New interview strategies

Job hunting

Many people looking for work read the job vacancies advertised by companies and employment agencies in newspapers or on the internet. To reply to an advertisement is to apply for a job. (You become a candidate or an applicant.) You write an application, or fill in the company’s application form and send it, along with your curriculum vitae or CV or resume and a covering letter.

You often have to give the names of two people who are prepared to write references for you. If your qualifications and abilities match the job description, you might be short-listed, i.e. selected to attend an interview.

Head hunting

Headhunters or executive search firms specialize in finding the right person for the right job. When a company wishes to recruit a new person for an important job it may use the services of such a firm. The advantages for the company are that it does not have to organise the costly and time-consuming process of advertising, selecting and interviewing suitable candidates. In some cases, the search firm may already have a list of people with the appropriate qualities for the job. If this is not the case, then it may act as a consultant, advising on or even organising testing and simulations to evaluate the candidates' skills in order to select the most suitable person for the job.

New interview strategies

A growing number of companies, from General Motors Corp to American Express Co., are no longer satisfied with traditional job interviews. Instead, they are requiring applicants for many white-collar jobs - from top executives down - to submit to a series of paper-and-pencil tests, role- playing exercises, simulated decision-making exercises and brainteasers. Others put candidates through a long series of interviews by psychologists or trained interviewers.

The tests are not about mathematics or grammar, nor about any of the basic technical skills for which many production, sales and clerical workers have long been tested. Rather, employers want to evaluate candidates on intangible qualities.

These tests, which can take from an hour to two days, are all part of a broader trend. Ten years ago, candidates could win a top job with the right look and the right answers to questions such as ‘Why do you want this job? Now, many are having to face questions and exercises intended to learn how they get things done.

They may, for example, have to describe in great detail not one career accomplishment but many - so that patterns of behavior emerge.

Even companies that have not started extensive testing have toughened their hiring practices. Many now do background checks, for example, looking for signs of drug use, violence or sexual harassment. But the more comprehensive testing aims to measure skills in communications, analysis and organization, attention to detail and management style; personality traits and motivations that behavioral scientists say predict performance.

Темы от Алексея Садова:

11. Filling a vacancy.

When an employee “give notice” employer should carry out the range of following steps:

- First of all an employer is supposed to try to discover why the person has resigned.

-Next comes step to examine the job description for the post, to see whether it needs to be changed(or indeed whether the post needs to be filled)

-Another step to make is to establish whether there is an internal candidate who could be promoted (or moved sideways) to the job.

-Next step to carry out is to either hire a job agency, or advertise the vacancy

-Then the stage of receiving application, CV and covering letters comes followed by a preliminary selection that is making a shortlist.

-After that the employer needs to follow up the references of candidates who seem interesting

-and next invite the short-listed candidates for an interview

-After carrying out all this step she makes a final selection and write to all the other candidates to inform them that they have been unsuccessful.

12. Work attitude survey.

When I took part in a survey I had been asked a range of questions concerned attitude to work. And despite the fact that people feel in other way I think that my job is not the most important thing in my life. But if I do a job I prefer to be responsible for that to have motivation to do it better. What concerns work in a group or alone I prefer to work in a group rather than alone because I enjoy feeling happiness of attained objective set up for all the team. Working in a team I prefer flat hierarchy to clearly understand delegated responsibilities and prefer attain total agreement in the team to be ensure that we beat at one aim.

I’ve been also asked about relationships at work. Most of people prefer personal relationships with superiors, but Me don’t as don’t with subordinates because if the person who you work with is familiar to you it is turn bad at the business you do in reason of different cases, for example, if you want to sack him but can not because this reason of familiarity. That is why I do not prefer to do business with relatives.

I respect older people as the person who had live experience more than me, but if I feel doubts i may complain and argue with him. And as male I treat female colleagues in different way because they are just females.

13. Work motivation responsibility

In my opinion to be happy people need to have something to wake them up in the morning and one of this ”something “ is work. The work that You really desire wanted to do. Most people in my opinion want to be interested in their work and, given the right conditions, they will enjoy it. People can not to do nothing. Work is necessary to people’s psychological well-being. But some people don’t like what they do so there are some ways to motivate people. A chance of promotion and career ladder is one of great motivating factors. Responsibility is another factor. Under the right conditions, most people will accept responsibility and will want to realize their own potential.

Some scientists in psychology say that people are motivated mainly by money, but I think they don’t. they do at the first steps of work,but then they realize that the job is becoming uninteresting the motivation by money becomes weak.

ТЕМЫ Андрея Гнедина

14. Management a)Theory X and Theory Y

American theorist Mc Gregor outlined two opposing theories of work and motivation The Theory X and The Theory Y. Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and that they have to be both threatened and rewarded. It assumes that people are incapable of taking responsibility for themselves and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.

Many people assume that Theory Y is more “progressive” and an advance on Theory X. But later theorists argued that it makes much greater demands on both workers and managers than Mc Gregor realized. Maslow studying one company that used theory Y concluded that it demands for responsibility and achievement are excessive for many people. He pointed out that there are always weak people with little self-discipline, who need protection against the burden(ноша) of responsibility. Even strong and healthy people need the security of order and direction. Managers cannot simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different structure of security and certainty.

15. Management b) satisfiers and motivators.

It is logical to suppose that things like good labour relations, good working conditions, good wages and benefits, and job security motivate workers. But some theorists argued that such conditions do not motivate workers. They are merely “satisfiers” or “dissatisfies” where they do not exist. “Motivators”, on the contrary, include things such as having a challenging and interesting job, recognition and responsibility, promotion and so on.

However, even with the development of computers and robotics, there are and always will be plenty of boring, repetitive and mechanical jobs in all three sectors of economy, and lots of unskilled people that have to do them.

One solution to motivate people is to give them some responsibilities, те as individuals but as part of a team. Another is to change people on repetitive jobs every couple of hours, as doing four different repetitive jobs a day is better than doing only one. Many people now talk about the importance of a company’s shared values or corporate cultures., with which all the staff can identify. Such values are more likely to motivate workers than financial targets, which ultimately concern only a few people.

16. What is management.

Work of managers can be divided into five groups

1) Managers set objectives and decide how their organization can achieve them.

2) Managersorganize. They analyse and classify the activities of the organization and the relations among them. They divide the work into manageable activities and then into individual jobs. They select people to manage these units and perform the jobs.

3) Managers practice social skills of motivation and communication. They also have to communicate objectives to the people responsible for attaining them. They have to make the people who are responsible for performing individual jobs form team.

4) Managers have to measure the performance of their staff. To see whether the objectives set for the organization as a whole and for each individual member of it are being achieved.

5) Lastly, managers develop people- both their subordinates and themselves.

Obviously, objectives occasionally have to be modified or changed. And it is the job of company’s top managers to consider the needs of the future, and to take responsibility for innovation. Management is not entirely scientific.. It is a human skill. But intuition and “instinct” are not enough; there are management skills that have to be learnt.

ТЕМЫ ОТ БОГДАНОВОЙ А.:

17/Company Strycture (Маккензи, pp 21-22)

Most organizations have a hierarchical or pyramidal structure.

Here we can see one person or a group of people at the top, and an increasing number of people below them at each successive level.

There is a clear line or chain of command running down the pyramid.

All the people in the organization know what decisions they are able to make, who their superior is, and who they immediate subordinates are.

There are 4 main types of company structure: line structure, matrix structure, functional structure, staff position.

Today the most large manufacturing organizations have a functional structure. (Henry Ford, the French industrialist, was the inventor of this structure).

It includes production, finance, marketing, sales, and personel or human resources departments.

This means for example, that the production and marketing departments cannot take financial decisions without consulting the finance department.

Functional organization is efficient. But there are 2 standart criticism.

First: people are usually more concerned with the success of their department then that of the company.

So there are permanent battles between different departments, which have incompatible goals.

Secondly, separating functions is unlikely to encourage innovation.

18/ International management (pp 36-37, Маккензи и записи в тетр)

Managering a truly global multinational company would obviously be much simpler if it required only 1 set of corporate goals, policies, practices, products and services.

But Local differences often make this impossible.

Companies that want be successfull in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.

Making international business we should remember that in the countries of North America and north-west Europe management lagely based on analysis, rationality, logic and system.

In the latin cultures of southern Europe and south America personal relations, intuition, emotion, sensitivity have grate importance.

The largely protestant cultures on both sides of the North Atlanic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such culturies status has to be achieved. A young dynamic aggressive manager with an MBA can quickly rise in the hierarchy.

In most Latin and and Asian cultures on the contrary status is automatically accorded to the boss, who is more likely to be in his fifties or sixties then in his thirties.

In northern cultures the principle of pay for performance often successfully motivates salespeople. The more you sell, the more you get paid.

This principle might well be resisted in more collectivist cultures, where rewards and promotion are expected to come with age and experience.

Another example of differences is that in Latin countries matrix management does not work well. The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important line superior, the functional boss.

In discussing peoples relationships with their boss and their colleagues and friends there are 2 sides:

Universalists believe that rules are extremely important (North Europe, the USA, Canada, Australia)

Particularists believe that personal relationships and friendships should take precedence (Latin and Asian countries).

ТЕМЫ ОТ АЛЕКСЕЯ:

20. Financial management development.

If you need to learn how to work with people you need a course in team development.

If you need to learn how to motivate and direct other people you need a leadership course.

If you need to learn how to talk to and listen to people better you need a course in communication skills

If you need to learn how to work with people from different counties and backgrounds you need a course in intercultural communication skills.

If you need to learn how to bargain with business partners you need a course in negotiating skills.

If you need to learn how to increase margins(граница) and control costs you need a financial management course.

If you need to learn how to set budgets, organize schedules and meet deadlines you need a project management course.

If you need to learn how to prioritize your work, And not put off important tasks you need a time management course.

If you need to learn how to be more ready to stand up to other people you need a course in assertiveness training.

If you need to learn how to give work to your subordinates you need a course in delegation.

21-22. 6 fundamental patterns of cultural difference. (КРАТКО!!!) Ниже есть более развернуто.

There are six fundamental Patterns of Cultural difference: Different communication styles, different attitudes toward conflict, different approaches to completing tasks, different decision making styles, Different attitudes toward disclosure, and different approach to knowing.

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