30+mba-第33部分

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process　is　somewhat　like　a　funnel；　narrowing　down　until　you　have　your　
ideal　candidate　appointed。　
Selecting　a　candidate　
You　need　to　find　at　least　two　and　ideally　three　people　who　could　fill　
your　vacancy　to　a　standard　that　you　would　be　happy　with；　this　gives　you　
contrast；　which　is　always　helpful　in　clarifying　your　ideas　on　the　job；　and　a　
reserve　in　case　the　first　candidate　drops　by　the　wayside　or　turns　you　down。　
The　stages　in　making　your　selection　are　as　follows：　
。　Make　a　shortlist　of　the　three　or　four　candidates　that　best　suit　the　criteria　
set　out　in　your　job　definition。　
。　Interview　each　candidate；　ideally　on　the　same　day　so　all　the　information　
is　fresh　in　your　mind。　Plan　your　questions　in　advance　but　be　sure　
to　let　them　do　most　of　the　talking。　Use　your　questions　to　plug　any　
gaps　in　your　knowledge　about　the　candidate。　Monster　（monster。　
co。uk　》　Employers　》　Recruitment　Centre　》　Monster　Guides　》　Guide　to　
interview　technique）　has　a　useful　set　of　interview　questions　to　ask；　with　
some　guidance　on　how　to　get　the　best　out　of　the　process。　
。　Use　tests　to　assess　aptitude　and　knowledge　if　the　job　is　a　senior　one　such　
as　accountant　or　sales　manager。　You　can　find　a　test　to　measure　almost　
any　aspect　of　a　candidate’s　skills；　a。。itude；　aptitude　and　almost　anything　
else　you　care　to　name。　Thousands　of　the　most　successful　panies　use　
them　and　claim　to　get　be。。er　candidates　and　higher　staff　retention　than　
they　would　otherwise　achieve。　Tests　cost　from　￡10　a　candidate　from　
panies　such　as　Central　Test　（centraltest。uk）；　the　British　
Psychological　Society　（bps。uk）　and　The　Chartered　Institute　
of　Personnel　and　Development　（cipd。uk）　list　various　types　of　
test；　their　purpose　and　how　to　use　them　and　interpret　results。　
Two　tests　most　MBAs　will　e　across　both　at　business　school　and　in　
job　and　promotion　interviews　that　can　be　used　in　staff　selection　are　the　
following：　
The　16PF　（Personality　Factor）　Questionnaire　（16pfworld）　
Developed　in　1949　by　Raymond　Ca。。ell　who　set　out　to　measure　the　whole　
of　human　personality　using　a　structure　questionnaire　assessed　against　a　
normative　sample　reflecting　current　census　statistics　on　sex；　age　and　race。　
The　scores　enable　employers；　among　others；　to　predict　human　behaviour。　
The　16PF　Questionnaire　measures　levels　of：　Warmth；　Reasoning；　
Emotional　stability；　Dominance；　Liveliness；　Rule　consciousness；　Social　
boldness；　Sensitivity；　Vigilance；　Abstractedness；　Privateness；　Apprehensiveness；　
Openness　to　change；　Self…reliance；　Perfectionism　and　Tension。
138　The　Thirty…Day　MBA　
The　Myers…Briggs　Type　Indicator　（myersbriggs）　
This　is　a　personality　inventory；　based　on　the　psychological　types；　described　
by　C　G　Jung；　explaining　how　seemingly　random　variations　in　behaviour　
are　actually　normal；　and　due　to　basic　differences　in　the　ways　people　choose　
to　use　their　perception　and　judgment。　Developed　by　Katharine　Briggs　and　
her　daughter；　Isabel　Myers；　who　initially　created　the　indicator　during　the　
Second　World　War　to　help　women　working　in　industry　for　the　first　time　
find　the　sort　of　wartime　jobs　where　they　would　best　fit　in。　
The　Indicator　uses　a　ba。。ery　of　questions　to　identify　how　a　person　fits　in　
with　the　16　distinctive　personality　types　that　result　from　the　interactions　
among　preferences　in　these　four　areas：　
。　The　world：　Do　you　prefer　to　focus　on　the　outer　world　（Extraversion　–　E）　
or　on　your　own　inner　world　（Introversion　–　I）？　
。　Information：　Do　you　prefer　to　focus　on　the　basic　information　you　take　in　
（Sensing　–　S）　or　do　you　prefer　to　interpret　and　add　meaning　（Intuition　
–　N）？　
。　Decisions：　When　making　decisions；　do　you　prefer　to　look　first　at　logic　
and　consistency　（Thinking　–　T）　or　look　first　at　the　people　and　circumstances　
（Feeling　–　F）？　
。　Structure：　In　dealing　with　events；　do　you　prefer　to　get　things　decided　
（Judging　–　J）　or　do　you　like　to　keep　an　open　mind　to　new　information　
（Perceiving　–　P）？　
The　Indicator；　once　applied；　shows　a　person’s　propensity　towards　each　of　
16　types　summarized　very　briefly　below：　
。　ISTJ：　Quiet；　serious；　dependable；　practical；　ma。。er…of…fact；　realistic；　and　
responsible。　Orderly　and　organized　and　value　traditions　and　loyalty。　
。　ISFJ：　Quiet；　friendly；　responsible；　and　painstakingly　accurate。　mi
。。ed　to　meeting　their　obligations。　
。　INFJ：　Want　to　understand　what　motivates　people　and　are　insightful　
about　others。　mi。。ed　to　serve　the　mon　good。　
。　INTJ：　Sceptical　and　independent；　with　high　standards　and　original　
minds。　Have　great　drive　for　implementing　their　ideas　and　achieving　
their　goals。　
。　ISTP：　Tolerant；　flexible；　patient　and　quietly　analytical　but　act　quickly　
once　they　find　workable　solutions。　
。　ISFP：　Quiet；　friendly；　sensitive　and　kind；　and　dislike　disagreements　and　
conflicts。　Like　their　own　space　and　to　work　at　their　own　pace。　
。　INFP：　Adaptable；　flexible；　idealistic；　loyal　to　their　values　and　quick　to　
see　possibilities。　Try　to　understand　people　and　to　help　them　fulfil　their　
potential。
Organizational　Behaviour　139　
。　INTP：　Self…contained；　logical；　theoretical　and　abstract；　interested　more　
in　ideas　than　in　people。　
。　ESTP：　Flexible；　pragmatic；　and　theories　bore　them　–　they　want　to　act　
energetically　and　spontaneously　to　solve　the　problem。　
。　ESFP：　Outgoing；　friendly　and　accepting　–　they　bring　both　fun　and　
mon　sense　and　a　realistic　approach　to　their　work。　
。　ENFP：　Warmly　enthusiastic　and　imaginative。　Need　affirmation　from　
others；　and　readily　give　appreciation　and　support。　
。　ENTP：　Quick；　ingenious；　stimulating；　alert；　outspoken　and　bored　by　
routine。　
。　ESTJ：　Practical；　realistic；　logical　and　decisive。　Good　organizer　and　quick　
to　implement　decisions。　
。　ESFJ：　Warm…hearted；　conscientious；　and　cooperative　team　worker　who　
wants　harmony　in　their　environment。　
。　ENFJ：　Warm；　empathetic；　responsive；　and　responsible　facilitator　who　
wants　to　help　others　fulfil　their　potential。　
。　ENTJ：　Frank；　forceful；　decisive；　assumes　leadership　readily；　likes　longterm　
planning　and　goal　se。。ing。　
Making　job　offers　
Having　found　the　ideal　candidate；　the　next　step　is　to　get　them　hired　and　
happy　to　work　for　you。　However　well　the　interview　may　have　gone；　resist　
making　a　job　offer　on　the　spot。　Both　you　and　the　candidate　need　to　sleep　on　
it；　giving　you　both　the　chance　to　discuss　with　your　partners　and　consider　
what　has　e　out　of　the　interviews。　
Take　up　references　
Always　take　up　references　before　offering　the　job。　Use　both　the　telephone　
and　a　wri。。en　reference　and　check　that　any　necessary　qualifications　are　
valid。　This　may　take　a　li。。le　time　and　effort；　but　is　essential　as　a　protection　
against　unsuitable　or　dishonest　applicants。　
Put　the　offer　in　writing　
While　you　may　make　the　job　offer　on　the　telephone；　face…to…face　or　in　an　
e…mail；　always　follow　up　with　a　wri。。en　offer。　The　offer　should　contain　all　
the　important　conditions　of　the　job；　salary；　location；　hours；　holiday；　work；　
responsibilities；　targets　and　the　all…important　start　date。　This　in　effect　will　
be　the　backbone　of　the　contract　of　employment　you　will　have　to　provide　
shortly　a。。er　they　start　working　for　you。　
Make　them　wele　
When　a　new　employee　joins　you；　be　on　hand　to　meet　them；　show　them　the　
ropes　and　introduce　them　to　anyone　else　they　are　likely　to　e　into　contact　
140　The　Thirty…Day　MBA　
with。　This　is　crucial　if　they　are　going　to　work　in　your　home　alongside　you；　
and　these　introductions　should　extend　to　your　spouse；　even　if　they　don’t　
work　in　the　business；　your　children；　pets；　the　postman　and　neighbours。　
They　also　need　to　know　about　the　practical　aspects　of　working　for　you；　
where　they　can　eat　inside　and　out；　coffee　making　and　any　equipment　they　
will　be　working　with。　If　they　will　be　in　your　home　when　it　is　otherwise　
empty　then　they　need　to　know　where　the　fuses　are　and　whom　to　contact　if；　
say；　the　internet　or　telephone　goes　down。　
Dealing　with　unsuccessful　candidates　
By　the　very　nature　of　the　recruitment　task；　the　person　appointed　is　just　
the　tip　of　a　big　iceberg　of　applicants　and　interviewees。　These　people　have　
to　be　responded　to；　advising　them　that　they　do　not　have　the　job。　For　your　
first　reserve　list；　those　who　you　may　call　on　if　the　appointment　goes　wrong　
for　any　reason；　it　is　worth　taking　particular　care　with　your　reply。　Here　you　
can　emphasize　the　strength　of　their　application　but　that　the　background　
of　another　candidate　was　closer　to　your　needs。　You　don’t　have　to　go　into　
details　as　to　specifically　why　a　particular　candidate　got　the　job　and　they　
did　not。　
Aside　from　exuding　professionalism　and　being　plain　good　manners；　
the　job…hunting　world　is　big　and　deep　and　at　some　stage　you　and　your　
organization　will　be　fishing　there　again。　
MOTIVATION　
As　a　subject　for　serious　study　motivation　is　a　relatively　new　‘science’。　
Thomas　Hobbes；　a　17th…century　English　philosopher；　suggested　that　human　
nature　could　best　be　understood　as　self…interested　cooperation。　He　claimed　
that　motivation　could　be　summarized　as　choices　revolving　around　pain　or　
pleasure。　Sigmund　Freud　was　equally　frugal　in　suggesting　only　two　basic　
needs：　the　life　and　the　death　instinct。　These　ideas　were　the　first　to　seriously　
challenge　the　time…honoured　‘carrot　and　stick’　method　of　motivation　that　
pervaded　every　aspect　of　organizational　life；　from　armies　at　war　to　weavers　
in　Britain　working　through　the　Industrial　Revolution。　
The　first　hint；　in　the　business　world；　that　there　might　be　more　to　
motivation　than　rewards　and　redundancy　came　with　Harvard　Business　
School　professor　Elton　Mayo’s　renowned　Hawthorne　Studies。　These　were　
conducted　between　1927　and　1932　at　the　Western　Electric　Hawthorne　Works　
in　Chicago。　Starting　out　to　see　what　effect　illumination　had　on　productivity；　
Mayo　moved　on　to　see　how　fatigue　and　monotony　fi。。ed　into　the　equation　
by　varying　rest　breaks；　temperature；　humidity　and　work　hours；　even　
providing　a　free　meal　at　one　point。　Working　with　a　team　of　six　women；　
Mayo　changed　every　parameter　he　could　think　of；　including　increasing　and　
Organizational　Behaviour　141　
decreasing　working　hours　and　rest　breaks；　finally　he　returned　to　the　original　
conditions。　Every　change　resulted　in　an　improvement　in　productivity；　
except　when　two　10…minute　pau