Question 19 Managers play a strategic role in a company's performance and growth Their responsibilities include Setting and tracking goals Increasing team productivity Training and motivating subordinates Taking part in business development planning When hiring for management positions, look for experienced candidates These are individuals who have a deep understanding of your industry and business objectives Use role specific interview questions to test their knowledge Also,interview for soft skillsand traits essential for all senior level roles Those include Leadership skills Problem solving attitude Motivational personality Results driven Managers need to report results and suggest improvements Focus on candidates who can take accountability for their actions and possess strong decision making skills Managers juggle different tasks on a daily basis and coordinate with people from other departments (and or customers ) Gear your questions toward identifying candidates who enjoy variety in their work and can handle challenging duties They should also demonstrate high professionalism, as they set the example for their team members Here are some examples of interview questions for managers Sample interview questions for managers Imagine you're assigned an important task but your team members keep interrupting you with questions How do you complete the task, and how do you respond to your team Tell me about a time you had to deal with a team member who constantly opposed your ideas How did you handle it Describe a time when your team managed to achieve ambitious goals you set How did you support and motivate them Describe a project you successfully managed end to end What challenges did you face and what did you do to overcome them What's your approach to delegating work to employees How do you ensure that tasks are completed Describe a time you mentored someone How did they grow What were they doing initially, and what are they doing now How would you tell a colleague that he she was underperforming Talk about the time you led an important meeting How did you prepare for it Interviewing tips Ask candidates to describe their previous work experiences These examples give you the chance to understand their management style and decide whether it fits your needs A high turnover rate in managerial positions could tank the team's balance It's best to view managers as your long term partners Do the candidate's career goals match with your company's future plans Do you share the same values If the position involves hiring new team members, test how familiar candidates are with recruiting and training processes Keep an eye out for candidates who are creative and share innovative ideas A new manager can offer a fresh perspective and help your company perform better Don't instantly reject candidates who lack experience in your sector Test them to see if they understand basic terms and procedures and gauge their interest in learning new things Red flags Putting the blame on someone something else It could be a lack of resources or team members who are not good enough A candidate who makes excuses for bad results shows they'd rather not be held accountable for their actions Lack of interest Team motivation begins with the manager If he she can't inspire their team members, how will the team be more productive Opt for candidates who are interested in learning about your company and are passionate about the role Inflexibility A strong manager is open to new ideas and promotes team spirit If you notice signs of bossiness or arrogance in your candidates' answers, this can indicate they lack collaboration skills Unrealistic answers Candidates aim to make good first impressions during interviews But if they struggle to answer questions like Describe a time when you had a conflict with a subordinate, they don't have much experience or they don't know how to manage difficult situations Uncomfortable with regular duties Managers have to handle difficult responsibilities, like delegating tasks and giving negative performance reviews to employees who don't reach their goals Candidates who seem uncomfortable with these kinds of duties mightn't be suited for the role 1 Explain the term 'Sensible precedent' and state two of its recompenses 2 Kayode and Abinga had an arrangement by which they contributed N500,000 each as deposits for the purchase of spare parts By the agreement, they are to share the spare parts equally on continuous basis Kayode recently received a consignment of spare parts at the cost of N600,000 Abinga demanded that the spare parts be shared equally with Kayodeon the ground that, by their agreement, they are partners However, Kayode has sold two thirds of the spare parts Abinga, therefore, demands an account from the Kayode of the sales by him of the spare parts Kayode insists that he cannot account to Abinga because they are not partners 3 The powers of the Board of Directors in running the company differ from those of the General Meeting in nature and limit 4 Isokari agreed to sell a cocoa plantation to Niger Cocoa Processing Industry Plc ( Niger ) for N25 million Just a few weeks after the agreement, the price of cocoa increased globally Isokari decided not to sell the cocoa plantation to Niger any longer Instead, Isokari formed Isokari Global Merchandising Limited ( Iso Global ) and sold the plantation to it Isokari and his wife are the only shareholders of Iso Global 5 Kure, Falilat and Adakuagreed to form and finance an estate company to be named KFA Limited The company would have four other members The three were given various procurement assignments Kure, who was to buy a mini estate for the proposed company, sold his estate in Ikeja to it at a profit of N10 million Falilat bought a Cinema Hall on Lagos Island for the proposed company and got a personal discount of N2 million from the transaction due to his exceedingly great negotiation skills After the incorporation of KFA Limited, Adaku learnt of the outcomes of the two transactions, and has approached you for advice 6 Automated evidence is a means by which the assignment of some violations may proved 7 Section 3(1) of the Money Laundering (Prohibition) Act provides, inter alia, that a Financial Institution and Designated Non Financial Institution shall verify its customer's identity before opening an account for, issuing a passbook to, entering into a fiduciary transaction with, renting a safe deposit box to, or establishing any other business relationship with the customer 8 Sunday is a dealer in Mercedes Benz cars spare parts He purchased a carton of piston and rings from Chukwuma, a seventeen year old shop assistant of Mr Emeodi Chukwuma, who was not in the shop when Mr Emeodi brought in the goods, gave Sunday a carton of Nissan car piston and rings instead of that of Mercedes Benz Sunday has just discovered that the goods he bought on credit were not what he ordered for His counsel is of the opinion that there was no contract ab initio as there are vitiating elements 9 Alternative Dispute Resolution (ADR) has some advantages 10 Under Section 32 of the Bills of Discussion Act, conciliation of a bill must satisfy some requirements of endorsement State THREE of the rations

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Question 19 Managers play a strategic role in a company's performance and growth. Their responsibilities include: Setting and tracking goals Increasing team productivity Training and

Question 19

Managers play a strategic role in a company's performance and growth. Their responsibilities include:

Setting and tracking goals
Increasing team productivity
Training and motivating subordinates
Taking part in business development planning

When hiring for management positions, look for experienced candidates. These are individuals who have a deep understanding of your industry and business objectives. Use role-specific interview questions to test their knowledge. Also,interview for soft skillsand traits essential for all senior level roles. Those include:

Leadership skills
Problem-solving attitude
Motivational personality
Results-driven

Managers need to report results and suggest improvements. Focus on candidates who can take accountability for their actions and possess strong decision-making skills. Managers juggle different tasks on a daily basis and coordinate with people from other departments (and/or customers.)

Gear your questions toward identifying candidates who enjoy variety in their work and can handle challenging duties. They should also demonstrate high professionalism, as they set the example for their team members.

Here are some examples of interview questions for managers:

Sample interview questions for managers

Imagine you're assigned an important task but your team members keep interrupting you with questions. How do you complete the task, and how do you respond to your team?
Tell me about a time you had to deal with a team member who constantly opposed your ideas. How did you handle it?
Describe a time when your team managed to achieve ambitious goals you set. How did you support and motivate them?
Describe a project you successfully managed end-to-end. What challenges did you face and what did you do to overcome them?
What's your approach to delegating work to employees? How do you ensure that tasks are completed?
Describe a time you mentored someone. How did they grow? What were they doing initially, and what are they doing now?
How would you tell a colleague that he/she was underperforming?
Talk about the time you led an important meeting. How did you prepare for it?

Interviewing tips

Ask candidates to describe their previous work experiences. These examples give you the chance to understand their management style and decide whether it fits your needs.
A high turnover rate in managerial positions could tank the team's balance. It's best to view managers as your long-term partners. Do the candidate's career goals match with your company's future plans? Do you share the same values?
If the position involves hiring new team members, test how familiar candidates are with recruiting and training processes.
Keep an eye out for candidates who are creative and share innovative ideas. A new manager can offer a fresh perspective and help your company perform better.
Don't instantly reject candidates who lack experience in your sector. Test them to see if they understand basic terms and procedures and gauge their interest in learning new things.

Red flags

Putting the blame on someone/something else.It could be a "lack of resources" or team members who "are not good enough." A candidate who makes excuses for bad results shows they'd rather not be held accountable for their actions.
Lack of interest. Team motivation begins with the manager. If he/she can't inspire their team members, how will the team be more productive? Opt for candidates who are interested in learning about your company and are passionate about the role.
Inflexibility.A strong manager is open to new ideas and promotes team spirit. If you notice signs of bossiness or arrogance in your candidates' answers, this can indicate they lack collaboration skills.
Unrealistic answers.Candidates aim to make good first impressions during interviews. But if they struggle to answer questions like "Describe a time when you had a conflict with a subordinate," they don't have much experience or they don't know how to manage difficult situations.
Uncomfortable with regular duties.Managers have to handle difficult responsibilities, like delegating tasks and giving negative performance reviews to employees who don't reach their goals. Candidates who seem uncomfortable with these kinds of duties mightn't be suited for the role.

1. Explain the term 'Sensible precedent' and state two of its recompenses.

2. Kayode and Abinga had an arrangement by which they contributed N500,000 each as deposits for the purchase of spare parts. By the agreement, they are to share the spare parts equally on continuous basis. Kayode recently received a consignment of spare parts at the cost of N600,000. Abinga demanded that the spare parts be shared equally with Kayodeon the ground that, by their agreement, they are partners. However, Kayode has sold two-thirds of the spare parts. Abinga, therefore, demands an account from the Kayode of the sales by him of the spare parts. Kayode insists that he cannot account to Abinga because they are not partners.

3. The powers of the Board of Directors in running the company differ from those of the General Meeting in nature and limit.

4. Isokari agreed to sell a cocoa plantation to Niger Cocoa Processing Industry Plc ("Niger") for N25 million. Just a few weeks after the agreement, the price of cocoa increased globally. Isokari decided not to sell the cocoa plantation to Niger any longer. Instead, Isokari formed Isokari Global Merchandising Limited ("Iso Global") and sold the plantation to it. Isokari and his wife are the only shareholders of Iso Global.

5. Kure, Falilat and Adakuagreed to form and finance an estate company to be named KFA Limited. The company would have four other members. The three were given various procurement assignments. Kure, who was to buy a mini-estate for the proposed company, sold his estate in Ikeja to it at a profit of N10 million. Falilat bought a Cinema Hall on Lagos Island for the proposed company and got a personal discount of N2 million from the transaction due to his exceedingly great negotiation skills. After the incorporation of KFA Limited, Adaku learnt of the outcomes of the two transactions, and has approached you for advice.

6. Automated evidence is a means by which the assignment of some violations may proved

7. Section 3(1) of the Money Laundering (Prohibition) Act provides, inter alia, that a Financial Institution and Designated Non-Financial Institution shall verify its customer's identity before opening an account for, issuing a passbook to, entering into a fiduciary transaction with, renting a safe deposit box to, or establishing any other business relationship with the customer.

8. Sunday is a dealer in Mercedes Benz cars spare parts. He purchased a carton of piston and rings from Chukwuma, a seventeen-year old shop assistant of Mr. Emeodi. Chukwuma, who was not in the shop when Mr. Emeodi brought in the goods, gave Sunday a carton of Nissan car piston and rings instead of that of Mercedes Benz. Sunday has just discovered that the goods he bought on credit were not what he ordered for. His counsel is of the opinion that there was no contract ab initio as there are vitiating elements.

9. Alternative Dispute Resolution (ADR) has some advantages.

10. Under Section 32 of the Bills of Discussion Act, conciliation of a bill must satisfy some requirements of endorsement. State THREE of the rations.