THE EIGHTEEN MANAGEMENT COMPETENCIES

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1 THE EIGHTEEN MANAGEMENT COMPETENCIES GOAL AND ACTION MANAGEMENT CLUSTER Efficiency Orientation Proactivity Concern with Impact a. Sets goals or deadlines for accomplishing tasks which are challenging but realistic; and/or b. Plans the action steps, resources needed, and means for overcoming obstacles involved in achieving a goal where the goal represents doing something better; and/or c. Organizes materials or activities in a new and better way, to accomplish a task or reach a goal; and/or d. Stresses efficiency in the use of time, personnel, or resources (e.g., matching specific people to jobs with the explicit intent of increasing efficiency or productivity); and/or e. Expresses a concern with doing something better than it has been done previously, possibly a unique accomplishment; and/or f. Expresses a clear standard of excellence regarding specific task performance. a. Initiates new action, communications, proposals, meetings or directives to accomplish a task; and/or b. Initiates the action in a task sequence, rather than waiting to react to the situation as it develops; and/or c. Seeks information, on his or her own initiative, from a wide variety of sources concerning an issue or problem, (sources may be those identified specifically for this task or previously known but ingenuity is shown in apply them to this task); and/or d. Identifies and takes two or more actions on his or her own initiative to solve a problem or overcome an obstacle to task performance; and/or e. Takes calculated risks and admits and accepts personal responsibility for success or failure of those actions intended to solve a problem or achieve a goal. a. Explicitly expresses a need or desire to persuade others; and/or b. Explicitly expresses a concern with his or her image and reputation, or the image and reputation of his or her organization or its products and services.

2 Diagnostic Use of Concepts a. Explains events, observations, or information through the use of a concept, framework, or theory that the person held prior to encountering the event, observation or information; and/or b. Uses an explicit framework or theory to distinguish relevant from irrelevant information in the situation; and or c. Explains or interprets an event, person or case in terms of how the specific aspects of the present instance differ from, or are similar to, the way another event, person or case has transpired in the past or the way it would ideally occur; and/or d. Uses frameworks or theories about political relationships among people and organizations to interpret experiences and observations

3 DIRECTING SUBORDINATES CLUSTER Use of Unilateral Power Developing Others Spontaneity a. Gives directions or orders based on rules, procedures, government regulations, or personal authority, in order to obtain the compliant behavior of others; and/or b. Gives such directions or orders without soliciting input of others, even in situations where the input has been solicited previously. a. Gives subordinates or others performance feedback to be used in improving or maintaining effective performance; and/or b. Provides subordinates or others with information, tools, or other resources to help them get the job done or to improve their specific abilities; and/or c. Invites subordinates to discuss problems with the explicit purpose of improving their performance; and/or d. Explicitly tells a subordinate that he or she can accomplish an objective in a specific situation, and illustrates with evidence of past performance; and/or e. Helps a subordinate to accomplish a task while allowing him or her to take responsibility for completing the task. a. Expresses or acts on the basis of an immediate feeling or desire without premeditation or forethought; and/or b. Expresses feelings to others without first thinking about the potential impact of this action; and/or c. Makes quick decisions without having first explicitly thought about the possible consequences; and/or d. Expresses himself or herself in a manner that is more emotional than what other people in the situation are showing. HUMAN RESOURCE MANAGEMENT CLUSTER Accurate Self- Assessment a. Evaluates his or her performance as a specific example of personal strengths and/or weaknesses in terms that reflect recognition (merely describing a personal characteristic does not constitute an identification of a strength or weakness); and/or b. Expresses a desire to seek help to improve on a specifically stated personal limitation or weakness; and/or c. Seeks help or takes other action to improve a specifically stated personal limitation, weakness, or deficiency.

4 Self-Control Stamina and Adaptability Perceptual Objectivity Positive Regard Managing Group Process a. Explicitly denies a personal impulse, need, or desire (i.e., makes a personal sacrifice) for the good of an overriding organizational need; and/or b. Explicitly replaces a usual personal response with a response that is more appropriate, in a given situation; and/or c. Reports acting in such a way as to not show anger or others kinds of emotional upset when being verbally attacked. a. Acts patient and calm in situations of continuing high pressure; and/or b. Maintains high performance and/or attention to detail while working on a prolonged task; and/or c. Takes explicit action to reduce the effects of personal stress without noticeable deterioration of his or her performance; and/or d. Changes a course of action, plan, or activity to one that is more appropriate, according to major stressful changes in the situation. a. Describes another person s point of view on an issue when it differs from his or her point of view; and/or b. Accurately states the differing perspectives that each of the parties in a conflict brings to the situation; and/or c. Recognizes or explicitly regrets another person s loss of status or injured feelings resulting from actions taken for the good of the organization. a. Expresses the belief that specific individuals in a situation are fully capable of being effective and doing good things when given the chance; and/or b. States a belief that specific individuals involved in a situation can change or improve their performance. a. Explicitly communicates to others the need for cooperation or teamwork; and/or b. Acts to promote commitment to a team, task, or shared goal, through friendly personal contact; and/or c. Creates symbols of group identity, pride, trust, or team effort; and/or d. Acts to involve all parties concerned in openly resolving conflicts within the work group; and/or e. Explicitly allows the work group to take responsibility for certain task accomplishments and does not assume personal responsibility for them; and/or f. Actively promotes cooperation with or provides help for another work group.

5 Use of Socialized Power a. Acts to build a political coalition or potential influence network in order to accomplish a task; and/or b. Models desirable behavior (i.e., demonstrates the specific behavior that is desired) in an explicitly acknowledged attempt to influence the behavior of others; and/or c. Acts to influence others involved in a conflict or dispute through building coalitions, which will affect the resolution of the conflict or dispute.

6 LEADERSHIP CLUSTER Self-Confidence Conceptualization Logical Thought Use of Oral Presentations a. Consistently presents himself or herself, verbally and nonverbally, in an assured, forceful, impressive and unhesitating manner; and/or b. Consistently expresses little ambivalence about decisions that he or she has made; and/or c. Consistently expresses the belief that he or she will succeed at a task. a. Identifies a recurrent pattern in events or information, and derives some meaning from the pattern; and/or b. Uses a new concept - not held prior to exposure to the information - to differentiate a problem, issue or idea into its components; and/or c. Describes a set of events or facts in terms of a representative metaphor or analogy; and/or d. States a single concept, different from one previously used, to describe a relationship among a set of events or pieces of information. a. Describes the cause-and-effect relationships in a series of events; and/or b. Lists a series of actions or events in an order that reflects causality (i.e., each leading to the next). The causality in a series of events may be explained either through an ordering of past events that have resulted in a current condition or through the use of a framework for ordering future events that will result in a specific outcome. Both a. Speaks clearly and convincingly to others (i.e., is articulate and persuasive-maintains the attention of the audience and/or listener), And b. Uses symbolic, and other nonverbal cues to reinforce or interpret the meaning of a verbal message; and/or c. Presents diagrams, exhibits, or other visual aids to an audience, in order to illustrate and reinforce the message; and/or d. Uses questioning of the audience and his or her response to questions from the audience to ensure that individuals understand the message.