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Management Case Studies Choosing Entrants Into A A-Level Coursework

Management Case Studies Choosing Entrants Into a Management Training Program

How would you go about deciding who to select for the openings? In other words, without providing your decisions for the individual candidates, describe how you would weigh the various selection information to reach a decision.

The following table shows the prioritization of factors based on their relative weighting. As the text has often mentioned, the ability to combine trust and performance is the foundation of effective leadership (Heneman, Judge, Kammeyer-Muller, 2012). The selection of these factors also take into account the need to create a more transformational leadership approach at the store level over time. It is relatively easy to select management training program candidates who have transactional leadership styles, as this skill set is predicated on the traditional plan, organizes, lead and control paradigm of traditional management (Fuller, 1994). What is far more challenging...

As the text has shown through example, the greater the level of congruity of a measurement methodology to the unique needs and requirements of a given position, the higher the probability of success in a given role (Heneman, Judge, Kammeyer-Muller, 2012). This is also underscored by a selection methodology that takes into account the unique requirements and needs of a given role in an organization while also concentrating on the long-term needs of creating a managerial and leadership foundation for future…

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The top three candidates are Siobhan, Raul and Osvaldo given the criterion provided in the first questions' answers. Each of these three candidates excelled on the integrity test, scoping the highest grades, and each also had the highest costs on the performance ratings as well. In terms of cognitive ability, Osvaldo is the highest overall scored in the entire group of applicants. Radhu scores a 9 on this test and Marianne, an 8. Their integrity scores and in the case of Marianne, her arrest in 1995, limit their potential for advancement given the factor weighting shown in question.

Advancement in management training programs often is defined through anecdotal, often consensus-driven judgments of overall performance during the interview cycle (Fuller, 1994). Relying on more qualitative and loosely defined criterion often leads to consistent, often erroneous results in hiring and long-term management of development programs. The need for a consistent taxonomy and approach to defining qualitative and quantitative measures of performance potential are critical for the overall success of a management recruiting and development program (Heneman, Judge, Kammeyer-Muller, 2012).

Finally the development of an effective scoring and feedback system that continually evaluates how well
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