Interview of an Executive Manager
An Interview of an Executive Manager #1
Interview Question 1: How do you measure the progress of the organization in regards to the mission, vision and value statements?
Manager #1: Mission, vision and value statements help to develop the company’s strategies, goal and objectives. I measure the progress of the organization by evaluating whether the strategies have been achieved and goal reached, and how efficiently it was done.
Interview Question 2: How do you measure the success of current strategies against proposed changes?
Manager #1: The measurement of the success of the current strategies I use is based on the constant monitoring of the working process and evaluation of the achieved goals by means of monitoring the results. Balanced scorecard is one of the measures used.
Interview Question 3: How do you align the proposed changes to the changes both in the internal and external environments?
Manager #1: The alignment of proposed changes in the internal environment is done via the collaboration between employees and leaders. The external alignment is done via the increase of trust between the organization and its partners and customers.
Interview Question 4: How does your organization measure the perception of all the stakeholders? (i.e. employees, staff and the consumers).
Manager #1: The measurement of the perception of all the stakeholders can be done via short questionnaire. The results of the working interconnections are also measured.
Interview Question 5: How do you effectively address the stakeholder on the importance of the proposed changes?
Manager #1: The addressing of the stakeholders starts with their analysis. I need to see the importance of each category of the stakeholders, their place in the changing environment, and then develop a plan for each group of stakeholders depending on the importance of a stakeholder in the change process.
Interview Question 6: How do you address the differences that may arise from the middle management?
Manager #1: Depending on the type of the differences various measures should be taken. First of all, it is important to make sure that the difference will affect the change and understand what particular steps should be taken in order to cover all the possible conflicts.
Interview Question 7: How would you motivate employees with your leadership style?
Manager #1: Implementing the transformation leadership style, I prefer inspirational leadership. I am sure that inspired employees that are interested in the final goal are the best workers.
Interview Question 8: How do you know which leadership style is the most appropriate for your company’s success?
Manager #1: Having a company working with customers and also having a tough competition in the sphere, we have to inspire our employees to think creatively to assure the attraction of the consumers. That is why, the transformational leadership in our company is a priority.
Interview Question 9: How do you develop mechanisms to detect whether the implementation of preferred changes is successful?
Manager #1: The mechanism of the evaluation of the changes is based on the assessment of the working performance before and after the change.
An Interview of an Executive Manager #2
Interview Question 1: How do you measure the progress of the organization in regards to the mission, vision and value statements?
Manager #2: The progress is measured by the final goals achieved on the basis of the mission and vision. The customer satisfaction and appreciation of the products we produce is the best evaluation of the value statements and measurement of their achievement.
Interview Question 2: How do you measure the success of current strategies against proposed changes?
Manager #2: The measurement of the success of the current strategies against the proposed ones is assessed using the offered results and the need of the customers. The changes are implemented when the current strategies do not help achieve the future company’s needs.
Interview Question 3: How do you align the proposed changes to the changes both in the internal and external environments?
Manager #2: The alignment of changes takes place at the day when the plan it created. If some unexpected circumstances occur, the change can be applied in the middle of the working process depending on the stakeholders.
Interview Question 4: How does your organization measure the perception of all the stakeholders? (i.e. employees, staff and the consumers).
Manager #2: The satisfaction measurement from the working process, depending on the stakeholder and his/her needs is determined.
Interview Question 5: How do you effectively address the stakeholder on the importance of the proposed changes?
Manager #2: Showing the results of the change, I can prove that it is a necessary measure. The stakeholders can see the benefits they will receive as a result of a change.
Interview Question 6: How do you address the differences that may arise from the middle management?
Manager #2: The differences in such case are addressed immediately and the strategies may be changed accordingly.
Interview Question 7: How would you motivate employees with your leadership style?
Manager #2: Financial motivation is one of the best motivations for the employees in transactional leadership. Employees strive for better performance when they know that they can receive bonuses.
Interview Question 8: How do you know which leadership style is the most appropriate for your company’s success?
Manager #2: The structure of the organization and the purposes presuppose the implementation of the transactional purposes. Being involved in the information technologies and innovations sphere, none of the existing leadership styles can work accept for transformational.
Interview Question 9: How do you develop mechanisms to detect whether the implementation of preferred changes is successful?
Manager #2: Before implementing any change I set the goals and monitor how they are achieved. When I see that all the goals are achieved successfully, I can judge about the success of the implemented change.
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