Interview a Manager Essay Example | Topics and Well Written Essays - 1000 words

Interview a Manager - Essay Example Q 8 My plans are to increase productivity and efficiency in my department. I intend to make the process of acquiring a loan much easier and efficient in order to make sure that businesses can access loans for expansion as easily as possible. Q 9 It was about my ability to work with other people. Some of the other manages told me that I needed to learn how to collaborate with other managers as a team. It was not easy for me to take this criticism extremely well especially because the manager who talked to me used the word selfish to describe my behavior. Q 10 About my failing to be a team player, at first, I did not agree with the criticism and I failed to understand why I was being told so. However, with time, I realized that everyone cannot be wrong and so I chose to review myself. I have since been able to solve that problem. Q11 One thing that I know that am good at is motivating people to be more productive and to like their work. My experience has taught me that motivation is ex tremely essential if people are to learn to be efficient and productive. I inspire people to produce quality and increase productivity. I have been able to improve the human resource in my department in a exceedingly powerful way. Q12 Some of the challenges that I face include inadequate staff and inadequate resources. Q13 I believe that the internet is going to be the way people do business in the future and I believe that any organisation should be able to from the in the internet to improve their business. Q 14 I believe that managers should be able to use innovation in all areas to improve the way the business operates. Information technology and especially the internet offer a hugely fundamental way to do this. Q15 Managers should be able to have analytical skills to help them in undertaking their work. They should also be able to motivate those below them to be diligent and hardworking. This means that they should lead by example. Part II: What I learnt about the manager The m anager is an extremely diligent person and does not look at management from a traditional point of view. He seems to be the kind of person that wants to excel above the rest of the crowd and also seems to be an extremely hard working person. His approach in management, especially human resource management is quite different and unorthodox. He believes that people should be motivated in order for them to be productive and to deliver quality. What is striking about the manager is his obsession with productivity and efficiency. In his definition of efficiency, he talked about the delivery of products with the least overhead costs. He believes that everything should be streamlined and easy to use. This means that the manager is able to deliver in a way that is most efficient and productive. His deep desire to be efficient and productive is what secludes him from the rest of the managers and this could be the reason he was initially finding it harder to work with the other managers. My i dea of him is that he has an introverted personality and that he sees dealing with other people more tedious than having to do the work on his own. As a result of this, many people are likely to misunderstand his intentions and see him as a selfish person (Jonathan, 2009, p. 27-32). My interview with him showed me that he is far from selfish; he talked about those who are under his management with passion and compassion. His dream for all those working under him

Summary Article Example | Topics and Well Written Essays - 250 words - 19

Summary - Article Example The Commission’s argument is that, Abercrombie practiced intentional discrimination for failing to accommodate Elauf’s religion practice. They also claim that Title VII favors all religious practices, and they should treat them fairly and not worse than others. Contrary Abercrombie argue that the claims against them must not be raised as a disparate-treatment claim but as a disparate-impact claim. Primarily, Abercrombie argues that the applicant cannot claim of disparate treatment without first revealing the employer’s actual knowledge of the applicant’s need for an accommodation (www.law.cornell.edu) The issues raised concerns violation of Title VII. The Commission claims that Abercrombie has increased conflicts among religious practices. According to Title VII, the law prohibits an employer from refusing to hire an individual because of religion affiliation, the difference in race or nationality (www.law.cornell.edu). Also, it is unlawful to segregate the applicants for employment. Therefore, such practice will limit their chances of getting employed, or it will affect their status as employees. The outcome of these issues is depicted when the court is urged to adopt the Tenth Circuit rule. Abercrombie claims that they have been allocated the burden of religious conflicts, and this led to the case being reversed. However, in the District Court, EEOC were victorious but the Tenth Circuit reversed the case. Therefore, the Tenth Circuit decided to award judgment to Abercrombie. The verdict stipulates that failure-to-accommodate liability add value only in cases where the employee provides knowledge of his or her need to be