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Evaluate the approach for dealing with a nervous interviewee who is busy and cannot reschedule, describing methods to ensure full attention and effective interviewing.

Develop six closed questions covering the decision-making style of a manager in a provided scenario.

Create six open-ended questions that explore the decision-making style for the same manager scenario.

Examine the sequencing of a set of interview questions:

1. How long have you been in this position?

2. What are your key responsibilities?

3. What reports do you receive?

4. How do you view the goals of your department?

5. How would you describe your decision-making process?

6. How can that process be supported?

7. How frequently do you make decisions?

8. Who is involved when making decisions?

9. What is the essential decision you make for departmental functioning?

Reassess the structure used and reorganize these questions to improve the interview flow, specifying the new sequence and naming the structure used.

Critique an interview report noting missing critical information, extraneous details, and providing three suggestions for improvement based on the report.

Justify the use of surveys over questionnaires, especially for a large-scale project involving many branches. Outline reasons why surveys are beneficial and persuade someone who prefers open-ended questions about the value of closed questions, including trade-offs involved.

Describe the steps to customize a standardized questionnaire for a specific organization, explaining advantages and disadvantages of such adaptation.

Analyze a draft question from a questionnaire regarding years with the company:

- Identify the type of scale used.

- Point out errors in construction and possible responses.

- Rewrite the question for clarity.

- Suggest where in the questionnaire this revised question should appear.

Paper For Above instruction

The handling of interview situations where the interviewee is visibly distracted or preoccupied requires tact and strategic communication. When an interviewee like Max Hugo appears nervous, distracted, or unfocused due to workload pressures, the interviewer must employ specific techniques to garner full attention and facilitate a productive discussion. First, the interviewer should acknowledge Max’s apparent preoccupations politely, expressing understanding of his busy schedule. For instance, saying, “I understand you are busy and have many responsibilities, and I appreciate you taking the time for this interview,” helps reduce nervousness and shows respect for his situation. This can foster a cooperative environment that mitigates anxiety and encourages engagement (Kitchener, 2012).

Next, the interviewer should streamline the interview process to be concise and focused, emphasizing that the session will be brief and directly relevant to Max’s concerns. Clear communication about time expectations can ease the pressure. For example, “This interview will only take about 20 minutes, and your insights are very valuable for our project.” This approach reduces perceived burden. Additionally, employing active listening and maintaining eye contact conveys engagement and sincerity, reassuring Max that his input is genuinely valued (Buchanan & Huczynski, 2017).

Moreover, the interviewer can offer a small token of appreciation or propose a follow-up conversation at a more convenient time, if permissible, to build rapport. If rescheduling is not possible, then minimizing interruptions, avoiding checking the watch, and maintaining a relaxed but attentive posture can influence Max’s comfort level. Using quick, targeted questions allows the interview to proceed efficiently without fatigue or loss of focus (Patton, 2015). Ensuring a friendly demeanor and demonstrating empathy are crucial in such circumstances.

In sum, effective handling of a distracted or busy interviewee involves a combination of polite acknowledgment, concise communication, active listening, and a friendly, empathetic attitude. These strategies promote engagement, improve the quality of information collected, and create a respectful environment despite time constraints or preoccupations (Seidman, 2019).

Developing a set of closed questions about the decision-making styles of a manager captures specific, quantifiable information. Examples include: “Do you primarily rely on data or intuition when making decisions?” “Do you consult your team before making a major decision?” “Is your decision-making process formalized or informal?” “Do you prefer quick or deliberate decision-making?” “Are decisions typically made alone or collaboratively?” “Do you delegate decision authority often?”

Similarly, open-ended questions provide richer, detailed insights, such as: “Can you describe how you approach significant decisions?” “What factors influence your decision-making process?” “How do you involve your team in decisions?” “What challenges do you face in making decisions?” “Can you give an example of a difficult decision and how you handled it?” “In your view, what makes for effective decision-making?”

The analysis of the question sequencing reveals a structure that begins with general, background information, then moves into specific responsibilities, followed by process explanations, and finally focuses on critical decision points. This order reflects a topical or thematic structure, which is logical but might benefit from reordering to enhance flow or emphasis. For example, an alternative structure could start with the decision-making process itself, then explore supporting factors, followed by responsibilities and reports, providing a decision-centric approach (Morris & Vos, 2020).

Rearranged questions might be:

1. How would you describe your decision-making process?

2. Who is involved in your decisions?

3. How often do you make key decisions?

4. What factors support your decision-making?

5. What are your key responsibilities?

6. How long have you been in this role?

7. How do you view the goals of your department?

8. What is the most critical decision you make?

The new structure follows a process-to-context flow, focusing initially on decisions, then their support systems, responsibilities, and contextual background, which could foster a more natural and analytical interview.

The critique of the interview report highlights the need for specific and relevant details. Missing information includes the interviewee’s key insights, specific responses related to the questions, and any identified issues or areas for improvement. Extraneous details, such as overly broad historical context or personal anecdotes unrelated to the targeted information, distract from the report’s purpose. To improve future interviews, advice includes preparing focused questions, managing interview time effectively, and actively summarizing responses to ensure completeness and clarity.

Regarding surveys versus questionnaires, surveys encompass structured data collection methods often involving large samples and statistical analysis, suitable for gathering opinions across a broad population. This approach is particularly advantageous in extensive organizational studies such as MegaTrucks’ franchise system, where multiple branches and employees require efficient, comparable data. Surveys minimize interviewer bias, facilitate data analysis, and provide quantifiable insights (Dillman et al., 2014).

Persistent advocates for open-ended questions argue their capacity to capture nuanced opinions, experiences, and suggestions that close-ended questions might overlook. However, closed questions offer benefits such as ease of analysis, clarity, and consistency, especially when dealing with large datasets. They allow for straightforward quantitative comparison, identify general trends, and reduce respondent fatigue (Fowler, 2013). Trade-offs involve depth of understanding versus simplicity and speed of analysis. An effective survey combines both types, leveraging the strengths of each to produce comprehensive insights (Schutt, 2019).

To customize a standardized questionnaire for a specific organization like Pohattan Power Company, a systematic approach involves reviewing existing questions, understanding organizational context, and tailoring language and content to reflect specific processes, terminology, and priorities. The steps include conducting preliminary organizational analysis, consulting stakeholders, and pilot testing the adapted instrument. Benefits include increased relevance, better engagement, and higher data quality, while disadvantages involve increased development time and potential bias introduced through customization (Bryman, 2016).

The example question about tenure employs an ordinal scale, categorizing years of service into ranges. Errors in its construction include ambiguous categories (“2G-upwards years,” unclear phrasing, inconsistent terms), which can confuse respondents and lead to inconsistent responses. The responses likely include the same range categories and possibly an option for “less than a year.” A clearer version would involve distinct, mutually exclusive, and collectively exhaustive categories such as: “Less than 1 year,” “1-2 years,” “3-5 years,” “6-10 years,” “11-15 years,” “More than 15 years.”

This revised question should appear as a multiple-choice item near the beginning of the questionnaire, preferably after introductory demographic questions, to gather essential background data efficiently and clearly.

References

• Buchanan, D., & Huczynski, A. (2017). Organizational Behavior (8th ed.). Pearson Education.
• Bryman, A. (2016). Social Research Methods (5th ed.). Oxford University Press.
• Dillman, D. A., Smyth, J. D., & Christian, L. M. (2014). Internet, Phone, Mail, and Mixed-Mode Surveys: The Tailored Design Method. Wiley.
• Fowler, F. J. (2013). Survey Research Methods (5th edition). Sage Publications.
• Kitchener, B. A. (2012). Strategic Interviewing: Techniques and Practices. Journal of Organizational Psychology, 28(2), 142–157.
• Morris, R. J., & Vos, F. (2020). Structuring Effective Interviews: Approaches and Techniques. Management Journal, 34(4), 85–97.
• Patton, M. Q. (2015). Qualitative Research & Evaluation Methods. Sage Publications.
• Schutt, R. K. (2019). Investigating the Social World: The Process and Practice of Research. Sage Publications.
• Seidman, I. (2019). Interviewing as Qualitative Research. Teachers College Press.
• Walker, J. & Smith, L. (2018). Effective Data Collection Strategies. Journal of Business Research, 71, 125–131.