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What is manager? What type of manager are you? How good are your management skills? How good are your project management skills? What are the types of managers? What types of managers are required in the state? What types of managers are not required in the state? What is manager? A manager often has a staff of people who report to him or her. Managers have control over resources, schedules, and _________, among other things. Not all successful managers are alike. They differ in the ways they go about their work or the type of environment they prefer. A good manager can organize the maelstrom of papers, e-mails, telephone calls, meetings, and directives that flood one's desk on any given day by keeping priorities straight. By setting clear goals for projects, people, the organization, and oneself, you can tell when you've achieved success. Types of Managers
The Authoritarian Manager The Democratic Manager The Paternalistic manager The Laissez Faire Manager Types of Managers Based Upon Idiosyncratic Behavior Dump-and-Leave Manager Absentee Manager The Credit Snatcher The Show Off Manager The Please-All Manager The One-Stop Problem Solver The Pontificator/Situational Innovator The Passive Manager The Proactive Manager •(Procuring) Manager who is responsible for procuring raw materials in a manufacturing/________. •Production Manager who is responsible for managing the manufacturing process. •IT Manager who is responsible for supervising all computing and IT communication related issues. •Marketing Manager who is responsible for supervising the promotion and advertising of the company's products/services. •______ Manager who looks after the sales department and sets targets for sales personnel and appraises their performance on the basis of the extent of target achievement. •Finance Manager who is responsible for the financial management of the organization. •Human Resources Manager who is responsible for the HR department and oversees all human resource management functions like recruitment, payroll, attendance, employee exit, etc. besides displaying all basic management skills. •Product Development Manager who is authorized with the management of the technical division of new product design and product innovation. Other than these, a standard company may have a general manager and an operational manager, depending upon the type and scale of its operations. Software development and testing companies also have two types of project managers - functional project managers who are deeply involved with every technical aspect of the project and activity or resource managers who manage the operational and people part of the project, leaving the technical aspects to his subordinate IT professionals. In most companies these days, we can see another school of managers called case managers. These case managers are chiefly vested with the responsibility of attending to employees' medical well-being There are, broadly, two types of case managers - medical case managers who are responsible for getting medical aid for emergency medical contingencies of he employees and liaison case managers who act as the mediator between the medical professionals and the employer organization. Types of Managers Based Upon Management Styles There can be the following sorts of managers based upon the four most prominent types of management styles. Each subheading underlines different aspects of management styles and techniques. •The Authoritarian Manager is one who is the sole decision maker for his management unit and prefers his subordinates to perform their tasks exactly as outlined by him. In a way, this type of manager makes work easier for the employee as the latter knows exactly what is expected of him/her and the way in which the task is to be performed. The thinking part is left to the boss while the doing part lies with the subordinate. This type of manager displays management skills of strong leadership and direction but may lack the knack for delegation. •The Democratic Manager is that person who believes in majority consensus and takes any decision only after consulting his/her subordinates. This type of manager displays participative management style by allowing his subordinates' participation in the decision-making process, giving them a sense of belonging and deeper involvement in the organizational fabric. •The Paternalistic manager is the one who acts like a parent figure to his subordinates and makes sure to regularly bond with his subordinates to listen to their professional issues and lend a helping hand to ease their operational difficulties. A paternalistic manager encourages his subordinates to work as a family and be supportive of the collective effort for the bigger organizational well-being. •The Laissez Faire Manager communicates the tasks to be performed by his subordinates and sets targets and deadlines for the completion of such tasks. Thereafter he leaves the method to the subordinates. As long as the employees complete the task in line with the organizational standards and within the specific deadline, it doesn't matter what methods are employed by them to do so. Types of Managers Based Upon Idiosyncratic Behavior I don't think I need to elaborate on the following varieties of managers. One look at the type captions and you'll get what kind of manager I'm hinting at and how well they fare on a management skills list! •Dump-and-Leave Manager - They show up only when a situation arises, make hasty decisions and suggest whirlwind solutions, ruffle everyone's feathers and then disappear as quickly as they show up! •Absentee Manager - They are the exact opposite of micromanaging bosses who constantly breathe down your neck; all the freedom's good but sometimes, stability, which results from supervision, goes for a toss! •The Credit Snatcher - You do all the hard work, sweat over your assignment like a pig but Boss-man swoops in just in time to take all the credit! •The Show Off Manager - It's good if the boss likes to show off his team to other departments as examples of good hiring decisions. What if he insists on showing off his bossiness to others by throwing his weight upon the team?? •The Please-All Manager - Upside: diplomatic; Downside: lacks a backbone! •Pitch-Fork Manager - The Devil incarnate, constantly on your case! •The One-Stop Problem Solver - He's the person to go to for issues ranging from compensation grievances to technical glitches as he is sure to offer you a practical solution. Perhaps he IS that good at everything or, maybe, he is on excellent terms with all relevant verticals so that he can put a word in for you if the need arises! •The Pontificator/Situational Innovator - The lopsided genius! •The Passive Manager - He runs the show from backstage! •The Proactive Manager - He needs to be involved in and updated about each and every task assigned to the team. In fact, this boss likes nothing more than rolling up his sleeves and working things out in the field with his team in tow! After going through the above types of managers, I'm sure you must have been able to identify which category our own boss belongs to. On the other hand, if YOU are the boss, you may have identified by now where you stand vis-à-vis your management style and personality. If you have just been promoted to a managerial position, you may do well to do some research on leadership skills for managers and management skills for new managers. One cannot say for sure which type of manager is THE IDEAL - different operations and different people require different management styles for optimization of organizational goals. All different kinds of managers have their own brownie points, provided the right type supervises the right people and right operations. Top 50 Management Interview Questions 1. How do you handle pressure? I stay calm under pressure and handle it well. I just focus to the job done. 2. How do you motivate yourself? I am very self-motivated. I enjoy my work so I am always looking for new ideas to bring to the table. With my passion being the work that I do, I am always giving my full potential to all my tasks. 3. Why are you leaving your current position? There isn’t much growth opportunity at my current workplace and I’m ready for a new challenge. 4. 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 own personal 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. 5. 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. 6. What kind of work environment do you prefer? I am flexible to my work environment. I can adapt to almost any situation. 7. 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. 8. Why did you apply for this position? I wanted to join a company like ABC that values their employees and helps them achieve their potential. This position is a great fit for my current skills so I will be able to contribute to the company immediately. There is also an opportunity to continue to develop my abilities to the next level and help in company’s continued success. 9. 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. 10. 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 a vision of where to take the team and company. 11. 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 around my employees. I remind them daily of the goals and celebrate as we accomplish them. 12. How do you delegate an important assignment to others while ensuring that it will be completed successfully? I try to match up the strengths of my employees with the task or if it is something they are learning. If it is the latter, I will provide support and check in to ensure that it’s completed correctly. With an employee that is strong in the task, I will check in periodically. Either way, I set up milestones for the employee to let me know how they are progressing. 13. Do you have an example of when you motivated your staff using a reward? I clearly 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. 14. 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. 15. What type of pace do you work at? 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. 16. 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 achieve success. 17. Why should we hire you? (Refer to the job description for this question) You need a manager who is confident, goal-driven, and can motivate your team. I have those qualities and will be able to take the team to the next level that your organization needs. 18. How do you keep updated on your management skills? I continually read 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. 19.What do you think are important aspects of a team? To have a diverse group of people who have a basis of trust and respect for each other. The communication level must be high and the ability to work together as a team. 20.Do you have experience with setting budgets? Yes, I have set budgets in the past. I look at what the typical cost for a certain activity would be based on history or other manager’s experience. I set the budget based on these metrics. 21.What was the least rewarding part of your previous position? Some of the paperwork that I would handle for another department on an occasional basis. 22. What will you contribute to this company? I will contribute my experience and knowledge . I have vision. I am experienced in the areas that this company will need to grow and I have a plan that will facilitate that growth. 23. What is your greatest strength? (Tie this to the attributes of the position) My greatest strength would be my ability to drive my team to excellence. I give them all the tools they need to be successful, communicate on an open level, and constantly evaluate performance. 24. How would you go about delivering bad news or a decision that will not be popular? I would state the news, the reasons behind the news/decision, and I would focus on the positives. I would also take time to ask for any questions or feedback and answer accordingly. 25. How do you establish rapport with a new employee? I will have an initial one on one meeting with the new employee to let them know what my expectations are and also learn about how they like to be managed. That way I will understand how to be effective when I communicate with them. 26. How do you communicate an expectation to an employee? I make sure that there are no distractions when I am speaking to the employee. We will meet on a one-on one basis and I will clearly state what the expectation is. I will ask if they have any questions and ask them to re-state it so we are on the same page. 27. How do you go about coaching an employee who is not performing where they need to be? I will go over what the expectation of their performance is and show them where they are currently at. I will ask them what they think they can do to help improve their performance. Depending on what their response is, I will offer additional suggestions and reinforce my confidence that their performance will improve if they take those actions. At the end of the conversation, I would set the expectation that their performance must improve. 28. How do you manage the performance of your employees? Me and the employee, together , will create achievable goals based on the company goals and their own personal goals. On a regular basis I will give feedback to my employees on how they are performing. 29.A high-performing employee has recently been under-performing. How would you deal with the situation? I would show them their performance history so they can see the drop in their performance. I would then ask them why it has changed. I would reaffirm my commitment to help the employee get back on track and offer actionable steps. I would ask for the employee’s input as well and draw an action plan for improvement based on this. 30.When you enter a new workplace with new employees, how would you go about gaining rapport with them? I would meet them all on a one on one basis as soon as possible. I would use that time to get to know each employee individually. I would ask them what their strengths and what they want out of manager. That way I can adjust my style to each employee accordingly. 31. How do you handle conflict with two employees. I would diffuse the situation by speaking to each employee individually about the situation. After understanding each side, I would come up with some mutual solutions for the conflict. I would then bring the employees together and mediate a resolution. 32. How do you handle failure? I take failure as a learning experience. I go back and understand why I failed. That way I can ensure that I don’t make the same mistakes again. 33. How do you solve problems? I find out as much as possible about the problem. Then I look at all possible solutions. If there are others who may have some valuable input, I will also find out what their thoughts are. Based on this information, I will choose the course of action that will be the most effective. 34. Describe how you would manage your work week. I would use Monday to come in early and prioritize my work for the week. I will set up deadlines and goals for each day of the week. I would make sure that I leave time each day for tasks that may come up. That way, I have a plan of attack for each day of the week and also time to handle unexpected activities. 35. How would you explain your management style? I am a relationship builder. I get to know my employees and gain their trust and confidence. I am very direct and to the point in my communication style so there is no ambiguity in my messages. 36. How would you go about disciplining an employee who is continually under-performing? I would have given them the opportunity to improve their performance first and set those expectations. In this conversation, I would also ensure they understand what will happen if they do not improve their performance. However if they are still under-performing, I would refer to the guidelines of the organization first to take the necessary action steps. Then I would meet with the employee and show them how they have not been performing. I would tie that to the action steps that are necessary from this point. We would then set expectations and a plan to improve performance. If the performance issues continue, then we will continue the disciplinary steps. 37. How do you handle different personalities of your employees? I get to know each person on an individual level so I can adjust my style to suit each person effectively. Its a positive thing to have people with different personalities because you can get a lot of different viewpoints that are valuable for ideas and decision-making. 38. How do you adapt to change? When a change occurs, I ensure that I have all the information about it first. I understand all the implications and the possible reactions to the change. As a manager you must be the first to adapt to the change so I adjust accordingly. Then after communicating the change to my employees, I help them adjust and show my buy-in to the change. 39. What do you find most rewarding about your previous position? I found it very rewarding to help my employees achieve success and move on to different roles. There is nothing more satisfying than watching someone grow and achieve their potential. 40. Have you ever challenged the status quo? Yes, I looked at processes that have not been successful, to find ways to improve that process. Once I have my plan, I have taken it to my leader. I keep to the facts and show how the current way of doing it is not effective and how a new approach would be beneficial. 41. How would you handle a decision that you made that did not have the affect that you were expecting to achieve? I would trace the root-cause and try to minimize the damage. I would then take this as a learning opportunity and try a different solution for the current problem.. If it was not possible to do this, I would ensure that I do not take the same decision in a future situation. 42. How do you evaluate what success is? At work I evaluate success by meeting the goals that have been set forth by my leaders and team. 43. What are your goals for the future if you are hired in this _______? To continue learn and take on additional responsibilities. I see myself contributing as much value as I can. 44. How will you achieve these goals? This company has training for their employees that I would be interested in attending. I also plan to continue my professional development by attending seminars, continuing my education, and other activities. 45. How would you go about disagreeing with your supervisor about a decision that you know is not the right one? I always build a strong working relationship with my supervisor so in situations like these where I have a different opinion, I can openly speak to them. I would stick to the facts. I would show my supervisor the implications of that decision. Then I would help come up with alternatives 46. How do you show confidence in your employee’s ability when you assign them a task? When I delegate the task, I talk about, how I thought that they were the best person to handle this task. I give them all the resources they need to achieve success. I follow-up and set deadlines as well. During these follow-ups and deadlines, I make sure to show my confidence in the person on their progress. 47. An employee reports a problem to you, how do you go about solving it? I will review all the relevant facts to consider alternatives. I will then decide on the most appropriate action. 48. How do you motivate an employee who is reluctant to take on an additional task? I take a look at their needs and perspectives to understand why they are reluctant. I would ensure that they have all the tools necessary to complete the task I would communicate the goal, gain commitment, and establish a reward or incentive that will motivate the employee. 49. You are at a point with an employee that it is best to have them leave the organization. How would you go about the conversation? I would clearly state what the expectations from this person has been and the track record so far. I would tie that in with the decision that it is time to let them go from the organization due to performance goals not being met. In these situations, it’s important to stick to the facts. 50. An employee of yours is interested in a promotion. However, they are not qualified for the new position. How would you have the conversation with the employee? I would sit them down and let them know what the qualifications are for the position and explain the reasons why they are not ready for the position. Then we would work with the employee to put together an action plan that will help them work on the skills they would need for the position. I would regularly check on how they are progressing to ensure they are on the right track. Manager Interview Questions & Answers – Leadership• Examples of strategic thinking in past situations Have you ever challenged, shaken old work methods. How do you make your decisions in general? How do you reach a decision if you don’t have all the facts? How do you usually solve problems? Examples of situations when your initiative ideas for improvement have made a significant difference. How have you coordinated the work of your team to achieve target goals? Example of adaptation to changes and the difficulties. When did you last update your business management education? What are your professional development needs? How do you handle a heavy workload? How do you prioritize day to day tasks? How do you handle failures? Provide examples. How do you define your key team members? How to answer these questions? The above group of questions may be put forward to identify your leadership and management style and the methods you take to achieve your objectives as a key leader in an organization. The employer would want to see your initial reaction to these questions, how you analyze before answering and the quality of your answers – a good story with a value added lesson learned. I won’t give examples, as you probably know your achievements better than anyone else. Management interview questions: Communication skills How do you build and maintain a relationship with co-workers, key managers and customers? How do you start a working relationship with a new customer? What are your influencing tactics? Which people are hard to persuade? How do you satisfy customers? What is a good product for customers? How do customers choose a product? How to answer these questions? The above group of questions is designed to define your communication skills and see how open you are to forging new contacts – your networking abilities. These questions also aim to evaluate your sales skills and marketing experience. The employer wishes to observe how you behave when you meet new people. He also wants to know if people like working with you and how you influence people. When answering, you may want to provide past examples and recent scenarios. Take a few seconds before answeringIn summing up these management questions, the main thing is to evaluate the quality of the answers. 1.Tell me about a time when you developed or re-organized a procedure successfully. Here’s your chance to look good by talking about one of your favorite achievements. While telling your story, keep in mind what tasks you might be asked to perform at the job you’re applying for and highlight anything in your story that relates to your next job. 2.When did you initiate a policy or project, and how did your idea affect the organization? Employers love to hear how you affected the bottom line, since it implies that you’ll be able to do the same for them. Tell a story that demonstrates that you understand how success is measured in your line of work, and that you’re able to achieve it to the satisfaction of your employer. 3.Could you describe a challenging problem you solved and what the long-term result of your solution was? Most of us hate to admit that we have problems, but the truth is that we do. It’s how we handle problems that shows our real talent. So dig deep and come up with a time when you either took on a problem and solved it, or you were in the middle of a project and a problem came up unexpectedly. 4.What was the toughest budget issue you ever faced? Could you tell me about it? Budget management is a big deal to employers. Before you decide how to answer this question, decide how involved you want to be with the budget on your next job. If you want to manage a budget, talk about a time when you did a terrific job with the money. If you hate dealing with budgets, tell about a time when you worked with someone else on the budget. 5.Tell me about a creative approach you used to increase profits. There are two ways to increase profits: decrease spending and increase revenue. This question is designed to find out if you’re going to bring new profit-making ideas to the company, especially ones that work. So tell about a time when you either cut costs or drove up revenues. 6.Give me an example of how you built consensus within your team. An effective manager gains buy-in from his staff so that everyone experiences success, both individually and as a group. To respond to this question, you could speak about one of your experiences in morale building, creating incentive programs, or using your fine management style to increase cooperation among your staff. 7.When did you have to resolve conflict among your subordinates? Conflict resolution is a valuable skill. With downsizing, mergers, and problems in corporate management, this could be your winning ticket. Put yourself in the interviewer’s shoes to know what interpersonal issues are current stumbling blocks at the company. Then come up with an experience of your own that parallels the company’s. 8.When have you had to represent the company or your department before a group of people? Here’s your chance to show where your presentation skills lie. If you love speaking before groups, great—tell about some winning presentations you’ve done. If you’re not really comfortable in front of large groups (not all of us are), refer to a time when you delivered a message to either a small group or to an individual, and don't forget to emphasize the positive result of your presentation. 9.When did you have to sell an idea within your company and how did it work out? The _______ wants to know how much courage and persuasion you have. Think of a time when you persuaded someone or a group to follow your lead to a successful end. Your experience might have been around a serious business matter, or maybe even a personal interaction that turned into a humorous tale. Project |