Interviewing Divisional Manager Patrick Davies

In the interview, Theodore McBride tells the story of his previous MBA schooling and how one of his professors took him under his wings to prepare McBride for his small starting position managing nine people at General Technologies. McBride was nervous about this opportunity because he never had to take care of or be in charge of individuals before, and he knew his professor, Dr. Neumann, would know what to do. Over the course of about seven weeks, Dr. Neumann taught McBride how to be a shepherd and lead others well and productively.

East Hall High School is where I conducted my coaching interview. I was granted the opportunity to interview one of the most prestige High School coaches in the state of Georgia; Joe Dix. Dix is the head coach for the boys’ Varsity basketball team at East Hall. Dix and his staff were conducting try outs during our coaching interview, which is was pumped about. Coach Dix talked about the pressure on him and his team to bring home a State Title this year since it’s been a decade since his last one. Joe Dix is in his 21st season as a basketball coach and his 11th as the head coach at East Hall. As the head coach at East Hall Dix has won 2 State Titles, with 5 Final Four appearances, and 7 Region Championships.

I had the pleasure of interviewing Justin Robison, Controller and CFO for The Housing Trust in Santa Fe, New Mexico. The Housing Trust is a non-profit agency who helps people in northern New Mexico locate affordable housing. This assistance is provided to low and moderate income level families. The Housing Trust also builds energy efficient, affordable homes for low income families. Justin has been in the financial sector as an Investment Analyst and a Financial Analyst. He earned his MBA at the University of New Mexico. Justin’s leadership style has developed from experience and education, but he appears to still be in the process of really finding what style works best for him. Justin had an insightful view of what defines leadership, what helps motivate his followers, and what makes a good follower.

5. Why do interviews tend to be ineffective at determining whether a candidate will perform well on the job? How can managers improve the interview process?

The name of the interviewee is Matt Gunnell. He is a manager at the Jefferson City Apothecary. He has been instrumental to manufacturing medicine a playing a vital role in keeping the people of the Jefferson City community healthy and strong. I decided to choose Matt because he is a laid back and amazing individual who is very positive about life and encourage others to thrive and find their talent to make the world a better place. He also has a strong passion for his job and his role in ensuring the wellness of our citizens in this community. Also, I picked the Apothecary because of the vital role they to ensure our society have access to the medicine they need to stay healthy. It is one of the very few pharmaceutical businesses in town. It also offer pocket friendly prescriptions for some citizens that had to pay out of pocket.

Brandon was very concerned with the interviewee's level of professionalism, open communication abilities, and absences/tardiness as this is an on-going problem with several of his current employees. If the reports back from the job references are good and meets Brandon's expectations, Brandon then calls the interviewee back for a second interview, and if it goes well again he reports he usually hires them on the spot (Skwirsk, 2012). This leads into the next interview question regarding employee training (Appendix A4). Brandon stressed the importance of learning the ropes of the job through actively shadowing and observing either himself or other top-sales floor workers. Brandon does not utilize computer training systems for his employees as he thinks (and has found) the best way is to actively engage in the work environment and learn from others (Skwirsk, 2012). Brandon also believes in motivating his employees through open and positive communication as well as having a positive attitude (Appendix A5). Brandon also mentioned how he motivates employees to enjoy their job and get top sales by actively participating with them on the sales floor. By showing himself as a

I had an interview with Helen Quelch in her office. She has been working as a volunteer engagement manager at National Jewish Health for more than 7 years. Before that, she also had worked at the Denver Hospice as volunteer manager as well for many years. She had a lot of managerial experiences of working in a healthcare field. That is a reason I want to interview her to explore the career in healthcare management.

Item description: This is a behavioral interview question requiring the applicant to express skill in judgment and decision making, skill in managing personnel resources, communication and speaking skills and ability to reason deductively.

As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.

It is with great interest that I am applying for the management position of the Genesys works branch in Minneapolis. I believe that my educational background along with my managerial experience combined with my strong personal and interpersonal skills-which will be further elaborated in my resume- make me a strong candidate for this competitive position.

The nurse manager I selected to interview is a Baccalaureate degree nurse and has attended several in-house training sessions related to her position within the hospital. She attended Lenoir Rhyne University to obtain her BSN and has been employed with the institution for 13 years and has been in nursing for nearly 20 years. She is currently certified as a Certified Emergency Nurse (CEN) and is also a Sexual Assault Nurse Examiner. The Hospital that she is employed with is a private hospital she manages a 15 bed emergency department and 6 bed express care facility, which also holds several involuntary commitments for several hours at a time waiting on placement.

As a successful Fortune Fifty company, Lowe’s depends on great leaders to help the organization achieve its financial and organizational goals, motivate its extensive workforce, and build a culture where employees share and cultivate the purpose of the organization. While many great leaders, including Wheatley, Cashman, Peters, and others have written on the subject of leadership, the success of Lowe’s Companies has demonstrated that since 1946, it has been the home of many great leaders. By interviewing recognized leaders in key positions at Lowe’s, I hope to learn several valuable aspects of effective leadership, which I plan to incorporate in my personal leadership style.

I structured this paper by giving you the insight about all the question I asked and the responses I received, ending it off with the list of facts I learned and knowledge I gained throughout the interview.

The story is told from the point of view of a bright young man in search of a manager who could successfully lead and manage change. He wanted to work for and eventually become one, and so he spent many years traveling all over the world. He spoke with a wide variety of managers, but was rarely pleased with what he heard or saw. The “tough” managers ran profitable organizations at the expense of its workforce, and the opposite for those who he thought were “nice”. Just as he began to lose hope, the young man heard a story of a local manager whose employees enjoyed working with him and produced great results. To his surprise, the young man was able to schedule an immediate appointment.

The interviews and screening process must address management background. They must also demonstrate motivation to grow and learn on the job. Less attention show be paid to existing relationships for this new hiring strategy to work