MGMT Exam 3

More Effective Answers to Unlawful Questions

-"I'm not clear on how that relates to my ability to handle this job". -With sincerity, the applicant asks the same question of the interviewer. -Laughter, and then, "Is having children a requirement for this job?".

Open-Ended Questions

-*Broad questions* allow *interviewee maximum freedom* to decide *how much and what type of information to give*. -Can be effective because they tend to *relax* most interviewees. -Reveals what interviewee thinks is *important*. -Responses may be *time consuming*. -Ambiguity may make nervous interviewees even *more nervous*.

Time

-*Chronemics*. -American reactions to time occur at all three levels, *business life generally regulated on informal level*. -Cultural and regional differences add some confusion to nonverbal aspect of time.

Status Symbols

-*Clothes* are nonverbal status symbol. -*Dark colors* signify higher status. -*Tie* is important denominator of social status. -People more likely to take orders from and follow people who are dressed in *high-status clothing*. -Overdressing can lead to failure. -Important status symbols are *location and size of person's office*. -*Corner offices* carry more status. -Offices that are *out of traffic* confer more power. -*Power diminishes with distance*. -Interior arrangement conveys authority. -Other office amenities that lend status are *solid-wood furniture*, *green plants*, and *quality artwork*. -*Time* is another nonverbal indicator of status. -Male executive can indicate he is more powerful than female or even other male executives by *putting arm around them or always opening doors*. -One way to counteract is to use similar gestures yourself.

Exit Interview

-*Company problems can be identified and corrected* while they are still small. -Requires careful *listening and reading between the lines*. -Good way to create *goodwill* for the organization.

Touch

-*Haptics*. -People from different cultures use touch differently. -Most greeting require some form of touching.

Leading Questions

-*Implies the correct answer*. -Can be helpful in determining whether the respondent is giving honest answers or merely being a *"yes" person*. -Interviewers often confuse with direct questions.

Ask Only Lawful Questions

-*Interviewers cannot ask certain questions of applicants* during preemployment interviews. -Laws based on belief all persons should be able to compete for jobs and advance in job market. -Two basic *EEOC guidelines* to follow: All questions must be *job related* & same basic questions *must be asked of all applicants* for the position. -As an interviewer, you must depend on court rulings. -It is illegal in the United States to unfairly discriminate in any aspect of employment.

Closed Questions

-*Limit interviewee's choice of answers to one of the answers supplied in the question*. -They give the *interviewer maximum control* over the questions and answers, answers are easy to interpret, and more questions can be asked in less time. -Do not allow for detailed explanations. -There is *no certainty* interviewee's answer was his or her real preference.

Investigating the Employment Market: Job Hunting Methods

-*Networking 86%*. -Cold-calling potential employers 47%. -Asking relatives/friends/acquaintances or college career centers for job leads 33%. -Answering newspaper ads 5-24%. -Using job agencies 5-28%. -Answering an ad posted on an Internet job board 4-10%. -Posting a resume on the Internet 4-67%. -Posting a resume on a social networking site 3.9%. -Aggressive job hunters use multiple methods. -Interview successful people: Find contacts is through blogs and for leads, ask your friends, schoolmates, etc.. -*Serious networking reduces length of a job search*.

Plan the Environment

-*Privacy* is essential. -Setting should be planned so participants feel *comfortable*.

Distance and Personal Space

-*Proxemics*. -Differ from culture to culture. -Many people unaware of their personal distance requirements. -*Collectivistic cultures need less space*. -*Individualistic cultures want more space*. -We *reserve intimate distance for private use*. -*Personal distance* used by *close friends or colleagues*. -Most *business transactions* conducted within *social distance*. -*Public distance* is maintained between *speaker and large group of listeners*. -Be aware of nonverbal reactions that signal discomfort. -Distance and personal space important in selecting seating arrangements.

Loaded Questions

-*Questions that have no correct answers* but are designed to get an *emotional response*. -Seldom used. -Unless care is taken *can backfire*. -Can be valuable to *determine how well person handles pressure* or to *stimulate reticent/hostile respondent*.

Get to Know the Interviewee Ahead of Time

-*Read resume and application* forms carefully. -Look for any problem areas needing *follow-up*. -Review your structured interview format.

Performance Review

-*Recognize and reward employee contribution*. -Give employees *feedback* on their standing in eyes of company. -*Discover and help solve communication problems* between employees or between employer and employee. -Motivate employees by *setting future performance objectives*. -Should be relevant to job include only observable aspects of the job, avoid vague facts. -Covered by *equal employment opportunity guidelines* and *civil rights legislation*. -Must be standardized in form, method, and application. -Should avoid assessment of traits that can't be judged objectively. -Will be more productive if employee is actively involved in assessing his or her performance. -New approach is 360 degree feedback. -Performance feedback obtained from boss and employee; and anonymously from subordinates, peers, and coworkers.

Hypothetical Open Questions

-*Respondent has maximum freedom* to decide how to respond to an invented, but possible situation. -Have same advantages and disadvantages as open-ended questions. -*Interviewer has great flexibility* in designing question to fit any situation.

Formal Level Dimension

-*Rules for behavior clearly stated*, but reasons for rules are not. -Simply *accepted without question*. -People who question rules not viewed as team players. -Allow for wide range of variation before rule is considered to be violated. -Those based on tradition change slowly, but they do *change*.

Technical Level Dimension

-*Rules for cultural and nonverbal behaviors openly known and easily stated*. -Rules, as well as reasons for rules, *deliberately taught*. -When technical rule or behavior broken unintentionally, *little emotion involved*. -Mistake pointed out and correction made.

Networking

-A web of contacts and relationships designed to benefit the participants by providing leads and referrals. -You have to work at getting people to know you. -You should be looking for people, not jobs. -*Begin networking by conducting 10-40 information-seeking interviews*.

Nonverbal Communication: Definition

-All intentional and unintentional messages that are not written, spoken, or sounded. (This definition omits paralanguage.) -To accurately determine meaning of nonverbal message, you must know sender's FoR & cultural background, as well as, specific situation.

E-Mail Resume

-Also called e-resume, plain-text resume, or an ASCII resume. -Bare bones resume designed to be pasted into an e-mail message. -Designed for ASCII and uses only keyboard characters. -Main headings: Keyword summary, Experience, Education, & Professional affiliations/awards.

Body Movements, Posture, and Gestures

-Also known as *kinesics*. -Even more closely tied to culture than facial expressions and eye contact. -Misleading to isolate single body movement and give it universal meaning. -Others may attribute specific meanings to your movements and gestures regardless of your intentions.

Send a Thank-You Card

-Always send a thank-you card after interview. -Could be a factor in whether you are called back for a second interview.

Third-Person Questions

-Answer is usually *personal opinion* of respondent. -Generally what interviewer really wants to know.

Telephone or Skype Interview

-As cost of transportation increases, companies using telephone interview and interviews on Skype more often. -Most Skype interviews are more for *screening purposes*. -Prepare the same way you would for face-to-face interview. -Keep file of personal information and company information close by. -Listen to question carefully before answering. -Give complete answers when possible. -*Practice using Skype* ahead of time. -Better to plug your computer directly into an *ethernet port* instead of using Wifi. -Turn on all your lights. -Dress professionally. -You should sound enthusiastic and professional. -While speaking, look directly into the camera. -Make sure about time of interview.

Eye Contact and Other Cultures

-Be careful about assigning your culture's meanings for eye behavior to all people.

Powerful Behaviors

-Be pleasant, but smile less often. -Lower pitch of your voice, but speak with firmness. -Use steady, relaxed, frequent eye contact. -Keep head straight and still. -Maintain relaxed yet tall and strong stance. -Occasionally turn your back on others when reaching for an item. -Use strong, definite movements. -Try using steepling gesture. -Initiate brief firm handshakes. -Videotape yourself using these behaviors. -Create mental picture of yourself as a powerful person.

General Suggestions for Group Interviewees

-Be prepared for confusion and noise. -If possible, learn who the panelists are ahead of time. -If possible, determine why a group interview is being used. -Appear confident and in control. -Make your answers direct, brief, honest, sincere.

The Group Interview

-Becoming more *common*. -Unless you know for sure that your interview will not be a group interview, be prepared just in case.

Listen Carefully to the Interviewee: Common Errors

-Being *distracted* by something in environment. -Listening *only for factual parts* of responses. -Becoming so *overwhelmed by something the applicant says* that you *missI* his or her following comments. -*Getting upset* when applicant uses emotional words. -Making *snap judgments* about applicant's worth based only on one or two comments. -*Failing to follow up* on important information.

Scannable Resume

-Conventional resume altered to be "computer friendly". -Provides acceptable compromise between conventional paper resume and e-mail or American standard code for information interchange. -Usually begins with keyword summary or qualifications summary. -Generally include four headings: Keyword summary, Experience, Education, & Professional affiliations and awards.

Improving Nonverbal Communication Habits

-Develop *awareness* of nonverbal *differences*. -*Do not judge others* according to your own nonverbal meanings. -*Do not assign* nonverbal meanings out of context. -*Observe* your nonverbal behavior on *videotape* or ask others for *feedback*. -*Role-play* using hypothetical situations.

Enrich Understanding of Culture

-Dimensions: *Individualistic/collectivistic*, *Low-context/high-context*, *Monochronic/polychronic*, & *Technical/formal/informal*.

Web Resume

-Electronic or e-portfolio. -Includes e-mail resume, link to conventional resume, and links to additional information showcasing your qualifications. Information on Web resume should include: Name, e-mail address, objectives or goal; Link to your ASCII resume; Link to more professionally formatted resume; Design an attractive set of links; & Keep all information job related.

Grievance/Confrontation Interview

-Encounter involving conflict and its resolution. -Important participants express feelings honestly and remain cooperative. -Interviewer must be a good listener and a problem solver.

The Structured Interview

-Everything is *planned in advance*. -Follows *standard interview format*. -Asks same structured questions of all applicants. -Interviewer asks many *direct and closed questions* and wants *specific, to-the-point answers*. -Provide the most direct, forthright answers you can.

Check Resume Content for Accuracy and Honesty

-Exaggeration is overstating or presenting facts as more important than they are. -Distortion is misrepresenting or twisting facts. -Before you send your resume to potential employer, check for the following: Inflated education, grades, or honors; Enhanced job titles; Puffed-up accomplishments; & Altered dates of employment.

Signs of Power

-Expansive, confident movements. -Tall, upright standing posture. -Relaxed, affable, familiar behavior. -Ability to turn one's back on another to get an object. -Comfortable, relaxed, seated positions.

Opening Phase: Rapport

-First impressions are difficult to erase. -There is no magic formula for making good first impression. -Interviewee can begin to create good first impression by being *on time*, *dressing appropriately*, being *well prepared*, and appearing *confident and relaxed*. -Interviewer can help by referring to mutual acquaintance or topic of mutual interest.

Successful Applicants

-Five types of comments: (1) *Describing self in positive manner*, (2) *Describing past events with positive personal stories*, (3) *Expressing opinions that agree with interviewer*, (4) *Claiming personal responsibility for successful past events*, & (5) *Making statements that compliment the company or interviewer*. -Five comments divided into two basic impression-management styles: (1) *Controlling style*: Comments focused on self-promotion, & (2) *Submissive style*: Comments focused on interviewer. -Controlling style results in more job offers. -Speak rapidly and forcefully. -Gesture and smile often. -Look directly at interviewer. -Nod their head in positive manner. -Lean forward while maintaining natural, comfortable position. -Three things interviewers remember most after interviewee is gone: *Eye contact, Appearance, & Facial expressions*.

Conventional Paper Resume

-Formatted to look attractive and designed to be mailed or handed to reviewer. -Cannot be effectively scanned by computers or stored electronically. -Decide whether to use a short, one-page resume or a longer, more detailed, two-page resume. -Most resumes organized in one of three ways: Chronological, Functional, & Combination/Hybrid Resume. -*Chronological resume*: Emphasizes applicant's work experience in chronological order beginning with most recent. -*Functional resume*: Emphasizes skills and accomplishments. -*Combination/hybrid resume*: Includes both chronological and functional aspects. -Include: Name, address, phone numbers; Objective or position desired; Education; Knowledge; Job experience; & Other information. -"References available upon request" often include in resume, although list is not included. -You should take a list of references with you to interview. -Information to avoid: Hobbies, activities, or interests that do not relate to the job; Past, present, or desired salary; & Personal data.

Immediacy Behaviors

-Greater the group size, the more distant people feel unless person in charge uses immediacy behaviors. -With specific nonverbal, vocal, and verbal behaviors, you can *promote sense of closeness*. -*Verbal* behaviors. -*Vocal* behaviors. -*Visual* behaviors.

Question-Response Phase

-Heart of the interview. -Both *interviewer and interviewee* have opportunity to *ask and respond to questions*. -Both participants should carefully prepare for question-response phase. -Interviewer should decide what information needs to be sought and then plan necessary questions. -Interviewer should also anticipate possible responses. -Interviewee should also anticipate possible questions.

Communicate and Dress for the Occasion

-Impression management. -Efforts people make to improve how others see them. -Once initial impression of interviewee formed, interviewer tends to view remainder of interview as supporting this original view. -All three codes contribute to first impressions: Verbal, Vocal, & Visual. -*Vocal sounds* candidates make during interviews *help form impressions*. -*Variety in pitch and tempo and moderately loud volume* add to impression of *power and credibility*. -*Pleasant-sounding voice* adds to image of *attractiveness and likability*. -*Speaking fairly rapidly and forcefully *adds to impression of *competence and authority*. -Interviewers' decisions more heavily influenced by unfavorable first impressions and behaviors than they are by favorable ones. -Especially true of visual impression. -Nonverbal behaviors also affect interviewers' evaluations of applicants.

Informational Interview

-Information-giving interview: interviewer wants to impart important information. -Information-seeking interview: interviewer wants information from the interviewee. -Information-seeking interviews especially useful for people who are planning a career, anticipating a career change, or planning for future promotion. -Find people to interview through friends, coworkers, professors, parents, and bosses. -May want to call human relations department of relevant company. -Be sure to follow basic organization of opening, question-asking, and closing phases. -Take only minimal notes. -Use verbal and nonverbal probes. -Ask follow-up questions. -Listen carefully.

Counseling Interview

-Intent of counseling interview is to help interviewee *uncover and solve "career-related personal or interpersonal problems"*. -Interview may be *emotional or defensive*. -Communication skills important to establish needed *climate of trust*.

The Hostile/Stress Interview

-Interviewer could have *low self-esteem and feels threatened. -Or interviewer is *well organized, experienced* interviewer trying to *see how interviewee handles stress*. -Take your time lean back in your seat, and smile.

Decide How to Best Organize Questions

-Interviewers who jump back and forth between general areas find it difficult to remember what was discussed and what answers were given. -Think of yourself as a detective. -You are trying to gather enough facts to make a decision.

Carefully Plan Answers to Probable Questions

-Job applicants should use *technical jargon* that is common in their field. -Job applicants should use *active, positive, concrete language*. -Job applicants should *support answers* with specific examples. -Job applicants should use *humor when appropriate*. -Job applicants should *describe job weaknesses/physical disabilities in positive manner*. -Many questions interviewers ask are *standard questions*, designed to *determine basic skills/abilities*. -Another kind of question you may be asked is the *behavioral question*, which requires you to give *examples of your skills or behaviors*. -SAR: *S*ituation or problem/task, *A*ction, & *R*esult or outcome.

Have a Positive Attitude

-Know that you are a person of worth and integrity with a genuine right to be considered for the job. -Adjusting your attitude does not mean you should try to alter your personality or style for the interview.

Locate Specific Jobs of Interest

-Large number of employers post openings on free sites, their own websites, or on employment websites. -Employers search for resumes and applications on employment websites. -Job sites can be used for more than just posting your resume or looking for job openings. -They are an excellent source of information. -Keep in mind that not all jobs are posted.

How to Minimize Culture Shock

-Learn language as much as possible. -Ask for cross-cultural training. -Keep sense of humor. -Get plenty of rest. -Listen with open mind. -Ask for a family sponsor or corporate mentor. -Keep positive attitude. -Realize just because things are done differently doesn't mean they are wrong.

The Video/Virtual Interview

-Many companies are now screening candidates through a video or virtual interview. -Arrive early at the interview site. -Familiarize yourself with equipment and camera. -Will want to pay special attention to our visual image. -Lower camera so it is at eye level when you are sitting. -Speak clearly. -Sit straight and make sure you are centered in picture frame. -Concentrate on looking up and into camera. -Use gestures but avoid excessive movement.

Be Prepared with Questions to Ask the Interviewer

-Most interviewers will invite you to ask questions. -Should be prepared to ask a few. -You want to get enough information to decide if you really want this job. -Your *questions show you are interested*.

Be Prepared to Follow Up the Interview

-Most* interviews end with plan for future action*. -Make certain you carry out whatever responsibility you have been assigned during interview. -If you do not hear from company within reasonable amount of time, e-mail, write, or call reconfirming your interest.

Opening Phase: Motivation

-Motivate interviewee to give *straightforward, complete answers*. -Type of motivation depends on person and circumstances.

Informal Level Dimension

-Neither rules for behavior nor reason for rules are taught. -*Unconsciously learned by imitation*. -Once behaviors learned, usually become *automatic and taken for granted*. -When someone breaks one of these unstated rules, may become *uncomfortable and withdraw* from situation. -Many different cultures and subcultures in the *United States*. -*Dangerous to make assumptions* about nonverbal meanings. -What is a formal rule in one culture may be technical or informal rule in another. -The majority of *our business-related behaviors* governed by informal-level rules.

Clothing and Personal Appearance

-Often referred to as *objectives*. -People use clothing and appearance to determine *status*, *credibility*, and *persuasiveness*. -Public's perception of organization depends in part on appearance and dress of personnel. -Many companies require uniforms or have dress code. -Business casual. -*Casual confusion syndrome*.

Employment Interview

-One of most important types. -Some of the most *critical organizational and personnel decisions are made*. -*Ultimate productivity* of an organization depends on the ability of its management to *recruit and select the best personnel*. -Typically involves one prospective employee and one prospective employer.

Improving Nonverbal Skills

-Pay attention to *expectancy violation theory*. -Learn to use *immediacy behaviors*. -Work to *adopt effective nonverbal habits*.

Nonverbal Messages and International Business

-People of other countries and cultures have different nonverbal symbols and meanings for each level culture, especially informal level. -Informal rule in United States may be formal or technical rule in another nation.

Persuasive Interview

-Persuasion is not coercion or trickery. -Persuasive interviews more likely to succeed if you: *convince interviewee your proposal will satisfy one or more unmet needs*; is *consistent with beliefs, attitudes, and values*; is *practical and affordable*; *benefits outweigh any objections*; and is *best course of action available*.

Organize the Interview Carefully

-Plan the *opening phase* (*R, O, & M*). -Plan the *question-response phase* (skilled interviewer chooses general areas to be covered in the interview, then plans specific questions for each area). -Most employment interviewers organize questions into the *funnel sequence* (general to specific). -Must *keep accurate record* of each interviewee. -Plan the *closing phase* (make sure interviewee leaves with positive feeling and accurate understanding of what will happen next). -Give *interviewee chance to ask questions*. -Thank him/her for time and cooperation.

Prepare a Letter of Application or Cover Letter

-Purpose of letter of application is to give enough information about you and your capabilities so employer will be interested in talking with you. -Presents a good first impression. -Showcases your *communication skills and writing style*. -Should relate specifically to company and person to whom you are writing. -Key to writing a good letter is to place focus on needs or problems or company and what you can do for them.

Inverted Funnel Sequence

-Questions move from specific to general. -Typically used with *reluctant, shy, or unmotivated respondents*. -The effective interview is flexible and can switch from funnel to inverted funnel as needed.

Funnel Sequence

-Questions move from the general to the specific. -Most *common method* of organizing questions. -Usually *relaxes interviewee* and eliminates the need to ask many of the planned questions because *interviewee volunteers the information*.

Physical Environment

-Related to *proxemics*. -Reveal characteristics of owner of territory. -Affects how people communicate. -Produces *emotional response*. -*Approach/avoidance behaviors*. -*Color* affects emotional response and is determining factor in whether environment is considered attractive or not. -*Lighting* and *room size* alter communication. -*Odor* communicates nonverbally. -*Noise level*, *heat*, *ventilation*, *lack of windows*, and *furniture arrangement* are other environmental factors that can nonverbally affect communication.

Direct Questions

-Short questions requiring a short answer or simple *"Yes" or "No"*. -They *limit responses*, *save time*, and may be *more relaxing*. -Many *interviewees will expand* on a short answer or "yes" or "no" answer with an explanation of their response. -They usually reveal only limited information.

Closing Phase

-Should begin with *summary of major points covered* in interview. -Interviewee should have chance to ask questions. -Interview should always end with participants *thanking the other* for their time and cooperation. -Should also include agreement on what *follow-up* will be and date for another meeting if one is needed.

Information-Seeking Interviews

-Should provide you with the following information: -Specific *information about the career, job, or company*. -*Feedback* on your career goals, resume, interviewing skills, appearance. -*Names of other people* you can contact for further information.

Less Effective Answers to Unlawful Questions

-Silence. -"That's illegal". -"I prefer not to answer". -Ignoring the legality of the question and giving a candid answer.

Signs of Weakness

-Small, controlled movements. -Any form of bowing or bowed posture. -Tenseness, vigilance. -Hesitantly standing or sitting forward attentively. -Playing with an object or nervous shaking of foot or leg.

Specific Suggestions for Panel Interviewees

-Speak to everyone, not just the interviewer. -Take an active role but don't always speak first.

Nonverbal Communication

-Success of communication in an organization depends on how well managers, employees, & teams can read silent nonverbal messages. -*Nonverbal code is responsible for more than half of the meaning of sender's total message* and when conflicting language, paralanguage, & nonverbal codes send conflicting messages, people tend to pay even more attention to nonverbal code. -Successful use of nonverbal communication helps establish & maintain interpersonal relationships. -There is reciprocal quality to nonverbal communication. -Effective use of nonverbal communication improves likelihood others will comply with our requests.

Facial Expressions and Eye Contact

-The face which is responsible for most of the meaning in nonverbal messages is referred to as *kinesics*. -Basic facial expressions are fairly universal. -Subtle and spontaneous expressions we encounter at work are more difficult to interpret and differ across cultures. -*Eyes are most expressive part of face* and have considerable effect on communication. -In U.S. culture, eye contact: Shows *interest and attentiveness*, *Signals wish to participate*, & *Controls and persuades* others.

Resume: Conventional, Scannable, E-mail, or Web

-The resume is a way of communicating with prospective employer. -If properly done, can give you advantage over others applying for the same position. -For a resume to work, it has to be really good. -Four basic types of resumes. -You will want to prepare more than one.

Interviewer: Planning the Interview (Interviewers Interviewees Prefer)

-Those who show *high levels of nonverbal immediacy behaviors*, *listen to interviewee answers and limit number of interruptions*, and *ask open questions* and allow *sufficient time to answer* them.

Rule of Three

-Three informational interviews or three actual interviews, three e-mail, and three letters each workday.

Opening Phase

-Three steps: *R*apport, *O*rientation, & *M*otivation. -Normally these steps followed in order listed. -Feel free to order steps in the way that best fits.

Specific Suggestions for Board Interviewees

-Try not to be one of the first applicants interviewed. -If possible, sit where you won't have to constantly move your head back and forth to see all interviewers. -Make eye contact with all interviewers and not just person who asks a question. -Stick by your answers.

Be Prepared to Answer Questions Effectively

-Try to relax and be yourself. -If a question catches you off guard, don't rush unprepared into an answer. -If you don't know or can't remember certain information, say so. -Don't be pressured into saying more than you want to say. -Use open-ended questions to present the information you want the interviewer to know. -Listen carefully to hypothetical open questions. -Be attentive to interviewer's intentions when direct questions are asked. -Don't let closed questions limit you to an incorrect answer. -Always answer the question as given, but if your preferred answer is not one of the choices in the question, make sure to express it also. -Avoid answering yes or no to a loaded question. -Beware of leading questions. -Don't let the interviewer put words in your mouth. -Be aware that third-party questions are often aimed at getting you to say more than you planned to say.

The Nonstructured Interview

-Usually expected to take most of initiative during interview. -Expect to be asked *open-ended questions* and *behavioral questions*. -Interviewer wants *detailed, fairly long responses*. -Anticipate possible questions.

Verbal and Nonverbal Probes

-Usually single words or phrases requesting more information or a judgment. -A nonverbal probe often can produce the same result as a verbal probe.

Interrogation Interview

-Usually some type of *offense* involved. -Interviewer should begin interview by discussing topic of interest to the interviewee to assess nonverbal behaviors when relatively relaxed. -Most questions should be *open-ended*.

Opening Phase: Orientation

-Verification of *interviewee's name*. -*Interviewer's name* and *why he/she is conducting interview*. -*Purpose/desired outcome* of interview. -*What information is needed* and *how it will be used*. -Appropriate *length* of interview.

Mistakes and Culture Shock

-When company sends representatives abroad, two mistakes often made: -#1. Companies provide their representative much *training (if any)* in language and customs of the country they will visit. Assume employees will cope. -#2. Visiting employees assume people in foreign country will *behave the same* as Americans. -When natives do not react as expected, expatriates experience culture shock or confusion. -Visitors may negatively stereotype people of host country and withdraw from personal contact.

Hourglass Sequence

-When interviewee's answer to the last question in a *funnel sequence* isn't at all what you expected, you will want to reopen the questioning to clarify missing information. -General to specific, then back to general. -Each question would then become more and more general until you end with a final summary question.

Expectancy Violations Theory

-When our *expectations met*, we judge person *favorably*. -If *expectations not met*, we judge person *unfavorably*.

Diamond Sequence

-When the answer to your final question in an *inverted funnel* sequence is unexpected or unclear, diamond sequence is used. -Specific to general, then back to specific. -To clarify the answer, you will want to reopen the questioning.

Group Interview

-When there are *more interviewees than interviewers*, called *panel* interview (or focus group). -When there are *more interviewers than interviewees*, called *board interview*.