[Resolved]  Lic India — not generate premium receipt

Dear Sir,
Myself is Joginder Singh Chandel. I have paid LIC premium for a sum of Rs 3335.00 of my Policy No[protected] through HDFC Net Banking on 01 Jun 2008. Till date premium receipt has not yet been generated. Whereas, the amount has been deducted from my HDFC Bank account. I am very much worried about this lapse on the part of LIC. Kindly do the needful and let me know progress of the case as early as possible.
Thanking you.

My self Subarna Makhal. I paid lic premium on 9th June 2008 for Rs 31857/- online through SBI netbanking. My policy no. is[protected] but yet my premium receipt is not genrated yet. I am worry about it, please do something immediately and send the electronic receipt at my email i/d or at my address:
Flat No: D5, Mother Dairy Flats
Mother Dairy, Ganesh Nagar
Patparganj, Delhi-110092

Regards
S. Makhal
Cell: [protected]

sir, my self Ashok Kumar Gupta policy no. [protected] br. code 22 C sent original policy bond with application form duly filled on 22/05/08 thru registry to service branch, jagdishpur, UP . my policy got matutred on 20/03/08 but till date i have not got my matured amount or any responce from the LIC office. kindly take necessary action to send the matured amount cheque at the changed address written on the application. thanking you,

ashok kr. gupta NOIDA.

THE MANAGER
LIFE INSRANCE CORPRATION OF INDIA LTD
Branch .879
Career agent branch 879
Wakasker chamber.
Near Navrange complex,
Raopura, vadodara 390001
Ref..policy number ..[protected](3rd money back Rs 7000 not received)
Sir,
I am P C George having a policy no .[protected]. as per my policy I have not received my 3rd money back amount RS 7000 If anyone has received this amount then which bank . And which state.
Please help me to get my dues at the earliest
Yours faithfully.
P C George
Policy number.[protected]
PULIMOOTTILE TEENA VILLA
PERINGARA PO, THIRUVALLA
PATHANAM THITTA, KERALA..689108
Mail ID [protected]@gmail.com

Sir,
I am venkatesh balli having a policy no .[protected]. as per my policy I have not received my 1st & 2nd money back amount.kindly take necessary action to send the matured amount cheque at the changed address written below.

Venkatesh Balli
C/o Satyanarayan Balli,
1601 C Wing, Blooming Heights,
G.L.Compound, IIT Powai
Mumbai 400076.
Please send the electronic receipt at my email i/d or at my new address. Please help me to get my dues at the earliest

thanking you,
Yours faithfully.
Venkatesh Balli
[protected]

Sir,
Today I have paid the premium online amounting 9005/- yrly. The .pdf receipt generated but I could not took print.
Further I want to avail the receipt print.
How I could get a copy of It.
It will be better to have the premium paid receipt available online.

Sir,
I could not get the Premium paid receipt today. I have paid the premium Rs. 9005/- online. vide Ref no: 00799928 bank (ICICI) & [protected] of LIC ref. tranction ID.
Will I get a copy of the premium paid certificate.
It will better to have the premium paid receipts available at web site.

Wishing your +ve action towards this.

Thanking you

Subhet Kumar Dash

i tuhiram bhardwaj. I paid lic premium on 7th oct 2008 for Rs 3585.00- online through HDFC netbanking. My policy no. is[protected] but yet my premium receipt is not genrated yet. I am worry about it, please do something immediately and send the electronic receipt at my email i/d

Regards
tuhiram Bhardwaj

i Yogesh Mittal. I paid lic premium on 7th oct 2008 for Rs 16214.00- online through NB netbanking. My policy no. is[protected] but yet my premium receipt is not genrated yet. I am worry about it, please do something immediately and send the electronic receipt at my email i/d

i have paid the premium of RS 3129, It has been debitted from my STATE BANK OF INDIA account, But didnt get the reciept through Online .. Policy no is[protected] . My STATE bank A/c no is [protected].& REF NO-MSBI[protected]IGO4299280 Please send me the RECEIPT.

Can i pay premium o[censored]lip policy through net banking or by cheque
Plz tell me ASAP policy no is.[protected]

dear Sir, I didnt received the receipt of the premium paid by online details are given below:'
18-Oct-08 TO TRANSFER-AUTO PAY-- [protected]|girijaIB01089950 TRANSFER TO [protected] / 542
20-Oct-08 TO TRANSFER-AUTO PAY-- [protected]|sreeniIB01094185 TRANSFER TO [protected] / 1, 226.00



sreenivasan

Hi,
I have misplaced my receipt, Could you please mail me a soft copy of that receipt.
My Policy No.[protected]
Premium month - Feb, 08
Thanks and Regards,
Pranshul Jain

policy nos:
[protected]
[protected]
[protected]
[protected]
[protected]
I was not able to vies the premium paid receipts and i have been trying many many times and it says unable to process. even after entering all details and logging in. this problem is not at all solved for a long time.

I THINK THIS IS BAD ON LIC TO THE CUSTOMERS AS IT IS THEIR DUTY TO RECTIFY IT. KINDLY DO IT ASAP.

thanks
Ravichandra

Hi

I am satyendra shrivas i am intersting with paid my LIC Premium Through my ATM Cum Debit Card i request you to please take a better suggation for paying my LIC Premium.
thanks WEith Regards

S. Shrivas
Manager

Poly Straps
Dewas

Dear Sir

My Policy No is[protected] Rs. 840.00 Premium Paid on 27 march-2009 Online Premium Paid,

My SBI Acount no-[protected] Payment Transection id is IG06520361

plz issue my premium paid Receipt,

Thanks
Firoz

Developing a Formal Invitation
1. Place Samford's seal or logo at the top. (Seal use must be approved by President's Office.)

2. List the name(s) of the host(s), using the host's full name. Omit honorifics such as Dr., Mr., Mrs. and Ms. unless the person holds an official rank.

The host's title goes on a line beneath the host's name. When there are multiple hosts, the most senior person's name is listed first. The exception to

this rule is for the president and spouse (i.e., "President and Mrs. Andrew Westmoreland, " no title beneath).

3. Extend the invitation.
very formal: "request(s) the pleasure of your company at"
less formal: "cordially invite(s) you to"

4. List the event, such as "dinner, " a reception" or "lunch."

5. Give the purpose of the event (i.e., "in honor of...").

6. Give the date.
very formal: "Friday, the twelfth of February"
less formal: "Friday, February 12"

7. Write out the time (i.e., "at seven o'clock"). Add "in the morning, " "in the afternoon" or "in the evening" if the event title doesn't give an

indication. It would be unnecessary to list "in the evening" if the event is a dinner, for example.

8. Give the location, including street address. For campus buildings, state the room within the building and the building name. For an off-campus

property, state the full name, street address and city.

9. List any special instructions, such as "map enclosed."

10. List R.S.V.P. information. If you are issuing an invitation without a separate response card, print the address and telephone number of the person

handling replies. If you are supplying response cards, state "Response card enclosed." Do not list a cutoff date for a reply.

Formal Invitation Sample
J. Bradley Creed
Provost and Executive Vice President
requests the pleasure of your company
at dinner
in honor of Walter Isaacson
Friday, the twelfth of February
at seven o'clock
in the Grand Ballroom
The Club
One Robert Smith Drive
Homewood

map enclosed

R.S.V.P. Office o[censored]niversity Relations
[protected]



Semiformal Invitation Sample
President and Mrs. Andrew Westmoreland
cordially invite you
to dinner
to welcome the university's new provost
Friday, February 12
at 7 p.m.
in the Flag Colonnade
Ralph Waldo Beeson University Center

Response card enclosed


*************
1. Place Samford's logo at the top.

2. List the name(s) of the host(s). Omit honorifics such as Dr., Mr., Mrs. and Ms. unless the person holds an official rank. The host's title goes on a

line beneath the host's name. When there are multiple hosts, the most senior person's name is listed first. The exception to this rule is for the

president and spouse (i.e., "President and Mrs. Andrew Westmoreland, " no title beneath).

3. Extend the invitation.
semiformal: "cordially invite(s) you to"
informal: "invite(s) you to join us"

4. List the event, such as "dinner, " a reception" or "lunch."

5. Give the purpose of the event (i.e., "in honor of...").

6. Give the date (i.e., "Friday, February 12").

7: State the time (i.e., "at 7 p.m.").

8. Give the location, including street address. For campus buildings, state the room within the building and the building name. For an off-campus

property, state the full name, street address and city.

9. List any special instructions, such as "map enclosed."

10. List R.S.V.P. information. If you are issuing an invitation without a separate response card, print the address and telephone number of the person

handling replies. If you are supplying response cards, state "Response card enclosed." Do not list a cutoff date for a reply.

Informal Invitation Sample
Bobby Bryant
Dean of the McWhorter School of Pharmacy
and
Matt Kerlin
Minister to the University
invite you to join us
for a picnic lunch
to celebrate the new medical missions program
Friday, February 12
at 12 p.m.
at Ben Brown Plaza
********************************************************************************...⇄
The term 'Assessment Centre' can be defined as ‘A method for assessing aptitude and performance; applied to a group of participants by trained

assessors using various aptitude diagnostic processes in order to obtain information about applicants' abilities or development potential.’

As you can see, this does not refer to a location, but to a process which is being increasingly used by organizations to assess staff, either as part of

the recruitment process or for internal promotion. Assessment Centres allow you to demonstrate aptitude and general skills related to the requirements of

the job.

The Assessment Centre develops a set of varied exercises which are designed to simulate different aspects of the work environment. These exercises

usually last from half-a-day to two full days. They are usually conducted at the employer's training facility or in facilities provided by the HR

consultancy, that have been contracted to design and conduct the testing.

Types of Assessment and Development Centre Exercise
The most common type of assessment centre exercises include:



An in-tray or in-basket exercise asks to assume a particular role as an employee of a fictitious company and work through the correspondence in your

in-tray. This exercise is designed to measure your ability to organize and prioritize work.

In a presentation exercise, you will be given a topic or possibly a choice of topics and asked to make a presentation of around ten minutes with five

minutes at the end for questions. This is designed to measure your presentation skills including your ability to organise and structure the information and

to communicate your points clearly and concisely.

Group discussion exercises involve you working with other candidates as part of a team to resolve a presented issue. These exercises are designed to

measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem solving skills.

Panel interviews are regarded as a more objective means of assessing your suitability as you will be interviewed by between three and five people and

therefore the decision is not reliant on just one person's opinion. In addition, they are usually more structured than a one-to-one interview as the panel

need to assess all of the candidates against the same criteria.

The expense of conducting an assessment centre is usually somewhere between $1, 000 and $5, 000 per candidate. This tends to restrict their use to

situations where the costs can be justified in terms of preventing high expenses associated with unsuitable personnel e.g. high staff turnover or poor job

performance resulting in low productivity.

Assessment centres are seen as one of the most effective ways of identifying top candidates who'll get on well with others and fit in with the

organizations culture. According to the Chartered Institute of Personnel and Development's ‘Recruitment, Retention and Turnover 2004 Survey’, 34 per

cent of employers now use assessment centres when recruiting managers, professionals and graduates. This figure will inevitably grow as organizations

seek to make more accurate selection and promotion decisions.

The assessment centre method is utilized in a variety of settings including industry and business, government, armed forces, educational institutions, and

safety forces to select individuals for supervisory, technical, sales, or management positions. One recent trend is in the development of mass testing.

This is done by video-taping candidates as they perform various exercises and by using objectively scored exercises. This permits the assessment of a

much larger number of candidates per day as the scoring is done later and requires far less observation and administration.



Assessment centres are usually used after the initial stages of the selection process, because of the large amount of time and expense in conducting

them, and usually follow the initial job interview. Other measurements such as psychological tests may complement the selection process. They are

commonly held either on employers’ premises or in a hotel and are considered by many organizations to be the fairest and most accurate method of

selecting staff. This is because a number of different selectors get to see you over a longer period of time and have the chance to see what you can

do, rather than what you say you can do, in a variety of situations.

How are the Assessment and Development Centre Exercises Conducted?
Assessment Centres may be conducted by HR personnel within the employer company or by outside consultants. They are highly structured in their

design, application, and assessment procedure and are specifically adapted to assess factors such as your level of skills, aptitude and compatibility with

the organization's culture. Each test measures a range of indicators within these factors.

During each test, a group of observers will rate you on a range of set indicators, using a prescribed performance scale. Results are then cross compared

against the same indicators, which are measured in other tests. Following test completion, observers meet to discuss the test results and reach a group

consensus about your ratings.

At the beginning of the assessment, you should receive an initial briefing about the timetable of tests, location of rooms etc. Prior to each test, you

will be given instructions describing the exercise, your role, timeframe's, equipment etc. You will not be told in detail about the individual indicators

which will be measured. In addition, you are unlikely to receive feedback on your results, unless you have been successfully selected.
********************************************************************************...⇄


-cooperation aggressiveness, LEADERSHIP does it make sense

Great attitude = great managers
The prime impetus to pursue a management specialisation is the fact that it is the most sought-after qualification today. There is no denying the

importance of management education, since it is the acquisition of this knowledge that instils a new confidence and poise, making individuals ready to

meet the challenges and opportunities of the corporate world.

But beyond the management concepts and skills that you imbibe at B-school, the one critical aspect that makes or mars your career is attitude. The

right attitude centres on the WIN principle -- Work hard, Innovate and Never give up.

Most people work for 25 to 30 years, which can be broadly divided into four phases of five to seven years each. The first lasts roughly five years

during which you learn to perform as an individual and as part of a team. Along the way you learn the significance of individual performance to the

results achieved by the team.

In the second phase, when the individual leads the team as a manager, he learns that he is as good as his team. If he is able to motivate his team to

put in 100 per cent, he can deliver 100 per cent. In the process, he hones his people management, relationship building, crisis resolving and

decision-making skills.

The third and fourth phases are the most critical, where the practical training and exposure of the first two phases are instrumental in helping you

withstand the pressures of the top and succeed.

In the fourth phase, you are expected to take care of the CEO: Customers, Employees and the Organisation/owners. That's where your experience,

foresight and understanding of the business model and its needs come into play. Remember, the top of the pyramid is narrow -- there's room only for

the best.

Aggressive
Aggressive managers who blame others when things go wrong are more likely to get promoted than managers who feel guilty and accept responsibility for

failure – or so many employees believe.

co-operative manager
What is a co-operative manager? The obvious answer is - the manager of a co-operatve. But, the question goes beyond the literal - it is a critical

question for all co-operatives because managers of co-operatives require co-operative specific commitments and skills.

In appointing managers who do not have the necessary co-operative commitment and skills, co-operatives are introducing a risk that could eventuate in

co-operative failure - as a co-operative if not as a business.

See also the paper: Why do co-operatives fail as co-operatives?

The boards of co-operatives are accountable to members for the managers they appoint. Boards have to recruit managers who have the competencies

required to manage the co-operative but also to reflect and reinforce co-operative values and principles.

A board must have a capacity to judge the required competencies of a manager for the co-operative- including how and when a co-operative manager

reflects and reinforces co-operative values and principles. There are general competencies required of all managers and these include:

Understanding and setting goals and targets.
Staff management.
Time management.
Financial management.
Making effective and efficient decisions.
Distinguishing between data and information.
Understanding the differences between causes and consequences.
Using technology effectively and efficiently.
Selecting and using advisers.
The management of conflict.
In addition, there are the specific competencies required for a co-operative that depend on the nature of the business, its developmental stage, its size

and its technological complexity.

Leadership
Leadership skills are needed at every level in the organization. Consistent training and approach from the executive level through managers and

supervisors will help all in the organization develop their leadership skills.
In any organization leadership qualities can always be expanded. With Six Sigma Plus one of the objectives is to expand the concept of leadership skills

beyond that of organizational position. Frequently people equate leadership with some title, position, or rank. Those who have demonstrated leadership

qualities frequently have these titles. Unfortunately there are cases where the title or position has been granted before the leadership skills have been

developed. This is an indication of lapse of leadership responsibility by those who place an unprepared person in a role requiring extensive leadership

skills. Too often very successful technical people are placed in roles with leadership requirement without being prepared. The best engineer is made

Engineering Manager or the best operator is made Supervisor. None o[censored]s would allow people untrained in Civil Engineering to design and build a major

highway. Neither would many o[censored]s willingly go into surgery with the person performing the operation having no training in medicine. Yet many of our

management and supervisory positions are filled with very competent technical people with little preparation for management or supervisor duties. In those

cases there are basically two options. One is to move along and hope that instinct and a good support structure will be adequate. The second option is

begin accelerated leadership training aimed at developing the leadership skills and knowledge base required for a leadership position.

One measure of success in leadership is the cultivation of employees. This employee empowerment and employee motivation makes leaders much more

effective and efficient

Hi,

my Policy list of payment on 2008 to[protected]
I Could you please mail me - [protected]@yahoo.com

My Policy No.[protected]

Thanks and Regards,

Mohan Deokar.

Sir,

My Policy number is[protected].
I misplaced my Receipts for the year[protected]
To be accurate, Jun'09 and Sep'09.

Can you please send me the soft copy to my mailid
Mail:- [protected]@inautix.co.in


Please help me ASAP