Managerial Decison Making: 4 questions

Managerial Decision Making: Course Work (Your name) (Course instructor) (Course title) (Date of submission)  Q1: Unstructured job interviews refer to interviews where questions are altered based on how the interviewee responds to questions. Whereas, the interviewer may have some questions prepared in advance, the direction of the interview is rather casual. Questions just flow depending on the direction that the conversation takes. In most cases, these types of interviews are regarded as less intimidating in comparison to formal interviews. However, this method cannot be regarded as reliable since every interviewee is asked questions that may not be the same. Despite research showing that unstructured interviews may not be useful in determining future performance by a candidate, many of the managers still employ this method in their personnel selection. This may be attributed to the fact that unstructured interview assist a lot in addressing a particular interesting issue, which may not have been outlined in the candidates application or resume. However, such an issue may be significant with regard to the job. In addition, managers may prefer this type of interviewing since they may find interviewees thoughts on a certain topic interesting and significant to the conversation. Therefore, this format will enable the interviewer to proceed deeper with that issue. Though a candidate may be prepared in any kind of interview, it is much easier to determine the performance of a candidate who is subjected to pressure in the case of unstructured interview. In addition, this type of interviewing makes it possible to explore other statements and ideas that may pop up in the course of interviewing. For instance, an interviewer may want to scrutinize a candidate on the reasons of his or her leaving previous jobs or to provide details concerning previous job experiences. These issues may not be in a candidate’s resume or application. Q2 Kurt Lewin came up with a three-stage theory popularly regarded as change, unfreeze, and freeze. However, this theory has been criticized for being complicated and difficult to implement. Unfreezing stage is about being ready to change. It is a point of making people understands the necessity of change and getting them to move from their present comfort position. Making people move from their comfort position is the hardest part of this stage. This is because in nature, people do not always like change and would try to resist it. In the case when there is no deadline for this change, the urge of changing becomes lower than the need to change. In essence, there is a lower motivation in making a change than in getting on with it. With regard to this change, Lewin was well aware that it cannot be an event but rather a process. He termed this process as a transition. This occurs as the necessary changes are being made. The complexity of implementing this stage comes about because of the uncertainty of the outcome or even fearfulness among the employees. Another difficulty of this stage is also due to the fact that people are still learning on the novel changes and requires some time in working them out. Freezing stage on the other hand is concerned on creating stability once the changes have been es...