Copyright 2009, Thomas International USA Inc.

MANAGEMENT QUESTIONNAIRE

Features Uses

A resource for management interviews, the
individuals style of management is
summarized, with hints about how to proceed
in the interview based on the persons natural
behavioral style. Discussion Objectives and
questions for each DISC factor help you probe
how the persons natural abilities will fit in the
management capacity.

A supplement to your usual interview
questions for managers, these questions are
built from the individuals profile results.
Consider use of this report for development
discussions and to assist with succession
planning and promotion.


MANAGLMLNT lNTLPVlLW QULSTlONNAlPL
Tom Sample
4/4/2007
PrivaIe & ConidenIial
CHAPACTLPlSTlCS
Amlab|e, communlcatlve, lactua|, |oglca|, outward|y conlldent, persuaslve,
comp|lant, carelu|, systematlc, non-demandlng, non-aggresslve, rest|ess, actlve and
mobl|e.
MANAGLMLNT COMPATl8lLlTY
Tom Samp|e bas tbe abl|lty to work ln a specla|lst/tecbnlca| area ol expertlse
wbere peop|e lnvo|vement ls an essentla| part ol tbe ro|e. Hls lrlend|y and
communlcatlve nature a||ows blm to absorb and lmpart lnlormatlon to otbers. He
ls |lke|y to approacb prob|em so|vlng and p|annlng ln a detal|ed and speclllc
manner, prelerrlng to gatber lacts and lnlormatlon. Tbe adberence ol ru|es and
procedures are a|so lmportant to blm.
8ecause ol Tom Samp|e's non aggresslve nature be may bave dllllcu|ty dea|lng
wltb a management ro|e tbat requlres an assertlve approacb to botb peop|e and
sltuatlons. He bas a dls|lke lor bass|e and troub|e and as sucb prelers worklng ln a
lrlend|y envlronment tbat glves blm tbe opportunlty to galn tbe respect ol otbers
tbrougb bls know|edge and expertlse. Tbe ro|e wberever posslb|e sbou|d not
lnvo|ve tbe dlsclp|lnlng ol otbers on a day to day basls as be may lee|
uncomlortab|e dea|lng wltb antagonlstlc sltuatlons. A|tbougb Tom Samp|e ls |lke|y
to be detal| orlented, be may become bored by routlne, "nuts and bo|ts" tasks. He
may not a|ways be qulck to make declslons, especla||y ll tbose declslons are
outslde bls area ol expertlse. As sucb tberelore be may lrustrate co||eagues wbo
wlsb to move qulcker tban blmse|l.
Tom Samp|e may be better sulted to a ro|e ln management wblcb ls peop|e
orlented and speclllc by nature. A genera| management ro|e may lrustrate blm as
be may become uncomlortab|e dea|lng wltb more assertlve and |ess speclllc
lndlvldua|s tban blmse|l.
lNTLPVlLW HlNTS
8egln tbe lntervlew ln a lrlend|y manner, encourage blm to ta|k and ask questlons,
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especla||y wltbln bls area ol know|edge and expertlse. At some |ater stage cbange
your approacb becomlng strong, lorcelu| and demandlng. Cba||enge bls
observatlons, even ll you lee| be ls correct. Assess ll be stays llrm, or comp|ete|y
glves way ln order to keep tbe envlronment lrlend|y and lree ol bass|e and
troub|e. Cou|d tbls bave an adverse ellect on tbe management ro|e ln questlon?
lNTLPVlLW QULSTlONS
We recommend tbat you lo||ow your usua| lntervlew tecbnlque wltb regard to
Pesume, educatlon, experlence, know|edge and otber specla| needs. Tbe
lo||owlng questlons bave been se|ected to assess Tom Samp|e's potentla| sbortla||s
ln re|atlon to tbe se|ected type ol ro|e. Tbe lu|| battery ol questlons sbou|d be
used.
Dlscusslon objectlve "D"
|s Tom Samp|e sulllclent|y se|l-motlvated to succeed ln tbls ro|e and can be
recognlze bow best to motlvate otbers.
Are you a natura||y se|l-motlvated person.
Te|| me tbe sort ol tblngs tbat motlvate you and wby.
Wbat causes you to |ose your motlvatlon.
|l you were assesslng me, wbat do you tblnk wou|d motlvate me.
|l you were se||lng an ldea to me wbat do you tblnk wou|d turn me oll tbe
most: Te||lng me, glvlng me too mucb detal| or ta|klng too mucb.

Can you exp|aln ln detal| wby you tblnk tbat.

Notes:
Dlscusslon objectlve "|"
Has Tom Samp|e tbe abl|lty to accurate|y judge tbe cbaracterlstlcs ol otbers?
Have you ever bad a tendency to trust peop|e too mucb and mlsjudge
sltuatlons.

How do you make sure tbat you are not mlsjudglng peop|e or sltuatlons.
Wbat motlvates you.
Descrlbe tbe type ol peop|e wbo wou|d motlvate you tbe most.
Have | got tbose cbaracterlstlcs.
Te|| me wby you tblnk tbat.
Notes:
Dlscusslon objectlve "S"
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|s Tom Samp|e contlnua||y |ooklng lor cbange, and ll so ls tbls because ol boredom
or ambltlon?
How qulck|y do you become bored wltb a job.
Te|| me about tbe worst job you bave ever bad and wby lt was so bad.
|l ollered tbls job, bow |ong do you tblnk lt wou|d take lor you to sett|e ln.
|l you bad qulck success bow soon cou|d we conslder you lor promotlon.
Wbat tralnlng do you tblnk you wou|d need ln order to take a promotlon.
How |ong wou|d you stay ln tbls job wltbout a promotlon.
Te|| me about your ambltlons and tbe tlmesca|es you bave set yourse|l.
Notes:
Dlscusslon objectlve "C"
|s Tom Samp|e l|exlb|e enougb lor a management ro|e?
Do you enjoy coplng wltb a varlety ol tblngs at tbe same tlme.
Te|| me about tbe varlatlon you tblnk you wou|d llnd ln tbls job.
Do you tblnk managers bave to make qulck declslons ln order to acbleve
resu|ts.

Glve me some lnstances ol wben you bad to make qulck declslons and te||
me about tbe resu|t.

Are you usua||y a qulck declslon maker.

Have you declded ll you want tbls job.
|l yes, wby. |l no, wby not.
Do you tblnk | am |lke|y to oller you tbe job.
Wby do you tblnk tbat.
Notes:
User Guidance
|t sbou|d be noted tbat tbese questlons are speclllca||y deslgned lor llrst lntervlew
stage on|y, l.e. lnltla| screenlng. Furtber uselu| lnlormatlon lor lnltla| lntervlews can
be obtalned lrom a "Strengtbs and Llmltatlons" report.
|l tbls candldate ls to be consldered lurtber, tbe PPA Proll|e report wl|| provlde
addltlona| detal|. |t lnc|udes lnlormatlon about |lke|y bebavlor under pressure,
lrustratlons, bow Tom Samp|e ls best motlvated and tbe ldea| sty|e lor bls
supervlsor.
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GPAPHS & SCOPLS
Tom Sample
4/4/2007
PrivaIe & ConidenIial
l
Work Mask
ll
8ehavior Under Pressure
lll
Sel lmage
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