Management & Organizational Behavior
Management and Organizational Behavior
Using the Management Skill Set Assessment by Alan Chapman an analysis has been completed comparing my self-assessment to my immediate manager’s perception of my performance on the 22 factors that comprise this framework. 13 of the factors were classified as a level factors, seven as B. factors and 2 as C. factors. Across the entire set of 22 factors, the average score of the rankings I gave myself was 8.36 and my supervisor’s was 6.86. This difference of approximately 1.5 points across all factors held consistent across all three categories of factors (a, B and C). The greatest variation however was in the C. class of factors with a deviation of 2 in the average scores (8.75 versus 6.75). What is most interesting is the alignment of factors into the a, B and C. sectors of the analysis. The intent of this analysis is to evaluate the totality of these rankings to determine what lessons can be learned for continual improvement.
Analysis of a-Level Factors
There are four skills in the a level of factors that exhibited the greatest variation between my own assessments vs. that of my manager. They are shown below in the red zone of the graphic titled Figure 1, .
Figure 1:
The yellow section of Figure 1: A-Level Factors Analysis shows that group of five factors where the difference is attributable by up to two differences in ratings, and the green section are the a-level factors my manager and I are in agreement on. This is a useful approach to analyzing the data as it provides insights into how much my manager sees me needing to improve on taking initiative to motivate others while also gaining greater leadership. As our company is heavily focused on quality management standards, there is also the critical need to provide leadership on these standards while also providing motivation to team members to stay focused on quality management and compliance. My manager also believes I need to also take a more active role in innovation and problem solving, and he would like to see me do this by engaging with other team members more often. When I asked my manager about these 13 factors and his rankings, he mentioned that my performance of the core functions of management continue to be excellent. These include planning, organizing, leading and controlling including the managing of our team’s time. He also has said I excel at training and development, including effectively using it, and managing relationships with peers. From the foundation of the basics of management (planning, leading, organizing and controlling), my manager says I need to concentrate on the more complex and situational skills sets for my progression to continue.
An analysis of the B-level factors show the greatest variation is in creating and giving effective presentations and the focus on self-control and personal growth. My manager has very high expectations for each of their direct reports, and this is illustrated in the differences of these B-level factors. An analysis of the B-Level factors is shown in Figure B. Consistent with feedback on the a-Level Factors Analysis, my manager sees me highly effective at planning and running meetings including follow-up. When I asked about this score, the response was given of my strengths at the core management functions of planning, organizing, leading and controlling.
Figure B:
My remaining attributes were classified as C-Level and are shown in Figure C: . My manager and I agree I excel at recruiting new employees and interviewing them, in addition to onboarding them. My manager however states that my judgment on advanced customer management strategies needs additional training, as I have just begun to take on these more complex tasks in my career.
Figure C: C-Level Factors Analysis
Score / 10?
Self-assessment?
2nd view?
Importance (a/B/C)?
1 ?
Planning, prioritising and organising tasks and activities, time management, self and team.
6?
6?
A?
2 ?
Motivation and leadership of team and individual team members.
7?
4?
A?
3 ?
Communication skills, questioning and active listening, building trust, empathy and mutual understanding.
6?
4?
A?
4 ?
Performance appraisals planning, conducting, and follow-up, for team, and self.
8?
7?
B?
5 ?
One-to-one counselling, handling grievances, discipline, helping and enabling others with their challenges.
7?
5?
B?
6 ?
Training and developing others, coaching and mentoring, assessing training needs.
7?
7?
A?
7 ?
Delegation, identifying and agreeing tasks, measuring, follow-up, management by objectives (MBO’s).
8?
7?
A?
8 ?
Effective use of it and equipment, esp. communication, planning and reporting systems.
9?
9?
A?
9 ?
Financial and commercial understanding (eg, budgets, profit & loss, cashflow, etc.) ?
9?
8?
A?
10 ?
Managing relationships, inter-department, peers, upwards, obtaining approval for projects, changes etc.
9?
9?
A?
11 ?
Planning and running meetings, effective follow-up.
9?
9?
B?
12 ?
Business writing, eg, letters, reports, plans, project plans.
10?
9?
B?
13 ?
Recruitment interviewing and selection, and effective induction of new people.
6?
6?
C?
14 ?
Administration; financial/performance reporting, monitoring, maintaining and developing reporting systems.
8?
6?
A?
15 ?
Creating and giving effective presentations to groups.
10?
7?
B?
16 ?
Innovation, vision, creativity, taking initiative, problem-solving and decision-making.
8?
5?
A?
17 ?
Quality awareness and managing, according to quality standards and procedures.
9?
6?
A?
18 ?
Employment and HR policy awareness and managing, according to policies (equality, disability, harassment, etc.) ?
10?
9?
A?
19 ?
Environmental and duty of care awareness and managing according to standards and procedures.
9?
7?
B?
20 ?
Customer care and customer service management – external and internal.
10?
8?
C?
21 ?
Self-development, self-control, compassion and humanity, seeking responsibility and personal growth.
10?
7?
B?
22 ?
Appreciation/application of social responsibility, sustainability, humanity and ethical considerations.
9?
6?
A?
