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Management Skills Assessment Instrument

UK version devised with the permission of Professor Robert Quinn (University of Michigan) All rights reserved by original publisher.

©TVU 2007

Management Skills Assessment Instrument (MSAI)

Purpose
This questionnaire has been adapted from the original, with permission from Professor Robert Quinn at the University of Michigan, to help you assess your current managerial practise against the
Competing Values Framework (CVF)*. This workbook automatically plots the results on the MSAI grid (via the scoring worksheet) and allows you to compare your practise against your own rating of
the importance of each dimension in your current role.

The first 60 questions provide self-rating scores against twelve management activities which are clustered within four particular organisation “cultures”.

Your answers to the first 60 questions will be automatically added to the scoring worksheet, and the average score for each of the organisational "culture" clusters calculated. These will then be
transposed onto the MSAI grid. You will see that there are five points along each of the “spokes” on the wheel. The innermost point represents 1 and the outermost point represents 5.

Questions 61 to 73 are not scored but are useful for evaluating where you expect to appear on each of the “spokes”. You can compare the results of your own evaluation against the questionnaire
results - your scores will be transposed on the scoring grid in a different colour.

Questions 74 and 75 merely help you assess how high you expect to rise in your career and how you rate yourself against your peers.

Questions 76 to 87 are intended to help you consider how important each of the management activities are to your current role. These will also be plotted onto the MSAI scoring grid.

When answering all these questions please be as honest to yourself as you can.

Note: Throughout the questionnaire various terms are used, sometimes these are interchangeable such as “group”, “team” or “unit”, “employee” and “follower”; for others such as “customer” you might
consider “client” or “stake-holder” to better describe relationships. To some extent these differentiations are of marginal importance to the outcome of the questionnaire and the impact on the model.

* Cameron, K. & Quinn, R. (1999) Diagnosing and Changing Organisational Culture, Addison-Wesley
 Managerial Behaviour
Self-Rating Form
5 Describe your behaviour as a manager. Respond to the items as you actually think that you
4 behave most of the time, not as you would like to behave. If you are unsure of an answer, make
3 your best guess. Please select from the drop down box to the right of each question (left click
with your mouse to get in the yellow area) - using the scale to the right in your ratings:
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Managerial Behaviour
Self-Rating Form
Describe your behaviour as a manager. Respond to the items as you actually think that you
behave most of the time, not as you would like to behave. If you are unsure of an answer, make
your best guess. Please select from the drop down box to the right of each question (left click
with your mouse to get in the yellow area) - using the scale to the right in your ratings:

Question Select from drop-down box (or enter a number between 1 and 5) by clicking in the YELLOW area below - if you
I communicate in a supportive way when people in my unit share their problems with me.

I encourage others in my unit to generate new ideas and methods.

I motivate and energise others to do a better job.

I keep close track of how my unit is performing.

I regularly coach followers to improve their management skills so they can achieve higher
levels of performance.
I insist on intense hard work and high productivity from my followers.

I establish ambitious goals that challenge followers to achieve performance levels above the
standard.
I generate, or help others obtain, the resources necessary to implement their innovative
ideas.
When someone comes up with a new idea, I help sponsor them to develop it.

I make certain that all employees are clear about our policies, values and objectives

I make certain that others have a clear picture of how their job fits with others in the
organisation.
I build cohesive, committed teams of people.

I give to followers regular feedback about how I think they're doing.

I articulate a clear vision of what can be accomplished in the future.

I foster a sense of competitiveness that helps members of my work group perform at higher
levels than members of other units.
I assure that regular reports and assessments occur in my unit.

I interpret and simplify complex information so that it makes sense to others and can be
shared throughout the organisation.
I facilitate effective information sharing and problem solving in my group.

I foster rational, systematic decision analysis in my unit (e.g. logically analysing component
parts of problems) to reduce the complexity of important issues.
I make sure that others in my unit are provided with opportunities for personal growth and
development.
I create an environment where involvement and participation in decisions are encouraged
and rewarded.
In groups I lead, I make sure that sufficient attention is given to both task accomplishment
and to inter-personal relationships.
When giving negative feedback to others, I foster their self-improvement rather than
defensiveness or anger.
I give others assignments and responsibilities that provide opportunities for their personal
growth and development.
I actively help prepare others to move up in the organisation.

I regularly come up with new, creative ideas regarding processes, products or procedures for
my organisation.
I constantly restate and reinforce my vision of the future to members of my unit.

I help others visualise a new kind of future that includes possibilities as well as probabilities.

I am always working to improve the processes we use to achieve our desired output.

I push my unit to achieve world-class competitive performance in service and/or products.

By enabling others in my unit, I foster a motivational climate that energises everyone

involved.
I have consistent and frequent personal contact with my internal and my external customers.

I make sure that we assess how well we are meeting our customers' expectations.

I provide experiences for employees that help them become socialised and integrated into
the culture of our organisation.
I increase the competitiveness of my unit by encouraging others to provide services and/or
products that surprise and delight customers by exceeding their expectations.
I have established a control system that assures consistency in quality, service, cost and
productivity in my unit
I coordinate regularly with managers in other units in my organisation.

I routinely share information across functional boundaries in my organisation to facilitate

coordination.
I use a measurement system that consistently monitors both work processes and outcomes.
I clarify for members of my unit exactly what is expected of them.

I assure that everything we do is focused on better serving our customers.

I facilitate a climate of aggressiveness and intensity in my unit.

I constantly monitor the strengths and weaknesses of our best competition and provide my
unit with information on how we measure up.
I facilitate a climate of continuous improvement in my unit.

I have developed a clear strategy for helping my unit successfully accomplish my vision of
the future.
I capture the imagination and emotional commitment of others when I talk about my vision of
the future.
I facilitate a work environment where peers as well as followers learn from and help develop
one another.
I listen openly and attentively to others who give me their ideas, even when I disagree.

When leading a group, I ensure collaboration and positive conflict resolution among group
members.
I foster trust and openness by showing understanding for the point of view of individuals who
come to me with problems or concerns.
I create an environment where experimentation and creativity are rewarded and recognised.

I encourage everyone in my unit to constantly improve and update everything they do.

I encourage all employees to make small improve-ments continuously in the way they do
their jobs.
I make sure that my unit continually gathers information on our customers' needs and
preferences.
I involve customers in my unit's planning and evaluations.

I establish ceremonies and rewards in my unit that reinforce the values and culture of our
organisation.
I maintain a formal system for gathering and respond-ing to information that originates in
other units outside my own.
I initiate cross-functional teams or task forces that focus on important organisational issues.

I help my employees strive for improvement in all aspects of their lives, not just in job-related
activities.
I create a climate where individuals in my unit want to achieve higher levels of performance
than the competition.
 5 – Strongly Agree
4 – Moderately Agree
3 – Slightly Agree and/or Slightly Disagree
2 – Moderately Disagree
1 – Strongly Disagree

LLOW area below - if you enter something in error, hit delete or the ESC button
5 - Strongly Agree
 Managerial Effectiveness
5 Self-Rating Form
4 For questions 61 to 73 please rate your effectiveness in performing the skills. Please select from
3 the drop down box to the right of each question (left click with your mouse to get in the cell/box) -
2 using the following scale to the right in your ratings:
1

Question
61

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NOTE: For question 74 and 75 please select from the drop-down box the answer which mo

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Managerial Effectiveness
Self-Rating Form
For questions 61 to 73 please rate your effectiveness in performing the skills. Please select from
the drop down box to the right of each question (left click with your mouse to get in the cell/box) -
using the following scale to the right in your ratings:

Question Select from drop-down box (or enter a number between 1 and 5) by clicking in the YELLOW area below - if you
Managing teams (building effective, cohesive, smooth-functioning teams.

Managing interpersonal relationships (listening to and providing supportive feedback to

others)
Managing the development of others (helping others improve their performance and obtain
personal development opportunities)
Fostering innovation (encouraging others to innovate and generate new ideas)

Managing the future (communicating a clear vision of the future and facilitating its
accomplishment)
Managing continuous improvement (fostering an orientation toward continuous improvement
among employees in everything they do)
Managing competitiveness (fostering an aggressive orientation toward exceeding
performance targets)
Energising employees (motivating others to put forth extra effort and to work effectively)

Managing customer service (fostering a focus on service and involvement with customers)

Managing acculturation (helping others become clear about what is expected of them and
about organisational culture and standards)
Managing the control system (having measurement and monitoring systems in place to keep
close track of processes and performance)
Managing coordination (sharing information across functional boundaries and fostering
coordination with other units)
Overall management competency (general level of managerial ability)

NOTE: For question 74 and 75 please select from the drop-down box the answer which more closely

On the basis of your level of management competency, how high in the organisation do you expect to g
(SELECT ONE FROM THE DROP-DOWN LIST BY CLICKING IN THE YELLOW BOX BELOW)

Compared to all other managers you've known, how would you rate your own competency as a manag
(SELECT ONE FROM THE DROP-DOWN LIST BY CLICKING IN THE YELLOW BOX BELOW)

5 – to the very top of the organisation.

4 – near the top – just below the CEO.
3 – to a senior position – e.g. a member of the senior management team.
2 – one level above current position.
1 – no higher than the current position.
 5 – Outstanding
4 – Very Good
3 – Average
2 – Marginal
1 – Poor
LLOW area below - if you enter something in error, hit delete or the ESC button

hich more closely reflects your view.

do you expect to go in your career?

etency as a manager?

5 – Top 5%
4 – Top 10%
3 – Top 25%
2 – Top 50%
1 – In the bottom half
 Importance Information
5 NOTE: The scale changes for questions 76 to 87. Please read carefully. Rate the importance of 5 – Critically Important
4 each skill to your job's function. Use the scale to the right in your rating: 4 – Very Important
3 3 – Moderately Important
2 2 – Of Some Importance
1 1 – Little Importance

Question Select from drop-down box (or enter a number between 1 and 5) by clicking in the YELLOW area below - if you enter something in error, hit delete or the ESC button
76 Managing teams (building effective, cohesive, smooth-functioning teams)

77 Managing interpersonal relationships (listening to and providing supportive feedback to

others)
78 Managing the development of others (helping others improve their performance and obtain
personal development opportunities)
79 Managing innovation (encouraging others to innovate and generate new ideas)

80 Managing the future (communicating a clear vision of the future and facilitating its
accomplishment)
81 Managing continuous improvement (fostering an orientation toward continuous improvement
among employees in everything they do)
82 Managing competitiveness (fostering an aggressive orientation toward exceeding
competitors’ performance)
83 Energising employees (motivating others to put forth extra effort and to work effectively)

84 Managing customer service (fostering a focus on service and involvement with customers)

85 Managing acculturation (helping others become clear about what is expected of them and
about organisational culture and standards)
86 Managing the control system (having measurement and monitoring systems in place to keep
close track of processes and performance)
87 Managing coordination (sharing information across functional boundaries and fostering
coordination with other units)
 WORKSHEET FOR SCORING ON MSAI
ADHOCRACY ITEMS MARKET ITEMS HIERARCHY ITEMS CLAN ITEMS

Managing Innovation Managing Competitiveness Managing Coordination Managing the Development of Others
0.0 02 0.0 15 0.0 11 0.0 05
0.0 08 0.0 30 0.0 17 0.0 20
0.0 27 0.0 35 0.0 37 0.0 24
0.0 45 0.0 42 0.0 38 0.0 25
0.0 51 0.0 43 0.0 57 0.0 47
0.0 SUM 0.0 SUM 0.0 SUM 0.0 SUM
0.0 AVERAGE 0.0 AVERAGE 0.0 AVERAGE 0.0 AVERAGE

Managing the Future Energising Employees Managing the Control System Managing Interpersonal Relationships
0.0 09 0.0 03 0.0 04 5.0 01
0.0 14 0.0 06 0.0 16 0.0 13
0.0 28 0.0 07 0.0 19 0.0 23
0.0 46 0.0 31 0.0 36 0.0 48
0.0 59 0.0 60 0.0 39 0.0 50
0.0 SUM 0.0 SUM 0.0 SUM 5.0 SUM
0.0 AVERAGE 0.0 AVERAGE 0.0 AVERAGE 1.0 AVERAGE

Managing Continuous Improvement Managing Customer Services Managing Acculturation Managing Teams
0.0 26 0.0 32 0.0 10 0.0 12
0.0 29 0.0 33 0.0 34 0.0 18
0.0 44 0.0 41 0.0 40 0.0 21
0.0 52 0.0 54 0.0 56 0.0 22
0.0 53 0.0 55 0.0 58 0.0 49
0.0 SUM 0.0 SUM 0.0 SUM 0.0 SUM
0.0 AVERAGE 0.0 AVERAGE 0.0 AVERAGE 0.0 AVERAGE

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FLEXIBILITY 0.0 0.0 0.0
Managing Innovation 0.0 0.0 0.0
Managing the Future
Managing Continuous Improvement
0.0
0.0
0.0
0.0
0.0
0.0
SUMMARY OF SCORING
EXTERNAL 0.0 0.0 0.0
Managing Competitiveness 0.0 0.0 0.0 0 actual managerial behaviours for each skill area (questions 1-60)
Energising Employees 0.0 0.0 0.0 Where 0 expected effectiveness for each skill area (questions 61-73)
Managing Customer Service 0.0 0.0 0.0 Importance 0 job function (questions 76-87)
CONTROL 0.0 0.0 0.0
Managing Acculturation 0.0 0.0 0.0
Managing the Control System 0.0 0.0 0.0
Managing Coordination 0.0 0.0 0.0
INTERNAL 0.0 0.0 0.0
Managing Development of Others 0.0 0.0 0.0
Managing Interpersonal Relationships 1.0 0.0 0.0
Managing Teams 0.0 0.0 0.0
 MSAI results for: Date of completion:

MANAGEMENT SKILLS ASSESSMENT QUESTIONNAIRE

CLAN ADHOCRACY

FLEXIBILITY
Managing Teams Managing Innovation

Managing Interpersonal Relationships 5.0 Managing the Future

4.0
Managing Development of Others 3.0
Managing Continuous Improvement
2.0
1.0
INTERNAL 0.0 EXTERNAL

Managing Coordination Managing Competitiveness

Managing the Control System Energising Employees

Managing Acculturation Managing Customer Service

CONTROL

HIERARCHY MARKET
0's actual managerial behaviours for each skill area (questions 1-60)
0's expected effectiveness for each skill area (questions 61-73)
Importance of each skill to 0's job function (questions 76-87)

OTHER QUESTIONNAIRE RESULTS (questions 73-75):

0's overall self-rating in terms of overall management competency / general level of managerial ability:
The level 0 expects to achieve as a manager:
0's self rating of managerial comptency when comparing self to other managers s/he has known:
 GRID
Management Skills Assessment Instrument
Source: R.E. Quinn (1988), Beyond Rational Management, Jossey-Bass; San Francisco. P48. Used with permission

· Understanding self and Flexibility

· Living with change
others · Thinking creatively AD HOCRACY
CLAN · Communicating effectively · Managing change Open Systems Model
Human Relations Model· Developing employees

MENTOR INNOVATOR
·   Building and maintaining a
·   Building teams power base
·   Using participative decision ·    Negotiating agreement and
making commitment
·    Managing conflict ·     Presenting ideas
FACILITATOR BROKER

Internal External

· Monitoring individual MONITOR PRODUCER

performance ● Working productively
· Managing collective ● Fostering a productive work
performance and processes environment
· Analysing information with ● Managing time and stress
critical thinking
CO-ORDINATOR DIRECTOR
HIERARCHY MARKET
Internal Processes Model Rational Goal Model

£
● Managing projects ·   Developing and communicating a vision
● Designing work Control ·   Setting goals and objectives
● Managing across functions
·   Designing and organising