A Road MAP to Management Competency: Part Two
In the last issue we introduced the Managerial Assessment
of Proficiency – MAP – approach to learning what
skills your managers have ... and have not.
Developed by Dr. Scott Parry, founder of Training House, Inc.,
the MAP competency model utilizes information collected by large
US corporations such as AT&T, Kodak, Martin Marietta, Ford
and the American Management Association. From the data he collected,
Parry identified 12 competencies common to every study, to be
evaluated based on thousands of scores from across the country.
Using the MAP competency model, you will have an extremely cost
effective and reliable basis for establishing training programs
for managerial effectiveness in your organization.
Competencies are defined as a group of related skills, knowledge
and attitudes which correlate with success on the job and which
can be improved through training.
Twelve Competencies You Can Assess and Improve ... Step by
Step
Ability to manage time, both your own and others’. Includes
such skills as: negotiating priorities; exercising self-discipline;
controlling interruptions by shaping the behavior of others whose
priorities are not your own; being time-effective vs. time-efficient.
2. Setting Goals and Standards
Ability to manage activities and projects toward measurable
goals and standards, setting these jointly with others so as
to develop their understanding and commitment. Includes the following
skills: distinguishing among wishes, activities, and quotas;
reducing barriers to the goal-setting process; evaluating goals
against the major criteria of effective goal setting; using goals
to motivate.
3. Planning and Scheduling Work
Ability to manage projects (one-time programs) and processes
(ongoing work flow) by applying the major tools and techniques
of management. Includes the following skills: analyzing complex
tasks and breaking them into manageable units; selecting and
managing resources appropriate to the tasks; using systems and
techniques to plan and schedule the work; setting checkpoints
and controls for monitoring progress.
4. Listening and Organizing
Ability to understand, organize and analyze what you are hearing
so as to decide what to think and do in response to a message.
Specifically, includes such skills as: identifying and testing
inferences and assumptions; overcoming barriers to effective
listening; summarizing and reorganizing a message for recall;
withholding judgment that can bias your response to the message.
5. Giving Clear Information
Ability to assess a situation, determine the objectives, and
give clear, concise, well-organized, convincing messages that
will best meet the objective. Includes the following skills:
overcoming physical, psychological, and semantic barriers in
our interactions with others; keeping on target and avoiding
digressions; using persuasion effectively; maintaining a climate
of mutual benefit and trust.
6. Getting Unbiased Information
Ability to use questions, probes and interviewing techniques
to obtain unbiased information and to interpret it appropriately.
Includes such skills as: using directive, non-directive, and
reflecting questions effectively; employing the funnel technique
of questioning; using probes to elicit additional information;
recognizing latent and manifest meanings; confirming understanding
and obtaining agreement.
To read Part One of the series on Managerial Assessment of
Proficiency (MAP), click
here. |
