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1.
You are the CEO of a major company. As you leave your office, a few union workers are waiting for you to present their demands to replace the head of personnel management. They feel that he shows no respect for their rights and threaten that if he is not dismissed, they will start a general strike.
What would you do? Choose ONE option.
Response #1: You decide to ignore their demands. You feel that if you accept the union's demand, you will seem like a weak leader.
Response #2: You listen to their arguments, investigate their claims, and make a decision based on your findings.
Response #3: You call the personnel manager into your office and confront him with the complaints raised against him. You then consider his response.
Response #4: The company will not be able to survive a general strike at the moment, so in order to prevent it, you dismiss the personnel manager.
What would you do? Choose ONE option.
Response #1: You decide to ignore their demands. You feel that if you accept the union's demand, you will seem like a weak leader.
Response #2: You listen to their arguments, investigate their claims, and make a decision based on your findings.
Response #3: You call the personnel manager into your office and confront him with the complaints raised against him. You then consider his response.
Response #4: The company will not be able to survive a general strike at the moment, so in order to prevent it, you dismiss the personnel manager.
2.
A co-worker is undermining you. Currently, he is at a less senior position than you in the company and hasn't been working there for long. However, he is better educated than you and is also considered a fast learner. You know from a third party that he is interested in taking over some of your responsibilities.
What would you do? Choose ONE option.
Response #1: You wait to see how things develop; at the moment this information is merely hearsay.
Response #2: You call your co-worker in for a talk. You explain that cooperation is an essential feature of any workplace and tell him you believe both of you can learn from one another. If he refuses to understand, you take more serious steps.
Response #3: You do not want to take any chances with such issues. You report the matter to your supervisor and advise him to consider replacing your co-worker.
Response #4: Since you do not want to make a 'big deal' out of the issue, you ask a third party to articulate to your co-worker that his behaviour is unacceptable.
What would you do? Choose ONE option.
Response #1: You wait to see how things develop; at the moment this information is merely hearsay.
Response #2: You call your co-worker in for a talk. You explain that cooperation is an essential feature of any workplace and tell him you believe both of you can learn from one another. If he refuses to understand, you take more serious steps.
Response #3: You do not want to take any chances with such issues. You report the matter to your supervisor and advise him to consider replacing your co-worker.
Response #4: Since you do not want to make a 'big deal' out of the issue, you ask a third party to articulate to your co-worker that his behaviour is unacceptable.
3.
You've been working in the same place for the past three years and have managed to work your way up. Lately, you have been feeling that you have reached your potential in the company, so you start pursuing options for advancing your career in other companies. You are now in the midst of negotiations for a new position.
Rumours that you are leaving have spread in your current workplace.
What would you do? Choose ONE option.
Response #1: Since the rumour is already out, you update all your acquaintances in the organisation that you are in the midst of negotiations for a new position. This may even encourage your directors to promote you within the company.
Response #2: Because the rumour is out, you update your manager and only him about your intention to leave. Since you are still an employee there, you keep working normally.
Response #3: Since the rumour is already out and you will probably leave, you invest a little less in your work and a bit more in attaining the new position.
Response #4: Since it is only a rumour, you don't update anyone until you hand in your notice. Nothing has been decided yet.
Rumours that you are leaving have spread in your current workplace.
What would you do? Choose ONE option.
Response #1: Since the rumour is already out, you update all your acquaintances in the organisation that you are in the midst of negotiations for a new position. This may even encourage your directors to promote you within the company.
Response #2: Because the rumour is out, you update your manager and only him about your intention to leave. Since you are still an employee there, you keep working normally.
Response #3: Since the rumour is already out and you will probably leave, you invest a little less in your work and a bit more in attaining the new position.
Response #4: Since it is only a rumour, you don't update anyone until you hand in your notice. Nothing has been decided yet.
4.
At a marketing meeting with your supervisor and the senior marketing manager, you find yourself in the midst of a conflict between them. You know that the two do not get along professionally and that they are in constant disagreement.
They are now arguing about strategies for a new campaign, and are asking you to pick a side.
What would you do? Choose ONE option.
Response #1: You accept the idea of the senior marketing manager. Since she is more senior, she has more influence on your status in the company, and therefore it is in your best interest to support her.
Response #2: You accept the idea of your supervisor. Since he is directly above you, he has more influence on your daily routine in the company, and therefore it is in your best interest to support him.
Response #3: You weigh up the advantages and disadvantages of each side and decide accordingly, without getting involved in their personal conflict.
Response #4: You believe that getting involved in this dispute would be detrimental to you as both sides are superior to you. Therefore, you refuse to pick a side, saying that both strategies are equally successful.
They are now arguing about strategies for a new campaign, and are asking you to pick a side.
What would you do? Choose ONE option.
Response #1: You accept the idea of the senior marketing manager. Since she is more senior, she has more influence on your status in the company, and therefore it is in your best interest to support her.
Response #2: You accept the idea of your supervisor. Since he is directly above you, he has more influence on your daily routine in the company, and therefore it is in your best interest to support him.
Response #3: You weigh up the advantages and disadvantages of each side and decide accordingly, without getting involved in their personal conflict.
Response #4: You believe that getting involved in this dispute would be detrimental to you as both sides are superior to you. Therefore, you refuse to pick a side, saying that both strategies are equally successful.
5.
You are a department manager, and you have recently thought of a new procedure that you believe would improve the work process. Some of the employees in your department agree with the change and some do not.
One of your employees voices their criticism to your director.
What would you do? Choose ONE option.
Response #1: You decide not to respond to the critics to avoid unnecessary conflict.
Response #2: You reprimand the employee for going over your head to the director, and you work to promote your idea with even more enthusiasm.
Response #3: You meet the employee to discuss their criticism and explain that bypassing your authority is unacceptable.
Response #4: Employees' trust in their manager is important, so to keep your employees satisfied you decide to implement only some of the changes.
One of your employees voices their criticism to your director.
What would you do? Choose ONE option.
Response #1: You decide not to respond to the critics to avoid unnecessary conflict.
Response #2: You reprimand the employee for going over your head to the director, and you work to promote your idea with even more enthusiasm.
Response #3: You meet the employee to discuss their criticism and explain that bypassing your authority is unacceptable.
Response #4: Employees' trust in their manager is important, so to keep your employees satisfied you decide to implement only some of the changes.
6.
You are a department manager. Two members of your staff are long overdue to participate in a professional training course. The training department manager has informed you that she has chosen employees from a different department instead.
Relations with the training department are already problematic.
Choose ONE action that you would most likely take.
Response #1: You do not accept the decision and send the training manager a furious e-mail demanding that she re-open the course for your employees as their performance is hindered by the delay in their training. You make sure to cc the executive director.
Response #2: Since relations between you and the training manager are already strained, you decide to let the subject go this time and wait a few months until the next course opens.
Response #3: You contact the manager of the other department, whose workers were selected for training instead of your employees. You try to convince him to let one of your employees take the course instead of one of his.
Response #4: You talk to the training manager and try to understand the reasons for her decision. You explain the necessity of training for your department's performance and try to persuade her to let at least one of your employees attend the course.
Relations with the training department are already problematic.
Choose ONE action that you would most likely take.
Response #1: You do not accept the decision and send the training manager a furious e-mail demanding that she re-open the course for your employees as their performance is hindered by the delay in their training. You make sure to cc the executive director.
Response #2: Since relations between you and the training manager are already strained, you decide to let the subject go this time and wait a few months until the next course opens.
Response #3: You contact the manager of the other department, whose workers were selected for training instead of your employees. You try to convince him to let one of your employees take the course instead of one of his.
Response #4: You talk to the training manager and try to understand the reasons for her decision. You explain the necessity of training for your department's performance and try to persuade her to let at least one of your employees attend the course.