Why Should I Hire You

Why should I hire you?

Because I am an enthusiastic person who wants to put all of his efforts for the growth of your company and I will try my level best not to let your company down. What are your strengths and weakness

My strengths are : 1. 2. . #.

I am a quick learner. Good initiator of any work. !d"ustable to circumstances. $reating a friendly environment.

Weakness I tend to over look the task at hand too often

%trengths & 1. %elf confidence. 2. 'ositive attitude. . Good team work. #. Good listener and learner. Weakness & 1. I am not satisfied until I f inished my work on time. 2. (rust people easily.

Why do you want to work at our company?

I can improve my skills and be a part of developing company. it will be a great opportunity to work in your company. company. (his will provide me a platform where I can use my skill and ability) and as I satisfy all the criteria which are required for the post. who are waiting to show their ability and work

can you work under pressure I will work under pressure because pressure tests ability and skills to do particular task) so it gives me opportunity to show my ability and skills to overcome overcome the pressure. 'ressure should not be treated in negative way. Because Because in the init ial stage of carrier the most important thing is learn the things and its possible only when the work under pressure. How creative are you

$reativity means to make some different things by unusual things this make you more fle*ible in any opposite situation. If resources are limited if you are creative you do your "ob best among all

Q: How Do You Keep Staff Members Motivated? Management job interview questions about motivating staff or delegating tasks are common in management interviews. When you answer them you should focus on communication and team building, “I do my best to show recognition and acknowledgement to all e mployees that meet goals, which keeps morale high and employees on task. lso, when applicable, I keep tasks interdependent within the team, so that staff members require and encourage fellow staff members to complete their work.!

1.Beal e ade rwor t hf ol l owi ng.   Thi spoi ntf al l si nmyl apal one.I fmyempl oy ees don ’ tper c ei v emeasawor t h yl eader ,ho wc anIe xpec tt hem t obel i e v ei nour mi s si onandhel pt oac hi ev ei t ? 2.Setanexampl e.Ort woort hr ee.Ic an’ te xpec tmyempl o y eest odoan yt hi ngt hat Iwoul dn’ tdo.Ial way sas kmy sel fi ft heex pec t at i onst hatIs etf ormyempl oy ees ar ec ompar abl et ot heex pec t at i onst hatIwoul ds etf ormy s el f .   Th i n gsd on ’ ta l wa y sh ap pe na spl a nn ed ;wh ene mp l o y e ess e et h aty o ua r e Befle x i bl e . opent ogoi ngwi t ht heflo we v er yonc ei nawhi l e,t ens i onseas eupandpr oduc t i v i t y r e ma i n sc o ns t a nt

1.Acknowl edgepr of essi onalachi evement . Ev e r y o newa nt st ob er e c og ni z e d. Th ea c k n o wl e dg eme nto faj o bwe l l d on ec o mi n gf r o mu pp erma na ge me nto rt h e o wn ero ft h ec o mp an ywi l l me anmo r et oanemp l o y e et h any out h i n k . 2.Li st en.Thi si spr obabl yt heeas i es tt hi ngy ouc andof oranempl oy ee;y et ,i tc an al s obet hemos tdi ffic ul t .Car v i ngouts omet i meeac hdayt ol i s t ent oan yt hi ng f r om c onc er nst oi deaswi l l no tonl ymak ey ourempl o y eeshappy , i twi l l al s o p r o v i dey ouwi t hmu c hn ee de di n s i gh to ny o urb us i n es sf r o mt hep eo pl ewh o hel pk eepi tr unni ng.

Q: How Do You Delegate Tasks? "ou should answer this question with specific e#amples of methods you use to d elegate tasks, “$or each staff member I create a sheet of detailed, relevant tasks and estimated deadlines. I then meet with each staff member individually to ensure they also agree to the deadlines and answer any questions they have. I also schedule regular work in progress meetings to check in on their status.!

Q: What is Your iggest Ma!ageme!t Weak!ess? $or all job interview questions, it is important to stay away from any true weaknesses or shortcomings. "et with management questions, it is acceptable to offer a minute amount of humility with your own abilities to provide a believable answer. n effective answer to these types of interview questions is, “%ometimes in the heat of a deadline, I have found that I have overlooked great work by a staff member. I am working on making sure everyone I work with gets their deserved recognition for successful completion of their tasks, because it is important that every individual staff member be recogni&ed for their contributions toward building the company's success.! %ee also( Management Interview )uestion and nswer * +ave you ever fired someone  nswering Interview )uestions -orrectly Management is both about communication and management skills. ecogni&ing common management job interview questions and answers is important and showing the interview that you are perfectly comfortable in the management position  is critical. . It is more important to practice them repeatedly, and research the company in depth to seamlessly and accurately display your knowledge. /he more you practice, the stronger your communication skills will appear throughout the interview, and the stronger these skills are the more successful your interview will be.

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Conflict Management Techniques

$onflict situations are an important aspect of the workplace. ! conflict is a situation when the interests) needs) goals or values of involved parties interfere with one another. ! conflict is a common phenomenon in the workplace. +ifferent stakeholders may have different priorities, conflicts may involve team members) departments) pro"ects) organi-ation and client) boss and subordinate) organi-ation needs vs. personal needs. ften) a conflict is a result of perception. Is conflict a bad thing/ 0ot necessarily. ften) a conflict presents opportunities for improvement. (herefore) it is important to understand and apply various conflict resolution techniques.

Forcing !lso known as competing. !n individual firmly pursues his or her own concerns despite the resistance of the other person. (his may involve pushing one viewpoint at the e*pense of another or maintaining firm resistance to another person3s actions. 4*amples of when forcing may be appropriate •

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In certain situations when all other) less forceful methods) don3t work or are ineffective When you need to stand up for your own rights) resist aggression and pressure When a quick resolution is required and using force is "ustified e.g. in a life5 threatening situation) to stop an aggression !s a last resort to resolve a long5lasting conflict

'ossible advantages of forcing& •

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6ay provide a quick resolution to a conflict Increases self5esteem and draws respect when firm resistance or actions were a response to an aggression or hostility

%ome caveats of forcing& •

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6ay negatively affect your relationship with the opponent in the long run 6ay cause the opponent to react in the same way) even if the opponent did not intend to be forceful originally $annot take advantage of the strong sides of the other side3s position (aking this approach may require a lot of energy and be e*hausting to some individuals

Win-Win (Collaborating)

!lso known as problem confronting or problem solving. $ollaboration involves an attempt to work with the other person to find a win5win solution to the problem in hand 5 the one that most satisfies the concerns of both parties. (he win5win approach sees conflict resolution as an opportunity to come to a mutually beneficial result. It includes identifying the underlying concerns of the opponents and finding an alternative which meets each party7s concerns. 4*amples of when collaborating may be appropriate& •

When consensus and commitment of other parties is important

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In a collaborative environment

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When it is required to address the interests of multiple stakeholders

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When a high level of trust is present

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When a long5term relationship is important

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When you need to work through hard feelings) animosity) etc

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When you don7t want to have full responsibility

'ossible advantages of collaborating& •

8eads to solving the actual problem

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8eads to a win5win outcome

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9einforces mutual trust and respect

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Builds a foundation for effective collaboration in the future

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%hared responsibility of the outcome

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:ou earn the reputation of a good negotiator

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;or parties involved) the outcome of the conflict resolution is less stressful however) the process of finding and establishing a win5win solution may be very involed < see the caveats below

%ome caveats of collaborating& •

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9equires a commitment from all parties to look for a mutually acceptable solution 6ay require more effort and more time than some other methods. ! win5win solution may not be evident

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;or the same reason) collaborating may not be practical when timing is crucial and a quick solution or fast response is required nce one or more parties lose their trust in an opponent) the relationship falls back to other methods of conflict resolution. (herefore) all involved parties must continue collaborative efforts to maintain a collaborative relationship

Compromising Compromising looks for an e*pedient and mutually acceptable solution which partially satisfies both parties. 4*amples of when compromise may be appropriate& •

When the goals are moderately important and not worth the use of more assertive or more involving approaches) such as forcing or collaborating

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(o reach temporary settlement on comple* issues

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(o reach e*pedient solutions on important issues

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!s a first step when the involved parties do not know each other well or haven3t yet developed a high level of mutual trust When collaboration or forcing do not work

'ossible advantages of compromise& •

;aster issue resolution. $ompromising may be more practical when time is a factor

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$an provide a temporary solution while still looking for a win5win solution

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8owers the levels of tension and stress resulting from the conflict

%ome caveats of using compromise& •

6ay result in a situation when both parties are not satisfied with the outcome a lose5lose situation

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+oes not contribute to building trust in t he long run

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6ay require close monitoring and control to ensure the agreements are met

Withdrawing !lso known as avoiding. (his is when a person does not pursue her=his own concerns or those of the opponent. >e=she does not address the conflict) sidesteps) postpones or simply

withdraws. 4*amples of when withdrawing may be appropriate& •

When the issue is trivial and not worth the effort

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When more important issues are pressing) and you don7t have time to deal with it

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In situations where postponing the response is beneficial to you) for e*ample 5 o

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When it is not the right time or place to confront the issue When you need time to think and collect information before you act e.g. if you are unprepared or taken by surprise When you see no chance of getting your concerns met or you would have to put forth unreasonable efforts When you would have to deal with ostility When you are unable to handle the conflict e.g. if you are too emotionally involved or others can handle it better

'ossible advantages of withdrawing& •

When the opponent is forcing = attempts aggression) you may choose to withdraw and postpone your response until you are in a more favourable circumstance for you to push back

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Withdrawing is a low stress approach when the conflict is short

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Gives the ability=time to focus on more important or more urgent issues instead

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Gives you time to better prepare and collect information before you act

%ome caveats of withdrawing& •

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6ay lead to weakening or losing your position, not acting may be interpreted as an agreement. ?sing withdrawing strategies without negatively affecting your own position requires certain skill and e*perience When multiple parties are involved) withdrawing may negatively affect your relationship with a party that e*pects your action

Smoothing !lso known as accommodating. %moothing is accommodating the concerns of other people

first of all) rather than one7s own concerns. 4*amples of when smoothing may be appropriate& •

When it is important to provide a temporary relief from the conflict or buy time until you are in a better position to respond=push back

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When the issue is not as important to you as it is to the other person

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When you accept that you are wrong

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When you have no choice or when continued competition would be detrimental

'ossible advantages of smoothing& •

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In some cases smoothing will help to protect more important interests while giving up on some less important ones Gives an opportunity to reassess the situation from a different angle

%ome caveats of smoothing& •

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(here is a risk to be abused) i.e. the opponent may constantly try to take advantage of your tendency toward smoothing=accommodating. (herefore it is important to keep the right balance and this requires some skill. 6ay negatively affect your confidence in your ability to respond to an aggressive opponent

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It makes it more difficult to transition to a win5win solution in the future

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%ome of your supporters may not like your smoothing response and be turned off