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(skype:ielts.toefl)apply for real ielts pte gmat esol toefl certificates Saudi arabia. (ielts.nebosh23@outlook.com ... - HighstakesDB

GMAT OR GRE - 2 hours 32 min ago

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CBSE tests encrypted question papers - Times of India

CBSE OR ICSE - 2 hours 52 min ago

CBSE tests encrypted question papers
Times of India
Following “leaks” in mathematics (Class X) and economics (Class XII) Board exam papers this year, CBSE had decided to try a system where encrypted question papers would be delivered directly to the centres, which would be provided the passwords half ...

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60 of top 100 JEE rankers opt to study at IIT-Bombay - Times of India

IIT JEE - 3 hours 37 min ago

Times of India

60 of top 100 JEE rankers opt to study at IIT-Bombay
Times of India
“We have a strong international outlook and are located in a great place too,” said IIT-B director Devang Khakhar. In a press briefing outlining what IIT-B plans to achieve under the newly earned Institute of Eminence (IoE) tag, Khakhar said the ...

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What Is a Good GRE Score for Graduate School Admissions? - U.S. News & World Report

GMAT OR GRE - 3 hours 45 min ago

U.S. News & World Report

What Is a Good GRE Score for Graduate School Admissions?
U.S. News & World Report
Researching grad program admissions statistics can help you determine which GRE scores are good enough to qualify for acceptance at desirable programs. People who successfully complete the GRE receive three scores: verbal and quantitative scores, ...

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South Indian Bank PO Exam Result 2018 released; candidates may check at southindianbank.in - Financial Express

Exam Results - 4 hours 52 min ago

Financial Express

South Indian Bank PO Exam Result 2018 released; candidates may check at southindianbank.in
Financial Express
The South Indian Bank has released PO result 2018 on the official website southindianbank.in. Those looking to check their results Probationary Officers (PGDBF) and results Probationary Officers recruitment may do so from the website. The bank has also ...

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Why I Had To Have The "There's No Crying In the Workplace" Talk With My Son....

Hr Capitalis - 6 hours 15 min ago
When you read the title of this post, you might think I have sensitive sons. Problems with emotions, crying, etc. That's not true. I think they're pretty emotionally balanced, in the normal range, and generally OK. I didn't have to... Kris Dunn
Categories: Blogs

What Not to Do When You’re Trying to Motivate Your Team

Harvard business - 7 hours 41 min ago

H.Armstrong Roberts/ClassicStock/Getty Images

When I speak to large groups about leadership, one question I often ask is, “How many of you have ever received a compliment from your boss that actually offended you?” Without exception, more than two-thirds of the people in the room raise their hands. When I probe further on what people found offensive about their boss’s praise, the most common responses I hear are “It wasn’t sincere” and “They didn’t know what they were talking about.”

When leaders look like they are just applying some “motivational technique” they read about, people see right through the superficial, obligatory effort. It looks like they are checking off the “I motivated someone today” box. Motivation is not something you do to people. People ultimately choose to be motivated — when to give their best, go the extra mile, and offer radical ideas. The only thing leaders can do is shape the conditions under which others do, or don’t, choose to be motivated. But the final choice is theirs. 

Unfortunately, too few managers understand this, and so there is a gap between managers’ efforts and the results they’re getting. A 10-year study of more than 200,000 employees shows that 79% of employees who quit their jobs cite a lack of appreciation as a key reason, and according to Gallup’s 2017 “State of the American Workplace” report, only 21% agree their performance is managed in a way that motivates them to do outstanding work. Here are three of the most offensive forms of “motivating” I’ve seen managers employ, and three alternative approaches I’ve seen work wonderfully.

Drive-by praise. Busy managers often have to squeeze in their recognition efforts to already crowded schedules. So they’ll pop their heads into people’s offices on the way to other meetings and say things like, “Hey, great job this morning at the pipeline review.” Or they’ll send a text message saying something like, “Hey, sorry I wasn’t able to catch you before I left, but just read through the updated analytics and they look great. Thanks!” On the surface, these efforts seem innocuous, perhaps even positive. But to recipients, it can feel impersonal, uninformed, and inadequate if these drive-bys are the only form of recognition the manager offers.

Making stuff up. During a break from an executive team meeting I was facilitating, I watched one executive say to his direct report, “Just so you know, I was telling the big boss and his team this morning what an amazing job you’re doing,” and then give him what appeared to be an “I’ve got your back” wink. The only problem is that it never happened. And from the looks of it, the employee’s feigned smile — “Wow, you did that for me?” — suggested he didn’t buy it either. Employees know when their managers are being insincere or outright lying. Whether these made-up stories are well-intended or not, they erode the employee’s trust in the leader.

Guilt gratitude. It’s incredibly awkward when a manager who feels guilty tries to overcompensate with effusive expressions of appreciation. Leaders who may have asked for a sacrificial effort to meet a deadline will reflexively say things like, “You have no idea how much I appreciate this. I don’t know what I would have done if you hadn’t gotten this to me today. I owe you!” Or even worse, if their guilt is particularly intensified, they’ll do it in public, which feels especially manipulative. They’ll check off their “public recognition” box — a commonly suggested technique — by saying something like, “Can we all give Jennifer a round of applause for that killer presentation she pulled together?” A more truthful acknowledgement would have been, “Can we all give Jennifer a round of applause for that killer presentation she pulled together, which I neglected to ask her for until 8 PM last night because I forgot about this morning’s customer segmentation review?”

The common shortfall among these misapplied approaches is that they all serve the leader who’s giving the praise, not the recipient. If you want to direct your good intentions into more-meaningful expressions of recognition, consider these alternatives.

Ask for the story. Nothing affirms an employee’s great work more than a leader saying, “That was amazing. Tell me how you did it?” By asking for, and listening intently to, the story behind an accomplishment, you acknowledge that the contribution is an extension of its contributor and help them feel that they, and their work, really matter. By honoring the story behind the work, you honor the results as well as the employee who reached them. You also get a view into the person’s mind: how they problem-solve, where they have doubts, what parts of the work they love, and what makes them feel proud. Those insights become invaluable later. When you make assignments, you’ll know what will be most gratifying for that person.

Contextualize gratitude. Employees lower in an organization often can’t see how their efforts contribute to broader strategies. One survey shows that only 47% of employees can make the connection between their daily duties and company performance. Rather than taking for granted that those you lead fully appreciate the larger context into which their efforts fit, take the time to teach them. Tell them you appreciate their efforts not just because of how you benefit but also because of how the larger organization benefits. For example, say a manager gets his team to adopt a new technology platform as part of a beta test. You might explain that this effort is contributing to a broader change management initiative across the company and that it’s setting a great example for those resistant to the change.

Acknowledge the cost. No substantial contribution comes without personal cost to the one making it. Whether they sacrificed time with family, took on the emotional toil of doing something new, or bore the political risks of a highly visible project, let people know that you understand the toll it took. Most employees hide any struggle that accompanied their efforts for fear of looking weak or incompetent. Acknowledging the challenges they may have faced makes your gratitude more credible, and makes it safer for employees to be honest with you in the future when facing difficulties.

It’s a leader’s job to create a recognition-rich environment in which those they lead choose to give their best. That starts by ensuring recognition genuinely serves the needs of those you’re offering it to, not your own.

Categories: Blogs

Why Women Volunteer for Tasks That Don’t Lead to Promotions

Harvard business - 8 hours 14 min ago

Helen King/Getty Images

Here’s a work scenario many of us know too well: You are in a meeting and your manager brings up a project that needs to be assigned. It’s not particularly challenging work, but it’s time-consuming, unlikely to drive revenue, and probably won’t be recognized or included in your performance evaluation. As your manager describes the project and asks for a volunteer, you and your colleagues become silent and uneasy, everyone hoping that someone else will raise their hand. The wait becomes increasingly uncomfortable. Then, finally, someone speaks up: “Okay, I’ll do it.”

Our research suggests that this reluctant volunteer is more likely to be female than male. Across field and laboratory studies, we found that women volunteer for these “non-promotable” tasks more than men; that women are more frequently asked to take such tasks on; and that when asked, they are more likely to say yes.

This can have serious consequences for women. If they are disproportionately saddled with work that has little visibility or impact, it will take them much longer to advance in their careers. Our work helps explain why these gender differences occur and what managers can do to distribute this work more equitably.

What Are Non-promotable Tasks?

Non-promotable tasks are those that benefit the organization but likely don’t contribute to someone’s performance evaluation and career advancement. These tasks include traditional office “housework,” such as organizing a holiday party, as well as a much wider set of tasks, such as filling in for a colleague, serving on a low-ranking committee, or taking on routine work that doesn’t require much skill or produce much impact.

What is non-promotable varies across fields and careers. For example, in industry, revenue-generating tasks are more promotable than non-revenue-generating tasks; in academia, research-related tasks are more promotable than service-related tasks; and for individuals, a task may be promotable for junior employees but non-promotable for senior-ranking managers.

Studies of industry and academia (by Irene De Pater and colleagues; Sara Mitchell and Vicki Hesli; and Joya Misra and colleagues, as well as many others) have shown systematic gender differences in how work is allocated, with women spending relatively more time than men on non-promotable tasks and less time on promotable ones. These differences matter because they help explain why, despite women’s significant educational and general workplace advances, we continue to find vastly different promotion trajectories for men and women. Women will continue to progress more slowly than men if they hold a portfolio of tasks that are less promotable.

Although what makes something non-promotable varies across occupations, there is typically agreement within an occupation about what tasks are non-promotable versus promotable. For example, in a survey of 48 Carnegie Mellon faculty, we found that 90% agreed that an assistant professor has a higher chance of promotion if they allocate spare time to research rather than to committee work (like being on the faculty senate). Separately, looking at data from a large public U.S. university, we found that when all 3,271 faculty were asked to volunteer for a faculty senate committee, only 3.7% chose to do so — but 7% of women volunteered, compared with 2.6% of men.

There are of course many reasons why women volunteer more than men. It may be that women are better at these tasks or enjoy them more than their male colleagues. To test these explanations we conducted a series of lab experiments at the Pittsburgh Experimental Economics Laboratory (PEEL). A total of 696 University of Pittsburgh undergraduates participated in the studies.

Who Volunteers, and Why?

We designed a simple decision exercise to examine who agrees to do non-promotable tasks. The design mimics the scenario we opened with, that of finding a volunteer for a project at a work meeting.

In the first experiment, we had male and female participants sit in front of a computer in the lab and make decisions in 10 rounds. In each round participants were sorted into new groups of three (they knew they were matched with other participants in the room, but not exactly who) and had to secure one volunteer from the group to click a button on the computer screen. The group was given two minutes to decide, with the round ending as soon as someone volunteered. If no one volunteered, each group member received a payment of $1. If someone volunteered, that person received $1.25, while the two other group members each received $2. So every group member was better off if someone volunteered, but the volunteer benefited less.

Overall, the participants were reluctant to volunteer. While 84% of groups succeeded in finding a volunteer, it typically did not happen until the final seconds of the 2-minute round. Importantly, the rate of volunteering was not the same for men and women. Averaging across the 10 rounds, we found that women were 48% more likely to volunteer than men, and we saw this difference in every one of the 10 rounds.

Because the volunteer task in this experiment was to click a button on a computer screen, we could rule out the possibility that women volunteered more because they were better at the task or enjoyed it more than men.

But gender differences in preferences may nonetheless contribute to the difference in volunteering. In particular, women may volunteer more because they may be more risk-averse or altruistic than men. To examine this, we looked at survey measures of participants’ agreeableness, altruism, nonconformity, and risk aversion. While some of these measures correlated with the decision to volunteer, none of them explained the gender difference.

To directly test the effect of preferences, we also conducted a second experiment, where instead of having both men and women participate together, we had groups of only men and only women.

If the difference in volunteering resulted from women being more risk-averse or altruistic than men, then we should have sees greater rates of volunteering in our all-female sessions than in our all-male sessions. But we found that volunteering rates were identical. Women were no more likely to volunteer than men when everyone was in a same-sex group.

This helped rule out the explanation that preferences caused the gender difference in volunteering in our mixed-sex study. These results instead suggest that the real driver was a shared understanding or expectation that women would volunteer more than men. In a mixed-sex group, men will hold back on volunteering while women in turn will volunteer to ensure that the task is done. But in single-sex groups, this changes — men and women volunteer equally. In these groups men know they have to step forward if they want to find a volunteer, and women expect other women to volunteer, making them less compelled to do so themselves. Interestingly, in women’s groups the volunteering ends up being shared equally across 10 rounds, while in men’s groups it tends to fall on the same men each time.

Who Is Asked to Volunteer, and Why?

To further confirm that people expect women to volunteer more than men, we conducted a third experiment, this time adding a fourth person, a manager, to the group. At the start of each round, the manager had to publicly ask one member of the new three-person group to volunteer. (The manager couldn’t personally volunteer. They saw pictures of the other members of their group and clicked on the picture of the person they wanted to ask.) The manager got $2 if someone in the group volunteered and $1 if no one volunteered. The rules for the group of three remained the same — $1 each if no one volunteered, but if someone volunteered, that person received $1.25 while the other group members each received $2. Managers were free to ask any member of the group to volunteer, but we expected they would be more likely to ask women than men.

This is precisely what we found: Women received 44% more requests to volunteer than men in mixed-sex groups. Intriguingly, the gender of the manager did not make a difference: Both male and female managers were more likely to ask a woman to volunteer than a man. This was apparently a wise decision: Women were also more likely to say yes. A request to volunteer was accepted by men 51% of the time and by women 76% of the time.

Can We Be More Fair?

Our studies demonstrate that although neither men nor women really want to volunteer for thankless tasks, women volunteer more, are asked to volunteer more, and accept requests to volunteer more than men. These differences do not appear to result from gender differences in preferences, but rather from a shared understanding that women will volunteer more than men.

While our results are disconcerting, they also provide a silver lining in suggesting how employees and managers can reduce the inequity in work tasks. The solution is not for women to decline more work requests — which would present problems for organizations and hold repercussions for women — but instead for management to find ways to distribute tasks more equitably. Rather than asking for volunteers or asking women to volunteer because they are likely to say yes, managers could consider rotating assignments across employees, for example. Understanding that women volunteer more simply because men are reluctant to do so should also lead men to volunteer more themselves and should empower women to demand fairer treatment.

Changing this dynamic should be a priority for any organization that wants to advance its most qualified employees. Workers who spend more time on non-promotable tasks are held back from demonstrating their full potential. If this burden falls disproportionately on women, not only is their advancement stymied, but also corporations miss out on capturing valuable talent.

Categories: Blogs

FRP/GRP/GRE Pipe Market 2018 Revenue Price Gross Margin And Future Enhancement Till 2025 - faircolumnist.com

GMAT OR GRE - 9 hours 59 min ago

FRP/GRP/GRE Pipe Market 2018 Revenue Price Gross Margin And Future Enhancement Till 2025
faircolumnist.com
The market is growing with the expansion of this Industry Sector Worldwide. QY Research has added a new report titled “Global FRP/GRP/GRE Pipe Market Research Report 2018”which offer details about the current trends and analysis, as well as scope for ...

Google News
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GMAT OR GRE - 10 hours 2 min ago

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GMAT OR GRE - 10 hours 2 min ago

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The Key to Preventing Generational Tension Is Remembering that Everyone Wants to Feel Valued

Harvard business - 10 hours 5 min ago

Martin Barraud/Getty Images

I remember the first time I felt old as a manager — more than 10 years ago now. It was at a lunch with my new team, when I mentioned the first “45” I bought with my own money as a kid. One of my direct reports, who was 10 years younger than me, looked at me blank faced and asked, “What is a 45?” She had never seen the single-song vinyl record format. We came from different worlds. On the same team, I had another direct report who was 30 years older than me. She was quick to answer my question about her first 45, but I had never even heard of the song or the artist. Over the next couple of years, I had what I perceived as serious “generational issues” on my team. I learned a few lessons about managing across the generational divide.

The most important lesson I learned in managing people from different generations is to see past the stereotypes. Generational differences are real, but we tend to make too much of them. Some of the behaviors or attitudes you might attribute to a generational difference are simply the product of an employee being at a different age and stage than you. The 23-year-old employee might act much more like the 63-year-old once she’s worked for forty years.

Age and stage doesn’t explain everything, either. If you have multiple Millennials on your team, you’ll realize that neither generation nor age can explain how different the Millennials are from one another. The majority of differences among employees are driven not by generation, or by age, but by their unique personalities. The individual differences within a generation are much greater than the differences across the generations. Take some time to consider each of your direct reports as a whole person — a function of their generation, their age and stage, and their personality. Don’t make the mistake of pigeonholing someone because of the year they were born.

You and Your Team Series Conflict

Next, look beyond the simple stereotypes for clues as to why they might be challenging your leadership. If you feel resistance from them, instead of getting frustrated, try empathizing. If you’re managing someone much older than you, they might have legitimate concerns about your leadership because your style is counter-cultural or just different from how things used to be done (cue the “back when I joined the company” story). It’s also possible that their resistance isn’t about your leadership at all. Instead, they might be reacting to your youth because it reminds them that they have been lapped on the career track. That’s not easy to accept.

If you’re managing someone much younger than you, the challenge to your leadership might be completely different.  Maybe they experience your management style as slow and cautious, or even rigid. Don’t be surprised if they think your job looks easy and they’re frustrated that it is taking so long to get more opportunity. Regardless of the direction of the generation gap, ask great questions and listen carefully to what you learn from the answers. How are they feeling? What do they value? The more of these conversations you have, the more you will understand about how your team members are judging you and what your leadership is causing them to confront about themselves.

Judgment is a two-way street. Just as your employees are judging you, you are likely judging them. It’s critical to confront your own stereotypes about the generations. Until you shed these misconceptions, judgment will get in the way of building a strong relationship with your team members. For example, do you naturally assume that older workers are less tech-savvy?  My mom’s 84 now, but at 65, she studied digital publishing, so she could make her charity the first in the community to have a website. I left the old hapless technophobe stereotype behind long ago.

Take a moment to list all the generalizations and caricatures of older and younger workers you’ve developed over the years. Now go through each one and think of everyone on your team. Upon further inspection, you’ll see that those stereotypes don’t fit all that well. You need to manage each person based on their own unique strengths and weaknesses.

One thing you can count on is that regardless of age, everyone wants to be valued. If the way you are managing the older or younger members of your team is overtly or subliminally signaling that you don’t value them, you will see the symptoms of hurt feelings: resistance, disengagement, anger, or insubordination. Start by engaging each person in a conversation that demonstrates that you’re interested in their thoughts. For an older worker, try these options. “How have you seen the organization evolve during your time here?” “You know the culture well, what do you think will be the secret of success in this transformation?” “What worries you most about the new approach?” Then listen carefully to what you learn.

For a younger employee, capitalize on their youth and fresh perspective. “What was most exciting to you about joining the company?” “Where have you seen great ideas that we could apply here?” “What can you teach me that would help me keep up with the digital age?” If you listen openly, you’ll hear insights you can act on.

The point of these open conversations is not to suggest that your organization’s way of doing things is optional; it’s not. Instead, the point is to understand the potential resistance you might face and to tap into any source of strength and support that you can get. “Given what you’ve just told me, and what you know of the team, what advice would you give me to make this work?” “What do you see as the strengths you bring to the team given your perspective?” “What role can you play in supporting this change?” Each of these questions will give a resistant person a chance to contribute constructively. For most people, young or old, seeing their ideas in action will reduce the resistance and start to bridge the divide.

A small percentage of employees might choose not to engage. No matter what you try, they will still resist your leadership. If a Millennial, or a Gen-Xer, or a Baby Boomer resists your leadership, deal with it like any other performance management issue.

It’s time to stop thinking about problems as “generational issues.” If you have a problem with an entire generation, that’s your problem and your prejudice, not theirs. If you have a problem with one employee who happens to be of a different generation than you, then you have a problem with one employee, period. It’s time to stop using the generations as an excuse for the distance among us and start really communicating to bring us all closer together.

Categories: Blogs

FRP/GRP/GRE Pipe Sales Market by Top Manufacturers and Suppliers 2018 to 2025 - thebusinesstactics.com

GMAT OR GRE - 11 hours 19 min ago

thebusinesstactics.com

FRP/GRP/GRE Pipe Sales Market by Top Manufacturers and Suppliers 2018 to 2025
thebusinesstactics.com
Global FRP/GRP/GRE Pipe Sales Market Report 2018 provides the up-to-date industry data and industry future trends, allowing you to categorize the products and end users driving Revenue, growth and profitability. The industry report lists the leading ...

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Categories: Exam

NEET Tamil Exam: Madras HC Orders CBSE To Award 196 Grace Marks - Times Now

CBSE OR ICSE - 11 hours 34 min ago

Times Now

NEET Tamil Exam: Madras HC Orders CBSE To Award 196 Grace Marks
Times Now
NEET Tamil Exam: Madras HC Orders CBSE To Award 196 Grace Marks. 2018 | ENGLISH | GENERAL AUDIENCE. CBSE appeals in Supreme Court against Madurai Bench's order to award 196 grace marks for students who wrote NEET in Tamil.

Categories: Exam

Karnataka SSLC Supplementary Result 2018 delayed: Check important update on results here - India Today

Exam Results - 12 hours 15 min ago

India Today

Karnataka SSLC Supplementary Result 2018 delayed: Check important update on results here
India Today
The results SSLC Supplementary Exam 2018 conducted by the Karnataka Secondary Education Examination Board (KSEEB) have been delayed. Once the result will be declared, all the candidates can check the same at karresults.nic.in. The Karnataka ...
Karnataka SSLC Supplementary result 2018 in 10 daysOneindia

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Categories: Result

CBSE moves SC against HC order to give extra marks to those who took NEET in Tamil - The Hindu

CBSE OR ICSE - 12 hours 40 min ago

The Hindu

CBSE moves SC against HC order to give extra marks to those who took NEET in Tamil
The Hindu
The Central Board of Secondary Education (CBSE) on Monday moved the Supreme Court against a Madras High Court judgment directing it to grant grace marks to students who wrote the NEET (National Eligibility cum Entrance Test) in Tamil. The Madurai ...
CBSE moves SC against order to award grace marks to students who wrote NEET in TamilThe News Minute
CBSE Challenges Madras High Court NEET Judgement In Supreme CourtNDTV
Translation Errors Plague NEET Tamil Exam, Madras HC Orders CBSE To Award 196 Grace MarksYouth Ki Awaaz
Times Now -LatestLY
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CBSE successfully tested encrypted centre-based printing of question paper - Times of India

CBSE OR ICSE - 13 hours 48 min ago

Times of India

CBSE successfully tested encrypted centre-based printing of question paper
Times of India
NEW DELHI: The Central Board of Secondary Education for the first time successfully tested centre-based printing of encrypted question paper across 32 centres on Monday. The pilot run was conducted for 11 subjects where the number of students were less ...
CBSE completes testing of encrypted compartmental question papersJagran Josh
CBSE Compartment Examinations 2018 for Over 1 Lakh Students of Class 10th & Class 12th Begins TodayLatestLY

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ICAI Results 2018: CA CPT, CA Final Results 2018 for May, June Exam on July 20 on icai.org – official update - Times Now

Exam Results - 14 hours 9 min ago

Times Now

ICAI Results 2018: CA CPT, CA Final Results 2018 for May, June Exam on July 20 on icai.org – official update
Times Now
Institute of Chartered Accountants of India, ICAI would be releasing the ICAI Results 2018 for May June examinations for CA Final and CA CPT exams. The results would be released on the official website icai.org on July 20. Check official notification here.

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