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1. How would you rate yourself as a team leader?
I’m very good team leader due to 2 important aspects: * I’m a great believer in feedback. I always ensure that my feedback is timely and based on facts rather than speculation. * I also believe in consulting with my team members. Not only do they feel more valued, but often I learn something new. Example required.

2. Are you a team player?

3. How do you handle differences between your team members?

4. What steps do you take to make each team member feel important?

5. What are the key values of a leader? How do you demonstrate these values?

6. What’s the difference between a manager and a leader?

7. How open minded are you to other team members and a leader?

8. Do you consult members?

9. Give an example of a risk you had to take. Why did you decide to take the risk?

10. How do you maintain a relations with a person in cases where you cant agree?
Sample excellent response:
Luckily, I have quite a bit of previous team experience, and have faced this situation a few times in the past -- so let me tell you how I've learned to handle the issue. The most important first step in dealing with an underperforming subordinate or team member is honest communications -- talking with the person can lead to some surprising discoveries, such as the person not understanding the assigned tasks to being overwhelmed with the assignment. Once I discovered the problem, I could then forge a solution that usually solved the problem and allowed the work to move forward. So often in situations like this, the problem is some combination of miscommunications and unrealistic expectations.

How to keep the team members motivated? * Senior manager feedback - Quite often a telephone call from a senior manager congratulating a team member on a ‘good week’ is equally as effective as an offer of a training course or gift voucher. * A positive attitude * Equipping them to do the job by giving them the right tools and support and finally setting realistic targets that they believe can be achieved. * Lead from the front and inspire the team. * Concentrate on motivating your best people and don’t be tempted to carry anyone who is not up to the job – this can be highly demotivating for the rest of the team. * Monthly bonuses and incentive schemes are always useful, but what will keep them motivated throughout the month is the small ‘quick fix’ stuff, the here and now, if you like. The little prizes they can take away with them as soon as they win them (or hit target). * Regular, effective and relevant training is massively important and a great motivator. * Offer a nice clean working environment * A good reward scheme is a great motivator, especially if your team are conducting outbound calls. * We have found that the simple yet very effective “secret” to motivating a call centre team effectively comes through how one views motivation. We run with the premise that it is impossible to impose motivation upon people, you need to create an environment within which they can (and will) motivate themselves. * Rewards that come at the end of the period are too late to produce ongoing change. “Well done” at the end of the week has a short-term impact. Sustained change in behaviour comes when agents are told right through their shift * A bit of fun can go a long way towards motivating staff and helps to energise. At the start of shifts a quick ‘huddle’, not only to pass on bits of key information but to also share a topical joke or ‘vote’ on a true/false, can really wake people up! Far more effective than email bulletins that are rarely read! * The best way to motivate contact centre staff is to ask for their direct input. * Even though customers rarely come face to face with call centre staff, it is important for them to act and look professional at all times. All our staff must dress smartly. * Share the good work on notice board, or an appreciation letter from management, or display on a projector screen.

1. Tell us about yourself?

Keep your answer very simple and brief. Don't prolong by telling your family history and schooling. Be brief and focus more on your skills initiatives and adaptability. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 2. 2. Why should we hire you?

Because I have all the attributes that this role requires. Knowledge, experience, skills and abilities. You need to be confident while replying and no vague answers.
- See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 3. Why are you looking for a change? or Why do you want to leave your company?

Be positive while answering. You want to work with a company where you can make a long term career. Where you can use your skills and learn new skills. Be honest if there was any retrenchment in the previous company e.g. Our Department was consolidated or eliminated. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 4. What are your strengths?

Your strengths should relate to the company and job opening. I have a proven track record as an achiever.Positive attitude, good sense of humour, good comunication skills, dedicated, team player, willingness to walk the extramile to achieve excellence etc. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 5. 5. What are your weaknesses?

Never say you do not have any weak points. Try not to reveal your personal characteristics. I often get impatient with others sloppy work. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 6. 6. What challenges did you face in your previous jobs?

Getting things planned and done on time within the budget. Quote any example that you have experienced. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 7. 7. How will you motivate your team?

Bottom line is do it show it and inspire. Involve all the members in the ongoing development and progress of the company. Communicate and interact with the team members. They want regular updates on their personal performance. Keep them updated.Celebrate individual and team performance. Catch people doing something right and focus on recognizing excellent performance.Set challenging goals. Team will work hard to accomplish them. Believe in your people. Majority of them want to perform.Motivate emplyees for the next level. Consistent and transparent with the team. Let the members know why doing an asigned task is important to you the organization and them.Set the example for others to follow. - See more at: http://readreal.blogspot.sg/2010/01/post-reply-4-posts-page-1-of-1-team.html#sthash.0jXp3NYV.dpuf 11. What is your Expected Salary?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, That's a tough question. Can you tell me the range for this position? In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range. - See more at: http://readreal.blogspot.sg/2010/01/50-common-interview-questions-and.html#sthash.b3Fq6rde.dpuf
IMP:: http://readreal.blogspot.sg/2010/01/50-common-interview-questions-and.html

12. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: I'd like it to be a long time. Or As long as we both feel I'm doing a good job.

23. Tell me about your dream job ?
A job where I love the work, like the people, can contribute andcan't wait to get to work.

2. A co-worker tells you in confidence that she plans to call in sick while actually taking a week's vacation. What would you do and why?
Sample excellent response:
I would tell this co-worker that being dishonest to her boss, as well as her co-workers, is not wise, and being dishonest in her job is wrong. I would say how we all want more vacation time, but we have to earn it -- and that taking this extra time hurts everyone in the department because the person's absence will affect productivity.

7. List the steps that you would take to make an important decision on the job.
Sample excellent response:
1. How would the company benefit from this?
2. How does it relate to the company's values and beliefs?
3. What are the negative and positive impacts this decision has on the company?

9. How would you deal with a colleague at work with whom you seem to be unable to build a successful working relationship?
Sample excellent response:
This situation would certainly be unique to me. Ever since I can remember, I've had a knack for finding something in everyone that then becomes common ground for a friendship and/or good working relationship. Certainly there are all types of people, some less motivated to work in teams or simply unhappy in their jobs, but we're all people when you strip away titles and such -- and it's at that base level in which I find a connection that results in some degree of rapport -- even when few others can do so. For example, in my senior year of college, I was placed onto a team that had one member that the rest of the team disliked. This team member was kind of an outcast, but I knew we needed this full commitment to make the project work. Even though I was not the team leader, I took it upon myself to forge a connection -- and discovered we had a mutual passion for horses. We did not end best friends or anything, but through our common interest, I was able to build enough rapport to connect and engage him as a key team member. There is always something that bonds us all together -- it is just harder to find with some people than with others.

12. When would it be appropriate to bring in your supervisor while dealing with an angry customer?
Sample excellent response:
As an employee it is my job to explore all the possible options to satisfy customer demands. However, if I see the customer is angry with me personally it is better to bring in a supervisor because he or she is more likely to listen to my supervisor than me. Also it is important to stay friendly and always stay respectful and polite when dealing with customers in the face of frustration.
[contributed by Alexis]

14. What would a good manager do to build team spirit?
Sample excellent response:
Most importantly, any plan to build team spirit has to be authentic. We've all seen -- or experienced -- work environments like in Office Space or The Office. Anything less than authenticity will be seen as simply rah-rah -- or going through the motions. A good manager brings the team together -- perhaps even a retreat -- to foster communications and develop common goals and objectives. During this meeting, the manager should also show how all the team members play a role in making the team successful -- and that only by working together and respecting each other can the team fully succeed. Sometimes, too, when the team is from different departments or backgrounds, it's important for the manager to address this issue from day one -- if possible. I was once put in a team with a mix of marketers and accountants, and the manager sat us all down and told us a story of a successful competitor and how their accounting team thought like marketers and how their marketers understood the importance of return on investment for new marketing initiatives. Using the story of a successful competitor helped us realize that we had more in common than we had differences and that we could come together as a team and succeed.

16. How would you react if two teammates were embroiled in a conflict that kept the team from completing its task?
Sample excellent response:
To build team spirit, it would be important that all team members are on the same page and agree on a common goal. Team-building exercises bring a team closer together and strengthen team spirit. For example, there's an exercise called "Hammeroid" that involves comparing a hammer, string, ruler, and table to work-style preferences. Participants are tasked with bringing a team in conflict into harmony by perfectly balancing the hammer, string, and ruler on the table. Team members should also be made to feel like their opinion matters and their input/ideas are valued by their manager.
[Contributed by Alexis]

Why should we hire you?
You shoild hire me because I believe that I am the best person in this job. Meaning I am loyal with regards from my work and I believe that my work will be good and success in the way that I know my work, how my work will flow and follow all the instructions, rules and regulations ifor my work. Besides I know how to get a good commitment from my team or staff.

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...http://www.elsolucionario.blogspot.com LIBROS UNIVERISTARIOS Y SOLUCIONARIOS DE MUCHOS DE ESTOS LIBROS LOS SOLUCIONARIOS CONTIENEN TODOS LOS EJERCICIOS DEL LIBRO RESUELTOS Y EXPLICADOS DE FORMA CLARA VISITANOS PARA DESARGALOS GRATIS. CHAPTER 5 THE CMOS INVERTER Quantification of integrity, performance, and energy metrics of an inverter Optimization of an inverter design 5.1 5.2 5.3 Exercises and Design Problems The Static CMOS Inverter — An Intuitive Perspective Evaluating the Robustness of the CMOS Inverter: The Static Behavior 5.3.1 5.3.2 5.3.3 Switching Threshold Noise Margins Robustness Revisited 5.5 5.4.2 5.4.3 Propagation Delay: First-Order Analysis Propagation Delay from a Design Perspective Power, Energy, and Energy-Delay 5.5.1 5.5.2 5.5.3 5.5.4 Dynamic Power Consumption Static Consumption Putting It All Together Analyzing Power Consumption Using SPICE 5.4 Performance of CMOS Inverter: The Dynamic Behavior 5.4.1 Computing the Capacitances 5.6 Perspective: Technology Scaling and its Impact on the Inverter Metrics 180 Section 5.1 Exercises and Design Problems 181 5.1 Exercises and Design Problems 1. [M, SPICE, 3.3.2] The layout of a static CMOS inverter is given in Figure 5.1. (λ = 0.125 µm). a. Determine the sizes of the NMOS and PMOS transistors. Solution The sizes are wn=1.0µm, ln=0.25µm, wp=0.5µm, and lp=0.25 µm. b. Plot the VTC (using HSPICE) and derive its parameters (VOH, VOL, VM, VIH, and VIL)...

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...Database Modeling and Design: Logical Design 4th Edition Toby Teorey, Sam Lightstone, Tom Nadeau Lecture Notes Contents I. Introduction ................................................................………...……2 Relational database life cycle 3 Characteristics of a good database design process 6 II. The Entity-Relationship (ER) Model …………...……………….7 Basic ER concepts 7 Ternary relationships 11 III. The Unified Modeling Language (UML)………...…………….13 Class diagrams 13 Activity diagrams 19 Rules of thumb for UML 21 IV. Requirements Analysis and Conceptual Data Modeling….…..22 Requirements analysis 22 Conceptual data modeling 24 View integration methods 25 Entity Clustering 30 V. Transforming the Conceptual Model to SQL…………...………32 VI. Normalization and normal forms ………………………………38 First normal form to third normal form (3NF) and BCNF 38 3NF synthesis algorithm (Bernstein) 43 VII. An Example of Logical Database Design………………………48 VIII. Business Intelligence………………………………..……….....52 Data warehousing 52 On-line analytical processing (OLAP) 58 IX. CASE Tools for Logical Database Design……………………….60 I. Introduction Introductory Concepts data—a fact, something upon which an inference is based (information or knowledge has value, data has cost) data item—smallest named unit of data that has meaning in the real world (examples: last name, address, ssn,......

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