Discussion Question 1 – CLO7
Discussion Question 1 – CLO7
Unstructured interviews have predetermined topics that the interviewers should cover; however, the set of questions asked during the interviews are not predetermined. These interviews in most cases, flow like an informal conversation in the daily life of an individual and the interviews are open-ended (Schenker et al., 2016). Even though unstructured interviews are one of the most commonly used methods of selection in the current world, they are not an effective method of selection. There is a need to find ways of making the interviews more effective and efficient and also develop a proper way of framing the questions for unstructured interviews so that the best candidates can be selected.
Unstructured interviews can be improved in different ways, one of the ways that this form of interviews can be improved to become a method of selection which is more efficient in ensuring that the predetermined interview topic covers the competencies of the job. A candidate needs to be assessed against the job competencies so that the interviewer can tell whether the candidate is best suited for the job (McIntosh & Morse, 2015). The interview questions should also focus on the situational and behavioural questions, and these questions will show the way the candidate will perform in the role that is being interviewed for. Judgment on the suitability of the candidate should be made at the end of the interview (Alonso, Moscoso & Salgado, 2017). The questions should also focus on the cultural fitness of the candidate to determine whether the candidate is suitable to work in the organisation and the job. Through these ways, the unstructured interviews can be improved and made more efficient and effective so that the selection process can select the best-suited candidate.
Unlike unstructured interviews where each candidate is asked a set of different questions, structured interviews which are also known as formal interviews have a set of specific questions which are supposed to be asked in a particular order, and they remain similar for all the candidates who are being interviewed (Wethington & McDarby, 2015). The differences between the structured interviews and unstructured interviews include; structured interview questions are normally close-ended, answers should not deviate from the questions which are being asked, on the other hand, unstructured interviews are open-ended, they tend to be more like an informal conversation. Structured interview questions are easy and quick to complete, this is because there is a structure which needs to be followed by the interviewer while unstructured interview questions tend to take longer (Doody & Noonan, 2013). As compared to the structured interviews where the interviewer has a set of specific questions, unstructured interviews give the interviewer the freedom or opportunity to proper the candidate deeper.
During interviews, questions are the most important factors which need to be considered, through the questions, interviewers can get relevant information from the candidates to select the individual who is most suited for the role that is being interviewed. When creating the interview questions, there is need to make sure that the questions which are being asked will help in assessing the capabilities of the candidates and the requirements of the job (Dipboye, 2017). The questions should also be focused on making sure that the candidates state the way that they will perform their roles, this will make sure that the candidates who will perform the tasks well are the only ones who will be selected.
Alonso, P., Moscoso, S., & Salgado, J. F. (2017). Structured behavioural interview as a legal guarantee for ensuring equal employment opportunities for women: A meta-analysis. The European journal of psychology applied to legal context, 9(1), 15-23.
Dipboye, R. L. (2017). The selection/recruitment interview: Core processes and contexts. The Blackwell handbook of personnel selection, 119-142.
Doody, O., & Noonan, M. (2013). Preparing and conducting interviews to collect data. Nurse researcher, 20(5).
Gardner, A. K., D’Onofrio, B. C., & Dunkin, B. J. (2018). Can we get faculty interviewers on the same page? An examination of a structured interview course for surgeons. Journal of surgical education, 75(1), 72-77.
McIntosh, M. J., & Morse, J. M. (2015). Situating and constructing diversity in semi-structured interviews. Global qualitative nursing research, 2, 2333393615597674.
Schenker, M. L., Baldwin, K. D., Israelite, C. L., Levin, L. S., Mehta, S., & Ahn, J. (2016). Selecting the best and brightest: a structured approach to orthopaedic resident selection. Journal of surgical education, 73(5), 879-885.
Wethington, E., & McDarby, M. L. (2015). Interview methods (structured, semistructured, unstructured). The Encyclopedia of Adulthood and Aging, 1-5.
Discussion Question 2
Discussion Question 2
Improving skillset allows individuals to become more valuable to society and also make life to be less difficult. In my case, I want to learn the skills which are applicable when solving problems in society and also skills that will help me in growing my professional career. To gain the applicable skills which are necessary for improving the lifestyle of individuals and also promoting personal and professional development, I need to use the right methods of learning. One of the best ways that I will use to expand my skillset is working on my communication (Karbelkar & Hart, 2018). For one to thrive in life, he or she needs to have proper communication skills (Javidan, Bullough & Dibble, 2016). Apart from improving personal and interpersonal relations and also fostering positive workplace relationships, communication skills can be used in other areas of life. With proper communication skills, I will be able to get opportunities that I will use to improve my life and my career, for instance, with efficient communication I will be able to get employment opportunities to build my professional career and scholarships opportunities to further my studies. Another method which can I will use to improve my skillset is setting goals and objectives (Degeratu et al., 2011). Setting the goals and objectives will allow me to stay on track with the targets that I have set for my skillset development — setting measurable and achievable goals for my personal and professional development (De Mauro, Greco, Grimaldi & Nobili, 2016). I will also develop a personal relationship with a mentor in my professional field to help me understand the different ways which I can grow my career.
To improve my skillset, I will further my education. I will undertake educational courses which are related to my career field. Graduate and professional courses are taught by individuals who have experience in the career field; through the information, I will get from such courses, I will be able to develop my career. I will also attend different seminars and training sessions that are organised by the company that I work for and those that are organised by different professional bodies (De Mauro, Greco, Grimaldi & Ritala, 2018). The companies usually seek the services of experts in different areas to help them organise and train employees in the field-specific skill sets. Enrolling in such programs will allow me to gain the knowledge that I will use to improve my professional growth. Interacting with the experts in the career field that I work in will also help me understand different things about growing in my profession and how I will achieve personal growth.
Joining a professional group and being actively involved in the running of the group’s affairs will allow me to acquire skills which will allow me to grow professionally and personally (Radovilsky, Hegde, Acharya & Uma, 2018). Being in a group will also allow me to converse and interact with colleagues in the sector that I am working. Interacting with such individuals will allow me to understand the different skills that I need to develop so that I can grow professionally and personally. Through these interactions, I will also be able to develop other soft skills such as communication skills which will allow me to grow my personality (Pria, 2018). I will also need to review the requirements which are needed in my career, and this is necessary as I will be able to focus on the skills and improve them.
Degeratu, M., Keller, N. M., Sava, M., Zadrozny, W. W., & Zhang, L. (2011). U.S. Patent No. 8,060,451. Washington, DC: U.S. Patent and Trademark Office.
De Mauro, A., Greco, M., Grimaldi, M., & Ritala, P. (2018). Human resources for Big Data professions: A systematic classification of job roles and required skill sets. Information Processing & Management, 54(5), 807-817.
De Mauro, A., Greco, M., Grimaldi, M., & Nobili, G. (2016). Beyond data scientists: a review of big data skills and job families. Proceedings of IFKAD, 1844-1857.
Javidan, M., Bullough, A., & Dibble, R. (2016). Mind the gap: Gender differences in global leadership self-efficacies. Academy of Management Perspectives, 30(1), 59-73.
Karbelkar, Y. A., & Hart, M. (2018, May). Skills and Mindsets for an Analytically Innovative Organisation. In International Conference on Decision Support System Technology (pp. 103-118). Springer, Cham.
Pria, S. (2018). Bridging the Academia-Industry gap in the changing economic scenario: Perspectives on Quality, Skill sets and Training in Oman. IOJPH-International open Journal of Business & Management Science, 1(1), 01-13.
Radovilsky, Z., Hegde, V., Acharya, A., & Uma, U. (2018). Skills Requirements of Business Data Analytics and Data Science Jobs: A Comparative Analysis. Journal of Supply Chain and Operations Management, 16(1), 82.
Summary and Critical Thinking
Summary and Critical Thinking
In the book “Managing Organizational Behavior” takes a wholesome approach to the concept of organizational behavior. In the first part of the book, the author takes a look at the personal skills and the way that they affect organizational behavior. The author discusses the way personal skills affect personal development, the way that personal skills help in solving problems, and also in the ethical decision-making process. In the second part of the book, the author of the book focuses on interpersonal skills and the way that they affect organizational behavior. Communication is one of the skill set that is discussed in the book, through communication, workers in the organization can interact well and grow their professional and personal lives (Baldwin, Bommer & Rubin, 2012). Other interpersonal skills which have been discussed include; motivation of other workers in the organization, monitoring and evaluating the performance of the employees so that the growth of the employees can be analyzed, understanding the way that the influence and power of those in authority works and also the best ways of managing and leading other employees in the organization. The third part of the book focuses on the group and organizational skills. Through this part, we will be able to understand the different ways that team effectiveness can be achieved and also the various methods which are used in solving conflicts between team members in the organization (Thannhuber, Bruntsch & Tseng, 2017). The part allows us to understand the way that negotiation and mediation work in finding solutions to conflicts that exist in the organization. Understanding the organizational skills will also allow us to understand the different methods which can be used in recruiting, selecting and retaining the best employees in the organization, the way to develop and maintain a good organizational culture, embrace cultural diversity and also finding the best ways of implementing changes in the company. To understand organizational behavior, there is a need to evaluate the different organizational aspects which may affect the way the different individuals who are at the company behave (Schnackenberg & Tomlinson, 2016). The organizational aspects affect both the employees working at the organization personally and also the organization itself (Osland, Devine & Turner, 2015). Evaluating these aspects allows one to understand the changes which take place in the sector.
With the advances in technology, interactions between employees have been changing in an organization, and there is a need to develop modern ways of managing or leading the employees using advanced technology. Communication has also been affected by the new technology that has been adopted within the organization. Through the use of technology, communication can be more effective and efficient. In case there is a conflict between individuals in an organization, it will be easier to solve the problems (Loebbecke, van Fenema & Powell, 2016). Using social media also allows individuals to get into contact with one another more easily. The establishment of efficient communication channels will allow feedback and other essential information to flow smoothly within the organization improving its business development. To efficiently lead the other members of the organization, there is a need to have properly established channels so that any concerns that the employees may have will be addressed (Denhardt, Denhardt, Aristigueta & Rawlings, 2018). Communication will also allow the leaders to pass information to the other employees about the organization’s goals and objectives and the changes that are being made (Grote, 2015).
Baldwin, T., Bommer, B., & Rubin, R. (2012). Managing organizational behavior: What great managers know and do. McGraw-Hill Higher Education.
Denhardt, R. B., Denhardt, J. V., Aristigueta, M. P., & Rawlings, K. C. (2018). Managing human behavior in public and nonprofit organizations. CQ Press.
Grote, G. (2015). Managing Uncertainty in Work Organizations. Emerging Trends in the Social and Behavioral Sciences: An Interdisciplinary, Searchable, and Linkable Resource, 1-14.
Loebbecke, C., van Fenema, P. C., & Powell, P. (2016). Managing inter-organizational knowledge sharing. The Journal of Strategic Information Systems, 25(1), 4-14.
Osland, J., Devine, K., & Turner, M. (2015). Organizational behavior. Wiley Encyclopedia of Management, 1-5.
Schnackenberg, A. K., & Tomlinson, E. C. (2016). Organizational transparency: A new perspective on managing trust in organization-stakeholder relationships. Journal of Management, 42(7), 1784-1810.
Thannhuber, M. J., Bruntsch, A., & Tseng, M. M. (2017). Knowledge management: managing organizational intelligence and knowledge in autopoietic process management systems–ten years into industrial application. Procedia CIRP, 63, 384-389.