Running Head: MANAGER INTERVIEW

Manager Interview

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Manager Interview

Manager’s Name – Title – Organization

The manager name is Ms. Jill Nelson, a Manager, Founder and CEO of Ruby

Receptionists, which is a small company that is based in Portland, Oregon in United States. The

company was founded in 2003. Ruby Receptionists, Inc. basically engages in providing virtual

receptionist services. Some of the services provided by the company include live call

transferring, live call answering, responding to frequently asked questions (FAQ’s) regarding the

business, relaying prompt messages, receiving messages or send voicemails, return calls on

behalf of users, as well as detailed real time reports on calls. In most cases, Ruby Receptionists

performs most of the services to legal professionals and law firms, financial professionals, virtual

offices, marketing agencies, and technology professionals among others.

Job Description and Responsibilities

As a manager in a receptionist company, the job basically requires that clients and

visitors are received in a professional and welcoming manner and that the general company

provides best quality services throughout the day. The manager supervises and ensures that

reservations for rooms are managed properly so that the booking team processes accurate

information regarding all customer enquiries. The manager is also responsible for the

recruitment, induction, and training of new receptionist staff based on qualifications and other

merit standards. The manager job requires that the manager appraises performance of staff, lead,

monitor, motivate and inspire the staff, as well as produce, manage and operate the reception

rota. The manager is also responsible for managing implementation of change management

depending on business situations such as upgrading of software systems. Above all, the manager
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is responsible for monitoring the company budget as produce weekly financial reporting as need

be.

Changes Experienced after becoming a Manager

Becoming a manager for the first time from a junior role in indeed an accomplishment,

but comes with tougher responsibilities. The manager feels terrified to some degree owing to the

new and great challenge beforehand. The new managerial role needs to undergo some changes

that prove to be instrumental in the success of the manager. Firstly, the manager should become

smarter in the way they perform their duties. This means that the manager needs to learn

everything s/he can. The manager needs to seek the necessary management tools and resources

that are relevant to the company. If possible, appropriate trainings for the role need to be

disseminated appropriately (Wolf & Floyd, 2017).

Another change that happens for a new manager is the change of focus. Before one

becomes a manager, the primary role is to accomplish tasks. However, changing to a manager

role renders the number one responsibility to help other individuals to accomplish tasks

effectively and efficiently. In addition, the manager’s position requires an attribute of listening

and learning more than ever before. It requires great patience to fully understand the organization

and team. In order to successfully learn the organization and the manager role, the manager

needs to listen more and be prepared to learn from all organization’s stakeholders irrespective of

their levels and roles. Above all, the managerial position comes with better remuneration and

compensation packages, implying that the lifestyle of the manager definitely shifts for better.

Managerial Approach (Manager’s Approach)

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Becoming a manager comes with a great responsibility of managing the employees and

general staff. It requires great commitment for the manager to successfully deliver the

management tasks. This new role can be effectively executed when the manager is able to make

decisions that are fair to all, not forgetting the involvement of all stakeholders in the decision

making processes (Anderson, Sweeney, Williams, Camm, & Cochran, 2015). For example, the

manager should be able to delegate duties and responsibilities wisely. The aspect of delegation

not only multiplies the amount of work thee manager does, but also develops the confidence,

leadership skills, and work skills of the employees. The manager should also be able to set goals

that give the employees direction and purpose. These goals must be specific, relevant,

measurable and attainable, and their progress should be closely monitored.

Effective management of the employees also require that the manager communicate

frequently with the employees, make time for them, recognize achievements, as well as think

about lasting solution. In the process of managing the employees, the manager needs to adopt an

affiliative management approach that has an objective of creating harmony in between the

employees and the manager, as well as among the employees. The approach is grounded on

“people first, task second” management strategy, and avoids differences among different parties

through emphasizing on excellent interpersonal relationships (Weiss, 2014).

Environmental Factors Affecting Management Practice (Manager’s Response)

There are a number of factors that affect the management role. Such factors include

government regulations, economic conditions, technological advancements, and workforce

demographics. These factors directly influence the way I perform and plan my duties, especially

regarding decision-making as well as implementation of policies.

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Analysis and Recommendations

Government regulations put constant pressure on organizations to ensure workplace

compliance standards. These regulations influence such processes as termination, hiring,

training, and compensation among others. Non-compliance may lead to extensive fines and

possible closure of the business. Economic conditions require that the business understands the

economic happenings around the business. Good knowledge of economic conditions enables the

business to prepare for such fluctuations of demand and supply, and inflation. Technological

advancements give affect the business in terms of making decisions on downsizing as a way of

saving money and reducing production cost. In terms of workforce demographics, it is entirely

the responsibility of the manager to recruit new employees after retirement of older ones, and

offer them appropriate compensation packages based on qualifications, experience, and special

skills among others.

Ethical challenges and Handling Methods (Manager’s Response)

There is numerous morality and value-based dilemmas in that I usually face in the

managerial role. The ethical issues usually involve choosing between what is right from the

wrong. These ethical challenges arise from conflicts of interests due to diversity of opinions,

diversified values and cultures. To handle these challenges, I engage all the stakeholders,

especially the employees in establishing policies, values, and code of conduct that guides

everyone as a way of avoiding conflicts based on ethics.

Analysis and Recommendations

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The manager plays a critical role in solving issues that arise from ethical perspectives. In

order to solve any ethical problems, the manager can guide the organization in developing

workplace policy that is based on the code of conduct, mission statement, and philosophy of the

company. This policy is designed to control the conduct of the employees in matters that may

lead to ethical conflicts. In addition, the manager can provide workplace ethics training;

designate an ombudsperson to handle the informal ethical concerns of employees, as well as

consistent application of the developed workplace policy on ethics (Fraedrich, Ferrell & Ferrell,

2013).

Managerial Decision-Making Methods (Manager’s Response)

The manager is responsible for making decisions that affect daily operations of the

business and realization of long-term profitability. This objective can be done using the pros and

cons technique and cost-benefit technique. Before making any decision, I involve all the

stakeholders in the business since the implementation of the decisions requires participation of

all stakeholders, otherwise the decisions will not be effectively implemented.

Analysis and Recommendations

The pros and cons technique is a simple method as it does not require complicated

numerical modeling. The manager ranks the various alternatives and chooses the alternative with

the strongest pros and weakest cons. The cost-benefit method involves evaluating various

alternatives and determination of the monetary costs and benefits. The alternative with the largest

net present value is obviously selected in decision-making (Anderson, Sweeney, Williams,

Camm, & Cochran, 2015).

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Strategic Planning Tasks and Process (Manager’s Response)

The manager is vested with the task of overseeing establishment of strategic plans and

their implementation. In the process of strategic planning, I am involved in continuous planning,

and also in overseeing the analysis of appropriate actions that help in realization of

organizational goals. However, I do not have a particular strategic planning process other than

engaging the various business stakeholders in developing, implementing, and monitoring the

plans made for the wellbeing of the business.

Analysis and Recommendations

The manager presides over the business in guiding the formulation of strategic vision that

guides the direction of the business (Wolf & Floyd, 2017). In addition, s/he oversees the

conversion of strategic vision and mission into some specific and measurable objectives and can

easily be performed. In the process of strategic planning, the manager also helps in the

implementation and execution of established strategies, as well as evaluation of performance and

review of new developments so that corrective adjustments can be made.

Lessons Learned

From the discussions made in this interview, it is clear that the manger plays a pivotal

role in deciding the direction and growth of any business or organization. Without the necessary

credentials, managerial skills and experience, a manager cannot lead a successful and

competitive organization. Therefore, organizations should be very categorical in selecting an

individual for a managerial role; otherwise realization organizational goals will remain a

nightmare. It is also learned that an effective manager should involve all employees and
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stakeholders in major decision-making processes, otherwise using an authoritative approach of

management may not result in successful organization. Having these lessons in mind is an eye

opener to me on becoming responsible in whatever I do, whether in school, playing football, or

even in my future career. The general idea is that I need to develop leadership skills if I have to

be successful in life.
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References

Anderson, D. R., Sweeney, D. J., Williams, T. A., Camm, J. D., & Cochran, J. J. (2015). An

introduction to management science: quantitative approaches to decision making.

Cengage learning.

Fraedrich, J., Ferrell, L., & Ferrell, O. C. (2013). Ethical decision making in business: A

managerial approach. South-Western/Cengage Learning.

Weiss, J. W. (2014). Business ethics: A stakeholder and issues management approach. Berrett-

Koehler Publishers.

Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda.

Journal of Management, 43(6), 1754-1788.