Management Application: Job Offers and Interview Analysis

I am now going to look at five types of interview and approaches that can be taken for different reasons;

Basically, Bob did well in establishing advisory board, including CEO, COO, and financial expertise and Marketing expertise, who have the family-owned background or service industry background. Also, there was one female member who would be able to help the company better understand the female customers or help the female family member to involve in the family business. With the development of company, Bob added new members to the board according to the business needs. This is another good point.

The exercise was designed so that everyone is assigned to an executive position in PB Technologies. Then, everyone has to choose his or her candidate individually before we attend the executives meeting to come up with a single candidate. My position in the organization was the VP of Marketing. Once I received the exercise’s handout, I read it carefully, compared the three candidates’ resumes and then decided to nominate Suzanne T. Valdes for the Senior VP of Finance and CFO position. I based my decision on the fact that she has the most related work experience and personality to the position, EMBA and she is an insider, which I believe is a very important quality for that position.

I chose to interview Regina Geis, who holds the administrative role as acting supervisor for the County Mental Health adult day program, which provides services for individuals with intellectual disabilities. Ms. Geis has held this position for 15 months. This is her first managerial position within a human service agency. Her style of management has changed over this short period of time. She feels that she is now more direct with her direction with staff. She stated, “Maybe now I come across as a little bit cold. But I have learned that I now have to use the least amount of words to get my point across.”

Bob’s rationale behind establishing an advisory board, and his approach for selecting its members, has thus far been successful and valuable for him and the company. He correctly recognized the importance of “the big picture,” as he chose people whose backgrounds covered a wide range of industries and skills and who could therefore fill in any gaps. Furthermore, Bob’s choices were all successful business professionals, so he could therefore be relatively sure that they would be effective in handling any future challenges and recognizing future opportunities. Bob was also cognizant that the business and the family needed unbiased consultants in order to offer advice regarding family employment, and establishing the advisory board presented an outlet in which family members could privately discuss any issues on their mind. Lastly, he established an objective for the board, in that the board would only focus on the “big picture,” which meant that they didn’t get caught in the daily details or argue over the day-to-day routine.

Question: As a marketing manager you have recently turned down Nancy Conrad for a position as sales supervisor. Nancy believes the denial was due to her gender and she has filed sex discrimination charges with the EEOC. Explain the steps the EEOC will use to process the charge; include Nancy's options during the process.

I chose to interview Chris Bouwens. He is the owner of Professional Safety Solutions, Inc. and ProDry, LLC. Both of these companies he founded by himself. I had the opportunity to watch him take these ideas to fruition. He runs both of these companies out of the same Grand Rapids office. Each company has its own employees, logos, and phone numbers. Professional Safety Solutions is centered on hospital and construction site safety, inspections and testing. ProDry is a water and mold remediation company.

Shove (2015) used the purposeful sampling method which aimed at particular group for interview (Cloke et al., 2009). Shove (2015) is clear and focused on who to interview for ‘Cool Biz’ as she interviews those who had experience with ‘Cool Biz’ and those who could provide an overview on ‘Cool Biz’ - the office workers and the IGES officers. According to Longhurst (2003) that selection of interviewees is important. Cloke et al. (2009) mentioned that it is important for the interviewer to get the interviewees who have knowledge, experience and positioning, and most importantly are able to express the knowledge to the interviewer. Even Cameron (2000) mentioned that the interviewees are often chosen based on their experience on that particular

The case speaks about a project wherein McCaskey was able to get project critical information just 3-4 days before the final presentation and hence I feel the best alternative for McCaskey would be to best utilize the week available at hand in gaining additional information. In doing so, she can first of all begin with interviewing Devon but not to gain proprietary information about the target company but utilize him as a professional consultant who could assist them in researching upon the latest manufacturing technologies used in computer chips manufacturing and the associated operating costs. Devon had recently helped a European company in setting up a manufacturing plant and seemed extremely intelligent and knowledgeable about the semiconductor industry. The discussion can be focused to revolve around the key trends and technologies affecting the semiconductor industry. Interviewing Devon with direct questions to seek proprietary information about the target company would compromise McCaskey’s business values and also possibly tarnish her name in the consulting industry. Devon had been extremely supportive and informative in the first meeting but as a good business professional without giving away any proprietary information about any company and hence could have taken legal action against IAD once he realized the intentions of McCaskey. Also, there was no guarantee that

Eliminating negative perceptions throughout the interviewing process is essential in preventing discrimination and conceivably selecting or not selecting prospective candidates. The case involving Worldwide Panel LLC firm involved several negative perceptions that could have prevented the hiring of a prospective candidates (). However, there was one positive perception the board members exhibited in the case regarding aspiring executive of the nonprofit group (_).

Because this gives you very little information. Your purpose is to learn about the applicant, and you can do so only by getting the person to talk. However, you should avoid permitting the applicant to wander off the subject for minutes at a time.

Also, the interviewer did not ask any questions to determine the interviewee’s behavior, her critical thinking, or how well, if at all, she worked in a team. Overall both, the interviewee and interviewer, would do well to brush-up on their interviewing skills.

150 Interview Formats Used – Deloitte Consulting....................................................................... 151 Interview Formats Used – DiamondCluster............................................................................ 152 Interview Formats Used – Marakon Associates...................................................................... 153 Interview Formats Used – McKinsey & Company................................................................. 154 Interview Formats Used – Mercer Management Consulting .................................................. 155 Interview Formats Used – Monitor......................................................................................... 156 Interview Formats Used – ZS Associates ............................................................................... 157 VI. Conclusion ........................................................................................................................... 158 Appendix A: Background and Acknowledgements.................................................................... 161 Appendix B: Additional Resources ............................................................................................ 163 Appendix C: Concepts in Microeconomics ............................................................................... 164 Appendix D: Profitability

Interviews have been realized to relevant professionals involved in this business and tend to widely assess important factors for our analysis. The interviews have been limited in time, in order

structure of the business groups have to be streamlines and downsizing of people should be done