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Kellogg School of Management Northwestern University
December, 2003
Edwin Van Dusen, Brian Fox and David Welch (MBAs 2004) prepared this document under the supervision on Professor Sonia Marciano. Copyright © 2003 by the Kellogg School of Management. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise – without the permission of the Kellogg School of Management.
The 2004 Kellogg Consulting Club Case Book
Table of Contents
I.
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150 Interview Formats Used – Deloitte Consulting....................................................................... 151 Interview Formats Used – DiamondCluster............................................................................ 152 Interview Formats Used – Marakon Associates...................................................................... 153 Interview Formats Used – McKinsey & Company................................................................. 154 Interview Formats Used – Mercer Management Consulting .................................................. 155 Interview Formats Used – Monitor......................................................................................... 156 Interview Formats Used – ZS Associates ............................................................................... 157 VI. Conclusion ........................................................................................................................... 158 Appendix A: Background and Acknowledgements.................................................................... 161 Appendix B: Additional Resources ............................................................................................ 163 Appendix C: Concepts in Microeconomics ............................................................................... 164 Appendix D: Profitability
I am now going to look at five types of interview and approaches that can be taken for different reasons;
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Many things were accomplished because of the French Revolution from better prices to less legal privileges for nobility. The Haitian Revolution also had unbelievable results, like ending slavery and creating more social equality. The French and Haitian Revolutions were mostly similar. Both revolutions did end up with different governments in the end, Haiti a dictatorship, and France a monarchy. Though the reason for the revolutions were the same.
On 3 July 2015, the Department received applications from Willie Creek Pearling Pty Ltd (WCP) and Clipper Pearls Pty Ltd (Clipper) requesting the issue of a new Pearling (Wildstock) Licence to WCP, and the transfer of quota and leases from Clipper to WCP. These applications were processed separately, with the application for a licence approved on 22 July 2015, and the application to transfer approved on 24 August 2015.
For this assignment, you will pretend that you have an upcoming interview for the job of your choice, working for the organization of your choice. You will then answer the below questions in attempt to prepare for your interview.
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I structured this paper by giving you the insight about all the question I asked and the responses I received, ending it off with the list of facts I learned and knowledge I gained throughout the interview.
This case was prepared by Professor Mark E. Haskins, Darden Graduate School of Business Administration, and has benefited from collaborations with various colleagues over the years on earlier versions. It was written as a basis for discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright 2012 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. ◊
Interviews have been realized to relevant professionals involved in this business and tend to widely assess important factors for our analysis. The interviews have been limited in time, in order
SUBMITTED TO PROF. NEIL COHEN School of Business and Public Management The George Washington University
160-164). As per Sommers-Flanagan and Sommers-Flanagan (2008, p. 164-171), a brief summary of the concerns, a closing statement, and reassurance of the support are the few components of closing and termination. Throughout the interview a range of open, closed, and reflective questions are used (Yeung, 2008, p.19-23). Whereas the use of leading, multiple, hypothetical, and double barrelled questions should be minimised (Yeung, 2008, p.42-58).