4º Etapa Premio DeSecretarias - ¨ENGLISH ABILITIES + SOFT SKILLS¨
PARA PODER CONTINUAR ESTA ETAPA NECESITAS HABER COMPLETADO LA ANTERIOR. AÚN NO LO HICISTE? HAZLO AHORA!

ETAPA 1 https://docs.google.com/forms/d/e/1FAIpQLSebL139q_lT3D8qHqzdMlonEvwfKN_47sAuWCKwnDqE6xNKvA/viewform
ETAPA 2 https://docs.google.com/forms/d/e/1FAIpQLSe9AWXKgtGDsu1ddCapzyhp4HSLrRFiXWZznhIP8nLtYllihA/viewform
ETAPA 3 https://docs.google.com/forms/d/e/1FAIpQLSeZDZbs8-p8sqxy2kwqlwkTR9cZed7EnyG4koXPQ9AyRWRlDw/viewform

Ahora sí! Sigamos!

Venimos de una propuesta divertida!! Esperamos que hayas podido resolver todos los desafíos, que no eran pocos! ;)
Bien, esta es la instancia final, porque decidimos unificar postas, integrando habilidades blandas y conocimientos extracurriculares, como lo son la redacción y el idioma extranjero, entre otras.
En este caso te vamos a proponer que resuelvas dos consignas combinando conocimientos. Las dos resoluciones te darán puntos técnicos sólo por responder, pero en paralelo los jurados observarán los diferenciales que te destaquen de entre el resto y que les permita una calificación adicional. Es decir, AQUÍ EVALUAREMOS LA "CALIDAD" DE LA RESPUESTA. Así que es de recomendar que te esmeres todo lo que puedas. En las 2 restantes apreciaremos el puro conocimiento.

A nosotros no nos queda mas que desearte mucha suerte. Y a esperar los resultados!
NOMBRE Y APELLIDO (DEBEN COINCIDIR CON DATOS PREVIOS CARGADOS EN FORM. 1º ETAPA) *
EMPRESA: *
EMAIL DE CONTACTO (DEBE COINCIDIR CON DATO PREVIO CARGADO EN FORM. 1º ETAPA) *
Writing a personal/ professional statement
Let's suppose that you want to apply for the job of your life. You have to do your best, right?
Well we will ask you to write a personal statement.
A personal statement is usually the first thing that is included in your CV and is a brief personal summary that is given to potential employers to help you stand out from the competition.
What do we ask you to put in it? You must answer the following questions:
• Who are you?
• What can you offer?
• What are your professional goals?
Remember! It is a summary, not a cover letter. So keep it concise, relevant and to the point. But although it is usually around 150 to 200 words, in this case, you must reach around 300 words, no less than that.
1- Write your own personal statment *
1 point
General english writing skills
On this occasion, you must list the reasons why you should be elected as assistant of the year, version 2019.The length of the text should be between 200 and 300 words.
You will have to be very convincing!
2 - Why you should be chosen as assistant of the year? *
1 point
3- Office telephone conversation
Complete the telephone conversation between a company representative and her client. (There´s sentences with 2 words missing that have 2 dropdown selections). In those cases failing in 1 word will mean losing the complete answer.
Be aware!
Hello, ………………Daniela from Vittolo y Asociados. *
1 point
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Hi, Daniela. It’s Marina …….. How can I help you today ? *
1 point
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We have a problem with ………………………. *
1 point
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Let me just ……….. your details. Could you ……………..about the problem ? *
2 points
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Required
Yes, the …………….….. was ordered. I’ll …………… you the order *
2 points
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Required
Ok. Thanks. Oh! I see there was some kind of …………….. I’ll …………… straight away. *
2 points
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Required
…………………… Thanks so much for your help Cathy. *
1 point
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……………………… I’m always glad to be of …………………… *
2 points
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Required
4- Reading Skills. READ & ANSWER
Cecilia worked for a multinational company as a successful project manager in Argentina and was transferred to manage a team in Spain. She was excited about her new role but soon realized that managing her new team would be a challenge.
Despite their friendliness, Cecilia didn't feel respected as a leader. Her new staff would question her proposals openly in meetings, and when she gave them instructions on how to carry out a task, they would often go about it in their own way without checking with her. When she announced her decisions on the project, they would continue giving their opinions as if it was still up for discussion.
After weeks of frustration, Cecilia emailed her Spanish manager about the issues she was facing with her team. Her manager simply asked her if she felt her team was still performing, and what she thought would help her better collaborate with her team members. Cecilia found her manager vague and didn't feel as if he was managing the situation satisfactorily.
What Cecilia was experiencing was a cultural clash in expectations. She was used to a more hierarchical framework where the team leader and manager took control and gave specific instructions on how things were to be done. This more directive management style worked well for her and her team in Argentina but did not transfer well to her new team in Spain, who were more used to a flatter hierarchy where decision making was more democratic. When Cecilia took the issue to her Spanish manager, rather than stepping in with directions about what to do, her manager took on the role of coach and focused on getting her to come up with her own solutions instead.
Dutch social psychologist Geert Hofstede uses the concept of 'power distance' to describe how power is distributed and how hierarchy is perceived in different cultures. In her previous work environment, Cecilia was used to a high power distance culture where power and authority are respected and everyone has their rightful place. In such a culture, leaders make the big decisions and are not often challenged. Her Spanish team, however, were used to working in a low power distance culture where subordinates often work together with their bosses to find solutions and make decisions. Here, leaders act as coaches or mentors who encourage independent thought and expect to be challenged.
When Cecilia became aware of the cultural differences between her and her team, she took the initiative to have an open conversation with them about their feelings about her leadership. Pleased to be asked for their thoughts, Cecilia 's team openly expressed that they were not used to being told what to do. They enjoyed having more room for initiative and creative freedom. When she told her team exactly what she needed them to do, they felt that she didn't trust them to do their job well. They realised that Cecilia was taking it personally when they tried to challenge or make changes to her decisions, and were able to explain that it was how they'd always worked.
With a better understanding of the underlying reasons behind each other's behaviour, Cecilia and her team were able to adapt their way of working. Cecilia was then able to make adjustments to her management style so as to better fit the expectations of her team and more effectively motivate her team to achieve their goals.
Cecilia's management style worked well with her team in Argentina but not with her team in Spain. *
1 point
Cecilia's team questioned her proposals and her decisions because they didn't trust or respect her. *
1 point
Cecilia was satisfied with her Spanish manager's way of dealing with her problem. *
1 point
Cecilia found it helpful to talk openly with her team about the differences in their expectations. *
1 point
Cecilia faced a problem with her Spanish team because her management style was old-fashioned and wrong for the modern world. *
1 point
The author believes that people from high power distance cultures and low power distance cultures should never work together. *
1 point
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