5月2日 晚 简历面试班 作业

Leilei

Behaviour Questions

1. What are your biggest accomplishments? - Payroll           (Collin)

    What are your biggest accomplishments? - AP                   (Amy)

   What are your biggest accomplishments? - AR                   (Crystal)

    What are your biggest accomplishments? - Month End       (Claire)

2. What is your weakness? To what extent do you think it will affect your performance?  (Summer)

3. Which one you will feel more comfortable in a team or work alone?  (Claire)

4. Goole 'management  style'   (Leilei)

5. Tell me about a situation where you had to solve a difficult problem.  (Lulu)

6. How do you rate yourself in meeting deadlines? -AP                 (Zoe)

    How do you rate yourself in meeting deadlines? -AR                 (Sarah)

    How do you rate yourself in meeting deadlines? -Month End     (Amy)

7. What motivates you in your work?  (Claire)

8. What is your plan in next year and/or next 3(5) years?  (Amy)

9. What new skills or capabilities have you developed recently?  (Summer)

10. How did you handle communication conflict?  (Lulu)

Technical based questions

Q 1-3   (Zoe)

Q 4-6   (Crystal)

Q 7-9   (Sarah)

Q10-12 (Amy)

Q13-14 (Claire)

Q15-17 (Leilei)

Leilei

Q4: Management styles

According to Hay-McBer there are six key management styles.

The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:

The "do it the way I tell you" manager
Closely controls employees
Motivates by threats and discipline

Effective when:
There is a crisis
When deviations are risky

Ineffective when:
Employees are underdeveloped -- little learning happens with this style
Employees are highly skilled -- they become frustrated and resentful at the micromanaging.

The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:

The "firm but fair" manager
Gives employees clear direction
Motivates by persuasion and feedback on task performance

Effective when:
Clear directions and standards needed
The leader is credible

Ineffective when:
Employees are underdeveloped -- they need guidance on what to do
The leader is not credible -- people won't follow your vision if they don't believe in it

The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:

The "people first, task second" manager
Avoids conflict and emphasizes good personal relationships among employees
Motivates by trying to keep people happy

Effective when:
Used with other styles
Tasks routine, performance adequate
Counseling, helping
Managing conflict

Least effective when:
Performance is inadequate - affiliation does not emphasise performance
There are crisis situations needing direction

The PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees:

The "everyone has input" manager
Encourages employee input in decision making
Motivates by rewarding team effort

Effective when:
Employees working together
Staff have experience and credibility
Steady working environment

Least effective when:
Employees must be coordinated
There is a crisis - no time for meetings
There is a lack of competency - close supervision required

The PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence:

The "do it myself" manager
Performs many tasks personally aBnd expects employees to follow his/her example
Motivates by setting high standards and expects self-direction from employees

Effective when:
People are highly motivated, competent
Little direction/coordination required
When managing experts

Least effective when:
When workload requires assistance from others
When development, coaching & coordination required

The COACHING style has the primary objective of long-term professional development of employees:

The "developmental" manager
Helps and encourages employees to develop their strengths and improve their performance
Motivates by providing opportunities for professional development

Effective when:
Skill needs to be developed
Employees are motivated and wanting development

Ineffective when:
The leader lacks expertise
When performance discrepancy is too great - coaching managers may persist rather than exit a poor performer
In a crisis