Top 25 Interview Question of Management
Top 25 Interview Question of Management
Q1) What Are Schedules Of Reinforcement; Which Are More Effective And Why?
Fixed ratio schedule
• Variable ratio schedule
• Fixed interval schedule
• Variable interval schedule
• The most effective one is the variable-ratio schedule as it is the most effective in terms of effort-reward ratio. Since a variable ratio makes it difficult to know when a reward will be given, standards are often maintained.
Q2) How do you handle the pressure?
I stay calm under pressure and handle it well. My complete focus is on the job done.
Q3) What is the most challenging thing about being a manager?
The most challenging thing about being a manager is also the most rewarding. It is easy to handle your performance, however, as a manager, you are responsible for your teams. So you must continually measure their performance, set clear expectations, goals, motivate them, and keep them focused. It is a great feeling to be able to accomplish this.
Q4) List Some Everyday Examples Of Each Of The Reinforcement Schedules?
Fixed ratio schedule: examples include production of garments and shoes, assembly of electronic, plastic and metal components, many kinds of packing work, data processing and sewing and assembling toys.
• Variable ratio schedule: selling double glazing, door to door fundraising, street
• Fixed interval schedule: Hourly, monthly or weekly paid jobs.
• Variable interval schedule: Waiting for a train, bus or someone to arrive.
Q5) Why Is Learning Theory Important To Modern Economies?
It is increasingly important for people within organizations and organizations themselves functioning in our current climate to function as learning organizations.
• The need for organizations to understand and adapt to their chosen markets is a significant one.
• Learning theory helps us firstly to understand the ways in which people learn and adapt within organizations, and so in turn learning theories can explain how people initially acquire competence.
• This might also in turn help explain what differentiates excellent from merely competent individuals, and ultimately organizations, which are of course a collection of individuals.
Q6) In Reality, Workplace Learning Is A Mixture Of Both Cognitive And Behavioural Learning—discuss.
There is evidence that mental activity may occur when individuals learn.
What seems to happen is that people actively develop models of the systems they are interacting with. In other words, individuals do not respond directly to the environment, as stimulus–response theories assume, but to the models they construct of it. So in effect, over time individuals develop and aggregate sense of their environment through experience and training.
Q7) How do you manage your workload?
I prioritize my task by what is most important and urgent to least important and urgent. If there are some tasks that I can assign to others, I will also delegate.
Q8) How Can The Transfer Of Training Be Encouraged?
Courses need to be perceived as relevant and useful.
• A course needs to be based on a mixture of both cognitive and stimulus–response learning. Both forms of learning are involved in acquiring complex behaviours.
• Attention needs to be paid to the extent to which individuals have an expectation of valued outcomes from the training. The perception of a link between participation and valued outcomes increases ‘training motivation’ in individuals.
Q9) Is There A ‘stress Prone’ Personality?
Another attractive facet of the appraisal concept is it broadens the notion of stress to include psychological factors, particularly personality variables. There is the notion of the hardy personality (e.g. Kobosa, 1979). There is a ‘Hardiness Institute’ and measures for the construct are vigorously marketed to psychologists and therapists.
Hardiness incorporates the appraisal concept of stress by suggesting the specific cognitive mechanisms attenuating responses to stressors. ‘High hardy’ individuals see life as meaningful, controllable, and challenging. Seeing life as meaningful enables high hardy individuals to retain a basic sense of purpose. They believe in themselves and what they are doing. Their sense of control means they feel they make things happen rather than things happen to them. Their interest in challenge means, for example, seeing change as opportunity rather than threat.
Q10) What kind of work environment do you prefer?
I am flexible to my work environment. I can adapt according to almost any situation.
Q11) Do you take your work home with you?
I know the importance of getting work done in a timely manner. So when I need to, I will take work home with me if needed.
Q12) Is Stress Largely A White Collar/managerial Problem?
Even in non-supervisory job grades, role conflict can exist. In a well conducted study of the impact of organizational climate and other occupational stressors on ‘withdrawal behaviours’ (absenteeism, leaving intentions and injuries) in 252 nurses Hemingway and Smith (1999) found role conflict was the best single predictor of turnover intentions, higher even than having to deal with death and dying of patients.
Q13) What do you think your employees would say about your management style?
They would say that I’m straight-forward and my actions are aligned with the goals of the company. They would say that I am an open communicator and give them the tools they need to succeed.
Q14) How Can Roles Become Stressful?
One significant workplace stressor which, because of its transient nature, has until fairly recently been overlooked, is the impact of daily recurring demands, or in more everyday English - ‘workplace hassles’. In a study with parachute trainers, Zohar (1997) found the severity of hassles, defined and measured, over five consecutive days, was the best predictor (compared with other possibilities such as sleep loss) of end of the day mood, fatigue and the perception of workload.
These factors included, for example, equipment being missing or malfunctioning, and having to deal with unscheduled changes. Another source of stressor in the workplace, and as potent as the more obvious sources of stress such as work pace and intensity stems from the quality of the relationships we experience with colleagues, supervisors and individuals outside of the organization we have to interact with. In line with this view, two strands of research exist that explore the relationship between the quality of relationships and stress outcomes - social support and social stressors.
Q15) Could Stress Largely Be Designed Out Of Most Jobs?
Stress could be designed out of jobs by taking into consideration the many factors that make jobs stressful. These factors include the idea of workplace hassles, social support, social stressors and individual differences.
Q16 To What Extent Is The ‘big Five’ Account Of Personality An Unhelpful Oversimplification?
It does not take into account context, and assumes that behaviour is consistent across all situations.
Q17) Do you have an example of when you motivated your staff using a reward?
I communicated the reward and the goal to the staff and ensured they understood how to win the reward. Then on a daily basis, each employee had to keep track of their progress with the rest of the team. That kept each member personally accountable for the reward. This gave an additional motivational piece for them to complete the goal.
Q18) What are qualities of a successful manager?
A successful manager must also be a leader because that is how you can motivate and influence your employees to perform at their peak ability. A manager must also have the vision to take the team and company.
Q19) What are some of your weaknesses?
I have started multiple projects at one time. I know that it is more productive to complete one task at a time. So anytime I catch myself doing this, I take a step back and prioritize my work.
Q20) What type of pace do you work?
I keep a steady pace. This way I am being efficient with my time and going at a pace that I do not make mistakes.
Q21) What do you think will be the most challenging part of this position?
It will be to build the relationship with my employees because that will take time. However, I also feel it is one of the most rewarding part of this position. I enjoy relationship-building and helping others to achieve their success.
Q22) How do you motivate your employees in tough times?
I believe that as a leader, I have to be the one who is constantly driving an atmosphere of positivity and focus. I make sure that I am acting and saying positive things about my employees. I remind them daily of the goals and celebrate as we accomplish them.
Q23) How do you keep updated on your management skills?
I continually read a book about the subject matter. I listen to feedback that I receive from my leaders and implement them. When opportunities arise that will provide a challenge to my current skills, I will take on the task.
Q24) An Individual’s Ability Can Be Captured Best By Assessing His Or Her Level Of G—discuss?
G measures how well we do on spatial, verbal, numerical, memory and other types of test. It measure a type of intelligence however whether or not it captures ‘best’ our ability in all situations is questionable.
Q25) What Is Adverse Impact? To What Extent Can It Be Reduced In Assessment Procedures?
Adverse impact is the extent to which an assessment methodology produces different mean score or success rates for different groups (social, ethnic, gender, religious).
This is often expressed by the proportion of a standard deviation that the minority group’s mean score is different to the mean score of the majority group. Psychometric tests are usually seen as the major source of adverse impact in an assessment process. However, adverse impact has also been demonstrated in other assessment techniques such as the interview and Assessment Centres. Adverse impact can be reduced by making assessment processes more open, participative, transparently fair, and relevant.