Understanding Performance Management free essay sample

The order to work at an ideal presentation level and meet monetary and hierarchical desires are changing the manner in which associations work together. This advancement is driving better expectations of skill in everyday activities and adding new strain to build partner esteem. In today’s quick paced business atmosphere, the deftness with which an organization oversees execution can decide advertise position and friends gainfulness. Characterizing Performance Management Performance the board is the incorporated procedure of characterizing, evaluating, and strengthening worker work practices and results (Cummings and Worley 2005). Execution the executives centers around comprehension, streamlining, and adjusting activity and choices and guaranteeing the joint effort and strengthening of all people over the business organize. It incorporates practices and strategies for objective setting, execution examination, instructing, worker advancement and prize frameworks. Like never before, associations need more extensive proportions of representative execution to guarantee that (1) inadequacies are address in an opportune way through worker improvement programs that address the issues of the association and its market, (2) representative practices are being coordinated toward execution of explicit targets that are steady with the work unit and the association system, and (3) representatives are furnished with legitimate and ideal input to help with their profession advancement. We will compose a custom exposition test on Understanding Performance Management or then again any comparative theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page These practices together impact the presentation of people and work gathering, and empowers them to work across vital, strategic, and operational levels to adjust activities to guarantee ideal execution. All together for successful exhibition the executives to happen, the procedure must use data from three timeframes to do as such. It utilizes information from the past so as to accumulate data structure past execution. This data is then used in the present for the foundation of work plans, objectives and the setting of advancement openings. These goals in this way consider elevated levels of execution later on. The Purpose of the Performance Management System The fundamental reason for execution the board is to ensure that worker objectives, representative practices used to accomplish these objectives and input data about representative execution are completely connected to the corporate procedure. Anyway there is nobody approach to oversee execution. What ever framework is embraced should be consistent with the way of life and rules that overrun the association. Most frameworks of execution the board has three purposes-Strategic, Administrative, and Developmental. The key reason Defining Performance One of the manners by which techniques are actualized is by the board characterizing the ideal outcomes, practices and worker qualities vital for completing methodology. They would then be able to create estimation and input systems which will show tool viably results are being accomplished and what to do to deliver results. The association can accomplish this vital reason on the off chance that it is adaptable and amendable to changes in the objectives and systems which can happen, and furthermore to perceive that on the off chance that such changes happen, at that point there should be change in results, practices and qualities of the workers, which should of need change to compare with such authoritative changes. The Administrative Purpose-Measuring Performance Execution evaluation data is one of the primary instruments utilized by associations for settling on regulatory choices, for instance, pay organization, as far as salary increases; advancements, maintenance or end, acknowledgment of individual execution and recognizable proof of terrible showing. The Developmental Purpose-Feedback and instructing This part of execution the board tries to grow further, representatives who are acceptable at their occupations. In examples where representatives are not performing up to norm, execution the executives additionally looks to improve their exhibition through instructing. The input from the exhibition assessment process demonstrates or recognizes the territories of qualities and shortcoming in the worker execution. It is consequently basic to organizations that they perceive and satisfy the reason for a viable execution the executives framework as this is fundamental to increasing an upper hand through the administration of HR. They additionally need to build up the measures by which execution can be assessed. The conversation currently goes to the improvement of the presentation the executives framework. It depicts the major vital choices that must be set up if the team is to adequately plan a presentation the board framework. All together for a fruitful presentation the executives to be built up, the procedure must use five key choices. 1. How the framework will be utilized be utilized? 2. Who does the assessment? 3. What regions are to be assessed? 4. In what capacity should the assessment be finished? 5. What are the manners by which the assessment should be possible? By what method will the framework be utilized Planned representative improvement ought to be one of the essential ideas of any organization’s execution the executives framework. This is an endeavor to express a wide strategy which evacuates any alternative about individuals advancement by specifying that creating individuals is a mainstay of whatever arrangement of the board the association embraces. This individuals advancement ought to be arranged, not given insignificant empty talk or expected to occur without anyone else. Appropriation of this arrangement would make preparations for the shortsighted manner by which a few managers believe themselves to be results situated rather than individuals situated, in this way clearing themselves from individuals advancement. The significant push of representative improvement will be to underline that the advancement of individuals as the best methods accessible to accomplish results for the association. Three new musings are expected in this approach recâ ¬ommendation. To begin with, in light of the fact that improvement is diverse for everybody, there ought to be singular advancement plans. While there may consistently be regions of development or improvement basic to numerous simultaneously, these should not to be the whole of the individuals developâ ¬ing process occurring. It is regularly a simple reason for managers point to plantâ€wide or companyâ€wide â€Å"people† programs as a method of exonerating themselves of their kin creating obligation. The second operable word in this approach stateâ ¬ment is audit. The director is required to catch up on the individuals improvement plans. They are not to be talked about eagerly for a concise period and it slipped afterward's mind. Whenever reported on organization structures, they should not to be sent to some staff office just as floatâ ¬ing off into neverâ€never land. They require observing with the goal that progress can be checked occasionally. Third, singular plans ought to be audited at any rate every year. This is an endeavor to offer some time span for intermittent audit, so as not to make the errand too timeâ€consuming. Moreover, a great deal can occur in a year, with the goal that this time range isn't too early for considering new circumstances that may warrant changâ ¬ing or refreshing the arrangement. Many rehearsing administrators show a year time period as a functional one, particularly when the improvement plan is talked about with regards to the yearly execution assessment. Every one of my subordinates should work out a particular arrangement of self-improvement. Two musings are contained in this arrangement proclamation. To begin with, each subordinate is to have an improvement plan. Once more, we talk about the comprehensiveness of developâ ¬ment. This isn’t just for the frail, or just for those recognized as shinning stars, or just for any select fortunate or unfortunate few. Everybody has formative needs so as to help accomplish the strategic the association. Second, there is the topic of who works out this arrangement for improvement. Some may quickly think about certain subordinates who don't seem fit for working out their very own turn of events, thus this may provoke a negative vote (or â€Å"false† mark) on this stateâ ¬ment. Plainly there will be a few people less qualified than others to turn out to be such an arrangement. In any case, the expectation isn't to anticipate that individuals should do only it †a remarkable opposite. The genuine purpose of this announcement is to fix on the subordinate a sharing of the advancement duty regarding which the chief is responsible. It turns out to be then a common obligation between the chief and the subordinate. I ought to require singular advancement plans from every one of my subordinates Again numerous troughs can highlight people who may state, or have expressed, they are not keen on improvement. We’ve all experienced individuals like that. They promptly declare that they have no enthusiasm for getting advanced; they know their activity, they do it well, they basically need to work 9 to 5 and leave the moving for positions to another person. This is unequivocally why the uniâ ¬versality of the requirement for improvement needs strengthening. It should not to be a choice. The association can't stand to let individuals keep up that disposition. It isn't what we need to individuals to consider advancement or turning out to be administrators or anything they genuinely would prefer not to turn out to be, however so as to keep on performing great in the current territories of obligation, individuals must stay up with developâ ¬ments in their field. Since no activity remains the equivalent, no jobholder can remain the equivalent. â€Å"Future shock† is an idea with which we are generally recognizable. So much occurs in the work advancements around us that no activity continues as before long. Henceforth, if a specialist is carrying out the responsibility a similar way the individual in question did a year prior, that individual is less powerful, if not totally off-base. Occasional onâ€theâ€job coachi

Lcci Passport to Sucess Level 1 Book-Keeping Answer

Level 1 Book-saving Solutions Booklet For additional data reach us: Tel. +44 (0) 8707 202909 Email. [email protected] com www. lcci. organization. uk London Chamber of Commerce and Industry (LCCI) International Qualifications are given by EDI, a main worldwide granting body. Identification to Success Level 1 Book-keeping Solutions Booklet The initials LCCI and the words LONDON CHAMBER OF COMMERCE AND INDUSTRY are enlisted trademarks having a place with the London Chamber of Commerce and Industry and are utilized under licence.Every exertion has been made to follow all copyright holders, yet on the off chance that any have been incidentally ignored the Publishers will be satisfied to make the essential game plans at the main chance. © EDI 2008 First distributed in 2008. All rights held. Aside from any utilization allowed under UK copyright law, no piece of this distribution might be repeated or transmitted in any structure or using any and all means, electronic or mechanical, includi ng copying and recording, or held inside any data stockpiling and recovery framework, without consent recorded as a hard copy from the distributer or under permit from the Copyright Licensing Agency Limited.Further subtleties of such licenses (for reprographic proliferation) might be acquired from the Copyright Licensing Agency Limited, Saffron House, 610 Kirby Street, London EC1N 8TS. Spread photograph: www. fotolia. com TABLE OF CONTENTS 1. 2. 3. 4. The Accounting Equation and the Balance Sheet Double passage framework for resources, liabilities and capital Recording twofold section for stock The twofold passage framework for Expenses and Revenues and the Effect of Profit (or misfortune) and drawings upon capital 1 4 7 11 5. 6. 7. 8. 9.Balancing records and the Trial Balance Trading and Profit ( whether increment or diminishing) and afterward apply the twofold passage leads as underneath: To build a benefit, DEBIT the record To diminish an advantage, CREDIT the record To expand an obligation or capital, CREDIT the record To diminish a risk or capital, DEBIT the record 4 Question 4 Bank ? 20X2 6 000 July 15 July 29 20X2 July 01 Capital Office Machinery Elstead Garage ? 420 2 900 Capital 20X2 July 01 Bank ? 6 000 20X2 July 06Motor Vehicle ? Elstead Garage 2 800 20X2 July 29 Bank Elstead Garage ? 20X2 2 800 July 06 Motor vehicle ? 2 800 20X2 July 15 Bank Office Machinery ? 420 20X2 July 23 Office Equipment ? Longmore when the borrower pays for the merchandise his record is credited and the bank/money is charged. Question 3 (a) (b) (c) (d) (e) (f) Sold merchandise using a credit card to F. Winter N. Protection returns products to You settle a banks account with a money order F. Winter pays his record You pay Grange Garages with a money order the sum due on the conveyance vehicle recently bought You return merchandise to B. Savvy Debit F Winter Returns Inwards Creditor Bank Grange Garages B Smart Credit Sales N Armor Bank F Winter Bank Returns Outwards Question 4 20X7 March 01 Capital March 30 B Wright Bank ? 20X7 10 000 March 03 Office Furniture 70 March 23 Scales Motors March 26 T Hunt ? 460 3 600 320 Capital 20X7 March 01 Bank ? 10 000 20X7 March 03 Bank Office Furniture ? 460 20X7 March 05 Purchases ? 375 T Hunt 20X7 ? Walk 08 Returns Outwards 55 March 05 March 26 Bank 320 Purchases ? 375 Returns Outwards 20X7 March 08 T Hunt ? 55 20X7 March 12 Sales B Wright 20X7 ? 156 March 19 March 30 Returns Inwards Bank ? 26 70 Sales 20X7 March 12 B Wright ? 56 8 20X7 March 15 Scales MotorsMotor Vehicle ? 3 600 20X7 March 23 Bank Scales Motors ? 20X7 3 600 March 15 Motor Vehicle ? 3 600 20X7 March 19 B Wright Returns Inwards ? 26 Question 5 20X7 October 01 Capital October 17 Cash 20X7 ? 8 600 October 02 80 October 07 ? 8 000 179 Bank Purchases Capital 20X7 October 01 Cash ? 8 600 20X7 October 02 Cash October 23 Loan R Nandha October 31 J Durrant Bank ? 20X7 8 000 October 21 October 29 1 200 303 Motor Vehicle M Price ? 1 990 100 20X7 October 03 Octo ber 07 M Price Cash Purchases ? 250 179 20X7 October 13 Returns Outwards October 29 Bank M Price ? 0X7 October 03 32 100 Purchases ? 250 9 Fixtures this is the equalization at the last date of the bookkeeping time frame (e. g. a month). The Ëœbalance b/d is the sum moved (cut down or presented) from a past bookkeeping period to the present one; this is the parity at the main date of the bookkeeping time frame. (d) The twofold lines are important to show that the record has been adjusted and that the aggregates are last figures. e) Accounts are cut off when there is no equalization on the record toward the finish of the bookkeeping time frame. Movement 5. 2 20X9 July 01 July 04 July 09 July 13 July 15 July 19 July 22 July 24 July 29 Capital Equipment Wages Sales Computers Wages Sales Motor vehicles Wages Debit ? 55 000 Credit ? 5 000 900 Balance ? 55 000 50 000 49 100 58 650 50 650 49 750 53 630 47 630 46 530 9 550 8 000 900 3 880 6 000 1 100 16 Solutions to Target Practice Questions Question 1 E. Appleby 20X6 ? 650 October 07 Returns Inwards 276 October 18 Bank 190 October 31 Balance c/d 1 116 506 0X6 October 03 Sales October 12 Sales October 24 Sales November 01 Balance b/d ? 120 490 506 1 116 Answer There is a charge parity of ? 506. Question 2 N Small ? 145 215 185 ___ 545 365 20X3 March 04 March 18 March 23 Sales 20X3 March 13 March 26 March 30 March 31 Returns Inwards Returns Inwards Bank Balance c/d ? 20 35 125 365 545 April 01 Balance b/d 20X3 March 21 March 31 Bank A Smith 20X3 ? 70 March 10 290 360 Purchases ? 360 ___ 360 20X3 March 07 March 28 March 31 T Dove 20X3 ? Returns Outwards 35 March 02 Bank 235 March 15 Balance c/d 310 580 April 01 Purchases PurchasesBalance b/d ? 270 310 ___ 580 310 N Small is a borrower and T Dove is a loan boss. A Smith is not one or the other. 17 Question 3 T Dove 20X3 March 02 March 07 March 15 March 28 Purchases Returns Outwards Purchases Bank Debit ? 35 310 235 Credit ? 270 Balance ? 270 Cr 235 Cr 545 Cr 310 Cr N Smal l 20X3 March 04 March 13 March 18 March 23 March 26 March 30 Sales Returns Inwards Sales Returns Inwards Bank Debit ? 145 215 185 35 125 Credit ? 20 Balance ? 145 Dr 125 Dr 340 Dr 525 Dr 490 Dr 365 Dr A Smith 20X3 March 10 March 21 March 31 Purchases Bank Debit ? 70 290 Credit ? 360 Balance ? 360 Cr 290 Cr NILQuestion 4 (a) 20X5 January 01 January 23 January 26 January 31 Capital Cash S Lee Capital Bank ? 20X5 25 000 January 01 6 000 January 25 5 500 January 29 5 000 January 30 January 30 January 31 _____ January 31 41 500 23 000 ? Lease 2 000 Cash 500 Midland Motors 4 000 D. Terry 8 000 E. Appleby 2 000 Electricity 2 000 Balance c/d 23 000 41 500 February 01 Balance b/d 20X5 January 31 Balance b/d Capital ? 20X5 30 000 January 1 Bank .. ¦ ¦. January 31 Bank 30 000 February 01 Balance c/d ? 25 000 5 000 30 000 30 000 18 20X5 January 1 Bank February 01 Balance b/d Rent 20X5 ? 2 000 January 31 2 000 2 000Balance c/d ? 2 000 2 000 20X5 January 03 January 05 January 15 D Terry E Appleb y D Terry February 01 Balance b/d Purchases ? 20X5 5 000 January 31 3 000 10 000 18 000 18 000 Balance c/d ? 18 000 ¦ ¦ ¦. 18 000 20X5 January 22 January 30 January 31 Returns Outwards Bank Balance c/D Terry 20X5 ? January 03 Purchases 2 000 January 15 Purchases 8 000 5 000 15 000 February 01 Balance b/d ? 5 000 10 000 _____ 15 000 5 000 Motor Car 20X5 ? January 04 Midland Motors 4 000 January 31 February 01 Balance b/d 4 000 Balance c/d ? 4 000 20X5 January 29 Bank Midland Motors 20X5 ? 4 000 January 4 000 Motor Car 4 000 4 000 20X5 January 30 January 31 Bank Balance c/d E Appleby 20X5 ? Buys 2 000 January 5 1 000 3 000 February 01 Balance b/d ? 3 000 ¦ ¦.. 3 000 1 000 19 20X5 January 10 January 25 Sales Bank February 01 Balance b/d Cash 20X5 ? 6 000 January 23 500 January 28 ¦ ¦.. January 31 6 500 250 Bank Office costs Balance c/d ? 6 000 250 6 500 20X5 January 31 Balance c/d Sales 20X5 ? 14 000 January 10 Cash ¦ ¦ ¦ January 20 S Lee 14 000 February 01 Balance b/d ? 6 000 8 00 0 14 000 14 000 20X5 January 20 Sales February 01 Balance b/d S Lee 20X5 ? 8 000 January 24 January 25 ¦ ¦.. January 31 8 000 1 500Returns Inwards Bank Balance c/d ? 1 000 5 500 1 500 8 000 20X5 January 31 Balance c/d Returns Outwards 20X5 ? 2 000 January 22 D Terry 2 000 February 01 Balance b/d ? 2 000 2 000 2 000 20X5 January 24 S Lee February 01 Balance b/d Returns Inwards 20X5 ? 1 000 January 31 1 000 1 000 Balance c/d ? 1 000 1 000 20 Office Expenses 20X5 ? Money 250 January 31 250 February 01 Balance b/d 250 20X5 January 28 Balance c/d ? 250 20X5 January 31 Bank February 01 Balance b/d Electricity 20X5 ? 2 000 January 31 2 000 2 000 Balance c/d ? 2 000 2 000 (b) Steve Trial Balance at 31January 20X5 DR CR ? Bank Capital Rent Purchases D Terry Motor Car E Appleby Cash Sales S Lee Returns Outwards Returns Inwards Office Expenses Electricity 23 000 30 000 2 000 18 000 5 000 4 000 1 000 250 14 000 1 500 2 000 1 000 250 2 000 52 000 _____ 52 000 Question 5 Bank 20X8 ? 5 000 May 16 700 May 27 May 30 ¦ ¦.. May 31 5 700 1 300 20X8 May 01 May 18 Balance b/d Bank Dodd Delivery Van Cash Balance c/d ? 2 900 1 200 300 1 300 5 700 June 01 Balance b/d 21 20X8 May 31 Balance c/d Capital 20X8 ? 20 000 May 01 20 000 June 01 Balance b/d Balance b/d ? 20 000 20 000 20 000 20X8 May 01 May 04 May 30 June 01 Balance b/d Sales Bank Balance b/d Cash 20X8 ? 000 May 07 2 000 May 23 300 May 31 3 300 900 Purchases Office Expenses Balance c/d ? 1 500 900 3 300 20X8 May 16 May 31 Bank Balance c/d Dodd 20X8 ? 2 900 May 01 2 100 May 02 5 000 June 01 Balance b/d Purchases Balance b/d ? 2 000 3 000 5 000 2 100 20X8 May 01 May 10 June 01 Balance b/d Sales Balance c/d Fish ? 20X8 6 000 May 18 5 000 May 31 11 000 10 300 ? Bank Balance b/d 700 10 300 11 000 20X8 May 01 June 01 Balance b/d Balance b/d Furniture ? 20X8 10 000 May 31 10 000 10 000 Balance c/d ? 10 000 10 000 20X8 May 02 May 07 June 01 Dodd Cash Balance b/d Purchases 20X8 ? 3 000 May 31 1 500 4 500 4 500 Balance c/d 4 500 ¦ ¦. . 4 500 22 20X8 May 31 Balance c/d Sales 20X8 ? 7 000 May 04 ____ May 10 7 000 June 01 Cash Fish Bala

Blog Archive Yale School of Management Essay Analysis, 20112012

Blog Archive Yale School of Management Essay Analysis, 2011â€"2012 At the end of the day, you will write only three essays for your Yale School of Management application, but you may very well answer as many as eight questions. Yale’s first essay question involves a number of requirements, and among its various essay choices, one option includes three additional choices. So, before you start writing, take a step back and think about what differentiates you as an applicant and what message you want to send to the admissions committee. If you then move forward with a few key stories and attributes in mind, completing these essays should be a lot easier. Short Answers Please answer each of the four (4) questions below with a short paragraph of no more than 150 words. This is an opportunity to distill your core ideas, values, goals and motivations into a set of snapshots that help tell us who you are, where you are going professionally, and why. (600 words total) 1. What are your professional goals immediately after you receive your MBA? 2. What are your long?term career aspirations? 3. Why are you choosing to pursue an MBA? (If you plan to use your Yale MBA to make a significant change in the nature of your career, please tell us what you have done to prepare for this transition.) 4. The intentions of our students to engage in a broad-minded business school community and to connect to an eminent and purposeful university greatly influence the Yale MBA experience. How do you plan to be involved in the Yale SOM and greater Yale communities? These four questions encompass the primary elements of a classic Personal Statement essay questionâ€"short-term goals, long-term goals, why you want or need an MBA and “why us”â€"so we encourage you to consult our mbaMission Personal Statement Guide, which helps applicants address these topics in their essay(s) for any school. We offer this guide to candidates free of charge, via our online store. Please feel free to download your copy today. The only anomaly in these four mini questions is the last, which requires you to explain how you will engage with the Yale SOM and larger Yale University communities. So, your first order of business is to think about the experience you want to have at the school while also considering the areas where you can contribute (and ideally, contribute something unique!). Then, do your homework on the school, perhaps by reading the mbaMission Insider’s Guide to the Yale School of Management or by chatting with SOM students or alumni or with those of other schools within the university. A brief list of clubs or activities will not constitute a solid answer to this essay question. Instead, make sure to reveal that you truly understand how a particular club (for example) functions and that you have a clear vision for how you would contribute to the organization. Personal Statements Choose two (2) of the following topics and answer them in essay form. Please indicate the topic number at the beginning of your essay. (500 words maximum) 1. At the Yale School of Management, we believe the world needs leaders who: understand organizations, teams, networks and the complex nature of leadership; understand markets and competition in different contexts; and understand the diversity of economies throughout the world and the relationships between business and society. What experiences have you had that demonstrate your strength in one or more of these areas? This essay question may seem confusing at first, but try not to be daunted by the bevy of options it involves. The Yale SOM admissions committee is basically posing a very open-ended question about your experiences in the business world, and you shouldâ€"simply by virtue of being a professionalâ€"have a variety of stories that fit the broad parameters of the question. The first option within this question offers you the opportunity to discuss your ability to navigate complex team interactions, or even interactions that extend beyond your teamâ€"for example, your team’s relationship with a client. Resist the urge to simply copy and paste an essay that pertains to teams from another application, however, and instead truly contemplate the thoughtful manner in which you navigated a sensitive situation and optimized results. “Optimized” may be the key word here. If you can offer a story about an instance in which you “hit a home run,” so to speak, that is of course fantastic, but Yale appears to be acknowledging how “complex” leadership can be. Therefore, highlighting your success as a diplomat who “optimized” a delicate situation may better reveal your leadership skills (and make for a more interesting essay). The second option, which asks you to reveal that you understand markets and competition, is not just for those who are engaged in the financial markets. Rather, it essentially asks how you have helped your firm keep pace or even how you have tried in vain to ensure that your firm stays competitiveâ€"which can apply to any industry or field. In your response, you might discuss approaches that you considered, tactics you deployed, a vision you possessed or other similar elements. Remember, this is not meant to be an academic paper on competition and/or markets, but a window into your personal experiences and how you have come to understand their complexities. Similarly, be sure to insert yourself and your unique experiences into the final essay choice on world economies and their relation to societies. Again, the school is not asking you to write a paper on world economies, but to share what you have personally witnessed and learned about economies and how they affect people. Remember that the committee wants to understand the experiences you have hadâ€"and the more particular the experience, the better, because you need to own this essay. No environment or industry is the “right” one for this essayâ€"some applicants may have worked in an emerging market, others on Wall Street, and a candidate from either background could write a successful essay for this question option. The key is that you have clear insight into the impact of decisionsâ€"particularly, the decisions’ effect on others. This is the place to reveal that you have balanced and intimate knowledge of an issue and its possible solutions, not to share that you have an axe to grind with certain global players or institutions. Of course, you are not required to stick with just one theme. So, you can choose the most appropriate options for your personal history to show, for example, that you not only “understand markets and competition” but also “understand the diversity of economies throughout the world.” 2. What is the most difficult feedback you have received from another person or the most significant weakness you perceive in yourself? What steps have you taken to address it and how will business school contribute to this process? This question is a holdover from past yearsâ€"clearly being a question that rewards the admissions committee with its desired insight into candidates’ personalities and experiences. Although explaining the feedback you received or the soul searching you underwent is certainly important, the committee is particularly interested in hearing about what you have done in response to the critique/weakness and how this process of improvement will continue when you are at business school. In addition to learning how candidates react to the revelation of a shortcoming, the school wants to see that applicants are willing to take responsibility and to act on, not just learn from, such experiencesâ€"to use them as a trigger for active personal or professional growth. In addition, responding well to negative feedback or a weakness shows maturity, flexibility and a willingness to learn from othersâ€"all good leadership and teamwork qualities. With regard to which instance of feedback or which weakness you discuss, make sure to select one that is consistent with Yale’s values and atmosphere. For example, saying, “My boss criticized me for being lazy” would not be advised, given the school’s preference for highly motivated and proactive candidates. Likewise, avoid “empty” criticisms, such as “My supervisor claims I always work too hard and do too much.” Trying to disguise a strength as a weakness will definitely not impressâ€"and might even annoyâ€"the admissions committee and does not indicate an appropriate level of self-awareness and honesty. In short, the feedback or weakness you reveal should leave you exposedâ€"it should be honest, so admitting it should therefore hurt a bit. The school wants to know you are human, so do not try to avoid revealing yourself as such. 3. Imagine yourself meeting your learning team members for the first time in Orientation.   What is the most important thing your teammates should know about you? At last, an essay option that is a little more fun to write! Our guess is that candidates will gravitate toward this personality piece, in hopes of avoiding the first essay choice, which may seem overwhelming, or the second, which may seem risky. In contrast, this is a pretty safe question. Before responding to this question, take time to really reflect on your primary personality traits and consider not only which one you deem most important, but also which one your teammates would most likely find compelling. To offer an extreme example, your team would probably not want to hear about your fiercely independent streak, but might be interested to know that you are doggedly determined. Whichever characteristic you choose to reveal, be sure that you present fitting anecdotal evidence to back up your claim. Writing an extended “tell” in which you simply state that you possess certain skills and talentsâ€"yet offer no proofâ€"will ultimately reveal very little about you. The anecdotes you share to support your claims of the “most important” thing about you are what will most effectively demonstrate who you are to the admissions committee. 4.   Required for reapplicants: What steps have you taken to improve your candidacy since your last application? Whether you have improved your academic record, received a promotion, begun a new and exciting project, increased your community involvement or taken on a personal challenge of sorts, the key to success with this essay is conveying a very deliberate path of achievement. Yale wants to know that you have been actively striving to improve and that you have seized opportunities during the previous year to do so, because you feel a Yale MBA is vital to your future success. This essay question will vary greatly from one candidate to the next, because each person’s needs and experiences differ. We are more than happy to provide one-on-one assistance with this highly personal essay to ensure that your efforts over the past year are presented in the best light possible. Share ThisTweet 2011-2012 MBA Essay Analysis Yale University (School of Management)