1. Be honest. Don't be "creative" in documenting expenses. Avoid the temptation to accept bribes of any type. And, never offer an undue incentive to buy from your company other than tokens of appreciation such as a business lunch. Major gifts, such as free trips, are not only immoral, but illegal too and will surely get you fired - or worse. The short-term benefit will never offset the negative long-term damage to your career. And, it will put you onto a track of always finding a devious way to do things other than the right way.
2. Maintain confidentiality when asked to do so
3. Be fair. Find a balance between your needs and those of others. Try to satisfy as many people as possible. That way, you will find that others will try to help you when necessary.
4. Be free of prejudice and bigotry - judge people on the basis of merit only. Prejudging situations and people will ensure that you set up artificial barriers with people who can assist you in one way or another.
5. Be loyal to your employer. Give them 100% effort. Represent them with dignity. Portray them positively in the marketplace, knowing that they, like any other organization, are probably less than perfect.
6. Carry your share of the workload. Pitch in and help others when needed, even when you are not asked to.
7. Don't misuse your organization's assets. Don't exaggerate expense accounts or use the company's assets, such as vehicles, for personal use. When there is a need to do so, get permission.
8. Don't moonlight. Salespeople have lots of freedom. This should never be used for personal gain such as selling for another organization.
9. Avoid cheating in sales contests. Sometimes salespeople might hold orders back to put them in the following month when a contest is run. It might cause late delivery. And it will deprive someone else of a prize richly deserved.
10. Tell the truth about your product or service. Never exaggerate the capability of your product. "Best" is a word that is bandied around, and is often expected. But suggesting a technical specification beyond that which will be delivered can result in a lawsuit for misrepresentation.
11. Never talk about someone who isn't around. And never insult an absent colleague or client. It will come back to haunt you.
12. Don't beat around the bush.
    • If someone has performed poorly, let them know. Right away. If you're afraid of hurting someone's feelings, that's fine. But never avoid an issue to avoid wounding someone. You'll have to get to the point some time. Better it be now.
    • If someone has offended you, take it up with that person - not the boss. He or she does not want to know. Stand your ground. Don't attack the person; address the behavior.
    • Don't get into situations where you have to keep secrets or maintain some sort of false impression
13. Always be fair.
    • Copyright is important. Don't take it lightly. Ideas are meant to be shared. Whole texts are not.
    • Would you like to see someone take credit for your work? Of course not. Give people the credit they deserve and they will be happy to work with you again.
14. Be respected for your honesty.
    • A false resumé is not only unethical, it may be illegal and it could cost you your job
    • Don't let your enthusiasm run away with your better judgement. If you are talking about facts, have data ready to support your argument. If not, remember: you are only sharing your opinion. Make sure that is clear to your listeners.
15. Put your organization in the best possible light. Does your company have a values statement? If so, it's your job to abide by it.
16. Don't betray your colleagues' trust by spying on them or blowing the whistle for little things. You won't get points from your boss for being a rat. Only step in if the law is being broken or the company's well-being is at stake.
17. Treat others as you wish to be treated. That means not embarrassing them - especially your boss. If you violate the chain of command, you are making your boss look bad. Share all memos that go above your boss or to another department.
18. Keep your word. Only promise what you can deliver. The benefits are manifold.
    • You'll attract and impress other ethical people
    • You'll save all the time unscrupulous people waste avoiding the traps they've set for themselves and fixing the problems they've left scattered behind them
    • You'll gain momentum to take you forward to the next promise

In the restaurant business, there are challenges each day. Increasing guest traffic, up-selling every appetizer, alcoholic beverage and dessert, ensuring every guest is highly satisfied. A manager must decide which of the components to educate the staff on each and every day. A good manager will simply tell them what to do, expecting them to get results no matter what. A great manager will undoubtedly teach the staff successful techniques in performing these tasks with a high level of confidence. Practice and role-play will be tools that this manager will use and he will not stop until he is highly satisfied that his staff is onboard with the ideas presented to them. This is where patience, a great deal of it, is critical to the team's success.

The selfishness aspect can and will backfire in the face of even the best managers. Again, balancing this element and knowing when to utilize it will be a great benefit to keeping one's sanity. There is an inner voice that will speak up when things get out of control. The good manager will show her frustration at the wrong time, when a host needs a day off and interrupts the manager discussing shift strategies with a key employee for example. A teenager first, an employee second, the host has very little self-awareness and is not cognizant of her behavior. Barging in on a conversation then is not a big deal to a 17 year old. The good manager loses her cool and yells at the disrespectful kid. Word spreads that the manager is mean, cruel and any number of profane words that come to mind. That can be a detrimental hole to dig out from for the manager all because selfishness was not used properly.

Using the same scenario, a great manager will feel the frustration build inside her. The opportunity to coach at that moment is of paramount importance. A look from the manager to the interrupting host tells the teenager that this is not the time to discuss scheduling issues. A few words of encouragement are spoken by the manager letting the employee that it is ok to come to her. However, the timing of her needs does not coincide with the needs of the manager. Thus a boundary has been established and the employee now knows that she must be aware of her own behavior before disrupting someone's conversation. The selfishness factor can save the manager from undue torment and will benefit her in the long run.

There is no secret to being a great manager; the position is challenging and yet can be mastered by those willing to put forth the needs of others. Patience and selfishness go hand in hand. Knowing the right moment to use both; that's the true secret. It is innate in those managers who are successful.

 

• Should be of sufficient length and depth to uncover relevant facts.
• Excludes irrelevant or useless facts.
• Can complicate or confuse the issue.
• The good interview should be objective and impartial .
• Pertinent information.
• Close in time to event Questioned.
• There is no repetation on the same question.
• Required contact time with the respondent.
• The good interview should conducted on a timely basis.
• Should end on a positive note.
• Analyst experience and training required.
• Overall analyst control of dialogue.
• Degree of spontaneity of reponses.
• Insight into respondent.
• Reliability and precision of responses. .

Purpose of the interview

An interview is a structured conversation or dialogue with a specific purpose. The primary purpose of the interview was to enhance the understanding of what contributes to effective instruction in system development. This is by identifying distinguishing characteristics and behaviors of instructors who perform at a high level on the system requirements.

More specifically, the following research questions were addressed to ensure the quality of a current system. Guided by these research questions, the interview attempted to identify characteristics and behaviors exhibited by both average and exemplary instructors and the discrete characteristics.

This process also involves behaviors that differentiate the quality of a new system from the current system. On the other hand, the findings from the interview are useful for helping to establish a framework for recruitment and selection, performance assessment for the system development.

Besides that, analyst can motivate the respondent to answer freely and openly from the interview. Then, analyst can probe for additional information and feedback to improve the quality of the current system. Analyst can easily observe nonverbal communication channels and probe for additional information and feedback. The additional information and feedback from the interview is useful to specify the quality of the development on the current system that is being used by the users.

Interview purpose is to get data or valuable information from the user. It is important that, the interview respondent can more easily developed a sense of active contribution to the proposed system. So we conclude that ,the interview question can reworded or restated for better clarity or to facilite mutual understanding.