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Work and leading people

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Mark Williams (refer to the appendix). As can be observed from the CVs of the two referred personnel, both can be identified to possess considerable experience in their respective fields. While many of their features can be identified as similar, there are particular dissimilarities in their degree of versatility that must be taken into consideration when evaluating CVs for the intended position. For instance, Mr. Thomas Crown can be observed to have handled more staff members than Mr. Mark Williams. On the other hand, Mr. Crown had switched three jobs within his 2 years of professional career, with his first job assigning him for only three months. Contradictorily, Mr. Williams has been engaged into one organisation for his 5 years of professional career. This indicates that chances of attrition shall be higher in the case of Mr. Crown while on the other hand, Mr. Williams might offer the privilege and advantages of greater experiences and loyalty. As a precautionary measure, it will also be important to have a verification done for the information presented by the two candidates prior to taking any firm conclusion regarding their ultimate recruitment in the organisation. This will help to omit any possible chance of conflict or dilemma post their recruitment, making the trustworthiness and mutual cooperation of the recruited personnel more binding for the long-run. Besides evaluating the CVs, it will also be important to conduct face-to-face interviews with the personnel, individually, so as to learn about their personality features in a better way, before drawing any conclusion to the professionalisms of the candidates.
Leadership styles are of different types that include democratic leader, autocratic leader and laissez-faire leader. From the provided scenario, it has been identified that Mr. Worthy is a type of leader who does not have a relationship with his employees though his office is in the top floor of the building, which is