MGMT444 U1 IP - Research Paper Example

Running Head: MGMT444 U1 IP MGMT444 U1 IP Teacher’s ID Since it is a senior level position, the candi is expected to have an ability of taking initiatives and taking charge of projects and day-to-day tasks. Please tell us how you were performing these tasks in your current job. Also what kind of projects and ideas you have introduced yourself during your career.This question is expected to indicate if the candidate is creative enough to introduce new ideas and take control of situations like a business leader.2) We need someone who has 360 degree vision of everything going around them as leaving out necessary information means losing productivity and foresight for potential opportunities.

Please tell us how you keep track of your department’s progress and collaboration with other departments organized. Organization is one of the key attributes that every business manager is expected to have. This characteristic ensures that desired business performance is achieved on periodic basis and new opportunities that arise during the course are not only identified but also utilized. Therefore, manager is expected to remain well aware at all times or at least have a mechanism or system in place to do so on systematic basis. 3) A major part of your job would involve managing people.

It is important for us that our business managers are perceived as just and approachable. Have you come across such situations where maintaining objectivity would have been difficult in interpersonal situations?A business manager is required to be well respected by their subordinates. For this purpose, being just and fair is important. It is also important in order to motivate employees and have effective communication with them through different media (Hunter, 2009). 4) What do you think is the key of motivating one’s team?

What attributes should managers have in this regard? Have you introduced any measures in your previous organizations to enhance employees’ morale and motivation level?A business manager is required to be aware of existing market practices used to motivate employees intrinsically as well as extrinsically (Hunter, 2009; Collins, 2001). Also, they should be creative enough to analyze needs of their subordinates and introduce new regime of policies to motivate them. 5) We believe that our managers represent our culture and values, as they are responsible for coaching and mentoring our workforce.

Please tell us how you see yourself compatible with our values and principles.Coaching and mentoring is an important aspect of leading workforce. This function not only involves training employees regarding their function but also guide them about career progression and personal circumstances faced by them. It is also an important mechanism of motivating employees and enhancing their loyalty to leaders as well as organizations. This management function not only increases employee’s productivity but also helps organizations in retaining potential talent (Collins, 2001). 6) We like to give complete room to our managers to exercise their own leadership and management styles.

Do you think that work force is more productive when micro managed or when given complete liberty? Also what do you think are the ideal characteristics of a subordinate? Which leadership style do you perceive to be effective in all situations i.e. autocratic, participative, transactional or transformational?7) We expect our business managers to be a player in profitability. Of course that requires effective planning and control on their behalf. What are your basic strategies to ensure that you not only stick to budget but also enhance productivity and retain customers?8) How do you rate yourself in terms of interpersonal skills like negotiation, listening, assertiveness, decision making etc?

These characteristics form an integral part of effective interpersonal skills and a prerequisite for successful business management that involves managing employees as well as customers (Hunter, 2009). ReferencesHunter, D. (2009). The Art of Facilitation: The Essentials for Leading Great Meetings and Creating Group Synergy. Jossey-Bass. Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. Harper Business.