面试中可能用到的英语对话

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第七部分：工个性与社会协调能力(11～15问)

　　问：在部门，你如何与同事做到相得益彰？?
　　答：我喜欢一个人人都独立思考的、但必要时又能相互帮助的工作环境。我作为我们办公室的电脑检修员，在复核重要备忘录时，我常请求他人的帮助。我相信互相帮助是有益的。?
　　描述你的个性、技术或上述两者是如何有助于公司的发展和完善的。什么类型的人喜欢跟你工作，并一干就是几个小时？公司的顾客或客户对你作怎样的评价？使面试官确信你的工作个性不会出意外问题。??
　　Q:How will you complement this department?
　　A:I enjoy an environment in which people bounce ideas off each other and have the flexibility to ask for help when they need it.I?m usually a great troubleshooter for PC problems in my office,and I?m often going to ask for help proofreading important memos.I believe in give?and?take.??
　　问：你会选择什么人做你的证明人？为什么？?
　　答：我会找前任老板、一个伙伴或一位顾客来做我的证明人，说明我是个成熟的人，且在日常生活中与所有重要的同事们都能相处得很好。
　　面试官在寻找一个逻辑思维较强的人。例如：一个以前做过推销员的人很可能就会找一个以前也曾是推销员的人来做自己的证明人。描述你期望你的证明人，包括不同年龄层次的人，一个同事或来自大学的老教授会说些什么。??
　　Q:Whom did you choose as your references,and why?
　　A:I selected a former boss,a peer,and a customer as references,to demonstrate that I\'m a pretty well?rounded person and get along with all the important work associates in my life.??
　　问：我们可否与你所有的证明人联系？?
　　答：我希望你们确定聘用我之后再与我的上司联系。这样，我才有机会亲自告诉她我要换工作。当然，我知道您必须确认我的申请情况是否属实。这是设计来保护你的问题。假如你现在的雇主还不知道你正在寻找新的工作（情况通常如此），你可以要求面试官，只有在你获得该职位后，才能与你目前的老板联系。??
　　Q:Can we call all of your references??
　　A:I?d prefer that you call my current boss only after you\'ve made me a firm offer of employment and I?ve had a chance to tell her myself that I\'m changing jobs.Then,of course,I understand your need to verify that my application was accurate.??
　　问：告诉我你从最近读的书中学到什么。?
　　答：我喜欢读人物传记，尤其是那些生活在不同时代人的传记。最近，我读了丘吉尔的传记，这本书教会了我很多领导的价值和重重压力下获得的良好的公共关系。
　　面试官想知道求职者是否与公司的其他人有着共同的兴趣。你利用业余时间有效、轻松地学习新的东西吗？你生性对什么好奇？??
　　Q:Tell me what you learned from a recent book.
　　A:I enjoy reading biographies,especially of people who lived in a different era.
　　I recently read Churchill?s biography,which taught me a lot about the value of leadership and good PR under times of stress.
　　问：告诉我，你曾真正喜欢的一个工作组。?
　　答：我的工作组是我们新产品投产部里最默契的一组。在产品投放的前一天，我们卷起袖子帮着打包，把产品装运到销售部。虽然这是行政管理部门的任务，但是必须要完成，这正是我们检查我们的好产品的时候。这个问题是“描述一下你与同事的工作关系”和“你的顾客和客户都喜欢和你一起工作吗”这两个问题的结合。表现一下你与别人很好地合作的能力和建立一种稳定的、可持续的工作关系的能力。?
? Q:Tell me about a work group you really enjoyed.
　　A:My group in our new?product?launch department really meshed.
　　When one of us was approaching the final day before a launch,we all rolled up our sleeves and helped put press packets ogether or whatever else was the last item to be shipped to the sales force.Although it was an administrative task,it had to be done,and it was a good time for us all to speculate on the success of the product and any major concerns.?

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第七部分：工个性与社会协调能力(16～19问)

　　问：请举出你帮助一位同事的例子。?
　　答：我曾帮助一位同事理解调查方法，以便他能写一份报告。因为他从未学过调查课程，所以不懂怎样去组织问题。
　　展示一下你乐于助人的一面。描述因你客观的忠告或特定的专业知识，使你的同事和部门获得积极成果的例子。??
　　Qescribe a time when you had to assist a coworker.
　　A:I once helped an associate understand survey methodology in order to write a report.He had never taken a research course and didn\'t know how to structure questions.??
　　问：你是单独工作效率高还是小组工作时效率高？?
　　答：我需要一些个人时间去做计划，但我喜欢周围的人的活动和他们的声音，并和他们分享见解。我想，大多数作家需要完善，因为我们偶尔都会遇到写作上的困难。?
　　面试官在寻找一个能在有干扰的环境下工作的人。诚实地进行交流，表明你是一个灵活的、易于适应环境的职员。??
　　Q:Are you most productive working alone or in a group?
　　A:I need some private time for planning,but otherwise I like the activity and noise of people around me and the ability to hare ideas.I think most writers need reinforcement,because we all get writer?s block occasionally.??
　　问：告诉我使你难以保持客观的情形。?
　　答：我曾为我们的图书馆研究一种新的在线资源，但最后我的经理却决定撤销资金。我感到沮丧，因为我为该产品激动，就像卖主那样，我告诉了许多人可以拥有这种资源。但我明白改变预算的必要性，并且在当时此事不是我说了算的。在这里，一个明显的例子就是你已在一个项目上花了很多时间，而得到的结果就是取消该项目，或你可能发现该项目从战略上讲，并没有你期望中的那么出色。你是否能够重新调整你的思维做一些从长远来看是最好的事情。?
?　Q:Tell me about a situation in which it was difficult to remain objective.
　　A:I?d researched a new on?line source for our library,and my manager decided to pull funding at the last minute.It was ustrating for me because I\'d gotten excited about the product,liked the vendor,and had even told some people to count on having the resource.But I understand the need to revise budgets,and the matter was out of my control at the time.??
　　问：你现在的老板想改变你的什么工作习惯？?
　　答：我习惯早上工作，而我的老板却是个夜猫子。我喜欢提前至少一小时到办公室，通常是7点左右，一到办公室就开始工作，而我的老板喜欢9点以后来办公室，一就到晚上。所以我想知道她要改变我的一项习惯，很可能是要我也变成个夜猫子，以便她想工作的时候我也在场。
　　面试官想知道你是如何与你将来的老板和同事合作的，同时他们还想确信，他们已发现了你与人合作方式里的所有与众不同之处。回答该问题，一个好方法就是指出彼此之间轻微的爱好差别。或者你可以有选择地谈谈你跟老板经过共同努力改善了的缺点。??
　　Q:What might your current boss want to change about your work habits?
　　A:I?m a morning person and she?s a night owl. I like to come into the office at least an hour early,usually by seven,to get a jump start on my work. My boss likes to come in after nine and work late into the evening. So I think if she could change one thing about me,she?d probably make me into a night owl,too,so that I?d be available during many of the same hours she likes to work.?

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第八部分：管理模式与人际技巧(1～5问)

　　问：谈谈你所认识的卓有成就的经理、管理者，或其他处于领导位置的人。
?　答：我曾碰到过一位非常优秀的教授，在他给我们上新课之前，总会复习上一课的重点。他细心地观察我们的反应，我们一旦有疑惑，他就会重复所讲的内容。有时他会问些反馈性的问题“你们还有什么困难吗？”，他从来不作太多的假设，也不会让我们因为未能迅速掌握一个概念就觉得自己很愚蠢。
　　请谈谈一个管理者的管理模式和人际技巧。重点在建设性上，那就是他是如何工作的，而不在于他做什么类型的工作。他是如何能够取得如此骄人的成就并能得到你的赞许的？??
　　Q:Tell me about an effective manager,supervisor,or other person in a leading role you?ve known.
　　A:The best professor I ever had always reviewed me most important points from our last class before he moved on to new material.He also watched our faces carefully and repeated information whenever he saw a blank stare.Sometimes he would just ask for feedback by saying,“What are you having difficulty with?”He never assumed too much or made us feel dumb for not grasping a concept quickly.??
　　问：你认为哪种类型的管理模式是有成效的？?
　　答：有些人充当教练而不是专家，我总能从他们身上学到有价值的东西。当别人有问题向我请教时，我会尽力提供帮助，就如和他一块分析推理一样，在帮助他时我也在学习，但我从来不给对方答案，我想帮他树立独立解决问题的信心更重要。这个问题与“讲讲你所认识的卓有成效的经理或管理者”很相似，举一个你个人或众所周知的领导人卓有成效的领导的例子。为什么该领导能有这么大的成就？谈谈你自己的管理模式和你与同事和领导之间的人际关系，并且谈谈你如何从你所钦佩的领导人身上学到好的习惯。??
　　Q:What type of management style do you think is effective?
　　A:I?ve always learned well from people who act as coaches rather than experts.When someone comes to me with a problem,I try to act as if I\'m reasoning through the problem with the person,learning as I go.I never just give an answer.I want employees to develop confidence in creating answers for themselves.??
　　问：描述一下你个人的管理方式。?
　　答：我重复别人告诉我的东西，但我用一种有助于他们独立发现问题和找到答案的方式重新归纳它们。有时，我只是不断地提问，直到他们找到解决方法为止。这种方法，是我从一位成功从事审讯工作的律师朋友那里学来的。
　　谈你的管理方式和你与同事、领导之间的人际技巧。谈谈你是如何从所敬佩的领导人身上学到好的习惯。??
　　Q escribe your personal management style.
　　A:I repeat what someone has told me,but I reorganize the information in a way that helps them see the problem or answer themselves.Sometimes I just ask questions until they see a clear solution.I learned this from watching a friend who\'s a ccessful trial lawyer.??
　　问：你觉得你跟哪一类型的人一起工作能使工作最有成效？?
　　答：我倾向于和有自信并且性格直率的人一起工作，与懦弱的人一起相处则较难，因为我工作节奏快且处事果断。
　　重点谈积极的方面，你是哪种类型的上司、员工和同事？请记住，面试官想知道你如何与公司的其他人处得好，而不是公司里别的员工如何适应你。??
　　Q:What type of people do you work with most effectively?A:I tend to work well with people who are confident and straightforward.It?s more difficult for me to be around timid eople,because I move quickly and am decisive.??
　　问：同事给你印象最深的是什么？?
　　答：我敬佩性格好、诚实而且正直的人，并能与他们合作得很好。我认为，自信和热情在任何工作环境里都起积极的作用。
　　雇主想知道你的人际关系技巧怎么样。更可能的就是，你不但要跟你所在的部门的人交往，更要与公司的其他人交往。显现出你能在这方面表现出色。?
?　Q:What things impress you in colleagues?
　　A:I admire and work best with people who are of good character and have integrity.I also think confidence and enthusiasm is positive in any business environment.??

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第八部分：管理模式与人际技巧(6～10问)

　　问：你的上司所做的事情有哪些是你不喜欢的？?
　　答：我惟独不喜欢的一件事就是当着大家的面询问反馈信息，我愿意私下听取正反两面的反馈，以使我有时间且不受任何干扰地对该问题进行思考和作出反应。我相信这是提高学识或改变将来的行为的公平做法。
　　介绍一下你从困境中学到的积极经验，尽可能地避免对前任老板或经理进行批评。??
　　Q:What are some of the things your supervisor did that you disliked?
　　A:The only thing I really don?t like is to get feedback in front of others.I want to hear good or bad feedback in private,so that I have time to think and react to the issue without other distractions.I believe that?s the fair way to improve earning or to change future behavior.??
　　问：你如何组织和安排那些重点项目？?
　　答：我会事先集体讨论，假定最好、最糟糕和最可能出现的情形。接着我会拟定一个比较切实可行的时间表。我发现在计划执行中最好和最坏的一面都会同时出现，当这些问题出现时，我就能容易地调整我的计划，因为我已经想像到会发生什么事情和我该如何作出反应。
　　告诉面试官，你在完成复杂任务的一般方法上的一个好主意。你可以从以下方面着手：你如何安排时间、设置时间下限、任务轻重缓急的排序、分派任务和决定你该做什么。??
　　Q:How do you organize and plan for major projects?
　　A:I love to brainstorm a best,worst,and most likely scenario.Then I set a timetable that?s realistic.What I usually find is that some combination of my best and worst cases evolves;I can adjust my schedule easily as these things unfold because I?ve already visualized what could happen and how I?d react.?
?　问：描述一下你在巨大压力下工作的一次经历。?
　　答：在连续不断地工作了两个星期后，我还得完成最后的1/4的工作。
　　打进打出的电话多得令人难以置信，因为我不能随身带着办公文件。很幸运，我有个得力的秘书和不错的文件系统。最后，我们把每件事都处理得井井有条。
　　回答这样一个问题，最好的办法就是集中在你的时间安排技巧上。举一个有足够细节的例子，谈你面临的严峻形势及你如何轻松自如地解决了问题。?
?　Q escribe a time when you?ve worked under intense?pressure.
　　A:I had to complete an end?of?quarter report once while I was on the road for two consecutive weeks.The amount of lephoning back and forth was incredible,because I couldn?t bring my office files with me.Luckily I had a great secretary and a logical filing system,so we located everything we needed.??
　　问：在典型的工作日，你如何安排时间？?
　　答：我总是给予已建立起关系的顾客优先权，因为他们提供给我们更好的机遇和回报。最后一件事，是处理商业信件，尤其是内部的商业函件，这些都放在快下班或周末去做。
　　面试官想要一个证据来证明求职者能根据工作队伍的需要、部门的调整及任务的性质，来对工作做出轻重缓急的安排。他还想确信你不会为了避免工作的单调而优先娱乐，从长远来看，必要的惯例对于工作来说是很重要的。??
　　Q:How do you manage your time on a typical day?
　　A:I?ve always given priority to work with established clients,because they offer a better risk/return value.The last thing I do is general correspondence,especially internal correspondence,which I take care of at the end of the day or week. 　　??
　　问：描绘你按别人的建议行事的例子。?
　　答：我改变了我的办公时间，因为几个员工都觉得除了早上，其余时间就很难找到我。
　　展示你灵活的一面和你的人际关系技巧。人们乐意向你提建议吗？他们会相信你能公平客观地听取他们的意见吗？当你确实接受建议时，你会对他们表示赞赏吗？使面试官相信你的管理方式是合理的、公正的，而且你欣赏别人的好建议。 　
　　Q escribe a time when you acted on someone?s suggestion.
　　A:I changed my open office hours because several of my employees found it difficult to visit me except in the early mornings.

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第八部分：管理模式与人际技巧(11～15问)

　　问：描述你在上司面前为自己的见解辩护的一次经历。?
　　答：我说服上司改变公关公司。我确信以芝加哥为基地的公司不能满足我们在西海岸的利益，通过向上司展示客源统计变化后，我说服了他。
　　这与描述“你按他人的建议行事的经历”是相对立的。你能提出有建设性的建议并且让他人明白你的想法吗？请举出具体的例子来说明。??
　　Q:Tell me about a time when you had to defend an idea to your boss.
　　A:Once I had to convince my boss to change PR firms.I really believed that our interests on the West Coast weren?t being met by our Chicago?based firm.I was able to convince him after showing him the demographic shift in our customer base.??
　　问：你想改变你的管理形式的哪些方面？?
　　答：别人向我征求意见时，我常常控制着自己不把答案直接告诉别人。我认为使别人学会如何解决问题更为重要。我越来越善于教导别人并提出问题，但我从不告诉别人该怎么做。
　　谈谈你正在努力改进的管理方式的一个方面。告诉面试官你采取的步骤，并给出证据来说明你取得的进步。??
　　Q:What aspect of your management style would you like to change?
　　A:I?ve been working on holding back the urge to tell people the answers when they ask for advice.I think it?s more mportant to teach people how to solve their own problems.I?ve gotten better at coaching and presenting questions and feedback without telling people what to do.??
　　问：你有没有感到上司及同事对你的排斥？?
　　答：我必须说明一下为何我曾认为黑白色调更切合保险小册子的内容。最初，办公室里没有人赞同这个想法，因为我们都习惯于彩色的册子，人人都认为黑白册子看上去显得低档。最后我终于说服大家，用更为巧妙的方法呈现死亡抚慰金这一大难题会更行之有效。?
　　举出具体例子说明你为自己的观点辩护的例子。避开谈及个性抵触、怨恨情绪或愤怒的争吵。你如何令别人理解你的观点？结果如何？一定要以积极的语气结束谈话。 　　??
　　Q:Have you ever felt defensive around your boss or peers?
　　A:I had to explain once why I thought a black?and?white brochure was more suitable for the content of an insurance?product brochure.No one in my office liked the idea initially,because we were all used to color brochures,and everybody felt that black and white looked cheap.Eventually I convinced them that a more subtle approach would work better to present information about a difficult topic?death benefits.??
　　问：谈谈影响你管理风格的一次学习经历。?
　　答：我早期在银行工作时，给一位副执行主席发信，但忘记给在他手下做事的两位副行政主席发副本。其中一位断定我有意作梗。从那以后，我对关键环节非常小心。
　　把你的回答内容稍作改变，用以回应这个问题：“谈谈你最不喜欢的经理或监督员”。在此描述一次正面或反面的使你获得有效管理经验的教训，或者描述一位经理让你做你认为难以实现的事情的手段，他是如何激发你的？??
　　Q:Tell me about a learning experience that affected your management style.
　　A:Early in my job at the bank，I wrote a letter to an EVP but failed to make copies for the two AVPs who worked for him.One of them was impacted by the content of the memo and concluded that I?d circumvented him on purpose.I?ve really been careful about chain of command ever since.??
　　问：你有没有仿效过别人的管理形式？?
　　答：我在许多方面效仿我的第一位上司。我在桌上为每个工作成员准备了一个文件袋。他们可把便条、想法、要我检查的工作或其他东西放在那儿，我就用这些材料来处理事情。这成为我们大家沟通的另一种形式。那么，当我们坐下来谈论时，要解决的问题都在手头上了。?
　　你应该描述一位自己认识的上司，用积极的方式激发你去达到超出你自己目标的要求。详细说明他是如何实现这种做法的。??
　　Q:Have you patterned your management style after someone in particular?
　　A:I?ve emulated my first boss in many ways.I keep a file for each member of my staff on my desk.They can throw notes,ideas,work they want me to review,or anything else in there,and I do the same with material I have for them.It\'s an xtraform of communication whenever one of us gets an idea.Then,when we sit down to talk,the issues we need to cover are in one place,at our fingertips.?

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第八部分：管理模式与人际技巧(16～19问)

　　问：描述一位你敬佩的领导。?
　　答：我一直很敬佩公司的董事长，他不是那种高高在上的人，他不占用特殊的车位或餐位，他给人的感觉就像他只是团体里的一员而已。举例说明你认为能干的领导，这个例子可以是个人认同的，也可以是大众认同的。为何你相信这位领导能取得如此的成就？你从你所敬佩的领导身上学到了什么？??
　　Qescribe a leader you admire.
　　A:I?ve always admired the president of my company.He\'s visible,he doesn?t want a special parking place or table in the afeteria,and he gives you the feeling that he?s just another member of the team.??
　　问：你怎样处理工作中遇到的批评意见？?
　　答：第一次受到一个客户的抱怨时，我发现很难把这些抱怨和我的专业报账服务分开。那个客户对自动柜员机停工检修感到不满。我知道表示同情和理解往往能平息这种不愉快。我还认识到，没有客户会对每一样事情都感到满意，即使他们所有的经历都是积极的。
　　面试官正寻找一种能表明求职者责任感和职业特性的东西。描述具体的一项工作计划或习惯曾带给你的麻烦，直到后来你勇敢地面对并克服了这些困难。或者你可以谈谈你是如何对工作中遇到的特别严厉或者无理的批评与指责做出客观而专业的反应的。??
　　Q:How have you handled criticism of your work?
　　A:The first time I had a complaint from a client, I found it difficult to keep the complaint separate from my professional service of the account. The client was upset about the downtime on ATM machines. I learned that showing empathy usually calms an unpleasant situation; I also learned that no client is going to be happy with everything, even if that client\'s overall experience is positive. 　　??
　　问：告诉我你最近一次说错话的情形？?
　　答：我告诉我的朋友丽莎，我不会再参加年鉴俱乐部的聚会，因为我觉得编辑根本就是个白痴。后来我发现编辑居然是她的堂兄，我立刻向她道歉，并问她为什么在我说这蠢话时没有作声。幸好，我和她直到现在还是朋友。
　　每个人都会犯错，能认识错误是很重要的。面试官想了解你是不是具有是非感，还有你会采取什么措施去弥补过错。别人对你、你的公司或者你的客户留下一个坏的印象，这会给你的公司带来很大的不利。??
　　Q:Tell me about the last time you put your foot in your mouth.
　　A:I told my friend Lisa that I?d no longer be attending yearbook?club meetings because I thought the editor was a complete idiot. I later found out that the editor was her cousin. As soon as I found out, I apologized and asked her why she didn\'t say anything when I made that foolish comment. Luckily, she and I are still friends today.??
　　问：告诉我，你与同事相处时遇到的问题。?
　　答：我非常平易近人，而且易于与大部分人融洽相处。但我记得有一次，我们请了一个爱发号施令的新助手，他的态度冒犯了一位实习生。我把他叫到一旁，告诉他请求别人帮忙比命令别人去做事有效得多。不幸的是，我的意见似乎没起多大作用。但从那以后，我们在聘用新员工时都更加小心了。
　　免讨论与个性抵触的问题，而应把重点放在你与你的同事的职业道德的不同之处，又或者把重点放在面试官有可能强调的其他方面。例如：你可以谈谈某些人追求完美的标准没有你那么高。??
　　Q:Tell me about a problem you?ve had getting along with a work associate.
　　A:I?m pretty easygoing and tend to get along with most people. But I remember one time when we brought in a new associate who was very bossy?to the point where he offended one of our interns with his attitude. I actually pulled him aside and told him that I found it more productive to ask people for help than to give orders. Unfortunately, my advice didn?t seem to help much, but we were more careful when we hired new staff after that.

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第九部分：解决问题的能力(1～5问)

　　问：你的专业技能如何成为你宝贵的财富？?
　　答：尽管我从未想过要当作家或出版商，但我在市场推广部的大量工作都要靠良好的写作技巧和富有创意的设计才能。大学时在报社的兼职工作让我学会许多出版方面的知识，如何排版和如何写最有影响力的短句等技巧。市场推广方面的工作使我必须向图形设计师说明我的目标，以避免大量的复查工作。
　　描述你如何用专业技能解决问题。举个具体的例子，说明相同的技能怎样才能在不同情况或在你负责的工作中变得实用。如果你被聘用，在什么样的环境下你会发挥得最好。??
　　Q:How have your technical skills been an asset?
　　A:Although I never planned on a career as a writer or publisher,much of my job in marketing has depended on good writing and creative layout skills.My part?time college job with a newspaper taught me a lot about desktop publishing,how to position something on a page effectively,and how to write short sentences with maximum impact.In all of my marketing jobs,I?ve been able to explain my goals clearly to graphic designers,which has helped me avoid costly design revisions.?
?　问：描述你运用专业技能解决问题的情形。?
　　答：在运送部件到达目的地时总是出现裂痕。我用原料学方面的知识判断这与航运期间的存放温度有关，尽管我们的仪器都安全地存放在两端封闭的地方，但在到达目的地之前，仪器要放在无空调设备的船舱里30个小时。现在我们用另一家航运公司运送货物，我们用贴在货物上的标签显示极高或极低温度都是不允许的。
　　迅速向面试官说明问题，然后集中在你的专业技能如何帮你解决问题。你采取了什么行动?取得什么效果？??
　　Qescribe a situation in which you?ve applied technical skills to solve a problem.
　　A:One of our components kept arriving at distribution points with stress cracks.My materials?science background helped me to diagnose the problem as one of storage temperature during shipping.Although our equipment was safely stored at both end points,it had been sitting in un?air?conditioned cargo space for up to thirty hours before reaching its destination. We\'re now using a different shipping company,and we\'ve improved our labeling on large shipments to reflect the users warning about temperature extremes. ??
　　问：你的专业技巧和其他技巧结合起来如何能提高工作效率？?
　　答：良好的经济学知识和电脑销售经验，为我提供了综合的技能并使我能在电脑行业方面从事金融调查工作。我的大部分熟人和他们的兴趣都与高新科技有关，因此很自然我有好奇心，而这有助我与行业的变革同步前进。
　　这个问题给你一次推销你自己的机会，即为何你独特的复合技能奏效？举出一两个例子说明你常被要求去处理的事项。??
　　Q:How do your technical skills,combined with other skills,add to your effectiveness on the job?
　　A:My strong economics background,along with my computer?sales experience,provide a balanced set of skills to perform financial research on the computer industry.
　　Most of my contacts and hobbies are also related to high tech,so I offer a natural curiosity that helps me stay abreast of changes in the industry. ??
　　问：描述你如何运用解决问题的步骤。?
　　答：一次我们接待了几个客人，他们被安排在地区周围免费的酒店住宿。我建议成立一个电脑小组建立一个预告系统，顾客的名字与先前的不满记录或免费服务相对应。现在，当顾客登记入住时，我们输入名字，就马上知道这个顾客在我们的任意一家酒店中有过不愉快的经历。我们小心地对待这位顾客，承认我们意识到问题所在，并承诺尽可能地向他们提供完美的服务。这一做法既预防了那些想欺诈的顾客，又告诫了我们职员要特别小心对待那些再次光顾我们酒店的顾客。我们酒店的满意率提升了，欺诈事例减少了。
　　向面试官说明你如何一步步解决问题，如何做到圆满的成功。你用什么措施或准则来控制解决问题的步骤？结果如何？??
　　Qescribe how you?ve used a problem?solving process.
　　A:We once had several customers who\'d arranged numerous free hotel stays around the country using our 100 percent atisfaction guarantee.I suggested leading a PC task force to set up a warning system that flags any guest name corresponding to a revious reported complaint or free service.Now when a guest checks in and we type in a name,we know immediately that the person has had an unpleasant experience at one of our hotels.We proactively approach the guest,acknowledge we?re aware of the problem,and offer our commitment to do everything possible to provide them with impeccable service.This practice warns the potentially fraudulent guest;at the same time,it warns our staff to be especially careful with any guest who?s giving our hotel a second chance.Our satisfaction rate has improved,and fraudulent cases have decreased.??
　　问：你怎样着手处理问题？?
　　答：当要处理问题的时候，我通常会尽可能把所想到问题的原因写下来。 　　然后找出原因之间的关系，以此来归纳主要问题的共同特征。通常，研究完这些问题后，真正的原因就显而易见了。
　　面试官除了想知道你取得的成果外，还想知道你解决问题所用的逻辑。你办事果断吗？你如何缩小选择范围来作出抉择？别人如何评价你的推理技巧？他们会用什么样的例子来说明你具备有效的决策方式呢？??
　　Q:How do you usually go about solving a problem?
　　A:When I need to solve a problem,I generally start by writing down as many ideas as I can think of about possible causes.Next I look for relationships among causes so I can group together symptoms of bigger problems.Usually,after I study these groups of problems,the real cause becomes readily apparent.

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第九部分：解决问题的能力(6～10问)

　　问：你如何衡量你工作中的成功？?
　　答：我凭顾客的反映来衡量。顾客打电话向我推荐新客户时，我知道他们觉得与我合作愉快。但我认为拉住老客户比赢得新客户更令我感到满足。人们有尝试新公司的趋向，因为那类新公司拥有良好的声誉或产品，但顾客再次光顾是出于他们信任已建立起的合作关系。
　　你要依据什么样的结果或证据评估工作的成功？哪类反馈或奖赏制度对你重要？面试官想证实这些要求能在工作中得到满足。??
　　Q:How do you measure the success of your work?
　　A:I measure reactions of customers.When my customers call me with a referral,I know they?re happy.And I have to say that repeat business to me is more satisfying than winning a new account.People have a tendency to try a new company because of that company?s reputation or product,but they come back because of the relationship they?ve learned to trust.??
　　问：你做事切合实际吗？?
　　答：通常我能找出潜在的问题，即使问题并不显眼。我想起一位投资银行家，他听过我们的金融不动产课程，并问我们为什么东京投资集团难以吸引当地投资。许多工商管理硕士尝试从一系列复杂的原因去思考，但我认为这与迅速摆脱市场不利因素有关，是非流动性投资引发的问题。我是说，如果主要投资当地不动产且通货膨胀已经使货币价远高于黑市价，投资者会感到不稳定，这样一来，结束投资就成为投资者的首选了。
　　向面试官举例说明你用过的实际可行的方法。怎样才算是简单明了且又是最佳的解决方法？其他人忽略了明显的问题吗？在这个事例中，你要更多地显示出常识性技能而非专业技能。??
　　Q:How practical or pragmatic are you??
　　A:I can usually pick up on an underlying problem,even of it?s not too obvious.I recall an investment banker who visited our real?estate?finance class and asked us what might cause the Tokyo investment community a problem in attracting local investment dollars.A number of finance M.B.A.?s in the class started trying to think of some complicated set of reasons.I decided it would have to do with getting out of a bad market quickly,and that a nonliquid investment would create problems.I said investors would be unsettled if the primary investment is local real setate and inflation has caused the paper value to exaggerate the real street value.As it ended up,that was the answer he wanted.??
　　问：你如何把握对事实和对直觉的判断？?
　　答：事实确实重要，但人们通常忽略了时效的影响，特别是在做市场调查时。在一次调查中，我对涉及到的价格数据感到不对头，我怀疑顾客是否会像调查所示的那样花大量的金钱购买新车。因此，我们停下来并等候最后一季的价格结构。当利率攀升时，我们卖出了更多的车，而我们的对手却只能等待。
　　描述你曾靠直觉来处理问题，那类问题如果按照事实或常规步骤来处理的话，将会处理得一团糟。说明你具备突破常规去解决问题的能力。??
　　Q:How do you balance your reliance on facts with your reliance on intuition?
　　A:Facts are important but often neglect pointb in?time influences,especially with market research.One survey that I was uncomfortable with involved pricing data that was collected just after a major presidential election.The timing caused me to doubt that consumers would really spend as much as the survey indicated they would for new cars.So we ended up holding on to the last quarter?s pricing structure.We sold more cars while,as interest rates climbed,some of our competitors had expensive inventory carryover.??
　　问：在你上一份工作中最大的困难是什么？?
　　答：我要让对电脑一窍不通的老雇员接受电子邮件系统。首先，我说明了减少用纸的要求；然后，我决定建立一个临时的电子邮件账户，这个系统设有每日一谜，谁要是答对了就把谁的名字记在该周的图表上。每周图表上有名字的职员可以到当地一家很不错的餐馆享用四人套餐。这个方法就如一个很好的设计方案一样促使大家使用电子邮件系统。
　　面试官想了解应试者在他上一份工作中改进的地方。如果你被问到这类问题，不要只是抱怨而不说明解决方案。不要仅仅指出问题，更要证明你有能力提出解决方案。??
　　Q:What was your greatest problem in your last job?
　　A:I had to get longtime employees with few or no computer skills to embrace a new e?mail system.I started by explaining the need for less paper in everyone?s job.Then I decided to create a temporary e?mail account with one daily riddle on the system;everyone who responded correctly got their name put in a weekly drawing.Each week for one month a person from the drawing got dinner for four at a nice local restaurant.This approach went over well as a device to get people to use the system.??
　　问：谈谈你没有预料到的问题？?
　　答：我的上司要我解决正在执行的时间表的问题。我没有意识到在这些问题下工作的人会把我当成敌人。当我意识到的时候，我已做了一部分基础工作了。如果我先问一下他们的想法，我就能早一点让他们支持我的做法。
　　这个问题要求你谦逊，但也使你能从这件事情得到教训。你还明白了什么？这次经历如何使你的判断力得以提高？??
　　Q:Tell me about a problem that you failed to anticipate.
　　A:My boss asked me to solve an ongoing scheduling problem.I failed to realize that the person who had lived with the problem would see me as an antagonist.By the time I realized it,I?d already done some of the groundwork.If I\'d started by asking for the person?s opinion,I would have been able to get him on my side early on.

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第九部分：解决问题的能力(11～15问)

　　问：你解决过长期存在的问题吗？?
　　答：以往，我们一批一批地向顾客发传真件，有时每小时多达10份。所以有的客户对此感到不满。我设置了客户自助服务的租赁传真机系统，这让职员有更多时间处理传入的文件、保存信息，直到他们能亲自找到特定的顾客。?
　　告诉面试官你在工作环境中或其他机构中所战胜的难题。面对困难你如何克服或智胜？
　　结果如何？什么促使你着手处理问题？??
　　Q:Have you ever resolved a long?standing problem?
　　A:We used to batch our guests? personal faxes sometimes as many as ten outgoing fax requests per hour?to put less strain on our administrative staff.We had guests who weren?t happy about that.I arranged a lease deal on an outgoing fax machine for guest self?serve access.This freed up more time for staff,and they were able to maintain control of incoming axes,protecting incoming information until they could locate the appropriate guest in person.??
　　问：描述一次你认为有必要作出不受欢迎决定的情形。?
　　答：我制定规章禁止携带食品进入工作区，包括私人办公室，为了安全起见，工人不能带食物靠近昂贵的精密仪器。现在这已被遗忘了，但那段时期许多监管员对我生气。我认为这件事很重要而且解决方法也和其他新条例一样要坚续下去，如废除给高级职员分配车位的做法等。到目前为止，我们还能不断改进，使公司团结一致。
　　有时候重要的、长期的成果只需作出短期努力就能获得。这样的问题用来考察应试者对带有长期成果的重大价值作出判断的能力，如果你被问及这样的问题务必给出具体的例子。??
　　Qescribe a time you found it necessary to make an unpopular decision.
　　A:I had to start a policy of no food in work areas,including private offices,because the production workers were unhappy with the inequity.For safety reasons workers couldn?t have food anywhere near expensive equipment.Now it?s forgotten,but at the time a number of supervisors were angry at me.I thought the matter was important and that the solution was consistent with other new policies,like doing away with assigned parking spaces for high?level employees.So far we\'ve been progressive enough to keep unions out of our company.?
　　问：谈谈你处理过的最难的问题。?
　　答：我被提拔管理一个新的部门。那个部门有一位职员一开始就对我很反感。很快我知道了原因：她的好朋友刚刚从我现在做的职位离开。我当面与她谈这件事；我解释说我也曾让友谊面临考验，因为我与一位朋友工作交往过于密切，我们俩甚至花业余时间谈工作。谈话过后几周，她承认她没有想过与私人朋友工作交往过密潜在的后果。
　　从那以能，我们把工作关系处理得很恰当。谈这样的问题要说得简练，重点谈你采取的措施和取得的成果，要坦率，为何这样的问题对你来说难以应付？如何保持客观并具有专业水准？??
　　Q:Tell me about the most difficult problem you\'ve ever dealt with.
　　A:I was promoted to manage a new department.A coworker in that group resented me from the beginning.I soon learned that her best friend had been turned down for the position.I actually confronted her about it;I explained that I had once put a friendship to the test because I?d worked too closely with someone and we found that we spent our leisure time talking about work.A few weeks after our talk,she admitted that she?d never thought about the potential results of working too closely with a personal friend.Our working relationship was fine after that. 　
　　问：描述你对问题的处理不满意的一次经历。?
　　答：我想起因为我们曾因没有迅速答复顾客而令他失望。假期中我们的生产能力满足不了客户提出的发送全部定货的要求。最后那位客户要求打折。我觉得我方应该先提出给予折扣，不应等顾客提出。如果我方先提出的话，这件事处理得会好一些。
　　这个问题集中在应试者的素质水平上。描述你从一个处理不好的问题中看到长期隐患的情形。你有没有采取措施来处理这个问题？???
　　Qescribe a time when a problem wasn?t resolved to your satisfaction.
　　A:I thought once that we?d let a customer down by not responding quickly enough to resolve a problem;our production capacity wasn?t sufficient to deliver the customer?s complete order during the holiday season.That customer ended up asking for a discount,and I thought we should have offered the discount first,without waiting to be asked.The sense of goodwill would have been stronger. 　
　?问：谈谈你在没有规则及先例可循的情况下处理问题的经历。
　　答：我所担任的职务是最近才设置的。我用了一周时间弄清楚创设这个职位的原由。惟有这样，为该工作设立优先权的方法才能更清楚。
　　没有指导的情况下你能处理问题吗？描述你解决问题的过程，尤其是你采取的步骤和在特定尝试环境下使用的方法。表现出你面对挑战的信心和意志。?
?　Q:Tell me about a time when there was no rule or precedent to help you attack a problem.
　　A:I was the first employee in a newly created position.I spent the first week developing an understanding of the history that had led to creation of the position.Only then did a method for setting priorities on the job become clear.

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第九部分：解决问题的能力(16～20问)

　　问：什么情况下你对作出抉择感到困难？?
　　答：我特别不太擅长解说调查数据，我尽量与调查人员和图书管理员沟通，我需要他们的帮助，而我也在公司副总面前郑重地感谢他们。我们确实是同一个团队的，而且我很谨慎，并没有把公司在太平洋地区出版工业报告归功于自己？
　　一定要坦诚，什么样的情况会令你难以处理？你会召集哪些人，收集哪些材料来帮助自己作出抉择？??
　　Q:When do you have difficulty making choices?
　　A:I?m not particularly good at interpreting survey data.I?ve really worked to get to know our research staff and librarians.I rely on them and am careful to thank them formally in front of my vice president.We?re definitely a team,and I\'m careful not to take credit for our industry reports,which we publish for the Pacific region of our firm.??
　　问：描述一次机遇，这次机遇让你觉得承担的风险比所得的回报要高。?
　　答：有一次，我们有机会从一家解散了的公司手中购买廉价运输设备。尽管我们知道五年后要对分布的设备进行大检修，但我觉得花钱购买一些五年中闲置的设备不切实际。
　　如果市场情报能预示在最近两年内有新的廉价商品的话，我会抓住机会的。面试官想看到应试者乐于承担理性的风险而不是干蠢事。举例说明你作出反对某项计划或抉择的理由？如何使结果比原计划处理得更好？??
　　Qescribe an opportunity in which you felt the risks far outweighed the rewards.
　　A:At one point we had an opportunity to purchase conveyor equipment at thirty cents on the dollar from a company that had dissolved.Although we anticipated an overhaul of our distribution facility five years down the road,I felt it was too far into the future to spend money only to have idle capacity for a five?year period.If market conditions had shown more promise for new sales in the initial two?year period,I would have gone ahead with it.?
?　问：告诉我一个曾令你对自己的表现感到失望的项目。?
　　答：我以前在一家制造业公司工作时，必须对所有供应商的开价（发盘）作出分析，然后把建议提交给后勤部副部长。由于供应商开价并不统一，我的分析报告通常要对不同的项目作比较，这就令报告显得有点混乱，直到我把报告重新整理并提交给副部长时，我们已经错过了对价格进行审批的关键时刻。事后回想起来，我想我本该采取简单的方法解决问题，而不是把所有的东西都放在一起考虑，把问题复杂化。自那以后，我更加注意及时地提出建议。
　　描述你工作中遇到的一些阻碍，以及你是怎样尽力去克服它们的。你的技能起到怎样的作用？事后回想起来，你当时该采取什么不同的做法？吸取了什么样的教训？??
　　Q:Tell me about a project in which you were disappointed with your personal performance.
　　A:In my last job for a manufacturing company, I had to analyze all of the supplier bids and present recommendations to the vice president of logistics. Because the supplier bids weren?t in a uniform format, my analysis often consisted of comparing dissimilar items. This caused some confusion in my final report, and by the time I?d reworked it and presented it to the ice president, we\'d lost the critical time we needed to improve our approval process for these bids. In hindsight I should have taken a simpler approach to the problem and not tried to make it so complex or all inclusive. Ever since, I?ve paid more attention to making recommendations in a timely manner.??
　　问：请举例说明有一次你被要求完成一项任务，但却没有得到足够的资料，你怎样解决这种问题？
?　答：在上一次实习期间，我的上司—— 一个主管账目的行政人员，叫我收集好500份宣传稿去邮寄。我不是很确定宣传稿的次序和该往哪里寄，而我的上司已经出去与客户会面了。我担心把资料堆在一块会把次序弄乱，于是想方设法找到她的移动电话。
　　在电话里她向我详细说明了资料的次序。最后，我设法避免了有可能花费更多的工作时间，并且可能耽搁邮寄时间的错误，更别提一些令人头痛的事情。
　　虽然这个例子听似很琐碎，但却证明了应聘者的成熟和理性处理工作问题的能力。面试官想弄清楚你是否知道仅仅把工作完成是不够的。你的回答应该表现出你随机应变的能力和积极主动的特质。??
　　Q:Give an example of a time when you were asked to accomplish a task but werent given enough information. How did you resolve this problem.
　　A:At my last internship, my supervisor, an account executive, asked me to assemble five hundred press kits for a mailing. I wasn\'t sure in what order the pages and press releases should go, but my supervisor had already left for a client meeting. Afraid of putting the information together in the wrong order, I managed to track down her cell?phone number and called her in her car. She explained the order of the materials over the phone, and in the end I managed to prevent a mistake that would have cost hours of work and a delay in the mailing?not to mention a few headaches.??
　　问：谈谈一次你不能解决的矛盾冲突。?
　　答：有一次，我没能挽留一个在我的制造工厂里干了10年的优秀员工。由于他的工作渐渐需要掌握电脑技术，于是我试着让他进夜校进修，但他却拒绝了。所以除了换掉他之外，我没有其他办法。回想起来，如果我鼓励他和其他员工定期接受技能培训，当他重新上岗时，也许他就不会被淘汰了。现在我很注重鼓励我的员工们参与一些研讨会和课程学习来提高他们自身的工作技能，避免变得落伍。
　　在这里，最好的方法就是谈一个不是该由你来解决的矛盾冲突。如果必须谈你个人所遇到的矛盾冲突，那就重点谈一下如果时光倒流，你能再做一次的话，你会采取的积极措施及你从这次经历中学到了什么。
??Qescribe a time when you failed to resolve a conflict.
　　A:I wasn?t able to keep a good employee once who\'d been in our manufacturing facility for ten years. His job description was rewritten to require computer skills. I offered to send him to night classes, but he refused the help. I had no option but to replace him. In retrospect, if I?d encouraged him and other employees to acquire new training periodically, he might not have been overwhelmed by the time his position was reworked. Now I?m vigilant about encouraging my group to attend seminars and urses to enhance their job skills and to avoid becoming outdated.?