Introduction
When we were given the task of interviewing a manager; many questions and thoughts came to mind. But the main thing we were worried about was “Whom would we interview?”We were lucky enough to have a close connection within the group to Mr John Doe; the National Retail Field Operations Manager of Nova Energy. We set out to interview him with the aim of gaining some insight on what being a manager truly involves on a business and personal level and how we could become strong managers in the future.
Background
We chose to interview Mr. John Doe, the National Retail Field Operations Manager of Nova Energy, for multiple reasons, one being that he works from home which gave us an interesting angle for our report, because at his level of management it is somewhat unusual for him to not work in a main office. It also made it easier to set up an interview with him as he lives close to the University and does not have the office brought time restraints. Another reason we chose Doe is we thought it would be good to interview a manager from a New Zealand founded company, as it gives us a relatable perspective and an idea of what it is like to work within New Zealand as a manager. We organised our interview with Doe via his daughter who is a member of our group, he accepted and we booked an interview on Monday the 24th of March. Once the date was set, our group met prior and prepared some base, open ended, questions so that the interview would be structured, but also allow Doe to expand freely. This organisation proved useful and we came across as a cohesive and well organised group, which allowed us to gain vital information about the day in the life of a manager.
Nova energy is a 100% New Zealand owned and operated Ener...
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...ealisation of the importance of having a base in the field you manage, because then not only will you understand better what is going on but also be able to understand employees better because you'll know what they are dealing with. Although Doe has done all this without a degree, he made it clear to us the importance of having one, but he is proof of how essential experience is in being a strong manager. But once you are a strong manager we now understand that you need to be realistic about your abilities to manage, so not to over promote. This interview overall was an enlightening experience and we succeeded in seeing what a day in the life of a manager is like, it requires organisation, leadership, time management and communication. These are skills Doe holds as a manager and from him we can see how difficult but possible it is to be an efficient manager.
...it gave me the opportunity to see what was out there in terms of HR staffing. I think that when people think of HR they think of a cubical at an office remotely placed somewhere. This is not the case. HR has many settings whether it is the corner store or the corporate office. Through this exercise I saw firsthand what HR was all about. It is about setting the example and staying motivated for the staff. I also discovered that money is not everything. In any job the money can’t be everything, you have to find rewards through other avenues; avenues such watching employees move up or customers leaving with a smile. HR gives you great flexibility and has many different settings to work in. I choose to interview a store manager because I am hoping to get to that position in the near future. This was a great experience for me and I learned a lot through this activity.
The statement was a great way to start the interview on good terms and the beginning of establishing rapport between the officer and the interviewee. It is also important in making sure that the interviewee is at the optimal state of comfort, the officer further explores this notion by providing the interviewee with the option to take a break and rest, or anything else that would satisfy interviewee. The following statements from the officer are standard in the beginning of an interview. The officer explained the reason for the interview, informed the interviewee that notes would be taken, although the officer could have improved on this by requesting permission to take notes. The officer strenuously does his due diligence by telling the interviewee not to worry about the quality of her information and not to make up information that the police would want to hear. The interview itself was conducted well, the officer practiced active listening skills by not interrupting the interviewee, maintaining eye contact, nodding, and using encouraging phrases. The officer clarifies his information at the same time as proving to the interviewee that he was listening by paraphrasing the statement back to
first stating what the concept and model of the ‘Managerial Escalator’ is by referring back to Rees & Porter’s aim and concept of the model, also stating their view on the ‘Managerial Escalator’, the second part of the report would aim to justify and analyze whether or not the two managers results match with the managerial responsibilities and launch the amount to which their progression into management, and daily management routines, fit into the Managerial Escalator. Theories The Managerial Escalator... ... middle of paper ... ... Skills & Skills & Skills (2014). Benefits of training your staff | Skills for All.
If Beverly knew about this management styles before heading into the job at Gridlock Meadows she might have been more prepared for what was about to come. This paper might have come off a little bias but remember that each management style has its positive aspects as well as negative ones. The key is recognizing the management style and how to work with each one you may encounter.
In one example, Lewis was assigned as director of operations for New England. The role gives Lewis responsibility for 50 stores that need attention and possible intervention. Doughty (2000) comments, ...
Ricardo Mendez is a business owner/manager of Family Care Specialist, a health care clinic. Although he only has only been with Family Care Specialist for seven years, he has held a managerial role for approximately thirty years. He operates five clinics across the Rio Grande Valley and roughly 40 employees report to him.
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
Polycom was founded in December of 1990 and went public in 1996. Its global workforce is comprised of approximately 3200 employees. Revenues for 2010 were posted at $1.2 billion. Polycom prides itself in being
The employment interview has been the key element used for determining a candidates’ worthiness in filling an open position. Organizations rely on employment interviews as a way to predict the future job performance and work-related personality traits of interviewees. Over the years validity of the employment interview has been under scrutiny, so it is no wonder that is has been the topic of many research papers. The definition of the employment interview is “a personally interactive process of one or more people asking questions orally to another person and evaluating the answers for the purpose of determining the qualifications of that person in order to make employment decisions” (Levashina, Hartwell, Morgeson, and Campion 2013, p. 243).
In this assignment, both control in the workplace and work satisfaction dimensions will be analysed at length. Relating them both to the case study of the Sports Direct Company and other relevant organisational theories; such as scientific management. Sports Direct was founded in 1982 by Michael Ashley in Maidenhead. In 18 years, ‘Mike’ Ashley expanded internationally opening stores in Belgium, and just seven years later listed his company on the London stock exchange. It was that listing that really kick-started Sports Directs’ exponential growth. 2 years later in 2009, Sports Direct established market leadership after their sales exceeded £1.0bn (Sports Direct, no date given). This information presents Mike Ashley as an entrepreneurial genius,
Bell, Jim, Emily Eidemiller, Erin Holm, Brian Morlock and Phil Trem. “Strengths and Weaknesses of Working as a Manager at Target.” Cluster Consulting & Placement [Website]. 11 Mar 2001. Accessed: 19 March 2003. http://oak.cats.ohiou.edu/~bm318699/esp/targetmemo.htm
I have taken an interview of the Human Resources Manager Mr. John Smith of a respected University. I asked him to come for a coffee at Starbucks coffee shop. He did not refuse me and came at time. First, I shared my course content and whatever I knew about course and career. I started with explaining many things regarding human resource management, as he is the most competent Human Resources Manager in my eyes. I started by describing about what our College is teaching about Human Resource Management.
Chapter 3: Cultivate managers who share your vision was the most important chapter to me. It talks about putting the right managers in the right positions. Welch says, “What we are looking for…are leaders… who can energize, excite, and control rather than enervate, depress, and control” (p. 35). Managers in a company should bursting with energy and are able to develop and implement a vision and not just talk about those visions. They must also know how to spread enthusiasm throughout the entire company. One of the keys to being a great business leader is getting employees excited about their work. One of the ways to get employees excited about their work is to allow employees more freedom and responsibility then they have now. In order to make this happen, middle managers have to be team members and coaches. They need to facilitate more than control. Managers should be energizers and not enervators. Welch suggests that the only way to last at GE is to get on board, to become a team player, and to adapt oneself to the company’s values and culture when describing the different types of managers that will or will not succeed. The first type of manager delivers on commitments and shares the company’s values. The second type does not meet commitments and does not share the company’s values. The third type misses commitments but does share the company’s values. Welch himself cares more that a manager sticks to the company’s values than meets the numbers. The fourth type delivers on the commitments but does not subscribe to the company’s values. Welch broke these managers into three categories, type A, type B, and type C managers. Type A managers were defined as team players that subscribe to the company’s values. People trust them; they make impacts on decisions, and are leaders who seek to develop high value in other...
Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.
I feel that the interview has given me a deeper understanding of the importance of communication in my future career, specifically rapport building. I’ve also gained an understanding of how to build an effective rapport with patients. Remembering things such as verbal encouragers and being sure to remain as close to eye-level as possible with my patients are really going to make all the difference in my future career.