Monday, October 31, 2011

Tips for getting and acing your interview (for students & recent graduates)

Update your resume with your most recent work or student project experience. Employer want to see your ambition in action.Do your homework on the prospective company and jot down some questions to ask during an interview/meeting.

Attributes companies look for and sample questions

Problem-solving

Explain how you recently anticipated a problem before it occurred.
Cite an instance in which you had to solve a problem with little guidance or direction.

Teaming

Describe a time when you put the needs of a group before your own when completing a task.
Recount a situation in which you had difficulties working with someone on a project. What did you do to improve the relationship?

Results-driven

Describe a difficult or complex project where you provided realistic time frames for task completion and regularly updated management on progress.
What goals do you have for your career? How do you plan to achieve those goals?

Accountability

Cite an instance when a group you were leading failed or did not meet expectations. How did you take responsibility?
Provide an example of when you had two projects competing for your time. How did you prioritize? Were you able to keep your commitment to both projects?

Initiative

Recall a time when you sought ways to create and improve the way in which work gets done.
When assigned a project, how do you approach it? Do you seek to merely meet the objectives, or do you make it your goal to go above and beyond? Give an example.

Adaptability

Describe a situation from which you learned quickly and overcame adversity or failure. Give an example of a time when the rules or structure of a project changed at the last minute. How did you react?

Integrity

Cite an example of a situation where you admitted making a mistake. How did you approach the situation and what was the response?
Recount an instance when your integrity was tested (i.e., keeping a promise or confidence, being truthful).

Sense of urgency

Describe an instance when you had to anticipate obstacles in your action plan. What contingency plans did you prepare? What was the result?
Recount a situation when you faced demanding deadlines. What steps did you take to ensure that you achieved your goals by the deadline?

Communication

Provide an example of when you had to tailor a presentation or message for a certain group of people.
Describe a situation in which you successfully communicated with a difficult person.

Driving change

Give an example of a situation in which you recognized the need for change. How did you adapt your style to obtain results?
Recount a situation in which you constructively challenged an established procedure or way of doing things.

Sunday, February 27, 2011

Interview questions‏

The ground rule during a behavioral interview is to be polite, humble, be open to feedback and keeping your answers short and crisp. This should help you to get a fair idea on how to frame or format your answers for the most delicate and crucial questions( even the most stupid ones).


Some common questions asked in today's interviews:-


1) Why should I hire you. (Most common and the most stupid question asked nowadays).


The answer should be "you are the best person for the job". But this statement alone is not sufficient. You need to back it up with the outstanding and unique qualities in you.

Detailed answer: I realise that there are likely other candidates who also have the ability to do this job. Yet I bring an additional quality that makes me the best person for the job i.e. "My passion for excellence." I am passionately committed to to producing truly world class results.

Quote an example where you were bestowed with a job and you handled the same with excellence. You can talk about a project which you handled during your MBA course. You were asked to lead the project and how effectively you executed through unique means… Talk about the challenges and hurdles you faced while you worked on it and the steps you took to overcome it.

Common challenges in a project includes team building, collection of data from different sources, knowledge transfer (understanding the project- aims and objectives), co- ordination and completion within the specified time frame.

Another Answer would be : "Because I would be an asset to your organization. I'm loyal, tenacious, motivated, and I learn fast. I'm someone who could be very productive very quickly."


2) What are your strengths?


I am a kind of a person who is committed to work, open to constructive feedback, ability to foresee things, a good decision maker and above all a good TEAM PLAYER.


Immediately the next question would be to give examples for your team playing and decision making skills.

Answer: I strongly believe that Effective teams are an intermediary goal towards getting good, sustainable results .

Examples for Team playing skills: A very good example of team playing skills is knowledge sharing. (happens on a daily basis). When working on projects, different team members are prone to get different updates and information regarding the subject being researched upon. To ensure that every team member is in sync or aware of the latest updates and any new findings, knowledge sharing should happen on a daily basis. If member X finds a unique solution for an issue in question, then it is the duty of member X to share that solution to all other team members. When a similar issue reoccurs, all team members are well aware of the solution. This reduces the time and cost in finding the solution to a great extent.

Secondly, the performance of an individual is calculated based on the team's scores and not the individual scores. . A deeper understanding of each team member's strengths and weaknesses and helping them to overcome those weaknesses is also an example.

Its always WE and not ME

Examples for Decision making skills: A good decision maker is one who gathers input from his fellow team members and come out with the best decision after rigorous analysis. A decision is made after carefully analysing the pros and cons of the results. But there are times when a decision has to be taken individually. But even during those situations, a quick calculation of the possible outcomes is done and then a decision is made.

Quote an example where you took your team's help to take a decision. Aslo quote an example where you were asked to take an individual decision. ( no time available for discussion and things).

Ability to foresee things will help you a lot when working on projects. You are well aware of what is the outcome of a particular task being performed. This will help you to get rid of the chaos and mental traumas during the final stages of the project.

3) What is your greatest weakness? ( The most important one..)


Do not reveal any weaknesses even though if you have one. The interviewer is not looking at answers like I become nervous very often, I work too hard to meet dead lines, I am poor at public speaking, etc. A strength should actually be projected as a weakness.

The best answer would be : I have had trouble in the past with planning and prioritization. However, I'm now taking steps to correct this. Nowadays I prepare a to-do list of the tasks which I need to execute. This helps me in getting rid of issues that come up due to improper planning. I am able to execute my tasks effectively.

Another example would be : I am a kind of a person who expects 100% perfection in the tasks I undertake. However at times it happens that the job I undertook did not yield 100% results. These kind of results (anything less than 100%) make me disappointed and disheartened to some extent. However I do a detailed study of what went wrong, accept constructive feedbacks from my folks and then work on those gray areas. This had helped me a lot to achieve 100% results in all my undertakings.

Note : keep the answer to this question short and crisp. Lengthy answers to this question may prove fatal. First prepare the answer before you speak. Buy some time from the interviewer if he/she asks for an example. Whatever you speak should be in sequence and completely related to the previous line.

4) If I were to ask your managers/professors to describe you, what would they say?


My manager (professor) would say that I am one of the most flexible and dependant person in his team.

Answers like "I believe he would say I'm a very energetic person, that I'm results oriented and one of the best people he has ever worked with." is very well accepted in the interview.

5) What qualities you feel a successful manager should have?


Focus on two words: Leadership and vision.

Here is a sample of how to respond: "The key quality in a successful manager should be leadership--the ability to be the visionary for the people who are working under them. The person who can set the course and direction for subordinates. The highest calling of a true leader is inspiring others to reach the highest of their abilities.

6) What are your goals and objectives in life.


Goals are broadly classified into two categories. Short term goals and Long term goals.

Short term goals: My short term goal is to join a Company like XYZ and become a successful business analyst within the shortest span.

Long term goals : The answer should be…... "I have learned that long-term goals are best achieved when I break them into shorter goals. My short-term goal is to find a position that will put me in a forward-moving company with solid performance and future projections. As part of a team, I want to add value and continue to grow the company. My long-term goal will depend on where the company goes. My plan is to move into a position of responsibility where I can lead a team."

If you want to be specific about a role which you would like to acquire…. Then find out to what extent a business analyst can grow… I mean the various growth options for a business analyst role.

7) Where would you like to see yourself 5 years down the line ?


: "Within five years, I would like to become the very best analyst your company has on staff. I want to work toward becoming the expert that others rely upon. And in doing so, I feel I'll be fully prepared to take on any greater responsibilities which might be presented in the long term.

Mention some steps you are currently taking to achieve that level. Examples would be interaction with various executives,reading books, media, attending expert lectures etc.

8) Why do you want to join xyz company and why not other companies.


I have done a lot of research on companies to find out which is the best and the right one for me to pursue my career. I shortlisted a few companies and xyz is my first choice or xyz tops my list.

Why xyz tops the list?


I request you to go thru the company site and collect some articles about the company's success stories, employee satisfaction, technical exposure and growth opportunities. This shows that you have done your homework and will create a positive impression.

9) What will you do if I don't hire you?


I will consider myself as unfortunate, however I will not lose heart. I will work on the constructive feedback provided and will give a defenite try during the next eligible attempt.

10) How long will you stay with us?


I will stay with your company as long as we (employee and the respective manager) both feel that I AM contributing, achieving and growing.

11) What motivates you?"


"A job well done." "A challenge." "Interesting work/technology." Any or all of these answers work

12) What are your salary expectations.


Salary is not my primary consideration. Of course, I have to pay the bills. I'd be open to any reasonable offer." Pause and maintain direct eye contact, even if it seems like forever. Do not be the first one to flinch. Do not over-talk. Be prepared for a long silence. Let the manager be the first to present a figure. It will give you power and control.

If forced to give a specific number, never give a broad range -- you will usually be offered the low end. Instead, be as precise as possible: "I'd be open to something in the low-fifties (or mid-forties, high-seventies, whatever)." Giving such a specific number presumes you've researched the local job market and know what  people with your skills are making.

13) Can you work under pressure?"


Yes, I usually find it stimulating. However, I believe in planning and time management in order to reduce panic.

14) "What are your biggest accomplishments?"


Keep your answers job-related, a number of achievements should spring to mind. Do not exaggerate contributions to major projects. You might begin your reply with: "Although I feel my biggest accomplishments are ahead of me, I am proud of my involvement with…….I made my contribution as part of that team and learned a lot in the process. We did it with hard work, concentration, and an eye for the bottom line." Always remember to quantify your achievements.

 You can use this as a reference to answer any kind of non- technical questions. Be prepared with relevant examples and cite them wherever possible
Some general tips.


Be confident.
Have eye to eye contact.
Do not Panic
Define your goals and objectives well in advance.
Do not get into arguments.
Have a set of questions for the interviewer. ( to be asked in the end)
Examples: How would you describe the responsibilities of the position? What are the prospects for growth and advancement.? What is the company's management style?
Thank the interviewer for his precious time.

                                                                 All The Best !



Exchange Server 2003_Technical Interview Questions‏

Referencehttp://exchange-server-2003.blogspot.com/
http://active-directory-services.blogspot.com/

Exchange 2007 CBT nuggets to below link:

http://cid-2ffebcd4dcbfdeca.office.live.com/browse.aspx/Public



Microsoft Exchange Server is a messaging and collaborative software product developed by Microsoft. It is part of the Microsoft Servers line of server products and is widely used by enterprises using Microsoft infrastructure solutions. Exchange's major features consist of electronic mail, calendaring, contacts and tasks, and support for the mobile and web-based access to information, as well as supporting data storage.

*************************

What are the different Exchange 2003 versions?

Exchange Server 2003 is available in two versions, Standard Edition and Enterprise Edition.

*************************

What are the main differences between Exchange 5.5 and Exchange 2000/2003?

Exchange 5.5 does not integrate with the NT4 domain or the Windows 2000/2003 Active Directory in a meaningful way. A single user could be associated with several different mailboxes. Exchange 2000/2003/2007 integrates tightly with Active Directory, and there is a 1:1 relationship between mailboxes and AD user accounts. There are other differences, depending on whether you have a standard or enterprise version as it relates to maximum database size, but the directory integration is probably the biggest difference.

*************************

To which group does the account that runs the initial ForestPrep in the domain with the Schema Master need to belong so that the AD schema can be extended properly?

Enterprise Administrator

Schema Administrator

*************************

To run a DomainPrep on a domain for the first time, a user account needs to be a member of which group?

Domain Administrator

*************************

Which of the servers does the system that will host the first Exchange Server 2003 server in a forest need to be able to contact during installation?

DNS Server

Schema Master

Domain Controller

DNS server is required so that the system on which the Exchange Server is being installed can locate the Schema Master and a domain controller.

*************************

What are the benefits of running Exchange Server 2003 in native, rather than mixed mode?

User mailboxes can moved between administrative groups.

LDAP query-based distribution groups can be used.

The default routing protocol is SMTP

You can move Exchange Server 2003 computers from one routing group to another.

Exchange Problems and Basic troubleshooting checklist




Issue 1:
System Attendant service is not starting.

Solution.

 Check for the event ids in the application log.

 Check whether the account used to start the service is a “Local system account” by looking at the properties of SA service from the event viewer.(Eventvwr)

 Check whether the account used to login is a “Domain administrator account” by using “SET” or “SET l” command from the DOS Prompt. The account should have the full permissions on the Exchange organization.

 Check whether the server object (Exchange server name) has full control permissions on the server container object in the Active directory using Adsiedit console. http://support.microsoft.com/kb/297295

 Check whether we have Exchange Enterprise servers group and Exchange Domain servers group listed in the “Users” container from the ADUC console.

 Check whether the Exchange domain servers group is a member of Exchange Enterprise servers group.

 Check whether the Exchange server is a member of Exchange Domain servers group.

 Check whether the Enterprise Exchange server group is a member of “Manage auditing and Security log right” using ADUC. http://support.microsoft.com/kb/314294

Right click on Domain controllers -> properties -> Group policy tab -> Edit - > Computer configuration -> Security - > local policies -> user rights assignment -> Managing audit and security log -> Properties.

 Run DomainPrep command from the Exchange CD to reset the permissions and to recreate the security groups for the Exchange in the Active directory.

Setup.exe /domainprep from the run command.

If the problem persists, we need to check the functionality of the Global catalog servers and the Domain controllers. We need to have atleast one GC server in the site to start the SA service successfully.

To start the Exchange services DNS and Active directory should be inplace.

Use the following commands and tools to test the functionality of Domain controllers and DNS.

 Dcdiag /s > output file name to run the command on a member server). Just type Dcdiag if running on a DC. We need to execute the command for each DC. If the output contains any replication error or DNS errors then the issue is with the Active directory.

 Check for the event id’s 2101 or 2102 in the application or system log for Topology discovery errors. (If the topology discovery is successful an event id: 2080 will be generated in the app log).

 Verify for the FSMO roles on the Domain controllers using the following command.

Netdom query FSMO

 Nltest /DCLIST: - Get list of DC's for

 To test the connectivity between Exchange and DC’s execute the following command.

Netdiag > output file name

 Run the following command to test the DNS functionality:

Netdiag /test: DNS

 To check the Exchange site run the following command:

Nltest /dsgetsite

 To check the DC and the GC functionality:

Nltest /dsgetdc :< FQDN>

 Copy “Policytest” tool from the Exchange CD and execute the command “Policytest.exe” from the DOS prompt. http://support.microsoft.com/kb/314294

If failed to found the privileges to the DC then run the command “Domainprep”

From the Exchange server CD. http://support.microsoft.com/?kbid=328662

 Use “replmon.exe” GUI tool to troubleshoot the replication problems. Also we can use “repadmin” to troubleshoot the replication problems of DControllers.

Articles for reference:
================

http://support.microsoft.com/?kbid=821907

http://support.microsoft.com/?kbid=325964

http://support.microsoft.com/?kbid=280432

http://support.microsoft.com/?kbid=245024

http://support.microsoft.com/?kbid=251640

http://support.microsoft.com/?kbid=327844

http://support.microsoft.com/?kbid=906154

http://support.microsoft.com/?id=822590

Overview of nltest command:

http://support.microsoft.com/default.aspx?scid=kb;EN-US;158148

Overview of netdiag and dcdiag commands:

http://support.microsoft.com/kb/321708

http://support.microsoft.com/?kbid=265706

========================================================================
Issue 2:

Mailbox store and Public folder stores not mounting (Database not mounting).

Possible causes:

 Exchange services are not started.

 Stores are in Inconsistent state.

 Insufficient permissions to mount the stores.

 Exchange databases reached 16 GB limitation (Standard edition)

 Insufficient Disk space causing the stores to mount.

Solution:

 Check whether the Exchange services are started successfully. (System Attendant service and Information store service)
If the System Attendant service is not started perform the troubleshooting steps stated for Issue 2.

If the SA is started and Information store is not started, the follow the below troubleshooting steps:

• Check the application log for Event ids.

• Check whether we are using local system account to start the service.

• Check out whether the Exchsrvr folder and the Inetsrv folder is excluded from the “Anti-virus Exclusions list”.

• Check whether the Anti virus is scanning the Exchange databases in the back ground. If possible stop the Anti virus service or disable the background scanning.

HKEY_LOCAL_MACHINE\System\CurrentControlSet\Services\MSExchangeIS\VirusScan (In the Value Data field, change the value to 0.) 0 means disabled, 1 means enabled.

If the problem persists, check the “STATE” field of the service. Whether the service is in starting state or the service itself is not starting. If the service is “Crashing or is in Hanging mode” then follow the troubleshooting steps for Issue 5.

If the Information Store service started successfully then we need to verify the permissions and the consistency of the Exchange databases.

 Checking the permissions and the consistency of the Exchange databases.

 Minimum permissions required for mailbox store and public folder store: (check on the mail box and public folder store from ESM)

• Administrators group - Full Control

• Authenticated Users group - Read and Execute, List Folder Contents, and Read

• Creator Owner - None

• Server Operators group - Modify, Read and Execute, List Folder Contents, Read, and Write

• System account - Full Control

 Check whether the Exchange computer has full control permissions on the mail box store.

 Check for the above permissions on the MDBDATA folder.

 Check whether the inherited permission check box is enabled on the mail box store.

 Check for the consistency of the Exchange databases (Priv1.edb and Pub1.edb) by using below commands:

C:\Program files\Exchsrvr\Bin> eseutil /mh

C:\Program files\Exchsrvr\Bin> eseutil /mh

Note: We need to run the “Eseutil” command from the BIN folder.

• Check for the value in “State” field /mh command. Either it should show “Consistent - Clean shutdown” or “Inconsistent - Dirty shutdown”.

• If the database is “Consistent” then verify for the permissions listed above or look for the event ids in the application log. Also, try removing or stopping the anti-virus software.

• If the database is “In-consistent” then verify for the “Log required field” in the output of /mh command.

• Find the check point value of the last log file by using the below command: (check point file tells the last log file committed to the database)

C:\Program files\Exchsrvr\Bin> eseutil /mk

If all the required log files are present in the log files folder:

• If the required log files are available in the Log files folder then do a soft recovery to play the log files using eseutil command.

• Before doing soft recovery check the integrity of the log files whether all the log files are in sequence and the files are not corrupted by using the below command:

C:\Program files\Exchsrvr\Bin> eseutil /ml (Do not mention .log in the command path”

• Keep only the required log files in the log files folder and move all the log files to the temp folder.

• Performing soft recovery to play the required log files in the log files folder using below command:

http://www.microsoft.com/technet/prodtechnol/exchange/Analyzer/f8faaa6d-7213-4271-9ba3-a2c4274f091d.mspx

The complete syntax for the Eseutil.exe soft recovery function, listing all possible switches, is:

ESEUTIL /r enn /L[path to log files] /s[path to checkpoint file] /d[path to database file] /i

Example: ESEUTIL /r e01 /Lf:\mdbdata /sc:\exchsrvr\mdbdata /dg:\mdbdata /i

We can use the switch “/t” with the eseutil command to ignore the log files available 0n the hard drive (In MDBDATA) folder.

Note: In the Application event log, an Extensible Storage Engine (ESE) event ID 204 information message is logged to indicate the start of recovery, and then a series of ESE event ID 301 information messages are logged. These information messages indicate the exact log numbers that are recovered. Finally, an ESE event ID 205 information message is logged to indicate that the recovery process is complete.

Note: We can also dismount and remount the mail box store to replay the required log files in the log file folder.

If any of the required log file is missing:

 Verify any log file is quarantined by the anti virus software. If any log file is quarantined restore the log file to the original location and perform soft recovery.

 Restore the databases from the backup and play the log files from Restore.env file. (By default log files are restored to a TEMP folder with the file name “Restore.env”). After playing the log files from Restore.env file we can also play the log files available on hard disk.

To see the contents of the Restore.env file, execute the below command:

C:\Program files\Exchsrvr\Bin> eseutil /cm (Do not mention the file name “Restore.env” in the command line.

To play the log files present in Restore.env file, execute the below command:

C:\Program files\Exchsrvr\Bin> eseutil /cc (Do not mention the file name “Restore.env” in the command line.

Performing hard repair if the backup is not available

 If backup is not available, then we need to do a hard repair on the Exchange databases. We need to follow the below steps to do hard repair on the databases followed by defragmentation and running Isinteg command.

Description of Eseutil /p command:

http://support.microsoft.com/?id=259851

C:\Program files\Exchsrvr\Bin> eseutil /p

C:\Program files\Exchsrvr\Bin> eseutil /p

Description of Eseutil /d command:

http://support.microsoft.com/?kbid=192185

C:\Program files\Exchsrvr\Bin> eseutil /d

C:\Program files\Exchsrvr\Bin> eseutil /d

Note: After doing offline defragmentation we need to move all the log files in the log file folder to a Temp folder. Mount the stores and dismount the stores to run Isinteg command. We need to take the backup of the Exchange databases after performing the offline defragmentation because the signature of the databases changes after defragmentation.

Description of Isinteg command:

http://support.microsoft.com/?id=301460

C:\Program files\Exchsrvr\Bin> isinteg –s -fix –test alltests

How to run Eseutil on a computer without Exchange Server:

http://support.microsoft.com/?id=244525

If the database is reached 16 GB limitation follow the steps given in the below KB article:

http://support.microsoft.com/?id=828070

For more information on 16 GB limitation proceed to Issue 6.

Articles for reference:
================

Top 10 Database Mounting Issues and Their Solutions:

http://www.microsoft.com/technet/prodtechnol/exchange/2003/hd.mspx

Information store does not mount with 0xfffff745 and -2235 errors:

http://support.microsoft.com/?id=307242

Information Stores Do Not Mount After You Use the "/disasterrecovery" Switch:

http://support.microsoft.com/?id=285169

How Circular Logging Affects the Use of Transaction Logs:

http://support.microsoft.com/?kbid=147524

How and when to manipulate Exchange transaction logs in disaster recovery:

http://support.microsoft.com/?kbid=812592

How the Restore in Progress Registry Key Works (Exchange 5.5):

http://support.microsoft.com/?kbid=200941

=========================================================================

Issue 3:

Information store service is not starting or the IS service is crashing or in hanging state.

Possible causes:

 Anti virus scanning the Exchange databases.

 Active directory issue.

Solution:

• Check the application log for Event ids.

• Check whether we are using local system account to start the service.

• Check out whether the Exchsrvr folder and the Inetsrv folder is excluded from the “Anti-virus Exclusions list”.

• Check whether the Anti virus is scanning the Exchange databases in the back ground. If possible stop the Anti virus service or disable the background scanning.



HKEY_LOCAL_MACHINE\System\CurrentControlSet\Services\MSExchangeIS\VirusScan (In the Value Data field, change the value to 0.) 0 means disabled, 1 means enabled.


If the problem persists, check the “STATE” field of the service. Whether the service is in starting state or the service itself is not starting. If the service is “Crashing or is in Hanging mode” then follow the troubleshooting steps.

If the Information store service is crashing or hanging(starting state):

To assist in troubleshooting Exchange 2000 Server information store issues, you can enable information store logging. This writes verbose logging information to a Store.log file that is created in the Exchsrvr\Bin folder.

This logging is enabled by default in debug versions of the Store.exe file, but it is disabled in customer retail (RTL) versions.

MORE INFORMATION

To enable information store tracing capabilities in retail versions of the Store.exe file you need to add a new key to the registry.
1. Copy \\exutils\exes\storeitp\store.ttd to the Exchsrvr\Bin folder.

2. Start the Registry Editor utility (Regedt32.exe).

3. Locate the following key in the registry:

HKEY_LOCAL_MACHINE\System\CurrentControlSet\Services\MSExchangeIS\ParametersSystem

4. On the Edit menu, click Add Value, and then add the following registry value:

Value Name: Enable Tracing

Data Type: REG_DWORD

Value: 0x1

5. Quit the Registry Editor.

The Information Store will begin to log the debug traces in the Store.log file in the \Exchsrvr\Bin folder (this may take up to one minute to begin its logging mechanism). You do not have to stop and restart the information store for these changes to take effect.

NOTE: This pre-made Store.ttd file contains the generic tracing information. You can create a custom Store.ttd file on your own, but this requires you to install the debug build of Store.exe, or use the StartITP.exe utility to enable the specific tracing that you require.


For additional information about how to use StartITP.exe, click the article number below to view the article in the Microsoft Knowledge Base:

250913 How to Open a Store ITP Window against a Retail Build of Store.exe (Internal KB)

The debug build of the Store.exe file is located at:
Standard version:
file://exrel/RELEASE/boneyard/Ex60RTM/server/standard/std/dbg/USA/setup/i386/exchange/bin

Enterprise Version:
file://exrel/RELEASE/boneyard/Ex60RTM/server/enterprise/ent/dbg/USA/setup/i386/exchange/bin


For example, start the debug build of the Store.exe file from the command prompt, click Debug , click Trace Info , and then, under TAG Numbers , click to select the 1 and 2 check boxes.

The information store creates a TTD file in the Exchsrvr\Bin folder.

You can also copy the TTD file from a different server.

The information store begins to log the traces in the Store.log file in the Bin folder. You do not have to stop and restart the information store.

You can limit store tracing for individual users. To do so:

1. Locate the following key in the registry:
HKEY_LOCAL_MACHINE\System\CurrentControlSet\Services\MSExchangeIS\ParametersSystem

2. On the Edit menu, click Add Value, and then add the following registry key:
Value Name: Trace User LegacyDN
Data Type: REG_SZ
Value: legacyExchangeDN of the user that you want to trace

Per-User Tracing Feature Added to Exchange 2000 Server Service Pack 2 (SP2):

http://support.microsoft.com/default.aspx?scid=kb;en-us;296624

Enabling store tracing:
=======================

1. Make sure that the Microsoft Exchange Information Store service is stopped.
2. Click Start, click Run, type regedit, and then click OK.
3. In Registry Editor, locate the following subkey:
HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Services\MSExchangeIS\ParametersSystem

4. On the Edit menu, point to New, click DWORD Value, and then follow these steps:
a. In the Value Name box, type Enable Tracing .
b. In the Data Type box, type REG_DWORD .
c. In the Data Value box, type 1 .

5. Try to start the Microsoft Exchange Information Store service again.
 We can also use ADPLUS tool to take the dump of store.exe process. Below is the detailed action plan for taking the dump of Store.exe for IS service crashing or hanging using ADPLUS tool.

Before the crash occurs

Step I: Download and install the Microsoft Debuggers

NOTE: You do not have to install the debug tools on your Exchange server. It can be installed on a workstation then copied to the the Exchange server.

• Go to http://www.microsoft.com/whdc/devtools/debugging/installx86.mspx

• In the Installing Debugging Tools for Windows section, follow steps 1 and 2.

• In the File Download dialog box, Select Save and save file to the local hard drive.

• Once downloaded, navigate to the folder and double click the executable to install.

Step 2: Run Adplus.vbs on the Exchange server console (not through Terminal Services).

• Open a command prompt by going to Start, Run and enter the syntax: CMD

• Navigate to the debuggers folder (Default is c:\Program Files\Debugging Tools For Windows):

• Enter the syntax:

cscript adplus.vbs –crash(-hang) -pn store.exe -NoDumpOnFirst -o c:\store _DumpFile

• Click "OK" to the Adplus Warning stating "An _NT_SYMBOLS_PATH environment variable is not set..."

• At this point, Adplus will attach a debugger to the process and wait for an Access Violation.

• Once an Access Violation occurs, the debugger will be invoked and a dump file will be created.

• The folder Store_DumpFile will be automatically created and all data files will be placed in the folder.

Visit the following web site for instructions and to download the ADPLUS tool:

http://support.microsoft.com/default.aspx?scid=kb;en-us;286350

Articles for Reference:
=============

How to Collect Diagnostic Data to Help Troubleshoot Information Store Issues:

http://support.microsoft.com/?kbid=907783

How to Collect Diagnostic Data for Information Store Troubleshooting:

http://support.microsoft.com/?kbid=257725

Information Store Does Not Start with Service-Specific Error 0 (Zero) http://support.microsoft.com/?kbid=283179

Per-User Tracing Feature Added to Exchange 2000 Server Service Pack 2 (SP2):

http://support.microsoft.com/?kbid=296624

The Information Store service and Outlook 2003 crash intermittently when Outlook 2003 clients connect to a mailbox on an Exchange 5.5 server http://support.microsoft.com/?kbid=834466

Exchange Server 5.5 Post-SP3 Information Store Fixes Available:

http://support.microsoft.com/?kbid=248838

=========================================================================
¬Issue 4:

Logs files are not purged after taking full backup.

Possible causes:

 Log files may get corrupted.

 Selecting wrong backup type (Differential, Copy or Daily)

 Either Information store or Public folder store is not selected during backup.

Solution:

 Try taking the backup using NTBackup software.

• Select Information store and Public folder store during backup.

• Select the option full backup in the backup software.

Once the backup completes all the log files get deleted automatically. If the log files are not purged during full online backup then move the log files to the Temp folder. Try sending few e-mails to create new log files; to isolate the issue whether the problem is with the old log files get corrupted.

If the problem persists, verify whether the backup was successful. Also check the application and system logs for any event ids and errors and proceed with the further troubleshooting steps as necessary.

=========================================================================
Issue 5:

Problem replicating Public folders from one Exchange server to other server.

Possible Causes:

 Mail flow is not working between the servers.

 Public folder store is not stamped with the proxy address.

 Replicas are not added to the public folders.

 Network connectivity issues.

Solution:

Follow the steps given in the below KB to troubleshoot the public folder replication issue:

http://support.microsoft.com/?id=842273

If the problem persists after performing the steps given in the above article, turn on the diagnostic logging on both the Exchange servers and check for event ids in the application log and proceed accordingly with further troubleshooting steps. The above article mention on how to turn the diagnostic logging for public folder replication.
Articles for Reference:
TechNet Support WebCast: Troubleshooting public folder replication:
http://support.microsoft.com/?id=907304

How to Send Replication Status Request Messages in Exchange 2000 Server:

http://support.microsoft.com/?id=321082

Replication does not occur for one Exchange server in the organization:

http://support.microsoft.com/?id=812294

Public Folder Hierarchy and Content Is Not Being Replicated Across Routing Groups:

http://support.microsoft.com/?id=260330

Description of the public folder referral functionality in Exchange 2000 Server and in Exchange Server 2003:

http://support.microsoft.com/?id=273479

Public Folder Replication Troubleshooting:

http://www.microsoft.com/technet/prodtechnol/exchange/guides/WorkingE2k3Store/f92870f5-ad69-4b45-96cd-4a32a03537a7.mspx

Controlling Exchange Server 2003 Public Folder Replication:

http://www.microsoft.com/technet/prodtechnol/exchange/guides/WorkingE2k3Store/f92870f5-ad69-4b45-96cd-4a32a03537a7.mspx

=========================================================================
Issue 6:

Problem Expanding Public Folder Hierarchy from the Exchange System Manager.

Possible causes:

 Incorrect IIS settings.

 IIS database is corrupted.

 IIS lockdown tool is installed.

 Anti virus scanning the Exchange databases in the background.


Solution:

 Check for the event ids in the application log.

The errors are separated by graphical images of the actual error themselves, the associated possible causes and the troubleshooting steps to follow.

Error 80040e19

Possible Causes

• Improper IP address binding in IIS

• Host Header for the default web site is incorrect in IIS

• Incorrect Path name listed in IIS under the Home Directory tab

• Metabase can be corrupted

• URLScan may be installed on IIS blocking specific extensions or verbs

• Non working public folder store is selected in ESM

• Invalid folderpathname set for the http public folder in Active Directory.

• Other 3rd party ISAPI filters installed in IIS

• This can occur if the public folder hierarchy on the exchange server is associated with the public folder store with another server.

Troubleshooting

• Verify proper IP address, host header and port in the properties of the Default Web Site. IP address by default is set to all unassigned with no host header bound to port 80. Set back to defaults for testing purposes. If multiple IP addresses are bound to the network card due to the “All in one” syndrome with running multiple websites on an exchange server, try using the first bound IP address. Add host header if necessary to get around this. Change port if necessary. If this error is occurring on a cluster server, then you may need to add a host header for the Exchange cluster virtual name to the website to get this working

• Check to make sure that URLScan is not installed on the server. This can be found by getting the master WWW properties in IIS and selecting the ISAPI filters tab. If URLScan is listed, then the best thing to do to see if URLScan is causing the problem is to check the urlscan.log file that is created in the \winnt\system32\inetsrv\urlscan folder.

http://support.microsoft.com/?id=328659

IIS lockdown and URLscan configurations in an Exchange environment:

http://support.microsoft.com/?id=309508

NOTE: Once a setting in the urlscan.ini is changed for use with URLScan, the IISAdmin service will need to be restarted for the change to take effect. Keep in mind that this will stop the Information Store which will affect Outlook and OWA clients.

• Connect to another Public Folder store, if available, to see if the issue persists. To do this, right click on “Public Folders” and then select “Connect to…” and then select another PF store.

• Check the properties in IIS on the public and exadmin folders whether they are pointing to the proper Home Directory paths. Be default, exadmin should point to \\.\BackOfficeStorage and public should point to m:\domain.com\public folders. Having incorrect directory paths will cause this issue even if it is off by one letter. For example, if Public Folders was spelled Public Folder.

• Verify the correct folderpathname is listed for the http public folder. See SOX031125700026 for more information.

• Take a netmon trace when the client is attempting to connect to the public folders in the ESM, this will tell you what is being returned from IIS. The client, in this case, would be an ESM on another computer besides the Exchange server itself so that we can see the proper network traffic.

Error 80070005

Possible Causes

• There are instances where you are prompted for your network password and after 3 tries, you may receive this Access Denied error. This usually occurs when HTTP keep-alives and not configured for the default website.

Troubleshooting

• Get properties of the Default website and then put a check box in the “Enable HTTP Keep- Alives”

Error 80070057

Possible Causes

• Anonymous only authentication is set for the exadmin virtual directory. This normally occurs if the DS2MB replication process if broken and an administrator changed the access permissions for this vdir to anonymous only.

Troubleshooting

Check off the box to enable Integrated Authentication and then find out why the DS2MB process is failing to replicate this information from Active Directory in to the Metabase.

Error 80072030

Possible Causes

• This can occur if you are attempting to propagate permissions in the ESM for a top level folder in a Mixed Mode organization in which you have no local Exchange 5.5 replicas on this server.

Troubleshooting

You Receive an Error Message When You Propagate Public Folder http://support.microsoft.com/?id=317675

Error 80090301

Possible Causes

• This can occur if you are requiring SSL for the exadmin virtual directory under the Default website, but there is no certificate bound to the website. • Incorrect Host header is configured for the Default Web Site.

Troubleshooting

• To resolve this, open the ISM and then get properties of the exadmin vdir and select the Directory Security tab. From there, select the Edit Button under Secure Communications. Uncheck “Require 128-bit encryption” and then uncheck “Require secure channel (SSL). Click OK and then expand Public Folders again.

• If you do not have access to change this information in the ISM, then you can manually remove this.

o Open a command prompt and then change in to the \inetpub\adminscripts folder.

o Run “cscript adsutil.vbs enum w3svc/1/root/exadmin” to view the settings for that virtual directory. You should see the following if you are experiencing this error.

AccessSSL : (BOOLEAN) True

AccessSSL128 : (BOOLEAN) True

To change this to not require SSL, perform the following command.

cscript adsutil.vbs set w3svc/1/root/exadmin/AccessSSL False

cscript adsutil.vbs set w3svc/1/root/exadmin/AccessSSL128 False

• Remove any incorrect host headers from the website.

Error c007274c

Possible Causes

• Incorrect Host Headers defined on clustered virtual server

Troubleshooting

• Add or remove the correct host headers to the Exchange VS in IIS.

Error c1030af0

Possible Causes

• This can occur if you have multiple IP addresses bound to the network card on the Exchange server and you have the default website bound to this secondary IP address.

• An invalid host header or IP address has been set for the default website

• Incorrect IP addresses or host header is set on the cluster virtual server.

Troubleshooting

• Try setting the default web site to “All Unassigned” and then reopen the ESM and try to expand Public Folders.

• Correct the host header value or remove it altogether.

Error c1030af1

Possible Causes

• You will see this error message if you go to the properties of the Default Website > select the Directory Security Tab, click the Edit button of IP address and domain name restrictions > and Deny your Exchange server’s IP address or subnet.

• Network card bindings are set incorrectly.

• Read access on the exadmin virtual directory is unchecked

Error c1030af2

Possible Causes

• Davex In-Process ISAPI application is not loaded or missing on the Master WWW properties.

• ExchangeApplicationPool has been deleted in IIS. See SOX040609700142 on how to recreate this.

• Default website is listening on a port other than port 80.

Troubleshooting

• Check the IIS logs to see if all http requests are connecting over port 80. If any other port is listed, then you will get this error.

• Use Metaedit or MBExplorer to add this information back. A Metaedit sample view is shown below. Once adding this back in, Public Folders should be able to expand immediately. The path to get to this is LM/W3SVC and then double-click on the InProcessIsapiApps to get the below view. Note: Davex is also explicitly set at the vdir level, but that is not used for administration, only the viewing of Public folders through OWA.

• If all else fails, try the following (Taken from SOX040413700052)

o Perform a backup of the IIS Metabase. Right-click the servername in IIS Manager, select All Tasks and then Backup/Restore.

o Remove the Exadmin virtual directory.

o Open up a command prompt and navigate to the following directory: C:\Inetpub\AdminScripts

o Run "cscript.exe adsutil delete ds2mb" (this deletes the ds2mb in the Metabase)

o Restart the Exchange System Attendant (this will restart the Information Store and the MTA Stacks and recreate the Exadmin virtual directory)

o Verify the Exadmin folder had been recreated in IIS Manager.

o Test to see if we are able to expand the public folder tree.

IIS logging properties reference –

http://www.microsoft.com/resources/documentation/WindowsServ/2003/standard/proddocs/enus/Default.asp?url=/resources/documentation/windowsserv/2003/standard/proddocs/en-us/ref_we_logging.asp



Error c1030af3


Possible Causes

• Improper authentication method set in IIS for the public and exadmin vdir’s

• DS2MB process has not populated the proper entries in the IIS metabase

• IE security settings are incorrect.

• Permissions in Active Directory are set incorrectly

• Realtime virus software is scanning the M: Drive

• The msExchDS2MBOptions for the exadmin virtual directory is set incorrectly.

• There is an incorrect path listed for the properties of the exadmin vdir in IIS. This value should be \\.\BackOfficeStorage.

Troubleshooting

• Ensure that a proper authentication method is selected for the HTTP Public Vdir in the ESM. If none is listed, then you will receive the above error. If the correct authentication method shows up in ESM, open the Internet Service Manager to see if the same authentication method is listed for the Public vdir. Also check the exadmin vdir for the same authentication method. If this authentication method is not present, then there is a problem with DS2MB replicating this information from Active Directory to the IIS metabase. Check the event log for additional information regarding the failing DS2MB process.

• Open the ESM on another computer or server. If this works, then this is machine specific.

• Set your IE security settings to a lower setting such as Med-Low.

• Check permissions on the Top level Public Folder using ADSIEdit or the ESM to ensure no specific denies are set. Correct if necessary.

• Exclude the M: Drive or hidden EXIFS mapping from any AV File level scanning. Restart server to release any locked or open files.

• If msExchDS2MBOptions is set to 0 for the exadmin vdir, the above error will occur. Reset this back to the default of 66 and allow time for replication to the metabase.



Error c1030af4

Possible Causes

• The exadmin vdir local path has a trailing backslash in the path such as the following \\.\BackOfficeStorage\

Troubleshooting

• Remove the trailing backslash for the vdir properties in IIS and then refresh the ESM.

Error c1030af6

The operation failed because of an HTTP error 501 (Not implemented). Verify that the ExAdmin virtual root exists on the destination server.

ID no: c1030af6 Exchange System Manager.

Possible Causes

• The cause of this is similar to c1030af7

Error c1030af7

Possible Causes

• This can occur if you have multiple Web sites configured and the default website is currently stopped. This website includes the associated vdirs (exadmin, exchange, public, exchweb) which are not available when that site is stopped.

• The exadmin vdir is missing within IIS

Troubleshooting

• Check to see if the exadmin directory exists in IIS under the default website. If it does not, from a command prompt in the \inetpub\adminscripts folder, enter “cscript adsutil.vbs delete ds2mb” and hit enter. This will remove the information from the metabase. Restart the System Attendant service to get this information repopulated in IIS.

Error c1030af8

The operation failed due to HTTP error 501 ID: c1030af8

Possible Causes

• This can occur there is another service taking up port 80.

Troubleshooting

• Run “fport.exe 80” to find the offending service and either disable it or change its port number.

Error c0072af9

Possible Causes

• You are unable to resolve the DNS name for the server you are trying to connect to in the ESM.

Troubleshooting

• Try pinging the server by both the netbios name and the FQDN name.

• If the servers name is not registered in DNS, go ahead and register it by opening a command prompt on the remote server and typing “ipconfig /registerdns”. Verify in the DNS manager that this was registered properly.



Error c1038a21

Possible Causes

• RUS is not stamping public folders with proxy addresses

• The Microsoft Exchange System Objects folder is not located in the root of the domain

• The folder in question is not mail enabled.

• The ExchangeApplicationPool has been deleted from IIS.

Error c0072afc

Possible Causes

• You are unable to resolve the DNS name for the server you are trying to connect to in the ESM.

Troubleshooting

• Try pinging the server by both the netbios name and the FQDN name.

• If the servers name is not registered in DNS, go ahead and register it by opening a command prompt on the remote server and typing “ipconfig /registerdns”. Verify in the DNS manager that this was registered properly.



Error c0072741


Possible Causes

This can occur if the msExchSecureBindings or msExchServerBindings attribute is populated with invalid information. For example: if port 443 is listed and there is not a SSL certificate bound to the default website.

Troubleshooting

To resolve the above issue, do the following.

• Go to Start - Programs - Windows 2000 Support Tools - Tools and launch ADSI Edit.

• In the left side pane expand the Configuration container.

• Next expand CN=Configuration

• Then CN=Services CN=Microsoft Exchange CN= CN=Administrative Groups CN=First Administrative Group CN=Servers CN=Protocols CN=HTTP CN=1

• Right Click on CN=Exadmin and choose Properties.

• In the Properties dialog box you will see 2 drop-down lists. drop down the top list and select "Both". Drop down the second list and scroll down to the attribute "msExchSecureBindings" and double click on it.

• If this attribute is set to 443 or any other value really, click the 443 value to select it and click the "Remove" button. Then click "Apply" and then "OK"

• Close out of ADSI Edit, close and reopen Exchange System Manager and test Public Folder access again.

Error c103b401



Possible Causes

• This can occur if the default website (Default) is not configured to use port 80 or an incorrect host header is configured.

• Default Website is stopped in IIS causing the exadmin vdir to be unavailable.

• Website is configured to use an external IP address, not internal.

• msExchServerBindings attribute in Active Directory for the exadmin container has an incorrect port number populated.



Troubleshooting

• Change the Default website to listen on port 80 and remove any host header entries.

• Start the Default Website on the Exchange server that you are attempting to connect to in the ESM.

• Try binding the website to “All Unassigned” or an internal IP address.

• Verify that msExchServerBindings port number for the exadmin vdir matches the port bound to the Default Web Site.

• Try connecting to another Exchange public folder to see if the same issue occurs on another server.

Error c103b404


Possible Causes

• This can occur if you have a certificate bound to the default website, you have required SSL on the exadmin virtual directory, and the certificate common name does not contain the FQDN of the server name that IIS is installed on.

Troubleshooting

• To resolve this issue, remove the certificate from the default website and request a new certificate that contains a common name of the FQDN of the server.

Error c103b405


Possible Causes

• The exadmin vdir local path is set to a value other than \\.\BackOfficeStorage

This can occur if the following are true.

o Multiple IP Addresses are bound to the NIC card

o Multiple websites are configured on the Exchange server

o The default website is bound to the secondary IP address that is bound to the NIC card

o No DNS mapping for the second IP that maps to the FQDN of the server

Enter Network Password



Possible Causes

• HTTP keep-alives and not configured for the default website.

Troubleshooting

• Get properties of the Default website and then put a check box in the “Enable HTTP Keep-Alives”

Articles for Reference:

Troubleshooting Microsoft Exchange System Manager Public Folder Expansion Problems:

http://www.microsoft.com/technet/prodtechnol/exchange/2003/insider/publicfolders.mspx



Please see the web version of this document (will also be the most updated one) here:

http://msweb/personal/mikelag/Shared%20Documents/ESM%20PF%20Troubleshooting/default.htm

=========================================================================

Issue 7:

Problem downloading Offline address book

====================================

Possible Causes



• Check for the Exchange server (Home server) responsible for generating the OAB.

• In the Default Offline Address List properties, confirm that the Default Global Address List is in the Address List list. Add any other address lists that are necessary for offline access. Check whether the replica’s are added for the OAB system folder.

• Check for the OAB system folders (OAB Version 2a for Exchange 2000 and Version 3a for Exchange 2003).

• Check for the public folder tree listed on public folder store.

• Compare the value of the Distinguish Name on the public folder store with the value of site folder server on the Administrative group using ADSIEDIT.

• If the mailbox store has not been associated with a valid offline Address Book.

• Check whether outlook is configured for Cached-Exchange mode.


Troubleshooting

=============



If the mailbox store has not been associated with a valid offline Address Book:

1. Start Exchange System Manager.

2. Expand Organization, and then expand Administrative Groups.



If "Administrative Groups" does not appear under Organization, make sure that you have configured Exchange System Manager to display Administrative Groups. To do so, right-click Organization, click Properties, and then click Display administrative groups.

3. Expand the administrative group to which the server belongs.

4. Expand Servers, expand the server that you want to configure, and then expand First Storage Group.

5. Right-click Mailbox Store, and then click Properties.

6. In the Offline Address Book section, make sure that a valid offline Address Book is listed.



If one is not listed, click Browse, and then click a valid offline Address Book. You can use Default Offline Address Book as the default setting.

Replicate the Offline Address List to Other Servers

If there are multiple sites in the Exchange organization, replicate the default offline address list to the servers in those sites to improve download performance. To replicate the offline address list to other servers:

1. Open the properties of the OAB Version2 object, and then click the Replication tab.

2. Add the other servers to the Replicate content to these public stores list.

3. Click OK to save the changes.

4. The replication of the OAB Version2 folder follows the replication schedule of the public folder store by default. To force replication to occur immediately, rebuild the default offline address list.

Enable Diagnostics Logging

To troubleshoot activity that occurs when the offline address list is rebuilt, increase the diagnostic logging to maximum on the following object in the offline address list server properties:

Service: MSExchangeSA

Category: OAL Generator

To turn the diagnostic logging, follow the below steps:

Open the ESM -> Right click on the Exchange server name -> properties -> diagnostic logging tab

Monitor the Application event log for events that can assist you in troubleshooting issues with offline address list generation.

Rebuild the Offline Address List

If the OAB Version2 folder is missing from the Public Folders container (to locate this container, click the Administrative Groups container, click the Servers container, click the server_name container, and then click the First Storage Group container), rebuild the default offline address list in Exchange System Manager. To rebuild the default offline address list:

1. Expand the Recipients container, and then expand the Offline Address Lists container. Delete and re-create the Default Offline Address List by using a different name.

Note: If you do not use a different name, you will not be able to download the offline address list.

2. Open the Default Offline Address List properties, and then set the Update Interval to Always.

3. In the Default Offline Address List properties, confirm that the Default Global Address List is in the Address List list. Add any other address lists that are necessary for offline access.

4. Click OK to save the settings.

5. Right-click the Default Offline Address List, and then click Rebuild. Allow time for the system to rebuild the offline address list and replicate the information among the domain controllers.

6. Verify that the OAB Version2 folder was created successfully in the Public Folders container under the Administrative Groups\Servers\server_name\First Storage Group containers. If the OAB Version2 folder was not created, view the Application event log to determine which errors occurred.

7. If the OAB Version2 folder was successfully created, verify that a MAPI client can download the offline address list.

If the system folders (OAB version 2a or OAB version 3a) then we need to reset the system folders by following the steps listed in the below website:


http://support.microsoft.com/kb/275171/

Articles for Reference:
=================
TechNet Support WebCast: How to troubleshoot Offline Address Book issues in Microsoft Exchange Server: http://support.microsoft.com/kb/905482/en-us

How to Reset System Folders: http://support.microsoft.com/kb/275171/

=========================================================================
Issue 8:

Troubleshooting Recipient Update Service, RUS failed to stamp proxy addresses on User accounts.

Possible Causes:

• Incorrect Domain RUS settings i.e.: Not pointing to the correct servers.

• Missing permissions (Recipient Update Service does not have the necessary access permissions to update the objects)

Incorrect Domain RUS settings

We need to check whether the Domain RUS is pointing to the respective Exchange server and to the Domain Controller by viewing the properties page of the Domain RUS.

1) Click Start – Programs – Microsoft Exchange – System Manager

2) Expand Recipient container – Recipient Update Service

The following objects are displayed:

• Recipient Update Service (Enterprise Configuration)

• Recipient Update Service (Domain_name)

3) Right click the Domain RUS – Click properties.

The domain, the Exchange server, and the Windows domain controller that are involved in running this instance of the Recipient Update Service are displayed. The Update interval setting is also displayed. This is set to Always Run by default.

4) To change the Exchange computer on which an instance of the Recipient Update Service runs, click Browse next to Exchange computer, locate the Exchange server that you want the Recipient Update Service to run on, and then click OK.

5) To change the Windows domain controller that this instance of the Recipient Update Service connects to when it updates objects in Active Directory, click Browse next to Windows Domain Controller, locate the domain controller that you want the Recipient Update Service to connect to, and then click OK.

Important Points

• Each instance of the Recipient Update Service associates one Exchange server (where the Recipient Update Service runs) with one Windows 2000 or Windows Server 2003 domain controller (on which the Active Directory objects are updated). Only one Recipient Update Service object can be associated with one Active Directory domain controller.

• We can have multiple instances of the Recipient Update Service on an Exchange server, but each domain controller in a domain can only participate in one Recipient Update Service. If you want multiple Recipient Update Services for a domain, that domain must have more than one domain controller.

• Creating a RUS, the Exchange server is granted rights to modify Exchange Server attributes on recipients that are in the domain.

• When you are creating a Recipient Update Service, you cannot select the domain controller. You can only select the domain that you want the new Recipient Update Service to be associated with. After you have finished creating the Recipient Update Service, you can edit the properties of the Recipient Update Service and select the domain controller that you want. (Vimp)

UPDATE and REBUILD
==================
 • If you perform an update operation, proxy e-mail addresses are generated immediately for all new users. This operation forces address book membership to be recalculated for recently modified Exchange recipients. Perform an update operation if you are running the Recipient Update Service on a schedule and you want to complete mailbox creation before the next duty cycle runs.(UPDATE)

• • If you perform a rebuild operation, all proxy e-mail addresses are recalculated and all address list memberships are verified. Perform a rebuild operation if you make a change to organizational policy on SMTP addressing (for example, if you change the DNS domain suffix from .com to .net or if you change the DNS domain name). A rebuild operation may take several hours. We recommend that you perform this operation during a period of low network activity. (REBUILD)

Missing Permissions

Four possible reasons for this behavior:

• Administrator or user of built-in Active Directory security group name or log on does not resolve.

• Inheritable permissions from parent are not propagated to object check box on the Active Directory organizational unit that the accounts reside in.

• Exchange Enterprise Servers group is missing required permissions at the domain level.

• Group has the hideDLMembership attribute set to True. (KB253828)

SOL: To resolve the permissions issue, run DomainPrep on the Domain controller or on the Exchange server.

:\I386\Setup.exe /domainprep

For detailed information on required permissions for RUS, Visit the following web site:

http://support.microsoft.com/kb/254030/

=========================================================================
Issue: 9

Troubleshooting Virtual Defragmentation Problems

Possible Causes:

• Exchange server is running on low virtual memory.

• Anti virus may reduce the virtual memory to a level below the 32 MB address space. (Where an antivirus program that is configured to scan the messaging databases reduces the virtual memory block to less than 32 MB).

Note: Event ID 9582 or 12800(Performance issues) in the application log indicates the problem of Virtual Defragmentation. When you scale a server to handle more users and larger loads, the server may run low on virtual memory in the Microsoft Exchange Information Store process (Store.exe). When this issue occurs, event ID 9582 events are logged to the application event log. You can use a monitoring tool that generates an administrative alert each time an event ID 9582 message is logged.

When an Exchange server has less than 32 MB of free contiguous virtual

address space, the following warning message is logged to the application event log:


Source: MSExchangeIS

Category: Performance

ID: 9582

Type: Warning

Description:

The virtual memory necessary to run your Exchange server is fragmented in such a way that performance may be affected. It is highly recommended that you restart all Exchange services to correct this issue.

For more information, click http://search.support.microsoft.com/search/?adv=1

When this warning message is logged, follow these steps:

1. Prepare and perform the steps to shut down and then restart the server in the next 36 to 72 hours.

2. To determine the rate of decay, use the Performance Logs and Alerts tool to monitor the following counter for the MSExchangeIS performance object :

• VM Total Large Free Block Bytes

Use this data to help you plan an appropriate time (in the next 36 to 72 hours) to shut down and then restart the server.

When an Exchange server has less than 16 MB of free contiguous virtual address space, the following error message is logged to the application event log:

Source: MSExchangeIS

Category: Performance

ID: 9582

Type: Error

Description:

The virtual memory necessary to run your Exchange server is fragmented in such a way that performance may be affected. It is highly recommended that you restart all Exchange services to correct this issue.

For more information, click

At this level of virtual memory fragmentation, the Store.exe process cannot create additional heaps and cannot correctly mount and dismount storage groups. If the VM Largest Block Size counter is below 10 MB, the storage groups do not mount. When an event ID 9582 error message is logged, prepare to shut down and restart the server. When you shut down and then restart the server to clear virtual memory fragmentation, there are additional considerations when Exchange 2000 Server is configured in a clustered environment. When you move cluster resources from one node to another node, this process does not ensure a "clean" virtual memory address space. If cluster resources are owned by the destination cluster node, and the cluster resources are moved to the passive node (without first restarting the destination node), you may experience virtual memory fragmentation on the passive node. To avoid this situation, and to clear memory fragmentation in an Exchange 2000 Server clustered environment, follow these steps:

1. Restart the passive node before you move cluster resources to it.

This step helps to make sure that the cluster resources are moved to a server that has a "clean" virtual memory address space.

2. Move the cluster resources to the passive node.

3. Restart the node that previously owned the cluster resources.

Note: Exchange Server 2003 restarts the Store.exe service automatically after the resource records have been moved to a different node in the cluster to reset the Store.exe address space on that node. Therefore, the next time that the Exchange virtual server is moved back to the passive node, the Store.exe is operating with a "clean" address space.

Event ID: 9665 Warning messages

Exchange 2003 performs an optimal memory configuration check when the Store.exe process starts. If the memory settings are not optimal, an event ID 9665 warning message is logged to the application event log of Event Viewer. This warning message is logged when any one of the following conditions is true:

• Exchange is installed on a computer that is running any version of Microsoft Windows 2000 Server, and the SystemPages value in the registry is set outside the range of 24000 to 31000.

• Exchange is installed on a computer that is running Microsoft Windows 2000 Advanced Server or Microsoft Windows 2000 Datacenter Server, and the server has 1 gigabyte (GB) or more of physical memory (RAM) installed but does not have the /3GB switch set in the Boot.ini file.

• Exchange is installed on a computer that is running Microsoft Windows Server 2003 Standard Edition, Microsoft Windows Server 2003 Enterprise Edition, or Microsoft Windows Server 2003 Datacenter Edition, and the SystemPages value in the registry is set to a value other than 0.

• Exchange is installed on a computer that is running Windows Server 2003 Standard Edition, Windows Server 2003 Enterprise Edition, or Windows Server 2003 Datacenter Edition, the server has 1 GB or more of RAM installed, and the /3GB switch is set, but the /userva switch is either not present in the Boot.ini file or is set outside the range of 3030 to 2970.

• Exchange is installed on a computer that is running any version of Windows 2000 Server or Windows Server 2003, and the HeapDeCommitFreeBlockThreshold value in the registry is set to a value other than 0x00040000.

When an event ID 9665 warning message is logged, follow these steps

1. Check the SystemPages setting and the HeapDeCommitFreeBlockThreshold setting in the registry.

2. Check the /3GB switch and the /userva switch in the Boot.ini file.

ote: If you want to turn off the memory configuration check, add the Suppress Memory Configuration Notification DWORD value to the following registry key, and then set the value to 1:

HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Services\MSExchangeIS\ParametersSystem

The following counter is the most important counter to monitor for virtual memory fragmentation in the Store.exe process in Exchange 2003 and Exchange 2000:

Performance object: MSExchangeIS

Counter: VM Largest Block Size

This counter displays the size (in bytes) of the largest free block of virtual memory. This counter appears as a line that slopes downward as virtual memory is used. If this counter drops below 32 MB, Exchange logs an event ID 9582 warning message in the application event log. If this counter drops below 16 MB, Exchange logs an event ID 9582 error message in the application event log. If the largest free block is small (less than 10 MB), the server is approaching a critical state where message operations may start to fail and event ID 12800 error messages are repeatedly logged. (Refer to the web site to add more counters for monitoring the VM issues: http://support.microsoft.com/kb/296073/)

Setting /3GB switch:

Important points:

• Windows 2000 server does not support /3GB switch.

• Adding /3GB switch increases the Virtual Address Space.

• One of the effects of using the /3GB switch is a significant reduction in the number of system pages that are available to the kernel. Setting the /3GB switch in the Boot.ini file on Exchange servers is to modify the default settings and to increase the number of system pages that are allocated.

• When you set the /3GB in the Boot.ini file on a Windows Server 2003-based computer, set the /userva switch in the Boot.ini file to a value between 2970 and 3030. The recommended value is 3030 (this value is the equivalent to the Windows 2000 SystemPages value of 31000).

On Windows 2003, the /userva switch is to be used instead of the SystemPages registry key. They should not be used in conjunction. If the value for the /userva switch is not set between 2970 and 3030 in the SystemPages registry entry, and the /3GB switch is set, Exchange 2003 logs Event ID 9665 to the application event log. This event ID indicates that virtual memory on the server is not configured to use the optimal memory settings.

To set the SystemPages registry value on a computer that is running Windows 2000 Server, follow these steps:

1. Click Start, and then click Run.

2. In the Open box, type regedit, and then click OK.

3. Locate and then click the following registry key:

HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Control\Session Manager\Memory Management

4. In the right pane, double-click SystemPages.

5. In the Value data box, type a value between 24000 and 31000, and then click OK.

6. Quit Registry Editor.

For more information on the above registry key, refer to the below web site:

http://support.microsoft.com/?kbid=325044

Setting HeapDeCommitFreeBlockThreshold registry value:

The HeapDeCommitFreeBlockThreshold registry value is the minimum size of a free block that the heap decommits. The default setting is 0 (zero). This means that the heap manager decommits each 4 KB page that becomes available. Decommit operations can cause additional virtual memory fragmentation. You can set the HeapDeCommitFreeBlockThreshold registry entry in the following registry key to a higher value to help reduce virtual memory fragmentation:

HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Control\Session Manager

The recommended value to use for the HeapDeCommitFreeBlockThreshold registry entry is 0x00040000

For more information on the above registry key, visit the below web site:

http://support.microsoft.com/kb/315407/

Note: The HeapDeCommitFreeBlockThreshold registry entry is independent of the /3GB switch.

Articles to Refer:

How to troubleshoot virtual memory fragmentation in Exchange Server 2003 and Exchange 2000 Server:

http://support.microsoft.com/?kbid=325044

A description of the 4 GB RAM Tuning feature and the Physical Address Extension switch:

http://support.microsoft.com/kb/291988/

Exchange 2000 requires /3GB switch with more than 1 gigabyte of physical RAM

http://support.microsoft.com/kb/266096/

The "HeapDecommitFreeBlockThreshold" registry key

http://support.microsoft.com/kb/315407/

How to modify the Store Database maximum cache size in Exchange 2000 Server:

http://support.microsoft.com/kb/266768/

Monitoring for Exchange 2000 memory fragmentation:

http://support.microsoft.com/kb/296073/

Virtual Memory Fragmentation Occurs When You Fail Over an Exchange 2000 Virtual Server:

http://support.microsoft.com/kb/810985/

=========================================================================
Issue 10:

Error message “Mailboxes still exist in the mailbox store” while removing the Exchange server from the site or organization.

Solution:

By default we have three mail boxes listed in the mail box store when we install the Exchange server.

• SMTP mail box. (when PF replication happens through mail that time SMTP mailbox uses)

• System mail box. (it uses for system generated mail reports or NDR )

• System Attendant mail box. (It’s only one for each exchange server, when user access mail through OWA and create appointment it uses SA mailbox to publish system site folder.)

To check whether we have any other mail boxes in the mail box store we need to verify an attribute “MSExch HomeMDBBL or HomeMDBBL” on the mail box store using ADSIEDIT in the Active directory. We need to install the Windows support tools to open ADSIEDIT console.

Expand configuration container -> services -> Microsoft Exchange -> Organization name -> Administrative groups -> Administrative Group name -> First storage group -> Information store -> Mail box store -> Properties.

Look for the above attribute. If found any mail boxes, search for the users in the AD and delete the mail boxes for the users or move the mail boxes to the other Exchange server in the site or organization.
=========================================================================
Issue 11:

Changing the database paths and log file path locations to the different drive from Active directory. We can also change the paths from ESM.

Solution:

Open Adsiedit.msc from Run command.

We need to change the value for the following attributes:

MSEXCHEDB file on the mail box store for (.EDB files)

MSEXCHSLV file on the mail box store for (.STM files)

MSEXCHLogfilePath on the storage group for (Log files location)

Note : We need to dismount the stores before changing the paths.

How to Move Exchange Databases and Logs in Exchange 2000 Server 257184

How to move Exchange databases and logs in Exchange Server 2003 821915

=========================================================================
Issue 12:

Understand -1018, -1019 and -1022 database errors in the application log.

Possible causes:

 If the databases get corrupted.

 Due to hardware failures.

 Check for any event id’s in the application and system logs and view the

Description of the event. If the event description indicates and hardware

Failures then we need to fix the issues with the hardware.

 If the issue is not with the hardware then restore the databases from the backup media. If the backup is not available then perform the hard repair on the databases followed by offline defragmentation and isinteg to fix the physical and logical corruptions in the database.

Understanding and analyzing -1018, -1019, and -1022 Exchange database errors:

http://support.microsoft.com/?id=314917































Group-Interview

We know that an interview is a one-on-one discussion, and the Group Discussion is many-on-many discussion. If the many-on-many discussion is not managed to make it one-on-many, the results are less than stellar. Sometimes the group discussion is moderated (for example, in news programs on television) and sometimes it is not moderated (for example, in jury deliberations, in class team projects).



The advantage of a moderated group discussion is that the participant knows what to talk about and when to talk about it - obviously, when prompted by the moderator. The challenge to the participant is to know the subject matter thoroughly and be articulate in responding to questions and arguments. One must become a good listener and be able to support or rebut the arguments from others in the group. Thus, preparation for the participant involves learning the subject matter, anticipating as many questions and arguments as possible. Acquiring content knowledge is a necessary step but not a sufficient step. You have to practice applying the knowledge to various real and imaginary situations/scenarios. It is the combination of acquisition and application of knowledge that is paramount.


Group discussions, that are not moderated, pose additional challenges. In additional to subject knowledge, one also has to be careful about what to say and when to say it. In such a discussion, just as in jury deliberations, a quasi-leader (that is, moderator) often emerges as the discussion progresses. So what are the appropriate rules of engagement in a group discussion? Since only one person may emerge as the group leader, and that too only after the discussion progresses, here are some guidelines that may be helpful to all participants.


Guidelines for Non-Moderated Group Discussions


1. Stay focused on the topic. You share the responsibility to make the group as productive as possible. Do not go off on tangents, and if someone else does, try to bring the discussion back on track.


2. Talk only when you have something useful to say. Avoid the waste of "air time." Just because one talks a lot does not mean one contributes a lot. Strike a careful balance between the quantity and quality of talk. Your speaking contribution should either move the discussion forward or change the direction of the discussion.


3. Listen, Listen Listen. Do not get caught up with what great things you can say. Recognize other people's contribution, before you expect them to recognize yours. Continuity of discussion, and thus progress, can be achieved only when participants "build on" other's contributions. It does not mean you have to accept what others say - challenge that by all means, if necessary - but listen first.


4. One at a time, please! Only one person should talk at any time, while all others listen carefully.


5. No side meetings. Do not talk to others, outloud or whispering softly, when someone is talking to the group. If you have questions or comments, ask the group.


6. Be polite, yet confident. No matter how right you think you are, others' ideas at least deserve due consideration. Never utter phrases such as: "You are wrong!" "That is so stupid!" "Dumbest thing I have ever heard!" - even when you are 100% sure. Present an alternative way of looking at the situation and let the group support the right path forward.


7. Strive to become the group leader, BUT within reason. Sure, being unofficially recognized by your peers in the group shows your leadership qualities. Only one person can become that. Typically, the group consensus emerges over time. One does not need to be labeled a leader explicitly to acquire and discharge the expected role. Most often, the group, through its behavior, implicitly grants the role without verbally articulating it.


8. Leader, DON'T push it. Remember, the group had elected you, whether implicitly or explicitly, the leader/moderator. The group expects you to be fair to all participants while making progress. Give everybody a fair chance to speak. Do not let anyone dominate the air time. Draw out people who are quiet. Make it a dynamic group.


Since you would be in an assessment environment, you will be observed for not only what you contribute but also on how and when you contribute.


One more item. Group discussions are typically on a topic or on a scenario. You may not know the topic or scenario until the discussion is actually set to begin. Acquire content knowledge for all potential areas. As mentioned early, it the application of the acquired knowledge that would prove useful. Practice, Practice, Practice

Tips on interviews and Group Discussions


1. In a group discussion what should my objectives be and how should I achieve them?
2. Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?
3. Is it a good strategy to try and be the first speaker on the topic in a GD?
4. In an interview how does one handle the question "Tell us about yourself?".
5. Is it better to have a longer selection interview or a shorter one?
6. In the MBA entrance interview how do I justify my decision to pursue the MBA programme?


In a group discussion what should my objectives be and how should I achieve them?
In order to succeed at any unstructured group discussion, you must define what your objective in the group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt to achieve the right consensus.


The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of these imply in terms of action points :


The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is not enough. You have to be seen by the evaluator to have made a meaningful contribution in an attempt to build the right consensus.


In other words you must ensure that you are heard by the group. If the group hears you so will the evaluator. You must get at least some airtime. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group, you can say goodbye to the business school admission.


Many GD participants often complain that they did not get a chance to speak. The fact of the matter is that in no GD do you get a chance to speak. You have to make your chances.


The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful.


A meaningful contribution suggests that you have a good knowledge base, are able to structure arguments logically and are a good communicator. These are qualities that are desired by all evaluators.


Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and loudly. This is not true. The quality of what you say is more important than the quantity. Don't be demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard, even if only for a short time, it is usually good enough. You must have substance in your arguments. Therefore, think things through carefully.


Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. It pays to think laterally. Everybody else will state the obvious. Can you state something different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? You may like to dissect the topic and go into the underlying causes or into the results.


One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of participation in a fish market kind of scenario can be low, but your degree of influence must never be low. In other words you must make positive contributions every time you speak and not speak for the sake of speaking. The second rule is applicable when the group is floundering. In this situation a person who provides a fresh direction to the group is given credit.


The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But did you make the attempt to build a consensus?


The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team.


What are the ways that you can try to build consensus?


First, you must not just talk, you should also listen. You must realize that other people also may have valid points to make. You should not only try to persuade other people to your point of view, but also come across as a person who has an open mind and appreciates the valid points of others.


You must try and resolve contradictions and arguments of others in the group. You must synthesize arguments and try and achieve a unified position in the group. Try to think of the various arguments of your's and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the topic.


Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group should discuss before actually beginning your discussion. This will at least ensure that everyone is talking about the same thing.


Try and summarize the discussion at the end. In the summary do not merely restate your point of view; also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your summary.


You must carry people with you. So do not get emotional, shout, invade other people's private space. Do not bang your fist on the table except in extreme circumstances.


If you have spoken and you notice that someone else has tried to enter the discussion on a number of occasions and has not had the chance to do so maybe you could give him a chance the next time he tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at that point and you will just end up looking foolish.


The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a vote on the topic. A vote is no substitute for discussion.


Do not address only one or two persons when speaking. Maintain eye contact with as many members of the group as possible. This will involve others in what you are saying and increase your chances of carrying them with you. Do this even if you are answering a specific point raised by one person.


One last point. You must not agree with another participant in the group merely for the sake of achieving consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to attempt to build the right consensus.

Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?


In theory yes. If you believe something why shouldn't you say so? If we are convinced about something our natural response is to say so emphatically.


However in practice what is likely to happen if you take a very strong and dogged stance right at the beginning of the interview is that you will antagonise the people in the group who disagree with you and will be unable to carry them with you and convince them of the validity of your argument. We therefore recommend that after you hear the topic you think about it for a minute with an open mind and note down the major issues that come to your mind. Don't jump to any conclusions. Instead arrive at a stand in your own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you do so outline the major issues first and only then state your stand. In other words give the justification first and the stand later. If you were to state your stand first chances are that the others in the group who disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you have taken that stance. In this situation the evaluator will only get an impression of what you think and not how you think. Remember you are being evaluated on how you think and not what you think.


 Is it a good strategy to try and be the first speaker on the topic in a GD?


In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime. The reason is simple - at the start most other participants in the GD are still trying to understand the basic issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the opening speaker talks sense naturally he will get credit because he opened and took the group in the right direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction and does not make a positive contribution to the group.


So remember speaking first is a high risk high return strategy. It can make or mar your GD performance depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut and let someone else start.

In an interview how does one handle the question "Tell us about yourself?".


An often asked opening question. Perhaps the most frequently asked question across interviews. Your opening statement needs to be a summary of your goals, overall professional capabilities, achievements, background (educational and family), strengths, professional objectives and anything about your personality that is relevant and interesting. This question represents an opportunity to lead the interviewer in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight.


Your intention should be to try to subtly convince the interviewers that you are a good candidate, you have proved that in the past, and have a personality that fits the requirement.


Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind, most candidates who are asked this question just blurt out their schooling, college, marks and qualifications. All this is already there in the CV. Why tell the interviewer something he already knows?


A final word on approaching this question. Once you have said what you have to say - shut up. Don't drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't interrupt in order to give the candidate the impression that he has not spoken enough. This is just a stress inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward for you just add something like, "Is there something specific that you wish to know about me?"


Is it better to have a longer selection interview or a shorter one?


The length of an interview in no way is an indicator of how well an interview went. This is especially so when there are a number of candidates to be interviewed for example in the civil services interview or the MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews. Nothing positive or negative should be read into this. An interview is only a device whereby the panel seeks information about the candidate. Information that will help the panel decide whether or not the candidate should be selected. If the panel feels that it has gathered enough information about the candidate in 15 minutes of the interview commencing and that it has no further questions to ask the interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the information required to take a decision the interview will last for an hour. In either case the decision could be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than usual then it only means that the panel is seeking more information about the candidate in order to take a decision.



In the MBA entrance interview how do I justify my decision to pursue the MBA programme?


When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a good firm with lots of money, status and glamour". That is the first answer that most candidates think of. Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this subject you must convey to the interview panel that you have made a rational and informed decision about your career choice and your intended course of higher study. There are broadly six areas which your answer could touch upon :


Career Objectives : You could talk about your career objectives and how the two year MBA programme will help you achieve them. This implies that you have a clear idea of what your career objectives are and how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your independent enterprise after doing your MBA and then working for a few years in a professionally managed company. You could explain to the panel that the MBA programme will provide you with the necessary inputs to help you run your business enterprise better. But then you must be clear about what the inputs you will receive in the MBA programme are.


Value Addition : That brings us to the second area that your answer should touch upon. What is the value you will add to yourself during your two year study of management. Value addition will essentially be in two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance, systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people who are either doing their MBA or have already done it. They will be able to give you a more detailed idea of what they gained from their MBA.


Background : Remember, there must be no inconsistency between your proposed study of management and your past subject of study or your past work experience. If you have studied commerce in college then management is a natural course of higher studies. If you are an engineer this is a tricky area. You must never say that by pursuing a career in management you will be wasting your engineering degree. Try and say that the MBA course and your engineering degree will help you do your job better in the company that you will join. But then you should be able to justify how your engineering qualification will help.


Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in organizations for management graduates. Highlight with examples. At the end you may mention that while monetary rewards are not everything they are also important and MBAs do get paid well. You must not mention these reasons as your primary motivators even if that may be the case.


 
 
GD-Interviews   

It is a discussion by a group of people. The discussion involves an exchange of thoughts and ideas among members of the group. Group Discussions are largely used in the selection process for admissions into institutes, where there is a high level of competition. The number of participants in a group can vary from 8-15 people. In most cases a topic or a situation will be given, and the group members will have to discuss it within a given period of time.



Reasons for employing a GD


• Value for time



GD helps in forming an opinion about a large number of candidates in a short period of time on a common platform.


• Skills assessment


GD helps in assessing certain skills that cannot be evaluated even in a personal interview (leave alone the written application form etc.). These skills include team membership, leadership skills, listening and articulation skills etc.


What is checked in a GD


All that one observes in a GD can be categorized into two broad areas: - The Content and the Process.


• The content is all about 'what' or the 'matter' spoken in the GD. Whereas, the process refers to the 'how', 'when' and 'why' of the GD.


• Both are equally important and need adequate attention at all stages.


• High quality contribution by one with no regard to the 'process' is as suicidal as another's contribution, which is high on packaging with little content.


Critical Success Factors in a GD



• Cognitive skills or knowledge


The most important aspect of your contribution to a GD is the Quality of Content (QOC), which is reflected in the points you speak and knowledge of the relevant subject you have, the supportive examples you give and data you generated etc.


• Comprehension of core idea


It is essential to deliver a high quality content. But to do that , you should speak on the topic and not deviate. It is checked whether you have identified the crux of the problem or not and whether the solutions you are offering is relevant to the problem or not.


• Logical reasoning


It includes understanding the topic, generating quality arguments, analysis and a progressive approach to a justifiable conclusion. This is one of the necessary attributes to be seen in an influential participant. Such people convey an impression of open minded and logic driven rather than that of an opinionated individual.


• Behavioural and Personality Skills


This includes certain attributes like rapport building, team membership, participation, patience, assertion and accommodation, amenability, leadership etc,. that are assessed during a GD.


• Communication Skills


You should be able to articulate your thoughts properly and you should also be able to understand what others are trying to tell you.


• Clarity of thought



In whatever you are articulating, are you following logical sequence/ order or is that you are presenting the points in some bits and pieces.


• Body Language and Eye Contact


These are some tools which check your level of confidence and whether you can work together effectively in group or not.


Types of Group Discussions


• Structured (or Default) GD


1. A structured GD is one that is most commonly used.


2. The group is given a topic for discussion with 10 to 20 minutes for discussion. The topic can be anything going under the sun.


3. There is no leader appointed for the group and the brief may or may not include anything but the topic for discussion. Here the topic of discussion is clearly defined and students know what is the objective of discussion.


• Unstructured GD


1. Unstructuredness can be built into a discussion wherein no clear instructions are given. So first of all, the students have to decide as to what is to be done.


2. The panel expects the group to achieve some objective(s) during the course or by the end of the GD, but here the objectives are to be decided by the group itself and not given by the observer.


These might include tasks such as choosing the topic for discussion, appointing the leader or a chairman etc.






The Interview


An interview is a face-to-face meeting, especially for the purpose of obtaining a statement or for assessing the qualities of a candidate.


An interview tries to obtain a statement or opinion, as is done for e.g. when film stars are interviewed to get their views on any particular role, or when the Prime Minister is interviewed to get statement on the result of his discussion with another political leader. So as a student going for interviews of management schools, we need to understand the various topics of general interest in details and should be able to discuss them intelligently.



Another purpose of the interview is to assess a person on various personal attributes like honesty, integrity, communication skills, ability to handle pressure, ability to plan for oneself, etc.


Must to do before an Interview


• Learn about the Institute


• Refresher on the subjects of you graduation or of general interest.


Tips for the Interview


1. Entering the room


o Prior to opening the door, adjust your attire so that it falls well.


o If the members of the interview board want to shake hands then offer a firm grip maintaining eye contact and a smile.


o Seek permission to sit down.


o Diffuse the tense situation with a light-hearted humour and immediately set a rapport with the interviewers.


2. Lead the Interview


o A good interviewee would be quick to settle and begin to lead the interviewers.


3. Enthusiasm


o The interviewer normally pays more attention if you display an enthusiasm in whatever you say.


o You should maintain a cheerful disposition throughout the interview i.e. a pleasant countenance holds the interviewers interest.


4. Be Brief


5. Don't Bluff - be honest


6. Humor- humor tends to break the monotony and puts every one at ease and also generates interest
 
and enthusiasm.



7. Interviewer fatigue


o Mostly interviews are conducted the whole day leading to fatigued minds.


o A little humour as a starter will ease the fatigued minds. However, if you do not have the knack of humour, it is better not to get into it.


o You must be proactive in offering information about yourself as the interviewers will be willing listeners.


8. Be well mannered: show courtesy


9. Avoid slang


10. Be poised


11. Ask Question, if necessary


12. Eye Contact- maintain good eye contact with the persons interviewing you.


13. Listen carefully and answer to the point.


14. Be natural, do not pretend that you are somebody else.


 
Preparing for tests, group discussions and interviews



Interviews usually consist of one or more of the following tests:


• Aptitude test


• Technical test


• Group discussion


• Psychological test


• Personal interview


• Technical interview


Some useful tips/checklists for each stage are given below.






Aptitude test

Most aptitude tests for software professionals check for quantitative, reasoning and verbal abilities. They will usually be multiple choice type question papers.


Reading up mathematics textbooks and dictionaries just before the test will not help much. These abilities are cultivated over a long period of time - most questions are based on what you studied in high school.


Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.


Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests.


Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.
 
Technical test



Technical tests will examine your ability in your skill area. They would usually be for about 2 hours.


Tests will test your fundamentals in the skill area, some of the questions will be quite tricky. Try to get a good book in the subject area and refresh your fundamentals.


Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.


Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests


Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.


Group discussion


Group discussions are meant to judge your communication and interpersonal abilities. The observers will be looking for verbal and non-verbal skills, clarity of thought, leadership abilities and other interpersonal skills. Usually a current topic will be taken up and a group of 8-12 people will be asked to discuss the topic.


There is no need to prepare on specific topics. If you read the newspapers - it should be enough.


You do not have to be the first to speak out to be noticed. It is often better for someone else to begin the discussion. However, if you are very well informed on the topic it might be a good idea to set the ball rolling.


Listen carefully to what others are saying. It is a good idea to quote others when you speak while supporting, building or even criticising them. Be natural and talk normally and be yourself - it always gives the best results.


Psychological test


Psychological tests are used to mainly determine your personal attributes. They will usually be multiple choice type question papers.

There are no right or wrong answers to psychological tests - it is your opinion!

Avoid trying to fool tests, they are usually designed to ask the same questions in different ways again and again. If you are manipulating, the results will show inconsistencies and the observer might choose to ignore the test or administer another test.


Personal interview

Personal interviews are usually conducted by Human Resources professionals. They will be trying to understand you as a person and your motivation for joining the company.


"Tell us something about yourself" is perhaps the most common first question asked in non-technical interviews. It might be a good idea to prepare a brief opening statement and be ready for the question. It will be a good idea to mention your education, jobs and interest in applying in your opening statement.


Interviewers will often have gone through your resume in detail, be prepared to explain any statement made in your resume.


Answer all questions directly and honestly, it is not a trial!


Don't try to mask all your weaknesses - all human beings have them and so does the person interviewing you.

"Why do you want to change a job" is another common question, be prepared for it. Honestly answer the question, if you are trying to get a better salary - say so. The lesser you conceal your motives - the easier it will be for the interviewer to make a decision. Keeping the interviewer in suspense will only lead to a postponement in decision - not a favourable decision.


Appearance is important - dress formally or as you will usually for an important occasion.
Appear at least 10 minutes before the interview. It makes a good impression and you also get some time to get used to the surroundings.


Technical interview

Technical interviews are usually conducted by a senior technical professional - usually the senior most in your functional area. It will aim at assessing your technical abilities.


Technical interviewers will often have gone through your resume in detail. They will ask you specific questions on the skills claimed by you and details of your projects.


If your claimed skills do not match your work experience - the interviewer will be confused and will ask you a question such as "Which area are you most confident in? ". Answer "Which area are you most confident in ?" honestly and back up by saying why you feel confident about it.


Sometimes the interviewer may not have had the time to go through your experience and skills and may still ask "Which area are you most confident in ?". In that case, draw his attention to the skill area mentioned which you are most proficient in and the most relevant project carried out by using that skill.


If you do not have the right answer to something -say so. No person knows everything ! You are expected to answer most of the questions - not all.


Usually, the technical interviewer will begin with simple questions and proceed to more complex ones. Be sure you get the first few right - otherwise the interview will get terminated very soon!


Technical and personal interviews may be carried out simultaneously by a panel. Try to speak more to the interviewer you are confident with - it will give you a support quarter in the panel.


There may be several round of interviews ending with the CEO of the company. The final interview will be to merely confirm your selection, however, sometimes the CEO may make an exception. Be prepared, don't be over confident.




GUIDE TO THE PREPARATION AND CONDUCT OF GROUP INTERVIEWS


Basic Principles


Advantages / Disavantages


Basic Rules and Conditions to Observe




• Selection of Participants


• Choosing a Moderator


• Structure


• Organization and Conduct of an Interview


• Key Elements of Moderation




BASIC PRINCIPLES


Group interview is an effective information collection technique if used with small groups. The more homogeneous the persons selected for a discussion group the more successful the exercise is likely to be.


CONTEXTS IN WHICH GROUP INTERVIEWS CAN BE USED


The group interview is one means of collecting information. It is very different from such forms of information collection as the questionnaire which we designed to identify opinion trends in a large population. The group interview is particularly useful in the following three circumstances:


1) in evaluation planning, in order to define the issues and identify key questions with as little room for doubt as possible;


2) when analyzing data collected by elaborate and sophisticated survey methods in order to confirm and further investigate the conclusions drawn from the analysis;


3) as a quick means of clarifying a situation or of getting more information in order to answer questions raised by decision-makers; it is therefore particularly useful in programme or activity planning.


Conferences and seminars bringing together large numbers of people with the same interests, occupation or skills are occasions on which the group interview technique can be used quickly and at relatively moderate cost.


When this technique is used for a sufficiently large number of small groups to constitute a representative sample of a given population, it may be considered that the information obtained is correct; caution should, however, be exercised before making generalizations from the conclusions drawn. In any case, one group alone should never be considered enough to cover one particular subject adequately.


ADVANTAGES DISADVANTAGES


• Quickly organized and implemented.


• Moderate cost in comparison with other in-depth survey techniques.


• More opinions, behavioural attitudes and feelings about particular subjects collected than by any other survey method.


• The information obtained is extremely precise and very detailed.


• Interactions and influences among the persons concerned by a specific programme or activity are revealed.


• Factors of agreement or disagreement are identified.


• The evaluator can analyze replies, explore particular subjects and bring out unsuspected facts; great flexibility in the way questions are asked. • Difficult to direct and control the discussion.


• Difficult to ensure homogeneity if there are several groups.


• The information obtained cannot really be generalized and is difficult to analyze.


• Highlights strongly biased and often contradictory opinions; a person with a strong personality can dominate the discussion.


• It is difficult to select persons and bring them together as a group in a place suitable for the interview.




Basic Rules and Conditions to Observe


If group interviews are to be effective and useful, several factors must be taken into account when they are being prepared and in progress. These factors must be combined to make the discussion as open as possible and produce as much information as possible on a given subject.


Selection of participants


The main factor in selecting the members of the discussion group is knowledge of a given subject. An attempt must also be made to form a homogeneous group in which differences such as social and economic level, age and sex will not make group members feel ill-at-ease and prevent them from concentrating on the topic. One may form several groups which are homogeneous as individual units but slightly heterogeneous in relation to each other. But as a rule one should try to select for group interviews people who have very much the same experience, knowledge and occupation.


Participants may be selected for a discussion group at random from a body of people such as participants in a conference, for example. The following criteria may be used to select the participants:


- knowledge of the field and subject to be discussed;


- homogeneity at the professional level;


- similar social and economic contexts;


- same age group; etc.


The number of participants must be small enough (minimum of four) to allow each person to speak, and big enough (maximum of ten) for a variety of opinions to be obtained.


There are three main stages in the process of selecting participants for a discussion group:


1) The first stage is to compile a list of persons who seem at first sight to meet the selection criteria.


The proportion of persons who really meet the selection criteria varies considerably depending on the fields covered by the discussion and the circles from which individuals are selected. In general, a basic list of about three times more than the number of people required should be drawn up. A list of conference participants is often a ready-made basis of selection as the event itself is a homogenizing factor.


2) The second stage is to get in touch with those persons to find out if they really are familiar with the topic and meet the criterion of homogeneity, and then if they would agree to participate in a discussion group.


This selection should preferably be done by telephone, systematically, using a contact sheet. It is complicated, difficult and very slow to contact and select people by mail, and interaction enabling decisions regarding the participation of each person contacted to be made quickly is impossible. Fax reduces the difficulties and delays and permits sufficiently rapid interaction, but remains nonetheless a difficult medium. If one wishes to take advantage of a conference, the participants may also be selected at the venue of the conference itself, while it is in progress; but this requires planning. It is therefore necessary to determine beforehand when and how the participants will be contacted during the conference (short questionnaire to be distributed, brief announcement during a plenary meeting, etc. ), the times when the interviews will be held, and the physical space required.


3) The third stage is to confirm the venue, date and time of the interview with those persons who have agreed to participate in a group discussion.


This confirmation is generally given in writing. In a conference setting, direct contact is important when inviting the persons selected. When possible, it may be very helpful to include the group interviews in the planning of the conference. That means getting in touch with potential participants, making a selection and informing the persons selected of the date and venue of the interviews well before the conference is held. This planning may even include budgetary provisions to allow the persons selected to extend their stay if the interviews are to be held outside the formal framework of the conference.




Example of a contact sheet used in contacting and selecting participants:
__________________________________________________________________


Particulars of person contacted:


Name:


Telephone N°:


Address:


Date:


Introduction of interviewer:


Hello, my name is...


I work at (organization or administrative division, etc. )


Presentation of the subject:


I am doing a survey on (e. g.: results obtained in technical and vocational


education projects implemented in countries x, y and z)


I should like to ask you a few questions. It will only take five minutes.


Selection: (Selection criteria may vary and may have been agreed according to the objectives of the evaluation)


1) Are you familiar with these projects?


O Yes (If yes, move on to question No 2)


O No (If no, end the conversation and thank the person)


2) Are you directly involved in the projects because of your job?


O Yes (If yes, move on to question No. 3)


O No (If no, end the conversation and thank the person)


3) How many years have you worked in this field? (criteria of age and expertise)


O 0 to 2 years (end the conversation and thank the person)


O 3 to 5 years (put in this category and move on to question No. 4)


O 6 to 10 years (put in this category and move on to question No. 4)


O 10 years or more (put in this category and move on to question No. 4)


4) What was your employment status for most of the time you have worked in this field (put in the appropriate category and move on to question No. 5)


O Self-employed professional


O Employed by a private firm


O Employed by a public body


Invitation to a group interview:


5) There is to be a discussion among specialists in your field on the usefulness of the results of the projects implemented and on factors that should be taken into consideration for future projects. That discussion is to be held at (venue) , on (date) . Would you be interested in taking part?


O Yes (move on to question No 6)


O No (end the conversation and thank the person)


6) I will send you written confirmation of the arrangements. Is your address (see address given at the top of the sheet)?


O Yes O No (write in the new address)


If you wish to have more information, you may call me at: (telephone number)


Thank you for your co-operation.


____________________________________________________________________


Choosing a Moderator


To conduct a group interview the moderator needs certain specific qualities which must be applied even-handedly. If the evaluator does not have such qualities, he or she should ideally give way to a qualified person and act as assistant. The moderator of a group interview must:


• have minimum knowledge of the field or subject discussed;


• be able to use common sense and logic;


• be imaginative as well as able to refer to a preconceived frame of reference;


• be lively while remaining very neutral;


• step in frequently, while being attentive to what others are saying;


• be capable of summing up without losing sight of shadings of opinion.


The Structure of an Interview


In preparing the questionnaire, composed of a maximum of ten key questions, for the interview, the rules followed in preparing any other type of survey questionnaire must be observed. If the group interview is intended to complement or confirm the findings of a survey by questionnaire, the questions must be formulated at two levels:


1) on the basis of the questions on the existing questionnaire;


2) by formulating new questions that are linked to the existing questionnaire but are based on the conclusions obtained.


If the group interview precedes a more exhaustive survey, it might be both helpful and time-saving to prepare questions for the group interview and the survey questionnaire in tandem.


The Organization and Conduct of the Interview


Particular attention must be paid to the need for the discussion to focus quickly on very specific aspects of the topic. Interview questions must start with general aspects but move on quickly to specific ones. The ‘opening’ question is usually very general, open and neutral, and must elicit a response from each participant in the interview. Example: ‘Do you think that the projects implemented in the field of technical and vocational education have helped the countries concerned to improve the skills of their labour force?’


Subsequent questions must make the discussion focus quickly on particular aspects. This is the severest test of the moderator’s skill, for while following the logical sequence of the questions prepared beforehand, he or she must focus the discussion while allowing the participants to express themselves clearly. The moderator’s main concerns are to get the discussion off the ground without making participants feel ill-at-ease and to interrupt the discussion without upsetting them. The moderator must establish himself or herself unmistakably as the leader of the discussion and must never abandon this role, even partly, to one of the participants. This is important, for if during an interview lasting three hours at most eight persons have to answer ten questions prepared beforehand, each person has only two minutes 25 seconds to answer each question. Ideally, the evaluator, if he or she is also the moderator, should be accompanied by someone to take notes or vice-versa. It is very difficult to conduct an interview in a lively way and at the same time write down the content of the discussions and also pay attention to the interplay of looks, tone and gestures, which all qualify the participants’ actual words, assist the moderator in directing the discussion and must be noted. It may be very useful to record the interview, but all the participants must agree to this, and the recording must be managed in such a way that it does not inhibit discussion. The moderator should always be able to stop the recording as he or she sees fit. That goes hand in hand with the need to make people feel at ease in each other’s company and to maintain an atmosphere of trust.


The physical environment can be very important in creating an atmosphere that encourages participants to exchange their views. Each participant must therefore be able to see the others and exchange looks easily. Here are examples of the seating arrangements usually used for group interviews.




Key Elements of Moderation


• Start the meeting with a very short word of welcome and by introducing the moderator and the assistant;


• go around the table for everyone to say who they are: this ‘making acquaintance’ is essential;


• state clearly and frankly the objective sought and the rules of the discussion;


• stress that everyone must say what they think, holding nothing back;


• start the discussion with a question that puts all the participants at ease;


• get the participants to discuss the substance of the topic as quickly as possible;


• bring each person into the discussion as quickly as possible;


• give all the participants equal speaking time;


• adapt the interview plan to developments in the discussion, taking care to keep sights on the objective and to focus discussion on the key topics;


• use a coffee break to ease the atmosphere, if necessary;


• accept all comments and replies in a neutral manner without having any reaction that would suggest that the moderator is biased one way or the other;


• avoid any form of verbal, visual or corporal reaction to the participants’ replies and comments;


• ask questions in a neutral and controlled tone of voice so as not to reveal any bias;


• make use of pauses in the discussion; someone will speak, after a few seconds;


• make use of comments by the ’leaders’ by interrupting them and encouraging other participants to react to them;


• use differences among the participants to bring out divergent opinions.


http://www.unesco.org/ios/eng/evaluation/tools/outil_05e.html


Eight Tips to Managing a Group Discussion


Many people become uneasy at the thought of leading a meeting or a group discussion. What if nobody talks? What if someone talks too much? Here are eight tips to guiding a fruitful discussion:


1. Watch who you watch. When someone else is talking, look at the other people in the room instead of at the speaker. This creates a feeling of greater inclusiveness.


2. Don't respond to every statement. Wait for others in the group to comments. If no one does, ask, "Are there any reactions to that?"


3. Keep control. If somebody talks too long, cut him or her off with: "I think I'm losing track of the point you're making. Can you state it in 20 words or less?"


4. Step off center. If you're running the meeting from a stage or podium, you can encourage interaction by identifying a topic, asking a question and then moving away from the center of the stage.


5. Let others answer questions. When someone directs a question to you, redirect it back to the group: "Before I answer that, let's see what someone else might say."


6. Think "I," not "we." Encourage people to take ownership of their thoughts and opinions. If someone says "We all think that...." ask if literally everyone in the room believes that or if it's just the speaker's personal opinion.


7. Use a flipchart to track progress. When you record ideas generated or topics covered, people in the meeting will have a sense of accomplishing something.


8. Summarize. Every so often, pause to ask the group, "Where are we at this point? Where do we need to go from here?"




GROUP DISCUSSION


A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.


Here's how most group discussions work:


• Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit.


• The group may be given a case study and asked to come out with a solution for a problem.


• The group may be given a topic and asked to discuss on the same.


A panel will observe the proceedings and evaluate the members of the group.


OBJECTIVE


Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?

1. The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?


• You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.


• You have to be assertive. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.


• And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.


• Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.

2. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that


• You have a good knowledge base


• You are able to put forth your arguments logically and are a good communicator.


• The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.


Therefore, think things through carefully.


Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.


When you jot down points, keep these pointers in mind.


 If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts -


• One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.


• Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and be prepared with counter arguments for that.


 Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel.


• However, be careful that the "something different" you state is still relevant to the topic being debated?


• Can you take the group ahead if it is stuck at one point?


• Can you take it in a fresh and more relevant direction?


These are some of the other factors that could swing the chances completely in your favour.


3. The third implication is that you must be clearly seen to be attempting to build a consensus.


• Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.


• Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But Did you make the attempt to build a consensus?


• The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group.


• You must demonstrate the fact that you are capable and inclined to work as part of a team.


Group Discussion (GD) is a logical extension of the admission tests to assess a candidate’s overall personality. His/her in-depth understanding of the topic, self-confidence, attitude (rigid or flexible temperament) and initiatives in the discussion, presence of mind in crisis management and speaking etiquette are on test.


The strength of a group usually varies between eight and twelve. Unlike the candidates in the written test the group here is homogeneous in terms of proficiency level, since they have crossed the first hurdle, the written test.


A candidate has to discuss a general topic ranging from socio-economic to political issues in about 20 to 25 minutes to amicably conclude the discussion. One’s success essentially hinges on how effectively he or she communicates to deal with the most complex thing in this world i.e., human relationship. One must accentuate the stronger points and abandon the weaker sections. Self-knowledge, rigorous and sustained practice coupled with awareness of non-verbal skills will lead to a winning performance.


Our body expresses many different emotions subconsciously. If a speaker is immensely interested in the subject, truly believes in what is said, and honestly wants to share views with others, the speaker’s physical movements will be naturally spontaneous and appropriate to what is said. Body language has a direct influence on the responses elicited from those around. Therefore, the speaker must be aware of the importance of body language to ensure that there should not be any mismatch with the verbal communication.


Remember "GD" is often undermined by lack of preparation. One should be regularly in touch with national and international current events, debates programs on TV channels, articles and editorials in dailies, magazines and news portals to accumulate one’s knowledge and consolidate one’s views on everything happening around. Unflinching faith, strong commitment and solid implementation plan will see one through the group discussion.


Do’s


1. During discussion make sure that you speak at least five or six times, contributing meaningfully towards discussion. The initial impression your appearance makes is immediately confirmed or contradicted by your voice and words.


2. Put your views persuasively, unobtrusively and modulate your voice accordingly.


3. Be courteous, clear and appear confident to command respect.


4. Have a good attitude. A person with a positive attitude can direct his thoughts; control his emotions and regulate his attitudes.


5. Better to concentrate on one or two ideas at a time to avoid confusion in your development of thought.


6. Words are the vehicle of thought. Pay attention to what others are saying otherwise you may end up making statements that are irrelevant, and you will be labeled as inconsistent as well. Therefore, listen effectively. Try to encourage others without acting impatient. Simply nod and say ‘I see’, or other positive listening words.


7. When your views are challenged you must be able to defend your statement tactfully and convincingly. Be alert and show interest in what others are saying. Analyze your strong points and substantiate them by examples, statistical data to throw light on the topic. Concentrate on what you want to say and how you want to say. Present your points in a logical order to make them interesting.


8. Try to set a good beginning and equally a good ending.


9. Be natural, friendly and cheerful. Friendliness is something of a bonus. Remember you have come to win friends, not to make foes.


10. Speak to the whole group looking at each candidate in turn. Effective eye contact is an important feedback device that makes the speaking situation a two-way communication process. Eye contact binds a speaker with his audience. The adage that ‘eyes are the mirrors of your soul’ underlines the need for you to convince people with your eyes as well as your words. When you speak, your eyes also function as a control device. You can use it to assure your listeners’ attentiveness and concentration. Point out ‘you are about to finish’ – it helps. And do finish with something that group will remember.


Don’ts


1. Resist annoying mannerism. Fidgeting, scratching, picking, shuffling, avoiding eye contact. These are nervous traits. Avoid using filler words like: you know, um etc.


2. Don’t jump upon conclusion to make sweeping generalization. For example, ‘frailty thy name is woman’ – Shakespeare


3. If you are not comfortable with witty comment avoid it.


4. Don’t interrupt others while they are making some points.


5. Don’t scream and use curse words, slang etc.


6. Don’t mumble and talk too softly. Similarly, a wailing or whining voice has an instant depressing effect on others.


7. Don’t speak just for the sake of speaking. Avoid making statements that do not add value to the discussion.


8. Don’t say: ‘You are wrong/ you are being unfair/ I don’t like your ideas.’ Rather refine your argument with:


I understand what you mean and I think …………………


I respect your opinion and I feel …………………..


I agree with you and I want to add …………………….


9. Don’t ramble on and on. Remember quality of the content is more important than the quantity of time you take to speak.


10. Avoid gesturing unnecessarily. You need to be different from others but not in a negative manner.


11. Refrain from using polite fillers: could you please, if you don’t mind etc. They are waste of time.


12. Don’t pack up early.