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7. What are five types of questions the interviewer should not ask of job applicants?
8. What are five types of responses in a counseling interview? Give an example of each.
9. What are the main five types of improper questions the interviewer should avoid.
10. What are the six characteristics of successful appraisal interviews?
11. What are the two main advantages of the nondirective interview technique?
12. What are the types of responses to interviewers' comments in a counseling interview?
13. What is the funnel sequence as it is used in the body of an interview?

Exercises
1. Select one of the role-playing situations listed in the Appendix. Determine what norms
appear to operate in the specific role-playing situation selected. How might these norms
be adhered to and violated in terms of the expected and enacted roles of the interviewer
and respondent?
2. Videotape an interview conducted by your classmates. Play back the interview and
have the class evaluate it in terms of the suggested procedures for conducting the
beginning, body, and end of an interview.
3. Role-play the part of respondent to a classmate, providing inadequate responses to
develop his or her ability to probe for better answers. Then switch roles and take the
test yourself.
4. Role-play the following examples, attempting to use the nondirective interview
technique.
SITUATION 1
Manager: Paul, one of the supervisors in the computer services department has
asked to see you about what he says is really "a problem." You are not really sure what the
problem is, but you have heard that he is having personnel problems in his department. In
thinking through the approach you might take wfth Paul, what things should you consider?
Employee: You are one of the supervisors in the computer services department. You
have arranged to meet with your manager about a personnel problem concerning one of
your employees. The problem is that this employee is competent in the job that he performs
and you really depend on him to get i things done. However, he makes life miserable for
everyone. He has a very negative approach towards the other employees and
communicates a very "superior" attitude. Just the other day you asked him to consult with
one of the other employees before making a program revision. He did this, but the other
employee was so upset with his approach that she came to you about the problem. This is
really a dilemma for you because on one hand this employee does the job well, but on the
other hand he causes real conflict in the department.
You really want the manager to solve the problem for you. So, you continually ask
him, "What would you do?" "I need some advice." Jf the manager begins to use an
approach that gets you to "solve your own problem," then begin to think what you can do.
SITUATION 2
Because of inflated past appraisals he's received a couple of promotions he probably
didn't deserve, judging by his present performance. He does an average job, but at his
level and pay you expect a lot more from him. Bill joined your group about a year ago on a
lateral transfer when another group was reducing head count. Initially you had high hopes
for him based on those performance appraisals, but he hasn't lived up to your expectations.
He usually gets his work done, but sometimes misses deadlines. He never seems to be
around when you need him in a hurry, and you're not sure you can count on him when the