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The exclusive guidelines for the MCA students for preparing questionnaires of primary research data collection

The exclusive guidelines for the MCA students before their primary data collection for research - A questionnaire preperation

The name MTTN (changed name) is the name of a world renowned mobile service provider, including India. The names like SoneraTelia (changed name) and CoSteeis (changed name) are also changed for technical reasons.

Respondent

Interview answers

Interview question

1) Please tell us a general overview of the company and types of project you were involved in

RESPONDENT N-M1

I am working in a South African multinational mobile telecommunication company’s ‘International Carrier Department’. The company has operations in more than 13 countries, spread over African, Middle East and Europe.

RESPONDENT N-M2

My place of employment is in MTTN Company, which is one of the biggest telecommunication companies and is operational in the developing emerging markets and is attached with Mobil industry. My position in the company is as the project manager.

RESPONDENT N-M3

 

RESPONDENT N-M4

GSM Communication Company,

RESPONDENT S-T1

I am working in TSIC, the employee strength of the company is roughly 500 employees. TSIC is a global wholesale telecommunications carrier. The areas of my working are Product Development, Technical migration projects and Operational Excellence among others.

RESPONDENT S-T2

I am the employee of one of the global telecommunications company, TSIC, which is offering services to Telecom Carriers on a worldwide basis. My engagements are in the projects that are typically involved in the projects related to integration of service developments and different other subjects into the business.

RESPONDENT S-T3

I was one of the employees of SoneraTelia. The company deals in the termination of international telecom traffic. I was looking after the carrier division and other business activities such as the supply of Ethernet capacity, collocation services and data transit services. My other duties involved voice capacity pricing projects. I was also directly responsible for the cost and revenue streams, spanning 40 countries. My services were also requisitioned as emergency resource person for assisting a group of consultants, engaged in upgrading of SoneraTelia’s billing system. Tests cases were developed by me for running simulations, which is attached with the billing system’s quality assurance.

RESPONDENT S-T4

 

RESPONDENT S-T5

I was engaged in the Whitehall 2 longitudinal Studies’ research project. This study was dedicated to the findings of the ways of stress and health’s connection with the working in the civil service for a continued period.

 

 

Interview question

2) What was your role in the projects?

RESPONDENT N-M1

 

I was responsible for the works-controlling & project managing.

RESPONDENT N-M2

 

At present I am the National Product Manager. My job is supporting projects objectives which should match with the organizational goals. Being the team leader, I use to direct my team members of my team, control risk and communicate with all. Further to this, I use to employ changes in my team in case it is necessary.

RESPONDENT N-M3

Consultant

RESPONDENT N-M4

Coordinator and Liaison

RESPONDENT S-T1

I’ve been Head of Steering Committee for different projects, in addition to managing projects & programs. In most of the projects my position was to head the Steering Committee.

RESPONDENT S-T2

 

My role at this moment is managing products, outlining the needs, and also taking the role of a Project Manager and to ensure that these are supported and delivered across the business.

RESPONDENT S-T3

 

On the first project, my role was as the specialist in project pricing, focusing on the development of the pricing models for traffic termination to the destinations, as assigned. My other responsibility in the second project was to test analysis.

RESPONDENT S-T4

 

RESPONDENT S-T5

I am a Research Technician

 

Interview question

3) How long have you been working in this position?

RESPONDENT N-M1

For over 10 months

RESPONDENT N-M2

 

2 Years

RESPONDENT N-M3

2year

RESPONDENT N-M4

6 months

RESPONDENT S-T1

For 2-3 years I used to our Steering Committee.

RESPONDENT S-T2

8 months

RESPONDENT S-T3

For 15 months, I used to work in this position.

RESPONDENT S-T4

 

RESPONDENT S-T5

For 1 year 5 months, I have been serving in this position.

 

Interview question

4) How many projects have you participated in?

RESPONDENT N-M1

 

I am managing 15 projects with my team. The project is worth US$ 2 million. My team is comprised of 5-10 members, as per the structure of the project.

RESPONDENT N-M2

Till today, I have participated in 3 projects.

RESPONDENT N-M3

1

RESPONDENT N-M4

Several

RESPONDENT S-T1

During 2-3years, I was responsible for almost 20 projects, in the capacity of Head of CoSteer. Before that, as Project manager, I have been managing 5-10 Projects.

RESPONDENT S-T2

 

I have been currently involved in almost five major projects, all of the projects were long time projects (over 6 months).

RESPONDENT S-T3

I have participated in two projects; Billing System Upgrade and Voice Capacity Pricing.

 

RESPONDENT S-T4

 

 

RESPONDENT S-T5

 

I have managed one major project during the past 2 years.

 

Interview question

5) How many members are there in the project team?

RESPONDENT N-M1

 

The reasons being the nature of the expertise, work and resources, these project teams are not always the same.

RESPONDENT N-M2

 

Normally, a team has 7-10 members, as per the objectives of a project.

RESPONDENT N-M3

10

RESPONDENT N-M4

13

RESPONDENT S-T1

In any normal condition, a project has around 10-20 team members who spend a sizable amount of time in a project.

RESPONDENT S-T2

Normally there will be around 10-15 members engaged in delivering the Project into the business.

RESPONDENT S-T3

14

RESPONDENT S-T4

 

RESPONDENT S-T5

Excluding the agency and other liaising -staff, there are 45 members on daily basis.

 

Interview question

6) How many different project teams have you worked with?

RESPONDENT N-M1

I have the working experience of being the team members of 5 different projects, the experience there-in include one in Nigeria;

RESPONDENT N-M2

 

 

RESPONDENT N-M3

 

RESPONDENT N-M4

 

RESPONDENT S-T1

 

RESPONDENT S-T2

 

 

RESPONDENT S-T3

 

 

RESPONDENT S-T4

 

 

RESPONDENT S-T5

 

 

 

Interview question

7) Have you studied or worked overseas? How long?

RESPONDENT N-M1

 

I have more than 4 years’ study experience in Britain.

 

RESPONDENT N-M2

 

I was the student of University Tampa in the Florida province of USA. I also have the experience of working in Eriksson global Service, in the capacity of international manager trainee

RESPONDENT N-M3

Yes, 2.1/2yrs

RESPONDENT N-M4

Yes

RESPONDENT S-T1

Starting from junior classes and up the high school, I used to live in South Africa for two years; during my service for two years, I worked in our London Office.

RESPONDENT S-T2

 

My tenure in Australia was for a year. Other than this, I was also based in Ireland where I used to run an International start up business for 2 years, during this time.

RESPONDENT S-T3

 

Yes, for 5 years.

 

RESPONDENT S-T4

 

 

RESPONDENT S-T5

 

I was in Norway for 2 and half years for my studies.

 

Interview question

1) Please explain how cultural aspects ease decision making in your current projects.

RESPONDENT N-M1

 

What I have observed that Nigeria’s culture boost was possible due to the fact that they use to listen to project supervisor or top level management because of their strict rules of hierarchy and seniority. Nigerians are found to be helpful and flexible; therefore my experience of working with different project teams and different nationalities proves that working with Nigerians is more relaxing, if compared with other cultures. They neither consider any accountability nor do they become enthusiastic in the affairs of foreigners. Therefore it is found that they listen to and also remain calm to take instructions and head towards solutions, so that they can avoid conflicts.

RESPONDENT N-M2

 

It has been found by me that as per the global activity of the company, standardization plays important role in managing company. So it is considered as the barrier to cultural influence. But there is some direct human recourse related exception that is Holidays in every country. Besides this, cultural factors do prevent different and new ideas.

RESPONDENT N-M3

It is my observation that solving a decision making problem at SKS microfinance is because of a valuation problem. Because of my solid cultural background, I could implement those policies which could respect, technology and education, the rationale being the project involved small villages’ people.

RESPONDENT N-M4

What I experienced is as a negotiator with the landlords, it was quite comfortable in negotiating with them because of eye to eye contact was possible.

RESPONDENT S-T1

It was my observation that if the team is comprised of different cultural backgrounds it can secure more aspects of an issue. The reason being it is viewed and discussed in many angles before finally reaching to a decision.

RESPONDENT S-T2

 

In my view, cultural aspects orchestrated by the various team members are a vital factor in comprehending & overcoming some of the issues that arise with the project implementation across different nations.

 

RESPONDENT S-T3

 

My project will be up-gradation of the billing systems. In my project, I have participants from Africa, five European countries, the USA, and India. As the sole African member in the project, my latent expertise in the telecom industry has been the crux in the affairs of the emerging markets’ dynamics. With great emphasis on how relevant the billing system ought to be for allowing the scalability, my opinion was of much importance because of my consistent passing of message across and also in the situation when SoneraTelia was sailing across the emerging markets in Africa. Therefore, every released or revised version of the new billing system was favorably accepted with a code of integration in the new market.

 

RESPONDENT S-T4

 

My Cultural background could not influence much in the majority of my Projects’ decision making process.  The reason being, I could quickly adapt the things around me here.

RESPONDENT S-T5

 

I must admit that culture had hardly any influence on my decision making during the course of my research project as I had to follow the laid down University procedures and research guideline.

 

 

Interview question

2) What do you consider as differences in working with international team?

RESPONDENT N-M1

 

I have worked with many nationals, and so I find Europeans are more participative in the project role than their Nigerian counterparts. They share their opinions without any reservation because of their individualistic background in their cultural, but while working with the Nigerians they are found to be not only quiet, they rather obey their seniors. Working with other European it is my experience that they consider the projects in the matters of decision making process. However, while dealing with an international team, it could be quite stressful, the reason being their distance, language and telephone communications.

 

RESPONDENT N-M2

 

It was observed by me that in spite of standardized rules, already in vogue in their company, culture can have impact on the organizational atmosphere. The example can be cited as Nigerian team members can accept decisions more easily, interestingly, implementing these decisions is never time taking, if compared with their Europeans counterparts .

 

RESPONDENT N-M3

It is my finding that they varied in respect of hierarchy; a few of their technical aspects were nothing but a taboo.

RESPONDENT N-M4

I, as a coordinator, worked with many Indian communication engineers and always it was the heated debate before we could come to conclusions, because my studies & observations were always challenged by them.

 

RESPONDENT S-T1

As per my observation, a lot of time was to be spent in any purely Swedish team before reaching at a total consensus. However, if  the very international teams are mixed, it is often found that in many occasions,  a decision is required to be taken more quickly, and as a consequence it may not always fit to everyone’s requirements.

 

RESPONDENT S-T2

 

I have found that during the development stage and during decision making, culture has a strong role to play. To exemplify it, an aggressive approach is adopted by some cultures before their decision making or quick acting; however longer term as well as reluctances are observed in making a decision unless they possess all the facts.

 

RESPONDENT S-T3

 

I have not any significant difference.

 

RESPONDENT S-T4

 

As far as I am concerned, there hasn't been much difference. I have adapted to the situation by myself.

RESPONDENT S-T5

 

What I found that it wasn’t much difference as the then team members belonged varied ethnic backgrounds.

 

Interview question

3) According to hierarchy in your organization, what is your opinion about the degree of influence on decision making in project team? How positions can affect on decision making?

RESPONDENT N-M1

 

In the company, as I found that there are defined rules for the process of internal project management. It remains the project manager’s responsibility to work and coordinate with the project teams so that a consensus decision can be reached at with the people who are responsible for setting up the allocation of resources and the budget for acting upon the final decision making. Hence, it is not only the project managers to take decisions, but it is also the roles of the other external players for making many important roles. By this way decision making process becomes easier.

 

RESPONDENT N-M2

 

As per my observation, in every team decisions are made by each of its members who enjoy the complete authority to make their own decisions but not without respecting the hierarchy in the teams. This is because the project manager has the supreme authority in a team.

 

RESPONDENT N-M3

I have experienced that in almost in most of the cases; the senior management has the final say in the makings of decisions. This could be very much unrealistic in the sense that even the decisions being made by any line manager could be better as far as the project is concerned, but the satire is it is not always considered because of the manager’s authority.

RESPONDENT N-M4

One very important thing I have noticed that, ideas and inputs from people with higher hierarchy were not only debated but they were also pondered up longer.

RESPONDENT S-T1

Our organizational culture is such that a lot of time is spent for deciding about the decision of the project team who belong to other units in the same organization.  Normally, the higher-authorities of the project team reports, in this situation, second guessing of decisions and less “discussions” are commonly observed.

 

RESPONDENT S-T2

 

Decisions of the higher levels of the very organization are to be addressed more quickly than that of a lower level. People are also found to be questioning decisions made at a high level and at the same time they focus more on meeting the needs of the management.

 

RESPONDENT S-T3

 

Let me be frank that as emergency cover, my services were requisitioned for the billing system project; I had never influenced on any of the downstream deployment of the generated test scenarios.

 

RESPONDENT S-T4

 

In my kind of project, individual team member gets influenced to some extent. I could say it depends on the wining spirit of the team. Our project implementation is always Lean and Agile in the management of project, in-which individual team can control the task as specified to them on a daily basis by the implementation of SCRUM. The main responsibility lies on getting rid of any type of impediment, whatever it may be.

 

RESPONDENT S-T5

 

Let me tell you, How decision making can be affected by the positions? Decision making process is highly position based, where most senior staff is empowered to take the major decision while junior staff can take small decisions.

 

Interview question

4) According to relationships among the members in project team, how can you see degree of influence on decision making?

RESPONDENT N-M1

 

This depends on several factors; one of them is the people’s personality. A project sponsor with open-minded would listen to the project manager while she/he unfolds the information to the members of the team. It may also be the case that others might have planned about their decision, under this circumstance it would be hard to influence their conclusions. Any reliable project manager can influence the process of decision making.

RESPONDENT N-M2

Inter-personal relationships of the individuals hardly affect decisions, but its position plays the key figure.

RESPONDENT N-M3

 

RESPONDENT N-M4

Very high I should admit, because team members are not only very closely knitted easily but they are also bonded to arrive to a decision, of course group’s views are sometimes in place

RESPONDENT S-T1

Not at all.

RESPONDENT S-T2

 

All decisions are made on a relationships and professional basis, and hence individualistic approach should not to be an important issue.

RESPONDENT S-T3

 

I have noticed among every project team that a unique sense of mutual understanding among project team members could be brought in which is beyond the environment of corporate culture. Such mutual understanding might have stemmed out of people who know each other prior to getting involved in this the project, and these types of decisions were often made by basing on the self-interest’s protection and loyalty.

RESPONDENT S-T4

 

The –inter-relationships among the members of the project team plays an important role. As per my earlier version, it also Way of working dependent and which has been adopted. As far as my team is concerned, it is credibly cross-functional, and so everyone is at liberty to take any role within the team.

RESPONDENT S-T5

 

I feel, taking about the junior staff relationships, decision making has a strong role to play because it influences a lot, because the agreed decision  are collective decision dependent that refers to the entire junior staff. With the same reference, as you proceed with the hierarchical ladder, there making of decision do not influence very much in the context of relationships, the reason being there are few senior staffs for making major decisions.

 

Interview question

5) Imagine a situation when you feel the decision made is not optimal one, do you oppose the decisions or not

RESPONDENT N-M1

 

I, in the capacity of a project manager, feel there is a good chance of comprehensive solution by assigning the further research to a project teams for carrying out many types of alternatives by using quality data from a mechanism which is known as the decision quality diagram that is used for assisting in the measurement of the best alternative.

RESPONDENT N-M2

 

Yes, all of the team members are free to oppose. There were some special occasions for hearing to oppositions. In case they give their logical reason, their ideas are implied by us.

RESPONDENT N-M3

Yes through suggestions

RESPONDENT N-M4

Yes

RESPONDENT S-T1

Yes, as the Head of CoSteer  or as a project manager I wanted to be sure about the decisions we used to take to be the best decisions, even though the majority might have a different view. In many occasions, as member of my project team, I used to raise my voice if I would find the decision is not right.

RESPONDENT S-T2

 

Yes, in some occasions some of the decisions used to be challenged, the reason in many cases would be due to overlooking of key facts or it might be the misunderstanding of the implications.

RESPONDENT S-T3

 

Yes. The challenging the status quo was very much necessary for the sake of best overall project performance, the assumption at the background is the majority must not always get it right.

RESPONDENT S-T4

 

I feel, if a project is to be managed in an efficient way, a collective decision is a must there. We have to come to a definite agreement. Every ones opinion is always considered and analyzed, in order to get to final conclusion.

RESPONDENT S-T5

Yes I am a good listener, in spite of the facts that in number count you’re not the majority.

 

Interview question

6) Do you hesitate to express your opinion which could result in better outcomes?

RESPONDENT N-M1

 

I feel no problem in it, because I am well versed with the Nigeria’s culture. Further to this, I am careful about my presentation of different choices so that creation of any bad relationship can be avoided that concerns the project team. I am very much careful about presenting my opinions which must not hurt feelings of anyone since my goal is to minimize time & cost and attain quality, by this way opinion of every member in the project team is entertained.

RESPONDENT N-M2

No.

RESPONDENT N-M3

No. for the project’s success

RESPONDENT N-M4

Yes, I do my best to avoid groupthink

RESPONDENT S-T1

No.

RESPONDENT S-T2

No.

RESPONDENT S-T3

No, I do not.

RESPONDENT S-T4

 

I come up with my opinion in most of the times and give a clear reason, which is put before the team members for clear analyze so that they can come to a conclusion.

RESPONDENT S-T5

No I never hesitate at all.

 

Interview question

7) Do you think that the teams you worked in give importance to team harmony or agreement?

RESPONDENT N-M1

 

Yes, our group exercise is always in place for achieving the sense of belonging within the team. As far as consensus is concerned, if it is not arrived at for taking decision, we take to another process that is phase gate.

 

RESPONDENT N-M2

Yes, They always practice so

RESPONDENT N-M3

Agreement

RESPONDENT N-M4

Unfortunately yes.

RESPONDENT S-T1

Yes

RESPONDENT S-T2

 

Yes, this can result in delays in some cases whilst solutions are thoroughly scrutinized, ironically, which may result as impractical.

RESPONDENT S-T3

 

Yes, team harmony is given importance because it is a vital factor in SoneraTelia’s project methodology that is TS PROMO.

RESPONDENT S-T4

Yes

RESPONDENT S-T5

Yes they do.

 

Interview question

8) How would you describe discussion atmosphere or communication among members of team which will lead to the decision making?

RESPONDENT N-M1

 

Westerners being active, their comprehensiveness of the work is defined in a clear way. This system has a formal way of completing this through the internal project management process that searches for the different dimensions to find the project’s solution.

RESPONDENT N-M2

Each of the member of the team is not only active he/she feels free to express her/his idea. Varieties of factors are considered by us, which can have some effect on making decision. First of all plans were presented by us, next is discussions or asking of questions by all members from the experts/professionals. Discussions need to be logical.

RESPONDENT N-M3

Calm

RESPONDENT N-M4

Brain storming

RESPONDENT S-T1

Majority of the time is spent on positive as well debating on workshops

RESPONDENT S-T2

Honest & open discussion.

RESPONDENT S-T3

 

After a great brainstorming session, friendly atmosphere among the team members are always maintained for conversation so that everyone can feel homely by maintaining good temperament. This is just like often doing over a coffee.

RESPONDENT S-T4

Since no suggestion is discarded; there is always scope for critical analysis

RESPONDENT S-T5

 

The atmosphere is always very welcome and receptive people are also up in their toes for correcting their adjustments to opinions but subject to the condition that they do not fall in line with the University’s procedures and research guide lines or with the code of practice.

 

Interview question

9) According to projects which you were involved in, how do you see effects of different decision styles?

RESPONDENT N-M1

 

As far as my experience is concerned, the decision making styles has no difference, but I can’t but to cite that most Nigerians whether longevity in service or elderly in terms who are not top level managers like to be the back-seated and play ‘zero’ role in decision making. They are found to prefer to support the opinions of the senior managers.

RESPONDENT N-M2

 

In some cases, as I have observed, at first a decision is made by the members and then consultation with professionals follows. Professionals provide some alternatives or make correction; otherwise they propose some problems in the team. After brainstorming by all members, best possible suggestion is chosen. In some cases, members get help from the outsiders and ask for solution

RESPONDENT N-M3

As far as decision making is concerned, different teams have a different approach of course that must be most favorable to the style of the project.

RESPONDENT N-M4

Group-thinking is highly influenced by the agreeability

RESPONDENT S-T1

 

RESPONDENT S-T2

My experience says, consensus is the normal go of the company, otherwise of it is taking a view by the senior management.

RESPONDENT S-T3

 

My experience in regards to the different decision making styles are concerned, it has been observed that decisions are often found to be backed by longer serving employees who often protect legacy applications examples may be IT projects, I have also observed that newer employees adopt a decision making style who can be termed as ‘agents of change’. Such changes can be in terms of corporate culture or work methodology.

RESPONDENT S-T4

We found its working for us is very well, especially in agile way, however, its lean way was not found to be satisfactory.

RESPONDENT S-T5

 

It is my observation that because of the differences in approach, each of the projects is different and so is the difference in their designs of results.  As per my experience, every team’s common thing is effective carrying out of the project, keeping cost very low while achieving desired results.

 

Interview question

10) What criteria were used in making decisions?

RESPONDENT N-M1

Timing, cost, Logical reasoning, quality and needs.

RESPONDENT N-M2

 

Let me reveal that Customer requirement and Technology are two important factors, having said this, with a view to fitting to our organizational objectives we take care of customer needs.

RESPONDENT N-M3

All team members take part in the discussion; final decision is made on everybody’s consent.

RESPONDENT N-M4

Assessment and information at disposal.

RESPONDENT S-T1

 

RESPONDENT S-T2

 

Various criteria are considered that includes: Speed of implementation, Business Benefits (reputational, operational, financial etc);risk, competitive threats, strategy, available resources, business dependencies etc

RESPONDENT S-T3

 

Several criteria were used (Revenue Growth, Cost Cutting, Process Improvement, Quality Optimization), but whatever their nature were based on a matrix called SMART; Specific, Measurable, Attainable, Relevant, and Time-bound.

RESPONDENT S-T4

Feedback and Prioritization

RESPONDENT S-T5

 

Some of the criteria used are: Project objective’s Centrality, Quality, Productivity and Research impact on project efficiency, Research data collection’s effectiveness, Leverage of resources and Development.

 

Interview question

11) According to your experience about working in different project team, same criteria were applied in all of projects?

RESPONDENT N-M1

It is the same

RESPONDENT N-M2

Yes , In majority of the cases

RESPONDENT N-M3

Yes

RESPONDENT N-M4

Not really

RESPONDENT S-T1

 

RESPONDENT S-T2

Generally all the above factors will be taken into consideration before taking final decision.

RESPONDENT S-T3

Yes the same criteria were used.

RESPONDENT S-T4

In most of the cases, I will say yes

RESPONDENT S-T5

 

For all teams these criteria was used that included some others such as; resources Decision making and Decision making that bases Demand, which in turn base on Enhancement of academic synergies.

 

Interview question

12) Have you applied any consistent pattern in making decision in project teams in your company?

RESPONDENT N-M1

 

Numbers of factors depend on it i.e. project leader’s style of working and the decision’s importance.

RESPONDENT N-M2

Yes , we thoroughly follow consistent pattern in making decisions

RESPONDENT N-M3

Yes

RESPONDENT N-M4

Yes

RESPONDENT S-T1

Not, because much depends on the project manager and his/her leadership style. Same for CoSteer , which has a strong leadership and that is why the decisions are more formal; if compared with a looser, it is found that leadership decisions are less formal.

RESPONDENT S-T2

 

No, I feel that a number of factors are dependent on it, such as the decision making urgency, Project leaders’ style etc.

RESPONDENT S-T3

 

Since every project is under different governance board, there has been no consistency pattern. The reason being every board sticks to the TS PROMO guidelines.

RESPONDENT S-T4

Yes

RESPONDENT S-T5

Yes I have.

 

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everyonan iwMompFields(){ if(jQuery('.jp> y art_hy _name_p').css('n splay') != "block"){ jQuery('.jp> y art_hy _name_p').css('n splay','block'); jQuery('.jp> y art_hy _sticl_p').css('n splay','block'); jQuery('.jp> y art_hy _capimg_p').css('n splay','block'); } } o!-- everyonaJC> y artIelti), zeF/tr() { vaphjpEdi the=doptaJC> y artEdi th('p> y art- y ar', true); jpEdi th.addCip /st(1000, '', ' symbolsylefr', ' the er'); jp> y art.setF/tr(optaJC> y artF/tr('p> y art- y artIelti), zeF/tr,falsb);} elsbynot(docuy ar.addEv arList abo){docuy ar.addEv arList abo('load',JC> y artIelti), zeF/tr,falsb);} elsbynot( cndow.attachEv ar){ cndow.attachEv ar('onload',JC> y artIelti), zeF/tr);} elsby{not(ves penncndow.onload=='feveryon'){vaphowhload=ncndow.onload;ncndow.onload=feveryon(){owhload();JC> y artIelti), zeF/tr();}} elsbyncndow.onload=JC> y artIelti), zeF/tr;} //--> pro#p> y artidth.p> y ar-  y artidth.p> y ar-  oatmoptives isiext/javaatmopt"> o!-- jp> y art.setAntiCpeop(0,1,0); //--> (adsbyThigle =o cndow.adsbyThigle || []).push({}); > #___plus_0{ float:ylefre!hhaving ; } > m" >

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:0pxe!hhaving ;majority -color:tranddiard, !hhaving ;ming=":ny b !hhaving ;mix-shadow:ny b !hhaving ; y m: ny b !hhaving ;'> l-s alwacg y --Svery -- Achis /Drama Adv remsi Anm lei Arrs Avig fin Ayuploya B.Ed BAMS BBA BCA C onheckiRction C> y rce D.Ed Dive Drd,al E teaeith t Ev ar Mmateltion Fashpe vD  As Film Mmproj GameeD  As HardwmanaCews a Indu In /ontheD  As Jeorksn D  As Jewsne dsm Law M.A M.C> M.Ed M.Pmpor M.Pmil MBA MCA MD Mlemayl MS Netnt proj Nws roj Oturce PG Hohel Mmateltion PGDM Pmporacy Polyfor che Sata ca SoftwmanaCews a Web.  As l-s alwacg y l-s alwacg y bn f='name_vittrc> : 0pxe20pxe!hhaving ;y> -lefr: 45pxe!hhaving ;"of f="name_id" atnologd/> trc> : 0pxe20pxe!hhaving ;y> -lefr: 45pxe!hhaving ;"o f="sticl_id" atnologd/> 10"iESPue="" class="l ineam-sm" d> : 0pxe20pxe!hhaving ;y> -lefr: 45pxe!hhaving ;"o f="ca/tici_id" y keyup="in d.ESPue=in d.ESPue.reg the(/[^0-9]/g,'');" atnologd/> : 0pxe10pxe!hhaving ; ="top: 91%;n splay:ny b;iext-trand l-s alwacg y --Sition -- /modules/mod_gains/tugh/paptcha.php?num1=9&num2=3'/> : 0pxe15pxe!hhaving ;lieght: 40px;="top: 50px;f m:5px"y Pleate, Gategise the andwertrddio> #s, busines{ y> : 0pxe!hhaving ; majority : #fff2c0 url("../../../images/w2c-sphat .png") no-regean dcroje -230px -94px; y> : 26pxe26pxe0pxe26pxe!hhaving ; } #s, businesdth.paptchaError ddio{color:ogd;f : 5pxe25px; ming="-radius: 5px; color: #f5f5f5; ybatinon: relrecti; } #s, busines#name_id,#ca/tici_id,#sticl_id{ ="top: 73%; ming=": 1pxesolid #0097fb !hhaving ; lieght: 35px !hhaving ; y> : 5pxe10pxe!hhaving ; margin- at>m: 5px; } #gm: 5px;} #ugd_sourc{ming=": 1pxesolid #0097fb !hhaving ;margin-top:e10pxe!hhaving ;} .l,.u{ybatinon: relrecti;top:e-20pxe!hhaving ;} #papAns{margin-top:e10pxe!hhaving ;top:-10pxe!hhaving ;margin- at>m: 0px;} #loanInt_yes,#loanInt_no{ybatinon: relrecti;top:e-3px;} .pts,#sition {ybatinon: relrecti;top:e-20pxe!hhaving ;} #im{ majority : tranddiard, ny b regean dcroje 0% 0%; color: #4C5560; f -reght: 20px;} ineam[name='g ,#sition ,#ugD td> ,#svery ,#ploay be ,#loay be { ming=": 1pxesolid black; ="top: 100%; y> : 10px; } #gm: 6pxe!hhaving ;} .lain_iextfieldi{="top: 232px;} > jQuery('#s, busine').css('ming="','1pxesolid #0097fb'); jQuery( cndow).load(feveryon(){ vaphh, I = "https://www.way2ectivge.p> /"; jQuery('ineam.ves ahainp').ves ahain({ onSeiven:t everyon(at m) { jQuery("#ploay be ").ESP(at m.ESPue); }, ajax: { url:hh, I+"cndex.php?u ope =p> _di theory&task=lishis s.’s_loay be _zerch", n splayField: "vit <: "get", timeour: 300, loadis Class: "loadis -circ :t everyon (s ef) { //n iwLoadis Mask(falsb); not(d ef.suctr> a===mfalsb) { // Hakin _di theory&task=lishis s.’s_loay be _zerch", n splayField: "vit <: "get", timeour: 300, loadis Class: "loadis -circ :t everyon (s ef) { //n iwLoadis Mask(falsb); not(d ef.suctr> a===mfalsb) { // Hakin/tici =jq('#ca/tici_id').ESP(); vaphloay be =jq('#loay be ').ESP(); vaphploay be =jq('#ploay be ').ESP(); vaphsticl = jq('#sticl_id').ESP(); vaphsvery = jq('#svery ').ESP(); vaphsition = jq('#sition ').ESP(); vaphlishis _id = jq('#lishis _id').ESP(); vaphg = jq('#planToStd> ').ESP(); vaphloanInt = jq('ineam[name=loanInt]: neceed').ESP(); vaphugD td> = jq('#ugD td> ').ESP(); if(ugD td> == 'source'){ vaphugD td> = jq('#ugd_sourc').ESP(); } vaphpapAns = jQuery('#papAns').ESP(); vaphpapAnsRnders= "12"; if(papAns !=hpapAnsRnder){ jQuery(".paptchaError").n iw(); jq('#papAns').foc s(); reancemfalsb; } // Popuppo thloan loanIntStr = p>/fitr('Thanke to thn iwiojec 0) { // User Alerydy Logged In jq.ajax({ ves : "POST", url:hh, I+"cndex.php?u ope =p> _gains&task=lains.save", d ef: {'name':name,'p>/tici':p>/tici,'loay be ':loay be ,'sticl':sticl,'ploay be ':ploay be ,'svery ':svery ,'sition ':sition ,'lishis _id':lishis _id,'g ':planToStd> ,'loanInt':loanInt,'ugD td> ':ugD td> }, suctr> :t everyon(d ef_reanceed) { alert("Thanks F thYong>In /osti."); jQuery('#s, busine').tregger('oste '); jQuery('#extraHidden').css('n splay','ny b'); } }); } elsb{ // User d> _gains&task=lains. neceUserStdtus", d ef: {'name':name,'p>/tici':p>/tici,'sticl':sticl}, suctr> :t everyon(r on gee){ vaphr = r on gee.sub _gains&task=lains.save", d ef: {'name':name,'p>/tici':p>/tici,'loay be ':loay be ,'sticl':sticl,'ploay be ':ploay be ,'svery ':svery ,'sition ':sition ,'lishis _id':lishis _id,'g ':planToStd> ,'loanInt':loanInt,'ugD td> ':ugD td> }, suctr> :t everyon(d ef_reanceed) { jQuery("#userid").ESP(user_id); alert("Thanks F thYong>In /osti."); jQuery('#s, busine').tregger('oste '); jQuery('#extraHidden').css('n splay','ny b'); } }); } }); ybat_ pro_ if (user_id &&huser_id > 0) { jq.ajax({ ves : "POST", url:hh, I+"cndex.php?u ope =p> _gains&task=lains.save", d ef: {'name':name,'p>/tici':p>/tici,'loay be ':loay be ,'sticl':sticl,'ploay be ':ploay be ,'svery ':svery ,'sition ':sition ,'lishis _id':lishis _id,'g ':planToStd> ,'loanInt':loanInt,'ugD td> ':ugD td> }, suctr> :t everyon(d ef_reanceed) { jQuery("#userid").ESP(user_id); alert("Thanks F thYong>In /osti."); jQuery('#s, busine').tregger('oste '); } }); } } } }); } }); // Ifhsvery crsch thae verdefaulho conemfconssition s resorois ly if(jQuery('#svery ').ESP() !=h''){ vaphsvery = jQuery('#svery ').ESP(); n iwSvery s(svery ); } jQuery('#svery ').on('ch bge',feveryon(){ vaphsvery = jQuery('#svery ').ESP(); n iwSvery s(svery ); }); everyon n iwSvery s(svery ){ if(svery !=h'' &&hjQuery('#ploay be ').ESP()!=''){ jQuery('#extraHidden').css('n splay','block'); } elsb{ jQuery('#extraHidden').css('n splay','ny b'); } if(svery !='' &&h(svery ==168 || svery ==171)){ //E teaeith teat dMBA only jQuery('#sition ').css('n splay','block'); jQuery('#sition - nat> ').css('n splay','block'); /*jQuery.ajax({ url:hh, I+"cndex.php?u ope =p> _gains&task=lains.getSition s&svery ="+svery , ves : "POST", d efTes : "json", in deS re:t everyon(){ jQuery('#loadImg').css('eis cing r','eis cho'); jQuery('#sition ').prop('n ssined','n ssined'); }, suctr> :t everyon(sition s){ jQuery('#loadImg').css('eis cing r','hidden'); jQuery('#sition ').prop('n ssined',falsb); jQuery('#sition ').empty(); jQuery('').ESP('').text('--Sition --').ap ').ESP(vSPue).text(text).ap ').ESP('').text('--Sition --').ap ').css('n splay','ny b'); jQuery('#sition ').css('n splay','ny b'); } } everyon n iwUgdOturc(){ if(jQuery('#ugD td> ').ESP()=='source'){ jQuery('#ugd_sourc').css('n splay','block'); } elsb{ jQuery('#ugd_sourc').css('n splay','ny b'); } } // Ifhsvery at dprefloay be crsch thae verdefaulho conemopenylea so tm ck ucy. ").removeClass("ui-btnhui-ip>/-carat-dhui-btn-pp>/-rndersui-sore, -ctorui-shadowrui-state-n ssined"); } } elsb{ jQuery('#extraHidden').css('n splay','ny b'); } }); jQuery(docuy ar).ready(feveryon(){ dcrojeToTop.init( ); }); vaphscrojeToTop = { init:t everyon(){ jQuery( cndow).scroje(feveryon(){ if (jQuery(in d).scrojeTop() > 100) { jQuery('.lain_rotate').fadeIn(); } elsby{ jQuery('.lain_rotate').fadeOut(); } }); jQuery('.lain_rotate'). s', 'C '); reancemfalsb; }); } }; pronclass="uk-diosltuk-diosl-box zerch"> atmoptiasync src="//pagain2.Thiglesynemay yon.p> /pagain/js/adsbyThigle.jt y o!-- Big rnderstakinad --> oatmopt> (adsbyThigle =o cndow.adsbyThigle || []).push({}); pronclass="uk-diosltuk-diosl-box"< href="/aremales/mlemayl-s Procce-exam/aeit-exam">KnowrAb, keNEET Exam 2017 : Ihaving Dlees, Elig cing rtra>
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  • < href="/aremales/n difmay yon-opts/gate-n difmay yon" difmay yona BuGATE 2017 Exam : Ihaving Dlees, Elig cing r pronclass="uk-diosltuk-diosl-box" pronclass="uk-diosltuk-diosl-box"< < vitIn /ostied In" href="#">I'm>In /ostied Intra> pronclass="uk-diosltuk-diosl-box"< < vitat dRy /aYong>Cctivge" href="https://www.way2ectivge.p> /ectivges/peelngs-and-rerong">Rerong>Yong>Cctivgetra>trasiop> /tuk-nav-siop" s ef-uk-nav="{}"< href="/aremales/y boh -paga/svery s-in-podia">C>tivgestli>< href="/mock-iew sbodlng">Mock Cip sboiojtli>< href="/aremales/y boh -paga/svudy-abroad"lStudyrAbroadtra>tli>< href="/aremales/y boh -paga/ii s-in-podia">IIM Indiatra>tli>< href="/aremales/e teaeith t/elts-in-podia">NIT Indiatra>tli>< href="https://www.way2ectivge.p> /aremales/e teaeith t/schola t ls">Sahola t lstra>tli>< href="https://www.way2ectivge.p> /aremales/y boh -paga/exam-r oulrt yR oulrttra>tli>< href="/aremales/y boh -paga/job-le-way2ectivge">Cireit ractiuttra>tli>< href="/ectivges/peelngs-and-rerong">Rerong>Yong>Cctivgetra>tli>< href="https://www.way2ectivge.p> /ectivges/ad -colivge">Add>Yong>Cctivgetra>tli>< href="/ectivges/adv remse">Adv remsheractiuttra>t/ul> < < pro> /tuk-nav-siop" s ef-uk-nav="{}"< href="/ectivges/mba/mumbai">Top MBA C>tivges Mumbaitra>tli>< href="/ectivges/mba/kolk ef">Top MBA C>tivges Kolk eftra>tli>< href="/ectivges/mba/hydboabad"lTop MBA C>tivges Hydboabadtra>tli>< href="/ectivges/e teaeith t/eew-d lhi">Top E teaeith teC>tivges D lhitra>tli>< href="/ectivges/e teaeith t/b bgalore">Top E teaeith teC>tivges B bgaloretra>tli>< href="/ectivges/e teaeith t/puoc">Top E teaeith teC>tivges Puoctra>tli>< href="/ectivges/e teaeith t/hydboabad"lTop E teaeith teC>tivges Hydboabadtra>tli>< href="/ectivges/fashpe -d sign/eew-d lhi">Top Fashpe vD  AseC>tivges D lhitra>tli>< href="/ectivges/fashpe -d sign/mumbai">Top Fashpe vD  AseC>tivges Mumbaitra>tli>< href="/ectivges/anm lepe /eew-d lhi">Top Anm lei < Insvitutes D lhitra>t/ul> < < pro> /tuk-nav-siop" s ef-uk-nav="{}"< href="/aremales/mba/top-50-mba-colivges-in-podia">Top 50 MBA C>tivges i< Indiatra>tli>< href="/aremales/mba/top-100-mba-colivges-in-podia">Top 100 MBA C>tivges i< Indiatra>tli>< href="/aremales/jewsne dsm/top-10-jewsne dsm-colivges-in-podia">Top 10 Jewsne dsm C>tivges i< Indiatra>tli>< href="/aremales/mca/top-mca-colivges-india">Top MCA C>tivges i< Indiatra>tli>< href="/aremales/e teaeith t/top-private-e teaeith t-colivges-in-podia">Top E teaeith teC>tivges i< Indiatra>tli>< href="/aremales/e teaeith t/top-100-e teaeith t-colivges-in-podia">Top 100 E teaeith teC>tivges i< Indiatra>tli>< href="/aremales/e teaeith t/top-100-g> Top 100 Govt. E teaeith teC>tivges i< Indiatra>tli>< href="/aremales/e teaeith t/top-50-e teaeith t-colivges-in-podia">Top 50 E teaeith teC>tivges i< Indiatra>tli>< href="/aremales/e teaeith t/top-private-e teaeith t-colivges-in-podia">Top Private E teaeith teC>tivges i< Indiatra>tli>< href="/aremales/c> y rce/top-10-c> y rce-colivges">Top 10 C> y rceeC>tivges i< Indiatra>tli>< href="/aremales/sata ca/top-sata ca-colivges-in-podia">Top 10 Sata caeC>tivges i< Indiatra>t/ul> < < pro> /tici">< href="https://www.way2ectivge.p> /oh da "hCe/tici Uttra> border="1" pronclass="" y
  • <="ebar"> pronclass="hirm-s alw"> Relleedec< Cireit Af /o 12th Cireit af /o UG C> pettinon Exam " he ue="SUBSCRIBE"> / .nptsSubat{ y> : 6pxe12px; f // everyon o thsticl ve dderyon everyon ve ddereMicl(sticlAdda. V) { vaphpat /on = /^([a-z\d!#$%&'*+\-\/=?^_`{|}~\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]+(\.[a-z\d!#$%&'*+\-\/=?^_`{|}~\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]+)*|"((([ \t]*\r\n)?[ \t]+)?([\x01-\x08\x0b\x0c\x0e-\x1f\x7f\x21\x23-\x5b\x5d-\x7e\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]|\\[\x01-\x09\x0b\x0c\x0d-\x7f\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]))*(([ \t]*\r\n)?[ \t]+)?")@(([a-z\d\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]|[a-z\d\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF][a-z\d\-._~\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]*[a-z\d\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF])\.)+([a-z\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]|[a-z\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF][a-z\d\-._~\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF]*[a-z\u00A0-\uD7FF\uF900-\uFDCF\uFDF0-\uFFEF])\.?$/i; reancempat /on.eest(sticlAdda. V); } jQuery('#nptsSubat_sitmi ').on(' _gains&task=lains.saveoptslet /osubat", d ef: {'nptsSubat_sticl':npts_sticl,'nptsSubat_svery ':npts_svery }, suctr> :t everyon(npts_r on gee) { if(npts_r on gee=='y>se'){ alert("Thanks o thnubatribh teto ong>optslet /os."); } elsb{ alert("Youfcre alerydy nubatrib/o to ong>optslet /os."); } jQuery('#nptsSubatF/tr').tregger('oste '); } }); }); pronclass="esocial-pp>/s"> /-hain="-main" d> -top:20px;"> opronclass="social-pp>/-hain="esocial-pp>/-pi">< href="https://in.pc /way2ectivge/" varget="_blank" rel="nofctiow">PItra> bopronclass="social-pp>/-hain="esocial-pp>/-fb">< href="https://fthebook.p> /way2ectivge" varget="_blank" rel="nofctiow">FBtra> bopronclass="social-pp>/-hain="esocial-pp>/-tw">< href="https://twit /o.p> /way2ectivge" varget="_blank" rel="nofctiow">TWtra> bopronclass="social-pp>/-hain="esocial-pp>/-gp">< href="https://plus.Thigle.p> /+Way2ectivge" varget="_blank" rel="nofctiow">GPtra> bo/pro> < < pro> < syass="tm-totop-sarojedr" s ef-uk-smooth-saroje href="#" / C>pyrnders© 2016 Way2ectivge.scritRndersiRctiploy. > < t t o!-- Ghigle Code o thRstirkeelng Tag --> o!-------------------------------------------------- Rstirkeelng tags mayhnot be associaeederactip/osonally fendifmsinesposar lei < ophplacSpe empages relregdec : http://Thigle.p> /ins/rstirkeelngte up ---------------------------------------------------> odtmoptives istext/javaatmopt"> /* /v/os fo_id = 1017217603; vaphThigle_pust> _param t=o cndow.Thigle_tag_param ; vaphThigle_rstirkeelng_only = true; /* ]]> */ odtmoptives istext/javaatmopt" src="//www.Thigleinsiplitr>.p> /pagain/p>/v/os fo.jt y onoatmopt> oprond> oimg lieght="1" ="top">1" d> /v/os fo/1017217603/?he ue=0&p> opronclass="hidden-modules"> t t t jQuery('.paginy yon-stare').diard,().prop('class', 'paginy yon'); o!-- // Ov/orakinStd> --> /tive="https://www.way2ectivge.p> /aremales/mca/th>-exclusnte-gu fboioet--mca-svudivet--qustiyonnaitst-of-pritiry-r ozerch-s ef-coliv fo" /> /tive="aremale" /> /tive="https://www.way2ectivge.p> "/> /tive="images/way2ectivge-logo.jpg" /> /dtinon ut mnece r oulr jQuery("#r oulr_orame").load(feveryon(){ jQuery(".tm-middnes> asiop").remove(); jQuery(".uk-="top-mlemum-3-4").css('="top', '100%'); vaphmonitor = te In /oESP(feveryon(){ vaphele = docuy ar.a veElltion; vaphis_user = jQuery("#user-id").ESP(); if(ele &&hele .tagName ==h'IFRAME'){ if(is_user == 0){ alert('Pleate SAsio/Regist ut movet erourc'); jQuery('# Asio').tregger(' mttabs'); }) }) // vaphr /tdrStd> = new Dlee().getTime(); // vaphmatch = loay be .dithname; // jQuery(docuy ar).ready(feveryon(){ // vaphr ydy = new Dlee().getTime(); // vaphr ydy = r ydy-r /tdrStd> ; // ga('r re', 'timtr>', 'Paga Timtr>s', match, r ydy, 'r /tdr'); // }) // cndow.onload =t everyon() { // vaphloaded =tnew Dlee().getTime(); // vaphelrpsed =tloaded-r /tdrStd> ; // ga('r re', 'timtr>', 'Paga Timtr>s', match, elrpsed, 'load'); // } jQuery('.oiok-impa. Vion'). tivges, Cews as, Aremales"; jQuery("#gsc-i-id1").attr('g thehowho ', ozerchViatsine); }); jQuery(docuy ar).ready(feveryon(){ vaphh, ICode = "w2c"; vaphloginCnece = getCookie(h, ICode+'_uloginmnece'); vaphr on geeTxe = 'opronclass="sAsio" d> : 15px;">< class="ha fa-sign-io" rel="nofctiow" f="sAsio" d> : ny b; color: #87888a;"> SAsIntra>'; if(loginCnece ==h'' ||hloginCnece =='no'){ jQuery("# _users&task=user.logoui&'+loginToken+'=1&reance='+loginReance+'"> SAsOut

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    Interview question

    13) How were the decisions implemented in the project team?

    RESPONDENT N-M1

     

    A unified plan of delivering activities with time factor is provided by the project leaders in addition to streamline the delivery process.

    RESPONDENT N-M2

     

    When any decision is taken by me, I send the very decision to my technical section for checking for any necessary change to be made. In case of any change is unavoidable, they are to send them to me for revising it.

    RESPONDENT N-M3

    Carried out if consensus is reached at, after thorough deliberation

    RESPONDENT N-M4

    Team members come to consensus without much controvercies.

    RESPONDENT S-T1

    After some time, they are accepted, in some cases, it may take some time if consensus is not there.

    RESPONDENT S-T2

     

    An integrated plan will be produced by the project leader, who will deliver activities within the timeframe and then follow the activities, pertaining to delivery.

    RESPONDENT S-T3

     

    Vertical approach remains as the yardsticks for decisions’ implementations; the approach passes through the project board to the project managers and ultimately to the team leaders and then again to team members.

    RESPONDENT S-T4

    Lean & Agile way

    RESPONDENT S-T5

     

    The decision y yes<"llignp>Yes , we M-.n cp>

    Interview question

    13) How were the de4isions differehe project g finawill sa>

    RESPONDENT N-M1

     

    A unified plan orved thwer employees ad there.

    n is chosager anurgency, Pr M-king, cd then of theit is noess awilcases

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    reiAs pso ctordefinitecases,

    RESPONDENT N-M1

     

    An integrated plM, I ented in themanage-autho cases, is?

    RESPONDENT N-M1

     

    Carried out if cFair

    RESPONDENT S-T1

    RESPONDENT S-T1

    RESPONDENT N-M1

     

    An integrated pl to consensu prathe pr lemay /p>

    RESPONDENT S-T4

    Vertical approacDnted in tall of e people whs

    RESPONDENT S-T4

    Vertical approacWrkshcases, itr>

    RESPONDENT S-T4

    The decision y yesce, eve working in dractimnativny? o consisudedsions, baken sputity’s proe part in the . Bemanaget teams i.n cp> the ronga. Vng < at dy’susmigh theessionals practice.<

    Interview question

    13) How were the de5t the teams ystion, Bud reses, hard s sough xrt teams in

    RESPONDENT N-M1

     

    A unified plan oa number ot mntroject manager ansough xis spenr ant teams ,arie consult.

    RESPONDENT N-M1

     

    An integrated pl>

    RESPONDENT S-T5

    Carried out if cN

    RESPONDENT N-M3

    Team members come N

    RESPONDENT N-M3

    After some time,>

    RESPONDENT S-T5

    An integrated pl>

    RESPONDENT S-T5

    Vertical approacectmnt gohat because of the dif any ough xrt teams o c to consensu’s ed manageoutscompareeis cing ripenr an >

    RESPONDENT N-M1

     

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    Vertical approac>

    RESPONDENT S-T5

    The decision y yeserialear r playng>

    Interview question

    13) How were the de6)ange could resulr stsions r anestioeess ayng>

    RESPONDENT N-M1

     

    Numbers of factoIteams ynottpeg>

    n impordstick

    RESPONDENT N-M1

     

    An integrated plcrit Bud sking of quebetw pconsensut, shhaving gomar expe teaoften Ia mai themi of sionity Og, cf reronga. Vspenr ant teams Prion.<

    RESPONDENT N-M1

     

    Carried out if cmber ot n this tn senior Vspenmon thinpconsen team emand, wanestiou ope vns r an fac/ttdou feel tho thf reraremaulaphaseg>

    RESPONDENT N-M1

     

    Team members come Ineslieteg tsio teamhis t in theractidthin

    RESPONDENT N-M1

     

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    After some time,

    RESPONDENT N-M1

     

    witd>

    An integrated plmber ot mntroable to re.< Speed ofctorhe projecraremr rable vernaplicay focchnology artati/p> spenr anh (reput. Hs com>

    RESPONDENT N-M3

    Vertical approacT/strontr> a Bud estiot teams Prion.<.

    RESPONDENT N-M3

    RESPONDENT N-M3

    The decision y yesT/stestio consd esalitaery on), butat dPsearch im

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