interviews
英 ['?nt?vju:]
美 ['?nt?rvju:]
n.面谈；会见；面试；接见
vt.接见；采访；对 ... 进行面试
vi.面试；采访
第三人称单数:
interview是什么意思，词典释义与在线翻译：
面谈，会谈，访谈，晤谈，谈话
会见，接见
采访，访问
访问记，访谈录
查问，盘问，提问
接见，会见
访问，采访
对（某人）进行面试，面试
面谈，会谈
[C]面谈,面试 meeting at which sb is asked questions to find out if he is suitable
[C]采访,交谈 meeting at which a reporter, etc. asks sb questions in order to find out his views
[C]会谈,会见 meeting between two people to discuss important matters, usually rather formally
vi. & vt. 面试 conduct an interview with sb
vt. 采访; 会见 ask sb questions in an interview
提示：各行业词典APP中含有本词条的独家正版内容，在手机上可看到更多释义内容。
interviews 在《军事术语英语词典》APP的缩略释义：
会面, 会谈 ... &&
interviews 在《会展英语词典》APP的缩略释义：
会面, 会谈 ... &&
interviews 在《外教社人力资源英语词典》APP的缩略释义：
面试 ... &&
interviews 在《外教社市场营销英语词典》APP的缩略释义：
面谈，会晤 ... &&
interviews 在《外教社广告学英语词典》APP的缩略释义：
访谈 ... &&
the questioning of a person (or a conversation in which information is elicited); often cond
"my interviews with teenagers revealed a weakening of religious bonds"
a conference (usually with someone important);
"he had a consultation with the judge"
"he requested an audience with the king"
conduct an interview in television, newspaper, and radio reporting
discuss formally with (somebody) for the purp
"We interviewed the job candidates"
go for an interview in the
"The job candidate interviewed everywhere"
interview的用法和样例：
用作名词 (n.)
How was your interview with Michigan?
你跟密歇根大学的人面谈得如何?
He mentioned that problem at our interviews.
他在我们会谈时提到了那个问题。
I think I fared quite well in the interview.
我觉得我这次面试考得不错。
May I make a few preliminary remarks before we start the interview?
在我们开始面试之前，我先说几句话可以吗？
I thank you very much indeed for this interview.
我十分感谢您这次接见。
He indicated that the interview was over.
他简短地说接见结束了。
用作及物动词 (vt.)
In the prosecution of his duties, he had to interview people of all classes.
在履行职责的时候，他得会见各个阶级的人。
All the applicants were interviewed one by one.
所有的申请者一个接着一个参加面试。
用作不及物动词 (vi.)
I'm interviewing all this afternoon.
今天整个下午我都要进行面试。
The interview overran by fifteen minutes.
那次采访超过规定时间十五分钟。
He had a television interview with a journalist.
他接受了一个记者的电视采访。
用作名词 (n.)
The matter can't be discussed except at a personal interview.
这件事只能在私人面谈时讨论。
Don't be late for your job interview.
求职面试不能迟到。
In an exclusive interview with David Frost, the former president made many revelations.
前任总统在与大卫弗罗斯特的一次独家新闻采访中披露了许多事实。
The manager has an interview with us.
经理会见了我们。
用作动词 (v.)
用作不及物动词
He'll interview all this afternoon.
他今天整个下午都要面试。
用作及物动词
S+～+ n./pron.
We interviewed 8 people for the job.
我们面试了8个求职者。
I interviewed him about some things.
就一些事情,我采访了他。
用于be ～ed结构
He was interviewed by a reporter.
记者对他进行了采访。
用作名词 (n.)
同意〔拒绝〕会见某人
请求会见某人
短暂的会见
在…会见时
求职者的面试
用作动词 (v.)
采访候选人
就某事采访某人
通过…进行采访
对谋求该职务的人进行面试
The interview had been a short one..both had confined themselves to a few words.
出自：M. M. Kaye
The reporters tried to interview him.
出自：B. Moore
The police chief issued a description of a man they want to interview.
出自：Sunday Post (Glasgow)
interview的详细讲解：
interview通常解释为“访问”，而不作为“接见”的意思。因此Peter interviewed Mecheal是“皮特访问麦克”，不是“皮特接见麦克”；
“interview”可作抽象名词，有“面试”，“会谈”的意思。
I have an interview tomorrow morning.我明天早上有一个面试。
☆ 1514年进入英语，直接源自中古法语的entrevue，意为互相见面，互相拜访。
interview的海词问答与网友补充：
interview的相关资料：
interviews 在《外研社德语词典》APP的缩略释义：
(记者的)采 ... &&
interviews 在《外研社法语词典》APP的缩略释义：
采访；记者 ... &&
interviews 在《医学英语词典》APP的缩略释义：
面谈， 面 ... &&
interviews 在《外研社英语词典》APP的缩略释义：
面试,访问 ... &&
【同义词】
interviews:interview vt. 接见, 会见n. 接见, 会见习惯用语give an interview to sb. 接见某人have an interview with sb. 会见某人job int…
相关词典网站：MBA必读：Interview&with&yale&Admissions&Director
MBA必读：Interview with Admissions Director at the Yale School of
Management
Exclusive Interview with Bruce DelMonico, Admissions Director at
the Yale School of Management
By Mbamission
31 August 2009 @ 10:51 pm EDT
mbaMission founder Jeremy Shinewald recently spoke one-on-one
with Bruce DelMonico, Director of MBA Admissions at the Yale SOM.
Here, we offer some highlights from the interview, followed by a
full transcript.
Yale will be increasing its class size from about 200 to 220 and
will be retunring top four cohorts, from
Mr. Delmonico discusses common application errors and how he
reads an application&
Mr. DelMonico discusses the new dean and her role at the SOM,
past and future
mbaMission: Thank you for taking the time today to talk with me
about admissions at Yale and about the school. My first question
for admissions directors is always, what should your program be
known for that it's not currently known for?
Bruce DelMonico: Good question. And as I think about that
question, I think of a number of different functional areas. We're
a very strong marketing school, for example, but we're not as well
known in that area,& perhaps. We have a really
good health care group, and actually, health care at Yale generally
is really strong, which is something that a lot of people maybe
don't realize. Although between the med school and us and nursing
and public health,& the University is getting
better known for health care. And environmental management is well
known, but maybe not as fully recognized as it should be.
So all those different functional areas, I think, would be areas
that maybe Yale is not as well known for as it should be. But I
think in general-and I think this is part of the curriculum reform
that took place a couple years ago-the thing that people are
starting to recognize us for but maybe not as much as perhaps they
should is as a really strong general management school. And I think
that's what we feel we are and what we're certainly trying to be,
which is, regardless of what field or industry or sector someone
wants to go into, that they get a really strong general management
grounding here at SOM [School of Management].
mbaMission: Are there any stereotypes about the school that you
would like to dispel?
BD: Probably due to the school's founding mission of educating
leaders for business and society, and its traditional strength in
nonprofit and public management, people think of us as the
nonprofit school. And I think at some level, there is some truth to
that. We're very strong in nonprofit and public management, and we
have a lot of fantastic students who come here from these sectors
and who go into those sectors. So I don't want to minimize the fact
that that is a strength of ours, but I think that people think of
it as a limiter - that we're the nonprofit school but nothing else
- and they don't recognize our strength in finance and the other
areas that I've been mentioning: health care and environmental
management and marketing and operations and a whole range of other
areas. So I think that's one stereotype.
And actually, more recently, I think a secondary stereotype is
that [of Yale] as a finance school. And again, I think it's true
that we're very strong in finance, and in behavioral finance in
particular. We're one of the top schools in that regard. People
know [Arthur M. Okun Professor of Economics] Bob Shiller and more
recently [Theodore Nierenberg Professor of Corporate Governance and
Professor of Finance] Andrew Metrick and [Frederick Frank Class of
1954 Professor of Management and Finance] Gary Gorton as top
finance faculty members. But again, I think that's one piece of the
larger puzzle of what SOM is about. And so I think calling the
school the nonprofit school or a finance school is not incorrect in
that we are strong in those areas, but that also sort of limits the
other things that the school is about.
mbaMission: Was strengthening the finance/economics department
with a variety of new academic hires a conscious decision on the
part of the school or did the opportunity just arise?
BD: Well, I have to preface this by saying I'm obviously not in
the faculty-hiring area, so I don't know the inner workings of how
a lot of those decisions are made. I know about the hires as
they're brought on, but I'm not sitting in on the faculty meetings
as those things are being discussed. So that's one huge caveat. My
sense, though, is that there is a little bit of both, in terms of
strategically trying to grow certain areas but also seizing
opportunities as they exist.
Andrew Metrick and Gary Gorton were great hires, and I think
they complement our existing strength well. And my sense-again,
this is sort of an uninformed opinion, so I have to couch it as
that-is that there's also some bit of serendipity to it or that
they happened to be the right people at the right time, and that
brought them here. So certainly I don't think that the school to
going to hire someone just for the sake of hiring them and is going
to look at the needs of the school, but I think there is some
combination of strategic choices and-I'm trying to think of the
correct word-also some degree of resonance between the person we're
trying to bring to the school, and the timing can often be a key
mbaMission: I've heard that some schools are possibly increasing
the size of their incoming classes. Is Yale planning to do this,
and if so, is this an economic decision or perhaps an effort to
return to a previous baseline?
BD: That' thank you for asking. We actually
are, as people may know. When our new integrated core curriculum
was introduced three years ago, we dropped the class from four
cohorts down to three, and we went from about the 220-240 [student]
range down below 200. And we did that to increase the faculty slack
so that they could actually implement the new curriculum and have
the time to put it in place instead of spending all their time in
the classroom. So now that the curriculum is a few years old and is
up and running and is working well, we're actually bringing back
the fourth cohort and going back up to around 220 students.
Certainly the school doesn't mind having the extra income, but I
think we found that going from the four cohorts to three and going
under 200, there were some critical-mass issues that we bumped up
against in terms of recruiters, making sure we had enough students
to satisfy all the recruiters who come to campus and making sure
the people in all the various fields who would be available to the
recruiters who want to hire our students. And also, just internally
on campus, there are a lot of clubs and activities and making sure
there's, again, a critical mass of students here to take on all
those leadership roles and to do all the things that running a
school and being a part of a school entail. So I think for a lot of
reasons, it made sense, now that the curriculum is three years old
and we feel comfortable that it's running well, to bring the class
back up to the previous size of four cohorts and roughly 220
mbaMission: Is the decline in the economy affecting plans for a
new SOM building in the near future?
BD: Well, it's not clear. It might. Let me explain, because the
university has said that projects, because of the economy, need to
be fully funded before they can go forward with construction. And
we're not at the construction stage yet, and we have funding to do
what we're doing now, which is the construction documents and the
planning stage. So that's the stage we're in now, and my
understanding is that will last roughly the next nine months. If
the building becomes fully funded within those nine months, we'll
just plow ahead literally and figuratively with the new building
and just go on the existing course, and there won't be any delay.
If that doesn't happen, then there will likely be some delays, and
the amount of the delay will depend on some other funding and other
timing issues.
mbaMission: As of now, what is the target date for opening the
new facility?
BD: The target date, I believe, is fall of 2012. I think that
the university has an incentive to hopefully get us into our new
building, because I think that they have plans for our existing
building. The university itself is growing and moving, so I think,
hopefully, that will move things along at a good pace, but again,
I'm not part of these higher-level conversations, so I don't know
all the intricacies of the discussions and the various pressure
mbaMission: How are Yale students doing in the job market?
BD: The job market actually has been surprisingly firm here at
SOM. The career development office keeps us updated on how things
are looking in terms of offers and acceptances. We're really not
that much off from last year and previous years. We're off by maybe
low digits, maybe 1% in terms of internships and a little bit
more-but I think less than 5%-in terms of full-time offers and
acceptances. So at least so far, knock on wood, we've seemed to
have weathered things pretty well and are holding pretty firm in
terms of the job market.
mbaMission: Great. I think applicants are very concerned about
what's happened in the recent past. I'm curious about what you
would say to a candidate who is considering applying to SOM and
doesn't have a job right now.
BD: There are definitely no easy answers. And [it's] definitely
a tough situation. I think, in previous years, it might have raised
a big red flag to see someone who's not working. It's not to say it
wouldn't raise somewhat of a flag now, but we understand that a lot
of these situations are outside of people's immediate control, and
so we're being more flexible, and we're trying to dig in to get a
closer look at why someone's unemployed. And more importantly, what
they're doing now.
So I think for someone who hasn't been working for a few months
and maybe who is probably one of the earlier waves, I think the key
from our perspective is what are you doing with that time? And we
would like to see people who are trying to be active and trying to
be involved and still looking. And even if you're not working in or
doing that exact same thing you were doing before, are you able to
find something? Or are you volunteering? So I think the question
has become not just "So what are you doing now?" but "What are you
doing about what your situation is?" and "Are you trying to stay
mbaMission: Has there been any faculty or academic response on
campus to the economic crisis?
BD: Yes. I think we were one of the early, or maybe the first
school to jump on this. And it was actually [Senior Associate Dean
for Executive Programs and Lester Crown Professor in the Practice
of Management] Jeff Sonnenfeld, who teaches leadership here, who
last fall put together a roundtable that brought together a lot of
CEOs and leaders-Stephen Schwartzman from Blackstone and some
others who got together to talk about the financial crisis-and it
was cosponsored by, I believe, the Wall Street Journal.
So we started very early in the fall trying to talk about the
financial crisis and think about what it meant and where do we go
from here. We actually have on our Web site what we call our
financial crisis page
[http://mba.yale.edu/news_events/financial_crisis.shtml], where it
talks about the ways in which the SOM faculty are addressing and
responding to the crisis and some of our thought pieces and
articles and Op-Eds and those types of things. But we're also, even
in terms of the curriculum, I think the faculty very much sees this
as a teaching moment to understand how the economy got to where it
is and what types of things we can do to pull out of the current
situation. So I think in the fall semester, even into the spring as
well, there was a lot of revising of curricula and actually
revising of syllabi to incorporate a lot of the current events, a
lot of what was happening now, and bring those into the classroom
to make them really teaching moments.
mbaMission: I wonder if you can shed any light on the school's
transition to a new dean and whether Dean Sharon Oster has a new
direction or mandate in mind for the school.
BD: Yes, that was definitely an unexpected change for a lot of
people here. The good thing is that it has actually been a
surprisingly smooth transition. And I think a lot of that is due to
the fact that Dean Oster has been at SOM for a long time. And also,
she was one of the driving forces behind the curriculum change. And
so she was really instrumental in bringing the school to where it
was when she took over as dean. So I think it was very easy for her
to continue that momentum. And I think initially people were
wondering what would happen with Dean [Joel M.] Podolny's
departure, but I think the school has continued moving forward
without really missing a beat, and I think a lot of that is to the
credit of Dean Oster. She really brought the school together. She
knows how we got to where we are, what we're doing. And she's been
able to carry the school forward.
In talking to her and hearing her speak, She doesn't have any
big changes that she'd like to see, because, as I said, she was
instrumental in bringing about the changes that have already
happened, but also, I think she's very much an execution person. I
think this is a perfect stage for her to be dean because we're very
much about perfecting the curriculum and perfecting what we're
doing now. This isn't to say she doesn't have great ideas and isn't
always thinking about other things we can do, what other programs
or initiatives we might want to implement, but I think she's very
good at, also, operationalizing the ideas and executing on them.
And I think that's made her really a great person to be dean at
this current time in the school's history.
mbaMission: A few questions on the application process. Can you
take us through the life cycle of an application at Yale? What
happens from the reception of an application through the point when
decisions are made?
BD: Once someone submits an application, we make sure that it's
complete, because sometimes, some supplementary materials, if
they're not submitted with the application-such as recommendations
or sometimes transcripts or other things-come separately, so we
wait to make sure the application is complete. Then it's sent out
for two independent reads by different members of the Admissions
Committee. By "independent" I mean that neither one of them knows
what the other thought of the application. They evaluate them
separately.
During that process, either in the first read or the second
read, an applicant can be invited for an interview. And if that
doesn't happen during those initial reads, then the applicant will
come to committee and can either have a substantive decision or
possibly a decision to interview at that time. And then, when
someone is invited to interview, the review process is put on hold
while they're interviewed, and then when the interview is complete,
the interview report is added to their application and the review
process continues. So if they only had one read, then they get the
second read and come to committee. If they've already been to
committee, they come back to committee for a decision with the
interview report, and then we, obviously, make a decision then as a
group and then notify the applicant.
Our model-different schools do it differently-is a consensus
decision-making model, so we sit together as an Admissions
Committee, and we all need to agree on an outcome for an applicant.
It's very deliberative. It's probably somewhat more labor intensive
than some other models, but we feel as though it helps make sure
that we're making good decisions and that we're all calibrated in
terms of what we're looking for and how we're evaluating
candidates.
mbaMission: Can you discuss the interview element of a person's
candidacy-the weight of the interview, how it's conducted,
BD: Sure. Interviews last for 30 minutes. People are invited
here on campus, in New Haven, to interview. Although, on occasion,
if space allows, or if an individual isn't able to make it here to
campus, we do have some off-site interviews that we do. They're
conducted primarily by either trained, second-year students or by
Admissions Committee members. And it's really, I would say, a
fairly standard behavioral interview. The purpose is not to trick
you or throw curveballs, but really get a sense of the applicant,
get a sense of their background, their interests, why they want to
get an MBA, what they want to do with their degree. And really get
a better sense of their motivations, how they've made their
transitions, how they got where they are and where they want to go.
We will dig into their experiences and try and get a better sense
of what they've done and how they've done it, but we don't try to
make it adversarial or a grilling session. It tends to be a pretty
straightforward behavioral interview.
mbaMission: Right. When you read an application, where do you
start and how do you evaluate a candidate?
BD: That's a good question. It's an interesting question, too,
because at times, certainly where you start an application can
influence how you view the rest of the application. So if you start
with the GMAT score, that might color the rest of application, as
opposed to if you start with the undergraduate record or the essays
or the recommendations. In general, everyone is somewhat different
in terms of how they go through the application. I personally, I
tend to start with the undergraduate academic record. I'll go
through, look at the GMAT score and jump into the essays and read
through those and then the recommendations. And then we usually,
interestingly-you know, everyone will do it differently-look at the
interview last, because usually that's the thing that's happened
most recently.
As we're reading, we're building a profile. It all combines
together, builds on itself. I think we've gotten good about-as I
said earlier, what you look at first sort of colors how you look at
an application-I think we've gotten good about being aware of that
and really withholding judgment until we've see the whole
application and we've seen all the data points and we're able to
put it all together and really take a holistic view of the
application, which is what we're trying to do. That's a little bit
how I would work my way through an application.
mbaMission: Can you talk a little bit about some of the common
errors you see in applications?
BD: There are some common pitfalls people fall into, and some of
them are not that tricky to avoid. One thing, speaking at not too
abstract a level or too general a level, but in terms of essays, a
lot of times, we get people who don't answer the essay questions,
and they go on and on about things that aren't really relevant to
what we want them to talk about. They have this idea of what they
want to talk about or what they think we want them to talk about,
and they're going to make it fit whatever question they're
answering. It certainly detracts from an application and certainly
makes it more difficult for us as we're doing our evaluations.
I think maybe a subset of that is, we ask applicants to tell us
what they want to do after they get their MBA, and a lot of times
we get applicants who want to do something different than what
they're doing now, and that's perfectly understandable. A lot of
people use an MBA to make a career shift. But one thing, one red
flag that will often raise, is if we see someone who wants to make
a career shift to an area that they don't really have any
experience in or any exposure to. If you're making a career shift,
you're necessarily not in that area now, so we don't expect that
someone will have work experience in a certain area-but they should
at least have some exposure, whether it's an activity or some
volunteer work, to that area so that they can have some sense of
what they're getting into and have a bit of an idea to get from
where they are now to where they want to go. So those are two
common pitfalls or common areas that applicants often will have
difficulties with.
mbaMission: Is there anything in particular that you would
advise applicants to do or think about?
BD: Well, one thing-again, this is on more of a general
level-one thing I frequently tell people when asked is, we're good
at reading applications and we know that everybody has weaknesses.
Very few candidates are strong across the board in every respect,
and I think there's a tendency for applicants to run away from the
weaknesses to try to avoid them and hide from them, which is a
natural tendency. But actually, what I find so very refreshing, and
actually can be a net positive, is for applicants to actually
address their weaknesses. Not dwell on them. You don't want to lead
with the weakness necessarily, but try to explain it and
contextualize it, and I think applicants who do that in a good way
and can do that successfully-actually, they stand out in a number
of regards. It shows self-awareness, it shows interest in
self-improvement, and it really can put someone in a much better
position in terms of their application.
One of the things I tell people is a lot of the time, if we see
a weakness, if we see a gap-for example, you don't have a
recommendation from your current supervisor even though we ask for
one-and you don't explain that, we'll likely draw a negative
interpretation based on that. But if you explain it for us and
contextualize it and make us understand why that's the case, we'll
be much more forgiving.
mbaMission: Great. Can you tell me about any trends you've seen
in application volumes at Yale in the past few years? Also, how do
the various application rounds differ in terms of volume and
competitiveness?
BD: Sure. In the last five or so years, going back to 2004, the
application numbers generally here at SOM have increased by about
50%. So it's definitely been a steady uptick in volume, a steady
progression. This last year was kind of interesting. It started off
strong. I think a lot of schools saw a strong first round, and then
it tapered off. So as the effects of the economy hit, I think,
interestingly, the number of applicants actually subsided a little
bit. So I think schools ultimate volume was less than it seemed
maybe in the first round, and I think, for us, we definitely saw a
leveling off. So we still had a good year, but it wasn't quite the
year that some people might have been expecting or predicting going
into the fall.
Within each round, for the last few years, it's been pretty
steady. The second round is our biggest round. The first round
tends to be half the size of the second round. The third round
tends to be half the size of the first round, give or take. But
those are the general numbers. And people ask, generally, is it
better to apply in the first round or the second round or third
round? We definitely advise people to avoid the third round if
possible, because space can become an issue by the time the third
round rolls around. But we do view the first two rounds as roughly
equivalent. If you're going to apply in the first round, we feel it
sends a signal to us. And it certainly can be helpful to the
applicant, because they'll obviously get a decision sooner and will
know their status sooner.
But we do tell people, you should apply when you have the
strongest application ready, and if it's not by the first round,
then the second's fine. And we do try to calibrate ourselves to the
pools so that the same quality applicant will stand a chance of
being admitted in the first round as in the second round. So
there's not necessarily any strategic advantage or strong strategic
advantage in applying in one round versus the other. It's really
when you're able to submit your best application.
mbaMission: You mentioned that applying in the first round
indicates to you that a candidate is serious about the school. Is
there any temptation to have an early decision round?
BD: "Early decision" meaning that you have to be bound by the
decision if you get in, you have to go?& I know
that some schools do have early decision and other schools don't,
and I don't have a full sense of whether that's becoming more of a
common thing in the last few years. But I feel like more schools
have adopted that. We take it as somewhat of a signal that if you
apply in the first round, that you're likely to be a little more
interested, but we don't bind our applicants to commit to the
school should they be admitted in the first round.
mbaMission: Can you give us an update on student loans for
internationals?
BD: Sure. I know this has been a challenging year for
international applicants because a lot has been in flux in terms of
the international loan options, and a lot of lenders have been
pulling their loan products, and there's been a bit of scrambling
among schools. We've actually been in a pretty nice position in the
sense that for the last several years, we've had a self-funded loan
product that the school has put together and have not relied on any
outside lenders. And so we kept that in place this year, and that's
the option for international students. We played around with the
caps a bit in light of the market, but we wanted to make sure it
had favorable terms: no cosigner, you could defer payments while in
school, all the typical terms that students would look for. So
we've been pleased with the response. Our yield among international
students remains strong, and I imagine the fact that we had a
stable and attractive international loan program in place
throughout the year hopefully was somewhat of a help in that
mbaMission: Last question: Is there anything else you want
people to know about the SOM that we haven't already covered?
BD: That's a type of summing-up question we ask sometimes ask in
interviews. That's tough to answer now that I'm on the other end of
it. I think your questions were good and fair and hopefully gave a
good sense of the school and where things are. The main takeaway
is, I think, that there is a real sense of momentum and excitement
at the school with the advent of the new curriculum and carrying
that forward.
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没说的，那怕是对耶鲁感兴趣，你也还是要读一读。话又说回来了，即使没兴趣，对MBA学习感兴趣，也应该读读，毕竟很多东西是相通的。
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