Date post: | 16-Jan-2016 |
Category: |
Documents |
Upload: | simon-daniels |
View: | 213 times |
Download: | 0 times |
Lecture 27:
46. Developing Managerial Competencies
47. Stress Management and Employee Counselling
Lecture 27:
46. Developing Managerial Competencies
47. Stress Management and Employee Counselling
Principles of Principles of ManagementManagement
MGT 301MGT 301
Muhammad Jameel Qazi
Management: A Competency Base Management: A Competency Base ApproachApproach
MethodologyMethodology
LecturesVideosCasesPresentationsDiscussions and debatesResearch reportsProjects
Webpage, Blog, Wiki, emailWebpage, Blog, Wiki, email
http://faculty.kfupm.edu.sa/MGM/jamilqaz/
http://mgt301.pbwiki.com/
http://mgt301.blogspot.com/
Chapter 1Chapter 1
Managing in a Dynamic Environment
Learning ObjectivesLearning Objectives
Define Managers And Management.Explain What Managers Do.Describe The Competencies Used In
Managerial Work And Assess Your Current Competency Levels.
Introductory Concepts: What AreManagerial Competencies?
Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
Why are Managerial Competencies Important?
You need to use your strengths to do your best
You need to know your weaknesses
You need developmental experiences at work to become successful leaders and address your weakness
You probably like to be challenged with new learning opportunities
Organizations do not want to waste human resources
Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
ManagerialEffectivenessManagerial
Effectiveness
What Is An Organization?
A formal and coordinated group of people who function to achieve particular goals
These goals cannot be achieved by individuals acting alone
An organization has a structure, discussed in depth in Chapter 11
Characteristics of an Characteristics of an OrganizationOrganization
An organization has a structure.
An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.
ManagementManagementOrganizationOrganization
Two or more people who work together in a structured Two or more people who work together in a structured way to achieve a specific goal or set of goals.way to achieve a specific goal or set of goals.
GoalsGoals
Purpose that an organization strives to achieve; Purpose that an organization strives to achieve; organizations often have more than one goals, goals are organizations often have more than one goals, goals are fundamental elements of organization. fundamental elements of organization.
The Role of ManagementThe Role of Management
To guide the organizations towards goal To guide the organizations towards goal accomplishmentaccomplishment
- People responsible for - People responsible for directing the efforts aimed directing the efforts aimed at helping organizations at helping organizations achieve their goals. achieve their goals.
- A person who plans, - A person who plans, organizes, directs and organizes, directs and controls the allocation of controls the allocation of human, material, financial, human, material, financial, and information resources and information resources in pursuit of the in pursuit of the organization’s goals.organization’s goals.
ManagementManagement
Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.
The process of reaching organizational goals by working with and through people and other organizational resources.
Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production
Focus on technical areas of expertise
Use communication, planning and administration, teamwork and self-management competencies to get work done
Function: A classification referring to a group of similar activities in an organization like marketing or operations.marketing or operations.
General Managers: responsible for the operations of more complex units—for example, a company or division
Oversee work of functional managers
Responsible for all the activities of the unit
Need to acquire strategic and multicultural competencies to guide organization
(cont’d)
Many Other types of managers
Basic Managerial FunctionsBasic Managerial Functions (adapted from Figure 1.2)(adapted from Figure 1.2)
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
Management Process and Goal Management Process and Goal AttainmentAttainment
Management and Management and Organizational ResourcesOrganizational Resources
Planning Planning involves tasks involves tasks that must be performed to that must be performed to attain organizational goals, attain organizational goals, outlining how the tasks outlining how the tasks must be performed, and must be performed, and indicating when they indicating when they should be performed.should be performed.
Planning
Determining organizational goals and means to reach them
Managers plan for three reasons
1. Establish an overall direction for the organization’s future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those goals
Discussed in depth in Chapter 7 & 8
Organizing means assigning the planned tasks to Organizing means assigning the planned tasks to various individuals or groups within the various individuals or groups within the organization and cresting a mechanism to put plans organization and cresting a mechanism to put plans into action. into action.
Organizing
Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company
Includes creating departments and job descriptions
Leading (Leading (InfluencingInfluencing) means guiding the activities ) means guiding the activities of the organization members in appropriate of the organization members in appropriate directions. Objective is to improve productivity.directions. Objective is to improve productivity.
Leading
Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals
Crucial element in all functions
Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership
1. Gather information that measures recent performance1. Gather information that measures recent performance2. Compare present performance to pre-established standards2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards3. Determine modifications to meet pre-established standards
Controlling
Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction
Discussed in depth in Chapter 10
Basic Levels of ManagementBasic Levels of Management (adapted from Figure 1.3)(adapted from Figure 1.3)
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Responsible for providing the overall direction of an organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies
Use of multicultural and strategic action competencies to lead firm is crucial
Levels of ManagementLevels of Management
First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors
Middle Managers:◦Coordinate employee activities◦Determine which goods or services to provide◦Decide how to market goods or services to customersAssistant Manager, Manager (Section Head)
Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President
First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management, teamwork, and communication competencies to get work done
Middle Managers
Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line managers
Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and
administration competencies to achieve goals
Management Level and SkillsManagement Level and Skills
Introductory Concepts: What AreManagerial Competencies?
Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
Six Core Managerial Competencies:What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
Communication Competency
Ability to effectively transfer and exchange information that leads to understanding between yourself and others
Informal Communication Used to build social networks and good
interpersonal relations
Formal CommunicationUsed to announce major events/decisions/
activities and keep individuals up to date
NegotiationUsed to settle disputes, obtain resources,
and exercise influence
Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done
Information gathering, analysis, and problem solving from employees and customers
Planning and organizing projects with agreedupon completion dates
Time management
Budgeting and financial management
Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination
Designing teams properly involves havingpeople participate in setting goals
Creating a supportive team environment gets people committed to the team’s goals
Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths
Strategic Action Competency
Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them
Understanding how departments or divisions of the organization are interrelated
Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders
Leapfrogging competitors
Snapshot
“Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.”
Howard Stringer, CEO, Sony
Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations
Cultural knowledge and understanding of the events in at least a few other cultures
Cultural openness and sensitivity to how others think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
Multicultural CompetencyMulticultural Competency
Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development activities
Snapshot
“My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency
Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading
Chapter 1Chapter 1
Managing in a Dynamic Environment
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved 47
Learning ObjectivesLearning Objectives
Define Managers And Management.Explain What Managers Do.Describe The Competencies Used In
Managerial Work And Assess Your Current Competency Levels.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
48
Managers and ManagingManagers and Managing
Competency - A combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness.
Managerial Competencies - Sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of managerial jobs and various types of organizations.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
49
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1) Copyright © 2005 by South-
Western, a division of Thomson Learning
All rights reserved
50
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1) Copyright © 2005 by South-
Western, a division of Thomson Learning
All rights reserved
51
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
ManagerialEffectivenessManagerial
Effectiveness
Characteristics of an Characteristics of an OrganizationOrganization
An organization has a structure.
An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
52
Managers and ManagementManagers and Management
A manager is a person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals.
Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
53
Basic Managerial FunctionsBasic Managerial Functions (adapted from Figure 1.2)(adapted from Figure 1.2) Copyright © 2005 by South-
Western, a division of Thomson Learning
All rights reserved
54
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
PlanningPlanning
Planning involves defining organizational goals and ways to meet them.
Managers plan for three reasons1) Establish an overall direction for the
organization’s future.2) Identify and commit resources to achieving
goals.3) To decide which tasks must be performed to
reach those goals.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
55
OrganizingOrganizing Organizing is the process of deciding
where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
56
LeadingLeading
Leading involves getting others to perform the necessary tasks by motivating them to achieve the organization’s goals.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
57
ControllingControlling Controlling is the process by which a
person, group, or organization consciously monitors performance and tracks corrective action.
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
58
Basic Levels of ManagementBasic Levels of Management (adapted from Figure 1.3)(adapted from Figure 1.3) Copyright © 2005 by South-
Western, a division of Thomson Learning
All rights reserved
59
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Levels of ManagementLevels of Management
First-line Managers: have direct responsibility for producing goods or services
Middle Managers:◦Coordinate employee activities◦Determine which goods or services to provide◦Decide how to market goods or services to
customersTop Managers: provide the overall
direction of an organization
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
60
What It Takes To Be A Great What It Takes To Be A Great ManagerManager
Communication CompetencyPlanning and Administration CompetencyTeamwork CompetencyStrategic Action CompetencyGlobal Awareness CompetencySelf-Management Competency
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
61
Communication CompetencyCommunication Competency
Informal CommunicationFormal CommunicationNegotiation
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
62
Planning and Administration Planning and Administration CompetencyCompetency
Information gathering, Analysis, and Problem Solving
Planning and Organizing ProjectsTime ManagementBudgeting and Financial Management
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
63
Teamwork CompetencyTeamwork Competency
Designing TeamsCreating
Supportive Environment
Managing Team Dynamics
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
64
Strategic Action CompetencyStrategic Action Competency
Understanding the IndustryUnderstanding the OrganizationTaking Strategic Actions
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
65
Global Awareness CompetencyGlobal Awareness Competency
Cultural Knowledge and UnderstandingCultural Openness and Sensitivity
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
66
Self-Management CompetencySelf-Management Competency
Integrity and Ethical ConductPersonal Drive and ResilienceBalancing Work and Life IssuesSelf-Awareness and Development
Copyright © 2005 by South-Western, a division of Thomson
LearningAll rights reserved
67
Competency Approach to Human Resource Management
What do we mean when What do we mean when we say “COMPETENCY” ?we say “COMPETENCY” ?
A Competency is an underlying characteristic of a person which
enables him /her to deliver superior performance in a given job, role or a situation.
Competencies are seen mainly as
inputs.
They consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.
Hayes (1979) –
Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job.
Albanese (1989) –
Competencies are personal characteristics that
contribute to effective managerial performance.
UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job.
What is Common in the definitions?What is Common in the definitions?
Competencies underlying
characteristic of a person’s inputs.
clusters of knowledge, attitudes and skills
generic knowledge motive, trait, social role or a skill
personal characteristics set of skills, related
knowledge and attributes
Job• superior performance
in a given job, role or a situation
• individual’s ability to perform.
• linked to superior performance on the job.
• contribute to effective managerial performance
• successfully perform a task or an activity within a specific function or job
Set of SKILLS
Relates to the ability to do,
Physical domain
Attribute
Relates to qualitative
aspects
personal Characteristics or traits
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
Outstanding Performance of
tasks or activities
Behaviour IndicatorsBehaviour Indicators
A Competency is described in terms of key behaviours that enables recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.
Example of a Example of a CompetencyCompetency
Analytical Analytical ThinkingThinking
The ability to break problems into component parts and consider or organize parts in a systematic way; the process of looking for underlying causes or thinking through the consequence of different courses of action.
Key Behaviour Key Behaviour IndicatorsIndicators
Independently researches for information and solutions to issues
Ability to know what needs to be done or find out (research) and take steps to get it done
Ask questions when not sure of what the problem is or to gain more information.
Able to identify the underlying or main problem.
Shows willingness to experiment with new things.
Develops a list of decision making guidelines to help arrive at logical solutions.
What is What is a a Competency Competency
Model?Model?
Competency ModelCompetency ModelA competency model is a valid,
observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context.
Typically A competency model includes◦Competency titles ◦Definitions of those titles◦Key Behaviour indicators
Competency - Broad Competency - Broad CategoriesCategories
Generic Competencies ◦Competencies which are considered essential for all
employees regardless of their function or level. - Communication, initiative, listening etc.
Managerial Competencies◦Competencies which are considered essential for
employees with managerial or supervisory responsibility in any functional area including directors and senior posts.
Competency - Broad Competency - Broad CategoriesCategories
Technical / Functional
◦Specific competencies which are considered essential to perform any job in the organisation within a defined technical or functional area of work.
e.g.: Finance, environmental management,etc
Competency modeling begins the process of building tools to link employee performance to the mission and goals of the organisation .
Why Competencies ?
Traditional Job Analysis Vs Competency ApproachTraditional Job Analysis Vs Competency Approach
Job Analysis leads to ◦ long lists of tasks and the
skills / knowledge required to perform each of those tasks
◦Data generation from subject matter experts; job incumbents
◦Effective Performance
Competency model leads to
A Distilled set of underlying personal characteristics
Data generation from outstanding performers in addition to subject matter experts and other job incumbents
Outstanding Performance
Distinguish Superior From Merely Satisfactory Distinguish Superior From Merely Satisfactory PerformancePerformance
The approach allows executives and angers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion
Behaviour Indicators Based upon what outstanding individuals Behaviour Indicators Based upon what outstanding individuals actually doactually do
The competency definitions are based upon outstanding current performance in the organization.
These competencies do not reflect someone's management theory or an academic idea of what it takes to do the job well, but rather are based on what works within the organization and most directly contributes to top performance.
The Competencies are Behaviour The Competencies are Behaviour SpecificSpecific
It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No".
Holistic ApplicationHolistic Application
Competencies
Help companies ‘raise the bar’ of performance expectations.
Help teams and individuals align their behaviours with key organisational strategy.
Each employee understand how to achieve expectations.
Alignment of HR systemsAlignment of HR systems
Competency Model
Recruitm
ent a
nd
selec
tion
Performance
Managem
entTra
inin
g &
Develo
pmen
t Compensation
Competency based recruitmentCompetency based recruitment
Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job
Competency based Performance AppraisalCompetency based Performance Appraisal
Competencies Enable
Establishment of clear high performance standards.
Collection and proper analysis of factual data against the set standards.
Conduct of objective feedback meetings.
Direction with regard to specific areas of improvement.
Competency based TrainingCompetency based Training
Competency based appraisal process leading to effective identification of training needs.
Opportunity to identify/ develop specific training programmes - Focused training investment.
Focused Training enabling improvement in specific
technical and managerial competencies
Competency based DevelopmentCompetency based Development
Competencies
◦Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development.
◦Give the line managers a tool to empower them to develop people
Competency based PayCompetency based Pay
Provide an incentive for employees to grow and enhance their capabilities.
Methodology?Methodology?
Steps in Model BuildingSteps in Model Building
Background information about the organisationDecide on the Occupation / Job Position(s) that
require competency Model(s)Discuss the application of the competency modelSelect a data collection method and plan the
approachOrganize Data collectedIdentify main themes or patternsBuild the model - Defining specific behaviour
IndicatorsReview the model
Data Collection MethodsData Collection Methods
Resource / Expert Panels
Structured process to get the participants (Job holders, managers HR / training staff) to think systematically about the job, skills and personal characteristics needed for success.
Critical Event Interviews
Structured interviews with superior performers which involves in-depth probing of a large number of events and experiences.
Data Collection MethodsData Collection Methods
Generic competency Dictionaries ◦Conceptual frameworks of commonly encountered
competencies and behaviour indicators.◦Serve as a starting point to the model building team.◦Can be used in resource panel by asking the
participants to select a set of generic competencies related to the job and rate the importance
Competency Competency model buildingmodel building
A detailed approach
A Detailed A Detailed ApproachApproach
Info about the company.Decision on the job position(s) .Discussion on the CM application.Basic data collection on the job
responsibilities(using customized menu)
Focus group Review job description understand performance criteria Discuss specific behaviours List top ten competencies
A Detailed ApproachA Detailed Approach
Critical incident technique - interviewing top performers
◦incidents that lead to effective performance◦incidents that lead to in effective performance◦Discuss specific behaviours◦List behaviours◦List competencies
A Detailed ApproachA Detailed Approach
Content Analysis
◦Group behaviours◦Match behaviours to competencies using competency
dictionary as a guideline◦Evolve new set of competencies if any◦Match behaviour indicators identified through CIT to
the top 10 competencies identified by the focus group◦Review the model and make corrections
COMPETENCY MAPPING MODELCOMPETENCY MAPPING MODEL ORGANISATION DIRECTION• VISION• MISSION• SHORT TERM & LONG TERM GOAL• STRATEGIES• VALUES
ORGANISATION DIRECTION• VISION• MISSION• SHORT TERM & LONG TERM GOAL• STRATEGIES• VALUES
TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
THROUGH
CORE COMPETENCY OF THE ORGANISATION
ROLE COMPETENCY
COMPETENCY MAPPING PROCESSCOMPETENCY MAPPING PROCESS
1.0 DESIGNING THE QUESTIONNAIRE
While designing the questionnaire following factors are to be taken into consideration:
1.1 Part - I
1.1.1 Purpose of the job.
1.1.2 Critical Success Factors
1.1.3 Key Result Areas
1.1.4 Key Activities
CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5
KEY RESULT AREAS
KRA- 1 KRA - 2 KRA - 3
KRA - 4 KRA - 5
KEY ACTIVITIES
KA - 1 KA - 2 KA - 3
JOB
CRITICAL SUCCESS FACTORS
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.
Each Key Result Area (KRA) is the end result of multiple Key Activities.
1.1.5 Relationship.
1.1.6 Organization Structure.
1.1.7 Empowerment of the position.
1.1.8 Challenges in the job.
1.1.9 Changes expected in the technology, product,
process etc in the next 2-3 years.
1.1.10 Budget and Controls.
1.1.11 Investment Plan.
DESIGNING THE QUESTIONNAIRE CONTINUED
DESIGNING THE QUESTIONNAIRE
1.2 PART - II
1.2.1 Academics, Knowledge
Skills Sets
Experience
1.2.2 Competencies
2.0 DATA COLLECTION2.0 DATA COLLECTION
2.1 Clarity of Organisation Direction
2.2 Clarity of Organisation Structure.
2.3 Interview Job Holder.
2.4 Interview Job Holder's Reporting Officer.
2.5 Discuss with the Focus Group if the job are
of the same family.
3.0 C0MPETENCY DRAFTING3.0 C0MPETENCY DRAFTING
3.1 Rank Order of the list of competencies .
- Guided / Unguided.
3.2 Comparing good performer and average performer
with select list of competencies.
3.3 Use research data and assign competencies
to positions.
4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
5.0 FINALISING CORE COMPETENCIES 5.0 FINALISING CORE COMPETENCIES FORFOR
• Front Line Management
• Middle Management
• Senior Management / Top Management
6.06.0 PURPOSE OF COMPETENCY MAPPINGPURPOSE OF COMPETENCY MAPPING
"Effectiveness of an organisation is the summation of the
required competencies in the organisation".
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning.
"Effectiveness of an organisation is the summation of the
required competencies in the organisation".
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning.
Any QuestionsAny Questions ??????
Stress ManagementStress Management
WHAT IS STRESS?WHAT IS STRESS?Stress is your mind and body’s
response or reaction to a real or imagined threat, event or change.
The threat, event or change are commonly called stressors. Stressors can be internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).
LEVELS OF STRESSLEVELS OF STRESS
EUSTRESSEUSTRESS
Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.
DISTRESSDISTRESS Distress or negative stress occurs
when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.
STAGES OF STRESS
ALARM STAGEALARM STAGE As you begin to experience a
stressful event or perceive something to be stressful psychological changes occur in your body. This experience or perception disrupts your body’s normal balance and immediately your body begins to respond to the stressor(s) as effectively as possible.
EXAMPLESEXAMPLES
Cardiac - increased heart rateRespiratory - increased respirationSkin - decreased temperatureHormonal - increased stimulation of
adrenal genes which produce an adrenal rush.
RESISTANCE STAGERESISTANCE STAGE During this stage your body tries to
cope or adapt to the stressors by beginning a process of repairing any damage the stressor has caused. Your friends, family or co-workers may notice changes in you before you do so it is important to examine their feedback to make sure you do not reach overload.
EXAMPLESEXAMPLESBehavior indicators include: lack of
enthusiasm for family, school, work or life in general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue.
Cognitive Indicators include: poor problem solving, confusion, nightmares, hyper-vigilance.
RESISTANCE STAGE RESISTANCE STAGE MORE EXAMPLES MORE EXAMPLES
Emotional indicators include: tearfulness fear anxiety panic guilt agitation depression overwhelmed.
EXHAUSTION STAGEEXHAUSTION STAGE During this stage the stressor is not
being managed effectively and the body and mind are not able to repair the damage.
EXAMPLESEXAMPLES
Digestive disorders, withdrawal, headaches, tension, insomnia, loss of temper.
INTERPRETING YOUR SCOREINTERPRETING YOUR SCORE
Less than 150 points : relatively low stress level in relation to life events 150 - 300 points : borderline range Greater than 300 points : high stress in relation to life events
Note: From Girdano, D.A., Everly, G. S., Jr., & Dusek, D. E. (1990). Controlling stress and tension (3rd edition), ENnglewood Cliffs, NJ: Prentice Hall.
MORE STRATEGIESMORE STRATEGIES
“What is Stress” Web Site. http//www.teachhealth.com How to reduce and relieve stress “Web Site.
http//www.family.com “Stress Relievers” Web Site. http//www.residentassistant.com “Massage” Downing, G. (1972). Massage Book. New York:
Random House. “Aromatherapy” Web Site.
http//www/aromaweb.com/articles/wharoma.as “Yoga” Web Site. http//www.kevala.co.uk/yoga/overview.htr