情景考察題
問(wèn)：考慮一下以下的情景：一天晚上，你工作到很晚，是留在辦公室最后的
一個(gè)人。你接到一個(gè)找管理人員的緊急電話，是銷售代表打來(lái)的，現(xiàn)在他正在會(huì)
見(jiàn)一個(gè)潛在的客戶。他要對(duì)一個(gè)問(wèn)題作出答復(fù)，否則的話，明天就太晚了。你能
回答這個(gè)問(wèn)題，但這超出了你應(yīng)有的職權(quán)范圍。
這種情況下你會(huì)作出什么反應(yīng)？
答：我會(huì)收集所有有關(guān)的資料、文件證明，然后回答他這個(gè)問(wèn)題。第二天早
上我會(huì)給管理人員留張紙條，告訴他這件事的詳情，說(shuō)明我所作的決定和解釋我
的思考過(guò)程。這個(gè)回答顯示出求職者對(duì)他自己的能力充滿信心，而且他在處理緊
急事件的時(shí)候是靠得住的。同樣，你的回答應(yīng)表明，在棘手的情況下，你絕不膽
怯做一名決策者，即使這種情況下的決定超出你的.職權(quán)范圍。
Q:Consider the following scenario:You re working late one evening
and are the last person in the office.You answer an urgent telephone call
to your supervisor from a sales rep who's currently meeting with a
potential client.The sales rep needs an answer to a question to close the
sale.Tomorrow will be too late.You have the expertise to answer the
question,but it's beyond your normal level of authority.How would you
respond?
A:I'd get all the pertinent information,taking well documented
notes.I'd then answer the question based on my knowledge and the
information provided.I'd leave my supervisor a note and fill him or her
in on the details then next morning.I'd be sure to explain my decision,as
well as the thought process behind it.
問(wèn)：你認(rèn)為那些生產(chǎn)好產(chǎn)品的公司為什么會(huì)失敗？
答：參與產(chǎn)品設(shè)計(jì)或生產(chǎn)的人員必須對(duì)產(chǎn)品完全了解和充滿信心，并能定期
使用它。只有這樣他們才能對(duì)產(chǎn)品進(jìn)行不斷的改進(jìn)，滿足顧客的需要。任何產(chǎn)品
都必須不斷改進(jìn)，從而滿足顧客日益變化的需求。只有讓員工都參與產(chǎn)品的生產(chǎn)
并對(duì)之保持熱情，才能使改進(jìn)成為可能。
這是個(gè)關(guān)系到求職者作為領(lǐng)導(dǎo)者是否有遠(yuǎn)見(jiàn)的問(wèn)題。假如你被問(wèn)到這樣的問(wèn)
題，你最好談及一項(xiàng)產(chǎn)品或想法失敗的具體例子，而失敗是由于員工或其他顧客
缺乏熱情。你不要過(guò)分地吹毛求疵，應(yīng)談及你采取了什么與眾不同的措施。
Q:Why do you think that some companies with good products fail?
A:Employees who are involved in the design and/or manufacture of a product
must totally understand and believe in the product nd use it on a regular
basis.Only in this way can they continually modify and improve it to the
customer's satisfaction.Any roduct must be constantly fine tuned to
meet the changing needs and demands of the consumer.Only by getting the
employees nvolved with the product and excited about it can this
improvement occur.
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