透析外企面试:如何回答管理人员面试问题

面试 时间:2015-09-15 我要投稿
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外企在面试管理人员时,通常侧重考查应聘者的管理能力,所提问题主要涉及以下六个方面:①应聘者的管理风格;②应聘者的判断和决策能力;③应聘者委托任务的能力;④应聘者激励员工的能力;⑤应聘者培养员工的能力;⑥应聘者的沟通能力。应聘者在参加针对管理人员的面试前,除了要准备好与应聘行业、公司、职位等相关的常规面试问题外,还要充分准备好上述六类问题。本期笔者就针对这六个方面模拟了六大问题,并为大家提供相应的应答思路和参考回答。

管理风格

Q:How would you describe your management style?

应答思路:在面试管理人员时,主考官通常会对应聘者的管理风格进行提问,因为管理风格在很大程度上决定了管理者与下属关系的好坏。应聘者可以主要强调以下三方面:①说明自己不会和下属不分级别地打成一片,因为这样不利于约束下属;②说明自己也不会成为一名高傲冷漠、拒人于千里之外的管理者,因为这样难以从下属那里了解到工作中存在的问题;③强调自己的管理风格并非一成不变,能够针对不同下属、不同公司的情况调整自己的管理风格。

参考回答:First of all, I don't want to be an overly friendly and understanding manager because this may make it difficult for me to discipline my subordinates, nor do I want to be an unfriendly, unapproachable manager who may not be aware of ongoing problems. I think a certain distance between my subordinates and me is necessary. This will enable me to better manage them. In addition, my management style is flexible. That is to say, I can adapt my management style to different people and circumstances and am able to make changes and improvements whenever necessary. For instance, for certain of my employees, I have been trying not to give them the answers when they ask for help with a problem. They need to learn how to come up with the solutions themselves, and I need to guide and facilitate this process. In order to do this, I allocate however much time is needed to sit down with them and work through the problem. We discuss it, and I give my view of the situation and then ask them to go away and think about the best solution.

判断和决策能力

Q:How do you make your decisions in general?

应答思路:优秀的管理人员应具备思维缜密、逻辑清晰的判断力和决策能力。应聘者在回答这一问题时可以通过列举某个决策的制定过程来说明自己具备这一能力,参考思路如下:①在决策制定之前,应聘者组织团队成员一起群策群力,采取“头脑风暴”的形式获取尽可能多的解决方案;②应聘者与团队成员一起评估每个解决方案的优缺点;③应聘者与团队成员一起判断和选择最佳方案,并执行方案。此外,应聘者还可以补充说明一点:在执行决策后,应聘者通常会组织人员对决策的实施效果进行评估,及时总结经验和教训。

参考回答:I usually follow several steps to make my decision. First, I work with my team members to brainstorm as many feasible alternatives or solutions as possible. Second, we evaluate each of these solutions by weighing advantages and disadvantages. Finally, we choose the most appropriate solution and carry it out. In addition, we also consider what goes right and wrong with any decision and learn for the future. Without feedback, we would never learn from experiences and may make the same mistake again.

委托任务的能力

Q:How do you delegate tasks?

应答思路:在回答这一问题时,应聘者要避免两种极端方式:①控制狂式,即在给下属安排任务或在下属完成任务的过程中,对每一个细节都进行严格的管理、监督和指导;②放任式,即在给下属分配任务后放任不管,对任务完成的方式和进展都不加以指导和监督。应聘者应着重强调自己会针对不同的下属采取不同的任务委托方式。譬如,对于缺乏经验的初级员工,应聘者会给予他们足够的指导和监督,这不仅有利于任务的顺利完成,而且能给下属带来一种安全感;对于经验较为丰富的员工,应聘者则不会过多地干预,以体现对下属的信任和对其能力的肯定。

参考回答:I don't think it is effective to delegate tasks to different subordinates in the same way. It is necessary for a manager to adapt his delegating skills according to the individual he is dealing with and the situation. For example, for inexperienced employees I often use a way that involves a high level of task instruction and close supervision. I find this effective because the inexperienced employees need to be assured that they know exactly what to do and how to do it. They also require constant support to build their confidence. For more experienced employees who are comfortable with their work, I encourage independent thinking and expect them to come to me for help only when they need it. This demonstrates my trust in their ability to do the job on their own.