211 - AJ - Exam Questions PDF

AJ - zkouškové otázky 211 1, What makes a good presentation? What are the most common purposes of making a presentation? Which factors need to be taken into account when preparing and delivering a presentation? A good presentation effectively communicates information, engages the audience, and leav...

AJ - zkouškové otázky 211 1, What makes a good presentation? What are the most common purposes of making a presentation? Which factors need to be taken into account when preparing and delivering a presentation? A good presentation effectively communicates information, engages the audience, and leaves a lasting impression. Key elements include: 1. Clear Structure: A logical flow with a clear introduction, body, and conclusion helps the audience follow along. Using signposts can guide them through the main points. 2. Engaging Content: Relevant and interesting content tailored to the audience's needs keeps them engaged. Use stories, examples, or anecdotes to illustrate points. 3. Visual Aids: Effective use of visuals (slides, charts, videos) can enhance understanding and retention. They should complement the spoken word rather than overwhelm it. 4. Confidence and Delivery: A confident speaker who maintains eye contact, uses appropriate body language, and modulates their voice can captivate the audience. Practicing beforehand helps with fluency. 5. Audience Interaction: Encouraging questions or discussions can make the presentation more dynamic and help clarify any misunderstandings. Purposes of Making a Presentation 1. informing 2. persuading - to influence 3. inspiring - to motivate 4. training - to teach knowledge and skills 5. reporting - updater or summaries When Preparing and Delivering a Presentation 1. audience analysis 2. purpose 3. time management 4. rehearsal 5. feedback 6. technical setup By considering these elements, one can create and deliver effective presentations that achieve their intended purpose and resonate with the audience. 2, What are the most important characteristics of a good manager? Is it possible to learn to be a good manager? What is the difference between leadership and management? What are the basic tasks managers are responsible for? Characteristics of a good manager > organized, people-oriented, task-oriented, responsible,honest, the ability to motivate people, try to avoid risks and conflicts Yeah, it is possible (books, videos), but it’s really hard to learn. The good managers have to be gifted (charisma, self-confident and extrovert) Leadership vs. management: The difference between these 2 functions is that leadership is about leading, creating, innovating the company, brand or a product (people like Steve Jobs, Bill gates, etc.) while management is rather about managing, looking after employees and taking a care about day-to-day activities of the company. Leaders set the overall direction of the whole company and make sure that major organizational objectives are achieved while managers are responsible for assigning tasks to employees, guiding and supervising employees during the day- to-day activities and ensuring the quality and quantity of production. Basic tasks managers are responsible for > Managers are responsible for assigning tasks to employees, guiding and supervising employees during the day-to-day activities and ensuring the quality and quantity of production. They work most closely with the workforce. 3, How can managers motivate their employees? Do you know any management theories about employee motivation? Managers can motivate employees by many things. To keep an employee motivated you have to know his individual situation (economic and social) and his personal goals. List of factors that can motivate employees: Adequate remuneration (salary, wage, bonuses), employee perks (company car, company electronic device, meal vouchers, etc.), good working conditions (enough space, good environment, good equipment, etc.), good working relations, long holidays/vacations, bonuses for a good performance (promotion), sanctions for bad performance Theories: X G Abraham Maslow – Hierarchy of needs I dislike work -lazy , = job like their · constant supervision - an be trusted = strict control = them encourage Douglas McGregor: X and Y theory 4, Why is it vitally important to understand cross-cultural differences when doing international business? What are the most effective ways to deepen cultural awareness and avoid assumptions and stereotypes? It is important to understand it because of globalization. Companies, due to the growth of global business, technology and the internet need to understand cultural differences and backgrounds because it may bring them some obstacles and challenges. Cross-cultural differences include general areas such as customs, behavior, etiquette, norms, values and non-verbal communication. Understanding intercultural differences leads to clearer communication, breaks down barriers and build trust. Most effective ways to deepen cultural awareness and avoid assumptions and stereotypes > Learn a foreign language, study abroad, travel, make cross-cultural friendship, team-buildings don’t listen to stereotypes and make your own opinion Why is cross-cultural communication important? Business opportunities, sharing views and opinions, understand diverse markets, job opportunities Firms expand to other countries to seek other markets, seek new supplies of raw materials, togain new technologies, to gain production efficiency, to avoid political and regulatory obstacles, to reduce risk by diversification 5, What are the four cultural dimensions from the study of Professor Geert Hofstede? Explain how they characterize the culture of a country and give some examples. Geert Hofstede identified several cultural dimensions that help to understand how values in the workplace are influenced by culture. Here are four of the key dimensions: 1. Power Distance Index (PDI) This dimension measures the acceptance of unequal power distribution within a society. High Power Distance: In cultures with high PDI, hierarchy and authority are emphasized, and subordinates are less likely to challenge their superiors. For example, in countries like Malaysia and India, there is a strong respect for authority, and organizational structures tend to be hierarchical. Low Power Distance: In low PDI cultures, equality is preferred, and individuals are more likely to question authority. Countries like Denmark and Sweden promote egalitarian structures, where managers and employees often communicate openly. 2. Individualism vs. Collectivism (IDV) This dimension assesses whether a culture prioritizes individual goals over group goals. Individualistic Cultures: Countries like the United States and the United Kingdom emphasize personal achievements and autonomy. People are more likely to prioritize personal goals over those of the group. Collectivist Cultures: In contrast, countries such as Japan and China value group harmony and collective responsibility. Individuals may prioritize the needs of the family or group over personal ambitions. 3. Uncertainty Avoidance Index (UAI) This dimension measures how much a culture tolerates uncertainty and ambiguity. High Uncertainty Avoidance: Cultures with high UAI, like Greece and Portugal, prefer clear rules and structure to minimize unpredictability. These societies may resist change and have a strong preference for established norms. Low Uncertainty Avoidance: Countries like Singapore and the United States exhibit low UAI, embracing change and innovation. People in these cultures may be more comfortable with ambiguity and less reliant on rules. 4. Masculinity vs. Femininity (MAS) This dimension reflects the distribution of emotional roles between genders and the value placed on competitiveness versus care. Masculine Cultures: In countries such as Japan and Germany, traits like competitiveness, assertiveness, and achievement are valued. Success is often measured by material accomplishments and professional success. Feminine Cultures: Cultures like Sweden and Norway emphasize collaboration, quality of life, and caring for others. In these societies, values such as nurturing and interpersonal relationships are prioritized over competition. Conclusion These dimensions provide a framework for understanding how cultural values influence behavior, communication styles, and workplace dynamics in different countries. Recognizing these differences is essential for effective cross-cultural interaction, whether in business or social contexts. 6, What is typical of low and high power distance index cultures as described by Geert Hofstede? Geert Hofstede's Power Distance Index (PDI) describes how different cultures handle inequality and authority. Here's a breakdown of typical characteristics of low and high power distance cultures: Low Power Distance Cultures 1. equality and collaboration = teamwork 2. open communication = feedback is welcomed, there is no hierarchy 3. decentralized decision making = decisions are made collaboratively 4. less formality = relationships are often based on mutual respect = Denmark, Sweden, the Netherland High Power Distance Cultures 1. acceptance of hierarchy = hierarchical structures are respected and often seen as necessary for order and organization 2. limited open communication = limited feedback from lower levels 3. formality in interactions = relationships are often characterized by formality with an emphasis on titles and status 4. centralized decision making = decisions are made by higher authorities 5. formality in interactions = relationships are often characterized by formality, with an emphasis on titles and status. = Malaysia, India, Mexico, the Philippines-China Conclusion Understanding these characteristics can help individuals navigate cultural differences in international business or social interactions, fostering better communication and collaboration across cultures. 7, What is typical of individualistic and collectivist cultures as described by Geert Hofstede? Geert Hofstede's dimension of Individualism vs. Collectivism explores how cultures prioritize individual versus group interests. Here’s a breakdown of the typical characteristics of each: Individualistic Cultures 1. Self-Identity: Individuals are seen as independent and self-reliant. Personal goals and achievements are prioritized over group goals.  2. Emphasis on Personal Rights: There is a strong focus on personal freedom, rights, and autonomy. Individuals feel entitled to express their opinions and pursue personal interests. 3. Loose Social Ties: Relationships tend to be less permanent and more transactional. People may have a larger circle of acquaintances but fewer deep, lasting relationships. ↑ 4. Competition: There is often a competitive atmosphere where individual achievements are celebrated. Success is measured by personal accomplishments. 5. Examples: Countries such as the United States, the United Kingdom, Canada, and Australia typically reflect individualistic values. Collectivist Cultures 1. Group Identity: Individuals define themselves primarily in relation to the groups they belong to, such as family, community, or workplace. Group goals are prioritized over individual desires. 2. Emphasis on Harmony: There is a strong focus on maintaining group harmony and cohesion. Decisions are often made with the group’s best interest in mind, and conflict is usually avoided. 3. Strong Social Ties: Relationships are more permanent and deeply rooted. Loyalty to family and community is highly valued, and obligations to the group are paramount. 4. Cooperation: There is a collaborative atmosphere where group success is celebrated. Individuals may be less likely to compete against one another, focusing instead on collective achievements. 5. Examples: Countries like China, Japan, India, and many Latin American countries typically exhibit collectivist values. Conclusion Recognizing these cultural differences is crucial for effective communication and collaboration, especially in diverse environments. Understanding whether a culture leans toward individualism or collectivism can help navigate interpersonal relationships and workplace dynamics. 8, What is typical of masculine and feminine cultures as described by Geert Hofstede? Geert Hofstede's Masculinity vs. Femininity dimension explores how cultures define gender roles and values. Here’s a breakdown of the typical characteristics of each: Masculine Cultures  1. Achievement and Success: There is a strong emphasis on competitiveness, achievement, and material success. Individuals are often driven by goals and accomplishments. 2. Defined Gender Roles: Traditional gender roles are more pronounced, with men often expected to be assertive and career-focused, while women may be seen in more nurturing roles. 3. Assertiveness: Communication tends to be direct and assertive. Individuals may value toughness and resilience, especially in professional settings. 4. Focus on Performance: Success is often measured by performance, such as promotions, salary, and recognition. Individuals are encouraged to be the best in their fields. 5. Examples: Countries like Japan, Germany, and the United States typically exhibit masculine cultural traits. Feminine Cultures 1. Quality of Life: There is a greater emphasis on quality of life, caring for others, and maintaining harmonious relationships. Values such as cooperation and compassion are prioritized. 2. Flexible Gender Roles: Gender roles tend to be more fluid, with both men and women encouraged to embrace qualities such as empathy and nurturing. 3. Soft Communication: Communication may be more indirect and diplomatic. Individuals are often more focused on maintaining relationships and avoiding conflict. 4. Focus on Community: Success is measured not just by individual achievements but by contributions to the community and well-being of others. 5. Examples: Countries like Sweden, Norway, and the Netherlands typically reflect feminine cultural traits. Conclusion Understanding these characteristics can help individuals navigate cross-cultural interactions, fostering better communication and collaboration in diverse environments. Recognizing the values associated with masculinity and femininity is essential for effective teamwork and relationship-building across cultures. 9, What is typical of cultures with low and high uncertainty avoidance indexes as described by Geert Hofstede? HOFSTEDE’S CULTURAL DIMENSIONS (from Netherlands) Power distance How much society values hierarchy? Acceptance of inequality between people with power and without it. High PDI: centralized organization, difference between power of a boss and a worker (unequal distribution of power), strong leaders, subordinates expect clear guidance, no close relationship between boss and subordinates o 10, How should supervisors tailor cross-cultural training for staff? What are the steps such a training programme should consist of? Tailoring cross-cultural training for staff is essential for fostering effective communication and collaboration in diverse workplaces. Here’s how supervisors can design such a training program, along with the steps it should include: Steps for Designing Cross-Cultural Training 1. Needs Assessment ○ Identify Objectives: Determine the specific goals of the training, such as improving communication, enhancing teamwork, or increasing cultural awareness. ○ Evaluate Staff Composition: Analyze the cultural backgrounds of staff to tailor the content to their needs and experiences. 2. Develop Training Content ○ Cultural Dimensions: Include frameworks like Hofstede’s cultural dimensions to provide a theoretical understanding of cultural differences. ○ Local Customs and Practices: Incorporate information about the customs, values, and etiquette of the cultures represented in the workplace. ○ Real-World Scenarios: Use case studies or role-playing exercises to demonstrate potential cross-cultural challenges and effective responses. 3. Select Training Methods ○ Interactive Workshops: Encourage participation through discussions, group activities, and hands-on exercises. ○ E-Learning Modules: Offer online courses that allow staff to learn at their own pace, with assessments to reinforce understanding. ○ Guest Speakers: Invite speakers from diverse backgrounds to share their experiences and insights. 4. Implement Training ○ Schedule Sessions: Organize training sessions that fit into staff schedules, ensuring maximum participation. ○ Create a Safe Environment: Foster an atmosphere where employees feel comfortable discussing cultural differences and asking questions. 5. Evaluate Effectiveness ○ Feedback Mechanisms: Use surveys or feedback forms to gather participants’ opinions on the training’s relevance and effectiveness. ○ Assess Behavior Changes: Observe changes in workplace interactions and collaboration post-training to evaluate its impact. 6. Follow-Up and Continuous Learning ○ Ongoing Support: Provide resources for further learning, such as articles, books, or access to cultural competency resources. ○ Regular Refresher Courses: Schedule periodic training sessions to reinforce concepts and introduce new cultural topics. Conclusion By following these steps, supervisors can create a tailored cross-cultural training program that enhances staff’s cultural competence and promotes a more inclusive work environment. Continuous evaluation and adaptation of the training content will ensure its relevance and effectiveness over time. 11, Describe the recruitment process from the perspective of the employer. What is happening during this process? Recruitment is a process of attracting, selecting, and appointing suitable candidates for a job position that can be undertaken by: Human resources – Personnel department Recruitment agency Head-hunters (a person who identifies and approaches suitable candidates employed elsewhere to fill business positions) The process of recruiting: 1) Advertising the job offer 2) Reading CVs and covering letters 3) A team of recruiters weed out applications that fail to meet a job basic qualification (clear miss) 4. Making interview with candidates - 10min → 1h+ - to make sure candidates understand the job and it lines up with their salary expectations - to get deeper info about a candidate’s background, they may be evaluated on their communication skills 5. Making shortlist of the best candidates 6. Making personal interview with candidates (about 6 candidates): Traditional interview – candidates are asked about their work history, career goals Case interview – giving applicant a situation he must solve Behavioral interview – asking what they did in past life situations related to a job Then HR staff weed out applications, they remove only those who are a clear miss. 7. Last step: Hiring managers get together with colleagues who have met finalists to get their opinion → Rejection or hiring 12, What is the purpose of a covering letter and a C.V.? What kind of information should be included in each of them? A covering letter and a CV (curriculum vitae) are essential components of a job application. Each serves a distinct purpose and includes specific types of information. Covering Letter The covering letter is a personalized document that accompanies the CV and serves several purposes: Introduction: It introduces the applicant to the potential employer and explains the reason for applying. Demonstrate Interest: It shows enthusiasm for the role and the organization, conveying a genuine interest in the position. Highlight Key Qualifications: It allows the applicant to emphasize relevant skills and experiences that make them a suitable candidate for the position. 1. contact information 2. date 3. introduction 4. experience 5. skills + demonstration 6. why we want to get the job CV The CV provides a comprehensive overview of the applicant's professional history, qualifications, and skills. It serves several key purposes: Detailed Overview: It presents a detailed account of an applicant's education, work experience, and achievements. Professional Snapshot: It summarizes qualifications that are relevant to the position, allowing employers to quickly assess a candidate's suitability. Application Record: It serves as a formal record of the applicant's career history and qualifications. 1. Contact information 2. Professional summary 3. education 4. work experience 5. skills 6. certificates 7. references Together, the covering letter and CV create a compelling application package. The covering letter personalizes the application and highlights key qualifications, while the CV provides a thorough record of your professional history and skills. Tailoring both documents to the specific job and organization can significantly enhance your chances of making a positive impression. 13, Explain the term unemployment and name the three main types. What causes them? What is their impact on the economy and on the behavior of employees? Unemployment occurs when someone who is actively searching for a job is unable to find one. It is measured by an unemployment rate which is the percentage of all people in the country who are unemployed despite the fact they are searching for a job. Three main types: structural, frictional, and cyclical. Frictional unemployment can be seen as a temporary cost of trying to find a new job. It occurs when a person voluntarily left the job and islooking for a new one. The person has some conditions for taking the job so he/she can even refuse first offers and is looking for the best one. Structural unemployment is a result of the changes in economy itself. It happens when one branch shrinks and other expands (closed factories). It usually lasts longer than frictional because employees have to retrain. Finally, the cyclical unemployment is resulting from fluctuations in economic activity (krize = depression). The reason may be in weakening of domestic investment or in decrease of an export. These factors lead to decreased demand of raw materials and energy, which leads to dismiss of employees and in decrease of income for households and lastly to decreased demand for goods. Impacts: Bigger government spending (unemployment benefits) Criminality Loss of trust in administration and the government Fear and insecurity about losing the job Decrease of social interaction 14, What are three basic types of job interview? What is each of them targeted at? Give examples of questions typically used in them. Traditional interview work experience, qualification, knowledge, reasons for applying Case interview Applicant is given a question, situation, problem od challenge and asked to resolve Ability to analyse, formulate questions, communicate and solve problems Typical questions: o What would you do if? o How would you solve? o How would you manage? Behavioural interview Past-oriented; asked to relate what they did in past jobs or life situations Ability to handle tricky situations, relationships, work under pressure, stress and Ethical questions: o Is it ok for you? o What would you do if? o How do you see? o What is your opinion about..?