership and transparency

BlackRock invests the funds of its clients (for example, the owners of iShares ETF
units) in numerous publicly traded companies, some of which compete with each
other. Because of the size of BlackRock's funds, the company frequently appears
among the top shareholders of these companies, such as technology companies Apple
(BlackRock is listed as owning 6.34%) and Microsoft (6.77%), and financial services
firms Wells Fargo (4.30%) and JPMorgan Chase (4.41%). BlackRock states these
shares are ultimately owned by the company's clients, not by BlackRock itself – a
view shared by multiple independent academics – but acknowledges it can exercise
shareholder votes on behalf of these clients, in many cases without client input.This
concentration of ownership has nonetheless raised concerns of possible
anticompetitive behaviour. A 2014 study titled "Anticompetitive Effects of Common
Ownership" analyzed the effects of this type of common ownership on airline ticket
prices. The study found that "Prices go up and quantity goes down when the airlines
competing on a given route are more commonly owned by the same set of investors."
The authors note that this price increase does not necessarily imply conscious
collusion among the common owners, but could perhaps be that these firms are now
"too lazy to compete" with themselves.

BlackRock is a shareholder in many institutional investors that own shares in

BlackRock. This chain of ownership is similar to circular ownership structures which
have been identified in the United Kingdom, for example.

Finances
As of 2021, BlackRock ranked 192 on the Fortune 500 list of the largest United States
corporations by revenue.

In 2020, the non-profit American Economic Liberties Project issued a report

highlighting the fact that "the 'Big Three' asset management firms—BlackRock,
Vanguard and State Street—manage over $15 trillion in combined global assets under
management, an amount equivalent to more than three-quarters of U.S. gross domestic
product." The report called for structural reforms and better regulation of the financial
markets. In 2021, BlackRock managed over $10 trillion in assets under management,
about 40% of the GDP of the United States (nominal $25.347 trillion in 2022).
 2. BAIN & COMPANY

Bain & Company is an American management consulting company headquartered in

Boston, Massachusetts. The firm provides advice to public, private, and non-profit
organizations. One of the Big Three management consultancies, Bain & Company was
founded in 1973 by former Group Vice President of Boston Consulting Group Bill
Bain and his colleagues, including Patrick F. Graham. In the late 1970s and early
1980s, the firm grew rapidly. Bill Bain later spun off the alternative investment
business into Bain Capital in 1984 and appointed Mitt Romney as its first CEO. Bain
experienced several setbacks and financial troubles from 1987 to the early 1990s.
Romney and Orit Gadiesh are credited with returning the firm to profitability and
growth in their sequential roles as the firm's CEO and chairman respectively.

In the 2000s, Bain & Company continued to expand and create additional practice
areas focused on working with nonprofits, technology companies, and others. It
developed a substantial practice around working with private equity firms.

Bain has been the subject of significant recent controversy related to its involvement
with the South African Revenue Service.

Establishment

The idea for Bain & Company was conceived by co-founder William Worthington
Bain Jr. during his time at the Boston Consulting Group (BCG). In 1970, BCG CEO
Bruce Henderson decided to divide his firm into three competing mini-firms: blue,
red, and green. Bill Bain and Patrick Graham headed the blue team. The blue team
accounted for over half of BCG's revenue and profits and won the internal
competition. After the competition, Bill Bain grew increasingly frustrated by the wait
for Henderson's retirement, the firm's project-based approach to consulting, and the
refusal of management to help clients execute on the firm's advice. Around this time,
he is quoted to have said to feel like "a consultant on a desert island, writing a report,
putting it in a bottle, throwing it in the water, then going on to the next one."

Headquarter of Bain & Company at 131 Dartmouth St, Boston, Massachusetts.

Bain was the expected successor of Henderson within BCG in the early 70s. However,
in 1973, three years after Henderson's competing team decision, Bill Bain resigned to
start his own consulting firm. Most of the senior members of the "blue team" followed
him to his newfound company, which was started from his apartment in the Beacon
Hill neighbourhood of Boston. A significant part of the firms for which he was
responsible at BCG also followed Bain to the new company. Within a few weeks, Bain
& Company was working with seven former BCG clients;this included two of BCG's
largest clients, Black & Decker and Texas Instruments. As a result, Henderson
accused Bill of stealing BCG's clientele. It is believed that the competition Henderson
put out laid the foundation for Bain & Company.

Bain & Company grew quickly, primarily through word-of-mouth among CEOs and
board members. The firm established its first formal office in Boston. This was
followed by a European office in London in 1979 Bain & Company was incorporated
in 1985. The firm grew an average of 50 percent per year, reaching $150 million in
revenues by 1986. The number of staff at the firm tripled from 1980 to 1986, reaching
800 in 1987. By 1987, Bain & Company was one of the four largest "strategy
specialist" consulting firms. Employee turnover was 8 percent annually compared to
an industry average of 20 percent. Some of the firm's largest clients in this period were
National Steel and Chrysler, each of which reduced manufacturing costs with Bain's
help.

Turmoil

In the late 1980s, Bain & Company experienced a series of setbacks. A public
relations crisis emerged in 1987, due to a controversy involving Bain's work with
Guinness. Tension was growing over the firm's partnership structure, whereby only
Bain knew how much the firm was making and decided how much profit-sharing each
partner received. The stock market crashed the same year, and many Bain clients
reduced or eliminated their spending with the firm. There were two rounds of layoffs,
eliminating about 30 percent of the workforce.

The Guinness share-trading fraud began with Britain's Department of Trade and
Industry investigating whether Bain's client Guinness illegally inflated its stock price.
Bain had helped Guinness trim 150 companies from its portfolio after a period of
excessive diversification and expansion into hard liquor with the acquisition of two
whiskey companies, growing profits six-fold. During this time, Bain made an
exception to company policy by allowing a consultant to serve as an interim board
member and head of finance for Guinness. Bain & Company was not accused of any
wrongdoing and no charges were pressed against Bain for the manipulation of the
stock price, but having a Bain consultant work as both vendor and client drew
criticisms of Bain's handling of a conflict of interest situation.

In 1985 and 1986, Bain & Company took out loans to buy 30 percent of the firm from
Bain and other partners for $200 million and used the shares to create an Employee
Stock Ownership Plan (ESOP). These shares of the company were bought at five
times Bain & Company's annual revenue, more than double the norm, and cost the
firm $25 million in annual interest fees, exacerbating the firm's financial troubles.
Bain hired former U.S. Army general Pete Dawkins as the head of North America in
hopes that new leadership could bring about a turnaround, but Dawkins' leadership led
to even more turnover at the firm. Bill Bain also attempted to sell the firm but was
unsuccessful at finding a buyer.

Rebound

Mitt Romney was hired back as interim CEO of Bain & Company in January 1991
and is credited with saving the company from bankruptcy during his one-year stint in
the position. Romney originally left Bain & Company in 1983 after appointed by Bain
to lead Bain Capital, an independent private equity firm that would buy companies
that Bain & Company partners would improve and re-sell and whose funds these
partners invested in. Romney allowed managers to know each other's salaries,
re-negotiated the firm's debt, and restructured the organization so more partners had
an ownership stake in the firm.[14] Romney convinced the founding partners to give up
$100 million in equity. Bain and most of the founding partners left the firm.

Orit Gadiesh

Romney left again in December 1992 to pursue a career in politics, but not before he
organized an election of new leaders the following year, leading to the appointment of
Orit Gadiesh as chairman and Thomas J. Tierney as Worldwide Managing Director in
July 1993. Gadiesh improved morale and loosened the firm's policy against working
with multiple companies in the same industry in order to decrease the firm's reliance
on a small number of clients. Gadiesh has been serving as Chairman ever since. By
the end of 1993, Bain & Company was growing once again. The firm went from 1,000
employees at its peak, to 550 in 1991, and back up to 800. The firm opened more
offices, including one in New York in 2000. From 1992 through 1999, the firm grew
25 percent per year and expanded from 12 to 26 offices. By 1998, the firm had $220
million in annual revenues and 700 staff.

Recent history

Bain created two technology consulting practice groups, bainlab and BainNet, in 1999
and 2000 respectively. bainlab was originally founded as Bain New Venture Group. It
helped startups who otherwise might not afford Bain's fees and accepted partial
payment in equity.

In February 2000, Gadiesh was elected for her third consecutive term as the firm's
chairman, and Tom Tierney was replaced by John Donahoe as managing director.
Around 2000, the firm became more involved in consulting private equity firms on
which companies to invest in and collaborating with technology consulting firms. By
2005, Bain had the largest share of the market for private equity consulting.

By 2018, Bain's Private Equity group was over three times as large as that of the next
largest consulting firm serving Private Equity firms and represented 25% of Bain's
global business.

Bain & Company does not publish its revenues, but it is estimated to have experienced
double-digit annual growth in the 2000s.Although the market for management
consulting was declining, the Big Three management consulting firms, including Bain
& Company, continued to grow. Bain expanded to new offices in other countries,
including India in 2006. Like the other big consulting firms, it began working more
with governments. Bain maintained a "generalist" approach to management consulting
but created a separate specialist business unit for IT and technology.
In 2012, Robert Bechek was appointed CEO and was later ranked as the most-liked
CEO in Glassdoor employee surveys.

On November 20, 2017, Bain announced that Bob Bechek would step down as the
worldwide managing director. Manny Maceda, was elected to succeed Bechek as the
worldwide managing director effective March 2018. In an interview with the
Financial Times, Maceda announced a focus on the expansion of Bain's digital
practice. "Bain & Company acquired FRWD, a digital marketing agency based in
Minneapolis, in 2018. Additionally, it acquired an analytics firm, Pyxis, the following
year"

In February 2022, Bain announced the acquisition of ArcBlue, procurement consulting

firm active in the Asia-Pacific region.
 ASSIGNMENT 8

Explain any 10 managerial skills and do self

assessment giving yourself marks out of 10. Write
down what are the skills you think you are good at
and give your personal example in dealings.
1. Communication skills

Management positions are typically people-focused, which is why it's imperative that
you be an excellent communicator. Aside from enabling you to effectively share vital
information, communication allows you to build trust with your employees and gain
insight into their professional well-being and goals.

I give myself 5 out of 10 in communication. This is because I feel that I am not able to
get my point across to the group of people, in an effective and efficient manner.

2. Time management skills

Though possessing time management skills is imperative for completing necessary

tasks in a management role, it's also an important skill to have because it equips you to
help your team develop it, making them more efficient and productive.

I give myself 5 out of 10 in time management skills. This is because I usually end up
lagging behind in whatever task I am doing.

3. Collaboration

Managers are responsible for fostering a positive and collaborative environment.

Teamwork is important in nearly every organization, regardless of the industry,
because it encourages a great company culture and boosts the performance of
employees.

I give myself 8 out of 10 in collaboration. This is because meeting different people

and exchanging ideas is something I look forward to, as it expands my horizon.

4. Delegation
Being a good manager usually means that you possess the ability to orchestrate your
staff based on their professional goals and personal strengths. Aside from being a
necessary tool for accomplishing tasks in a timely manner, delegation also empowers
your employees, encourages trust and develops their skills.

I give myself 7 out of 10 in delegation. This is because I am able to identify my team

members strengths and weaknesses and assign tasks accordingly. But where i lag
behind is to get my team members to actually do the work.

5. Problem-solving skills

As a manager, you often have to help your team navigate difficulties and challenges,
which is why problem-solving skills are so important in this role. You must be able to
evaluate an issue and practice decisive and confident decision-making, but you should
also help your employees develop these skills for themselves.

I give myself 9 out of 10 in problem solving skills. Whenever a problem presents itself
I amylyze it from all angles and consider all the different factors and variables and
come up with the most appropriate solution.

6. Giving and receiving feedback

Constructive feedback can be difficult to give and accept, but it's an important
component of any effective workplace. Aside from just pointing out areas that need
improvement, constructive feedback provides strategies on how employees can
improve their performance and a discussion about the actionable steps they can take to
achieve this change.

I give myself 9 out of 10 in giving and receiving feedback. I never had a problem in
receiving and giving feedback be it positive feedback or negative feedback.
7. Emotional intelligence

Emotional intelligence (EQ) relies heavily on empathy because it refers to your ability
to connect with and understand your employees. By developing an understanding of
each individual on your staff's personal and professional needs, you can support them
more effectively and understand the methods you should use to motivate them.

I give myself 8 out of 10 in emotional intelligence. This is because I am usually able

to understand the emotional mood of the person in front of me and proceed
accordingly.

8. Inclusivity

Building diverse teams of people with a wide range of experiences and backgrounds
encourages creativity by introducing new perspectives. These unique points of view
often lead to an increase in innovation, so it's important that you foster an inclusive
environment by promoting authenticity in the workplace.

I give myself 9 out of 10 in Inclusivity. This is because I have no problem with

anyone’s ethnicity,gender,caste or religion.

9. Interpersonal skills

Interpersonal skills allow you to handle a variety of social situations and build
relationships with others. Because connecting with your staff is such a vital aspect of
effective management, it's imperative that you have well-developed interpersonal
skills.

I give myself 6 out of 10 in interpersonal skills. This is because I am able to

communicate with others one on one but sometimes feel conflicted about conveying
my thoughts and opinions to others.
10. Motivation

A good manager has to be able to motivate their staff to accomplish the goals of the
organization. There are a number of motivation strategies you can use, but really you
need to choose the methods that align with your company's culture and the
personalities of your team members.

I give myself 5 out of 10 in motivation. This score is because I am not very good at
motivating others and in keeping their morale high.