Decision Making Questions

The Decision making questions are an integral part of the important exams like Xavier Aptitude Test i.e. XAT. Here are some important decision making questions to help the candidates ace this section with ease.

Questions: Decision Making

 

Directions for questions 1-2

You are supposed to prepare a strategy for election campaigning which is going to start in 6 months time. This is to be done at multiple constituencies involving many agencies. There would be a huge amount of logistical support which would be required once the format has been decided. The Minister has called for a meeting to hear your action plan and you need to be prepared for it.

1. What would be the most effective answer?

a) Concentrate on coordinating with the different agencies and having them approve the strategy

b) Concentrate on setting deadlines, targets and checkpoints in order to meet the deadlines.

c) Concentrate on getting an immediate feel for the contents design and layout of the strategy.

d) Concentrate on logistics: how to move people and equipments from one place to another smoothly.

 

2. What would be the least effective answer?

a) Concentrate on coordinating with the different agencies and having them approve the strategy

b) Concentrate on setting deadlines, targets and checkpoints in order to meet the deadlines.

c) Concentrate on getting an immediate feel for the contents design and layout of the strategy.

d) Concentrate on logistics: how to move people and equipments from one place to another smoothly.

 

3. You have been using a certain computer system to perform your role for years and it has proved to be stable and reliable. Recently, you were informed that it is to be updated next month with new functionality and applications. You are concerned about the time it would take to have a trouble free system as the current system took six months to become trouble free. You now need to decide your response to this news. What would be the least effective answer?

a) Find out all you can bout the system and volunteer to be the first to trail run it.

b) Voice your concern to your superior and recommend that all possible upgrades be delayed until all possible issues have been identified and resolved.

c) All other colleagues to run the new systems for errors so that the quality of your work is not compromised, but seek their reviews.

d) Believe that the appropriate checks have been carried out and wait for the introduction of the upgrade so that you can assess its functionality.

 

4. You have been approached by someone in another department who is thinking of applying for a transfer in to your unit in order to get some real experience of the work your department is involved in. you are not against this in principle: however there are two things to bear in mind. Firstly, the director of the other department has told you that they do not rate this individual highly. Secondly, now is the busiest time of the year for you so it would be hard to arrange. What would be the least effective answer?

a) Using sensitive language, suggest that now is not the best time for learning the work others do due to work levels and suggest that the try alternative department.

b) Agree to meet with them to discuss their performance in their current position and the motivation behind the transfer.

c) Ask someone in your department who is relatively less busy to spare an afternoon giving a briefing about the work of the department.

d) Accept their request and allow them to see your way of work personally for the next three weeks.

 

5. You have spent the past three weeks preparing for a trip to discuss how the work you have completed in Bihar can be related to the specific needs and issues related to Jharkhand. With two more weeks to go your boss has informed you that the focus destination of your project has been moved from Jharkhand to Karnataka. You will meet the representatives of Jharkhand later in the year. You were initially shocked because a lot of your previous research is irrelevant now. You need to decide on what to do next. What would be the least effective answer?

a) Request that the trip to Karnataka be postponed so that you can research and prepare a background of the status of the state as you did for Jharkhand.

b) Ask your boss whether the scale of the project can be reduced in order to allow you time to prepare.

c) Use whatever you can from the work already completed and plan how you will conduct some new research before the deadline.

d) Speak to your representative from Jharkhand to find out the reason for the change in timings and request that the original deadline is kept.

 

6. As a relatively small part of your role , you are responsible for the maintenance of a database of statistical information regarding meteorological data and its link to road traffic levels at the Indian met department. This is drawn upon every three months for analysis, although for the past few years the results have been consistent and predictable and some people have questioned the need for such detailed data. In order to compile the information, you rely on daily input of information from a number of people in different localities. One day, one of these individuals comes to you to request that data be submitted on a weekly rather than daily basis, to save time. Your boss is on holiday and your areleft to take the decision. What would be the least effective answer?

a) Inform them that you cannot authorize it until your boss is back from leave.

b) Make the change as it seems more sensible, and inform your boss when he returns.

c)Inform him that there is no chance of any change in the reporting pattern.

d) Ask the other personnel involved about it and what is their take and tell this to your boss once he comes back.

 

7. You have just finished preparing a report for your boss and the rest of the department that is due in 30 minutes. Just as you finish an email to accompany the report, you receive another email from an online news service you subscribe to. In it, there is news of a new policy proposal that could affect the conclusions in your report, although it is not clear whether the proposal will be accepted or not. You are in a dilemma because if you include it, it will dilute the impact of the report, but you do not wish to overlook something that may be important in the future. You do not have enough time to conduct further research and still meet the deadline, which is quite important. What would be the most effective answer?

a) Add the extra information as a footnote at the end of the report and send to your boss and the rest of the department.

b) Email the report to just your boss, with the information included in the mail not the report itself. Give your views and ask for opinions.

c) Omit the information and send the report to everyone: your report is the true reflection of the situation at this moment in time.

d) Delay sending the report until you can research more information about the proposed new policy.

 

8. You are new to your department and your boss has handed you a brief for a presentation that covers what you should tell your department about the new IT system that is being introduced. Your boss would have done it himself, but he has annual leave for the next few days. It contains a lot of facts and you are aware that your boss prefers a more factual dry presentation style. However, you are concerned that the audience would find the content dull and you want to make a good first impression on them. What would be the most effective answer?

a) Respect the approach that your superior would have taken and present just the facts, but try to do so quickly so that the audience doesn’t get too bored.

b) Introduce a range of interactive, entertaining elements to the briefing that increase audience engagement with the content prepared by your boss, but might not reflect the style of your boss.

c)Send a brief around in email form prior to the meeting and then engage in a two way discussion with the audience about the system.

d) Suggest to your boss that he may like to present the content when he returns, as this will ensure that it is delivered in the way he intended.

 

9. You have been asked by your boss to meet with a representative from another unit to present the findings from your team’s latest piece of research. After giving you the briefing, your boss advices you to ‘tone down’ your ‘usual style’ as she thinks this will work better. You are not quite sure what she meant by this and feel a little offended: your style has always worked well in the past. How would you respond? What would be the least effective answer?

a) Gently push back to your boss, saying that you will of course communicate the research sensitively; as you always do.

b) Ask your boss for more detail on what they meant by the comment.

c)Ask your colleagues what they meant by the comment.

d) Self-reflect upon what your boss meant then change your behavior accordingly.

 

10. The public sector where you are working for is to be included for a major restructure. Some posts will vanish, some roles will change and there will be some new opportunities created. The announcement has created some concern within the PSU, especially as it has been performing well up to this point. Your CMD has arranged for a one on one meeting with everyone to discuss the restructure. You need to decide how best to prepare for the meeting. What would be the least effective answer?

a) Spend time planning how accurately convey your strengths so that your position is safe within the firm.

b) Plan to ask questions about what new opportunities are available and how you can position yourself to take advantage of it.

c) Aim to get as much information from your CMD about the restructure: timescale and impact.

d) Prepare a convincing case concerning why the company should not be included in the restructure.

 

11. You work in an office where the work being carried out in different departments is visible. You have noticed that an engineering trainee in another department spends most of the time ‘lost’ with little work to do. You have already brought this issue to the notice of your head of the department but nothing seems to have happened to solve the situation. In addition, the boss is often out of office so does not see it himself. What would be the least effective answer?

a) Go over to the person in question and set them tasks to complete for your department.

b) Speak to someone else in the department and ask them if there is any work the person could complete for them.

c) Speak to the person in question and tell him to find some work to do as they are currently giving a bad impression.

d) Schedule a meeting for tomorrow with the person’s head of the department where you can suggest some work for him.

 

12. You are in a department meeting, led by your boss, in which some recent mistakes have been discussed. Your boss is very angry and begins to shout at one of your colleague’s. You completely agree with the points your boss is making. Your colleague was at fault. After the meeting you see that your colleague is looking very upset. You need to decide what the best course of action in this occasion is. What would be the most effective answer?

a) Wait for a few days to allow the initial shock of the meeting to wear off and then approach your co-worker if they still seem upset.

b) Stay out of the situation: you do not wish to undermine your boss’s hard words by getting involved.

c) Approach the co-worker and ask how he is feeling and reassure him/her where possible. d) Inform your boss about the situation and allow them to decide the best course of action.

 

13. You have sent a survey to multiple units in order to gauge levels of job satisfaction as part of a wide internal survey across the organization. When the results arrive back, you see that by far the biggest cause of dissatisfaction seems to be the pay levels. However, your manager has suggested that in reality staff are content with their pay: this survey is just seen as an opportunity to ask for more. There is no time or budget to repeat the survey and you need to decide how to proceed. What would be the most effective answer?

a) Conduct some online research into other surveys of this nature to see whether this is a common pattern: include this observation in the report and recommendations.

b) Accept your manager’s views and highlight this in your summary report and recommendations

c) Accept the original data and avoid including your manager’s interpretation when collating the summary report and recommendations.

d) Declare the results of the survey around pay levels to be ‘ambiguous’ and instead concentrate on the second most important area of the survey.

 

14. A new director was recently appointed to manage your directorate after being managed by the previous person for a couple of years. In her introductory speech, the new director states that there will be a number of changes to be made now she has arrived: some will happen quickly and others will be introduced over the next few months. She does not give more detail than this but reassures everyone that people will be informed as soon as possible about the changes. Choose the most effective answer.

a) Request a meeting straight away with the new director and say that you need to know more about the planned changes.

b) Wait a few weeks and then request a meeting with the new director and find out more about the planned changes.

c) Be alert to the news about the changes, but continue to work as usual until more is announced.

d) Try to find out more about the changes that the new director made in other parts f the organization in order to gain an insight into what she might be planning for your area.

 

15. You are working on a complex project when one of the members of your department gives you some negative feedback about your way of working that comes as a complete surprise to you. You have never received feedback on this area before and you had previously considered it a moderate strength of yours. It has been playing on your mind for the past week as you are keen to be seen in a positive way by others. Choose the most effective answer.

a) Try to improve your image in the eyes of the person who gave you the feedback by describing to them why you acted in the way you did and how it has brought you success in the past.

b) Ask the person who provided the original feedback for more detail about why they think the way they do.

c) Ask a selection of other people for feedback on the area concerned to see if this corroborates the original negative feedback.

d) Self reflect some more, and read up on how to develop in the area identified.

 

16. You are the head of department and you have just been informed that another head of department in your company has been taken ill and that she will not be returning to work for at least three weeks. You know that her unit is involved in an important ongoing project, but you do not know much about the content of it. You also know that the other head of the department can be quite protective of her unit and her staff. There is no formal plan being put in place to manage her unit in her absence. Choose the least effective answer.

a) As it is an ongoing project and to avoid causing conflict with the other head of unit, remain detached from members of her department but let them know you are there in case of emergencies.

b) Meet with the other department to present a clear action plan for the remainder of the project. Ensure that you meet with every member of the unit individually and on a regular basis to discuss progress.

c) Call for a meeting with other department to find out how the project is progressing and what issues or risks are present. Take action where required and have regular update meetings.

d) Appoint the most senior member of the other department as the temporary head, with day to day responsibility for overseeing the project. Have them report back progress with you regularly.

 

17.You are in the middle of speaking to an audience about some work that had a successful outcome and that you are very proud of about ten minutes into your speech, you notice that a couple of the audience members are yawning and looking at their watches. Choose the most effective answer.

a) Pause at an appropriate point and ask for audience feedback on what you have covered so far.

b) Look directly at them and ask ‘am I keeping you awake?’ in order to embarrass them and make them pay more attention.

c) Speed up your pace of talking and vary your tone in order to re-engage your interest.

d) Make greater use of visual aids and props in order to stimulate their interest.

 

18. You are preparing for a presentation to your colleagues about a new complex reporting system that is being introduced in your department. It is going to take some time to cover all the key points and then allow some time for questions and answers at the end. Already some of the potential audience members have been asking if you can reduce the currently scheduled time of one hour to just thirty minutes as they say they will find a whole hour quite tiring. Choose the most appropriate answer.

a) Agree with them that it should be cut and find ways of conveying the information more quickly during the presentation.

b) Research ways in which you can make the presentation engaging, interactive and lively in order to entertain as well as embed the knowledge.

c) Push back and reiterate the importance of the new reporting system and why an hour is the minimum required time to cover the content as well as answer questions.

d) Cut the presentation time by reducing the question and answer session, and ask for any leftover questions over email after the event instead.

 

19. You have been working late and there are few people in the office. You notice that one of your co-workers seems very stressed – sighing, rubbing his head and muttering to himself. Earlier, he came off a call to his boss and seemed on the verge of tears. You do not know him well, only by name, but you do know his boss very well. Choose the least appropriate choice.

a) Wait till the next day & ask one of his co-workers if they know how he is at the moment and ask them to look out for him.

b) Contact his boss the next day to let him know what you saw and let him decide the most appropriate way to deal with the situation.

c) Approach him, apologize for intruding, but ask how he is and whether you can help.

d) Decide that as it is the first time you have seen this happen, you will wait until the next time you see this before responding.

 

Directions for questions 20-21

20. You are responsible for managing a department of 12 members who have been under some pressure recently; however, they still seem generally quite motivated. Recently, there has been a series of resignations across the entire company and your boss has met you to stress how important it is that this does not happen in your department as well. Choose the most effective answer

a) Meet with the department members individually to find out how they are feeling and take action on an individual basis.

b) Organize a fun yet relevant ‘morale building away day’ for the whole unit in order to raise motivation levels.

c) Give rewards to those members of the unit who work hardest and put in the most effort. This way, hard workers are recognized for their efforts and are more likely to stay.

d) Hold a meeting where you discuss the current resignations openly with the unit members, ask for feedback on why they think this is happening and how it could be prevented.

 

21. Choose the least appropriate answer.

a) Meet with the department members individually to find out how they are feeling and take action on an individual basis.

b) Organize a fun yet relevant ‘morale building away day’ for the whole unit in order to raise motivation levels.

c) Give rewards to those members of the unit who work hardest and put in the most effort. This way, hard workers are recognized for their efforts and are more likely to stay.

d) Hold a meeting where you discuss the current resignations openly with the unit members, ask for feedback on why they think this is happening and how it could be prevented.

 

22. You have been working hard on a report and have succeeded in completing it before the deadline. You are just about to email it to the relevant person and move onto other pressing but less critical tasks on your ‘to-do’ list, when the person in question sends you an email. In it, they say that if you have time, they would like you to add in twenty more graphs to make the report look more professional. You do not have time to add all the graphs requested. Choose the least appropriate answer.

a) Inform him that unfortunately you will not have time to add the graphs and delay sending the report until the deadline, allowing you to focus on the other tasks on your ‘to-do’ list.

b) Ask them whether the deadline could be extended as a result of this additional request as you cannot complete all the graphs in the available time.

c) By making a compromise on other less critical job tasks facing you, make the time to add most of the extra graphs requested.

d) Add in as many graphs as you are able to do (you estimate this as ten graphs) while completing this and the other less critical tasks before the deadline and submit it when it’s due.

 

23. You have just set up a new four week project with a very bright junior official. He will have day to day responsibility for running the project, whereas you will have ultimate accountability for its delivery. In the last week, the project ran into a number of difficulties which the junior officer handled very well. You have now been asked to spend more time overseeing a different project by someone in another unit. Choose the most appropriate answer.

a) Ask the junior officer who has proved himself to take over the new project, empower them to take responsibility for the project and ask them to come to you when there are issues.

b) Refuse to take up the new project immediately and continue to keep a close watch over the first project until at least a few weeks have passed.

c) Agree to the new project but set up a series of monitoring meetings in advance with the junior official to track progress on the other project for its duration. d) Agree to the new project but meet with the junior official at least twice more over the next three days to ensure that the original project is running smoothly. Give up complete responsibility of the old project after that and assume 100 percent responsibility for the new project.

 

24. You are co-operating with a national expert who is supposed to be conducting a piece of research for you as part of a wider project you are involved in. Whilst the quality of research is acceptable, you do not have a good relationship with him: he rarely says hello or goodbye to you and he frequently makes sarcastic remarks on the quality of your work to you directly. Yesterday came the final insult when he called your opinion ‘really quite silly’ in front of your Director, just one week before your performance appraisal which you were expecting to be quite positive. Pick the most effective answer.

a) In order to preserve your reputation, meet with your Director afterwards to explain the situation and defend yourself.

b) Refuse to continue working with the individual until they apologise to you and your Director.

c) Go and see your Director to explain the situation and point out all of the national expert’s shortcomings so that their opinion is discredited.

d) Ignore the remark and hope that your Director judges you on your previous work and not on this one comment.

 

25. You are responsible for managing a Unit of 12 members, who have been under some pressure recently yet seem generally quite motivated. Recently, there has been a series of resignations across the entire Directorate-General and your Superior has met with you to stress how important it is that this does not happen in your Unit as well. Pick the least effective answer.

a) Meet with each Unit member individually to find out how they are feeing and taking action on an individual basis.

b) Organise a fun, yet relevant morale building away day for the whole Unit in order to raise motivation levels.

c) Give rewards to those members of the Unit who work hardest and put in the most effort. This way, hard workers are recognized for their efforts and are more likely to stay.

d) Hold a meeting where you discuss the current resignations openly with the Unit members, ask for feedback on why they think this is happening and how it could have been prevented.

 

26. You have been working late and there are few people left in the office. You notice that one of your co-workers seems very stressed — sighing, rubbing his head and muttering to himself. Earlier, he came off a call to his Superior and seemed on the verge of tears. You do not know him well, only by name, but you do know his Superior very well. Pick the most effective answer.

a) The next day, ask one of his co-workers if they know how he is at the moment and ask them to look out for him.

b) Contact his Superior the next day to let him know what you saw and let him decide the most appropriate way to deal with the situation.

c) Approach him, apologise for intruding, but ask how he is and whether you can help.

d) Decide that as it is the first time you have seen this happen, you will wait until the next time you see this before responding.

 

27. You are visiting another secretarial team at the request of their supervisor to present the work your team has been involved in and its conclusions. You had expected it to be a chance to learn from one another and share ideas: however, it quickly becomes apparent that the audience (including the other team’s supervisor) is hostile to your ideas. The whole group are criticising your views and one person in particular is becoming very animated, standing up and shouting at you. You need to decide how to best handle the situation. Pick the least effective answer.

a) Stop the presentation, look at the challenger and tell them to sit down. Then continue the presentation with confidence.

b) Invite the challenges in a non-defensive manner and attempt to answer them all as best as you are able.

c) Say to the audience that as they are obviously not here to learn, then it is perhaps best to stop the presentation now and have the discussion some other time.

d) Suggest a pause in the presentation, during which you can speak to their supervisor about his aims for the session.

 

28. You are working hard trying to improve the way certain administrative processes work in your area. You can see there will be clear cost-benefits to your proposals, but you are being met with resistance from your colleagues who feel there is nothing wrong with the current way of working and are suspicious of change. Some of them have flatly refused to try out your new system when asked, whereas those that have agreed found it hard to change their working methods (although they admitted they could see some benefits). Your Superior has no strong feelings either way and has left the decision in your hands what to do next. Pick the most effective answer.

a) Accept that the team is not ready for this change at the present time and plan to reintroduce the idea at a later stage.

b) Persist in your efforts to convince others of the benefits of your approach, perhaps by using different tactics.

c) Demand that others in the team follow your new process and make it clear that those who do not will be at a clear disadvantage.

d) Explore the team’s concerns in more detail and then seek to address these concerns explicitly.

 

29. You are a senior assistant in your organisation and you are to be responsible for overseeing the delivery of a new range of training courses on basic secretarial skills for recently hired assistants over the next 6 months. These training courses were designed by a very bright junior assistant you have working alongside and you are confident that they have been well designed. However, as they are new your Superior has asked you how you intend to track their success. Pick the most effective answer.

a) Ask the trainers for their professional views upon what went well and what needs to be improved for the future.

b) Ask the delegates to complete structured feedback forms on what they liked, did not like and what they would like to r see changed.

c) Observe how well the new assistants perform both before and after the training in a structured manner.

d) Demonstrate faith in your junior colleague by taking a ‘hands-off approach for the first few weeks, but begin ail gathering some informal feedback.

 

30. You have been given two weeks in which to review a large body of data, spot certain types of errors and inconsistencies and then produce a corrected and improved version as a result. Your Superior has asked to meet with you after four days to review your progress. Three days into your review you realize that there are also several other types of errors and inconsistencies in the data and you will not have the time to review it all in two weeks, let alone in time for your meeting with your Superior tomorrow. You feel a more realistic timescale would be four weeks. However, you know that a lot of people are awaiting the outcome of your review and corrections and if it is delayed this will hold up the work of other Units. Pick the least effective answer.

a) Use the two weeks to focus on correcting those types of errors that the original assignment called for and complete the assignment on time.

b) Use the meeting with your Superior to argue for an extension of the deadline so that you can correct the further errors you discovered as well.

c) Start correcting all discovered errors and complete as much as you can in two weeks.

d) Start correcting all discovered errors but arrange to feed the results of your review through in stages to other units so that they can begin work.

 

31. You recently conducted a brainstorming session with another assistant in the web design team you are a member of to get ideas for improving web development systems and tools. They liked the idea of brainstorming about this topic and the team came up with a number of ideas from the session. However many of them were ideas that had already been discussed or tried before and none were particularly creative. When you spoke to one of the Project Managers in your Unit, he said that the ideas were all useful and that he would personally prefer ‘safe’ over ‘creative’ ways to improve efficiency. You now need to decide what to do. Pick the most effective answer.

a) Investigate possible new sources of creative ideas outside of the team’s feedback.

b) Go back to the team and suggest a second brainstorming meeting to generate more creative ideas.

c) Agree with the Project Manager’s views and do not immediately seek out more creative options (but keep this in mind for the future).

d) Follow the Project Manager’s guidance and investigate ways to make the processes even less risky.

 

32. You have been working long hours on an assignment recently and have noticed some changes in one of your colleague’s behaviour: they are arriving very early in the morning and leaving late at night every day. They are meeting all their deadlines and targets and when you asked them casually how they were the other morning they said that they were fine — they just had a lot to do. However, this behaviour is not usual and you need to decide how to react. Pick the least effective answer.

a) Become firm with them and strongly suggest that they go home when you see them late at the office, in order to help them manage their work-life balance.

b) Go to your Superior and report the change in behaviour and let them decide the most appropriate course of action.

c) Decide to wait and observe a little while longer to see if the behaviour changes again or if they show signs of stress before intervening.

d) Choose an appropriate moment to arrange a more in-depth discussion about how they are feeling and what you can do to assist.

 

33. You have been asked to take over responsibility for a task that has been falling behind schedule and faces significant barriers to its successful completion. The previous person responsible for this ongoing task has been given compassionate leave on the grounds of stress. You are responsible for choosing people to work with you that will be able to turn the assignment around. No-one is keen as the task has a poor reputation internally, but you do have the power to choose your own colleagues for this assignment and now need to decide how to proceed. Pick the most effective answer.

a) Build the case for the task by stressing its value as a learning experience and then ask for people to volunteer.

b) Select a mixture of colleagues who have the right blend of skills and experience to deliver, regardless of their concerns about the project.

c) Choose only those people who are both capable and have a positive attitude towards the project.

d) Decide to choose people for the team at random in order to show impartiality to all.

 

34. You are responsible for tracking traffic flow and emissions around key towns and cities in a certain geographical region. To do so, you need to analyse large amounts of complex statistical information from a multitude of sources to reach your conclusions: this is difficult work. From your initial broad analysis it seems that increased traffic flow is linked to weather fluctuations: this is a key trend. The Project Manager whom you assist has a meeting scheduled to discuss the results of your analysis where he wants to have some clear answers. You need to decide how to approach the meeting. Pick the most effective answer.

a) Go in confidently with a clear message that the link is to weather fluctuations and plan with the Project Manager what to do next.

b) Go into the meeting saying that weather fluctuations are one cause, but there may be others and further research is required before next steps are taken.

c) Contact your Project Manager to say that you are not prepared to offer any firm conclusions until you have completed your analysis and suggest the meeting be rescheduled.

d) Go to the meeting and say that the data has not yet been fully analysed and so no dear conclusions can be drawn.

 

35. You are approaching year-end and your appraisal is due in four weeks time. You were set some targets last year and these are tied into your pa’ rise decision. You have met all but one of your objectives and this was relatively less important and concerned with the most simple and less essential of you tasks. You have, however, met all your core objectives and this has contributed significantly to the success of the team. You now need to decide how to focu: your efforts in the last month before your appraisal. Pick the least effective answer.

a) Focus on reaching your targets in all parts of your appraisal by catching up on all the less essential tasks.

b) Take the opportunity to exceed your targets in core areas, at the expense of missing the less important ones if necessary.

c) Focus your efforts on the issues that arise as part of your work schedule, regardless of their link to your appraisal.

d) Speak to your manager and ask if you can be set lower targets for your most simplistic tasks considering your success in other areas.

 

36. You have been working with your Unit for a year and you have just heard about a fast track development programme that you may be eligible to attend that is linked to promotion prospects. As part of the application process, you have been asked to request feedback from your colleagues and Superiors about your current level of performance via a questionnaire. You do this over a two-week period, and when the results come back you are pleasantly surprised to find all the feedback to be positive. Your Superior expresses some surprise, saying this is unusual but that it will stand you in good stead for your application. You now need to decide what to do. Pick the most effective answer.

a) Ask your manager to give you feedback on what they perceive to be your development areas and include this with your application.

b) Inform the people responsible for the development programme that although your feedback is all positive, you know you do have some areas for development you would be keen to work on.

c) Submit the questionnaire responses as they are and then once you have started the programme; inform them of your own self-perceived development areas.

d) Go back to the questionnaire respondents and ask them to expand upon their responses, forcing them to give some negative feedback.

 

37. You have just arrived into your new position as a senior member of the administrative support team, having transferred from another department last week. When you arrive, you are shocked to find how inefficient some of the systems and processes in use are: many of the working practices were officially ruled obsolete over 18 months ago. Your Supervisor is away for the next month on holiday and you are in charge of the team in his absence. You now need to decide what to do with this knowledge. Pick the most effective answer.

a) As the working practices are now officially classed as obsolete, put steps in place to improve them immediately.

b) Action some small changes to correct the worst practices, but then wait until your Supervisor returns before focusing on the major issues.

c) As the Unit has been working in this way for a while now, await your Supervisor’s return to feedback your concerns and come up with a plan.

d) Decide that you need more time to settle into your new role before actioning any changes: take some more time to gather more information.

 

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