Competence at Work I.

Managerial Jobs grouped in accordance to dimensions Level Supervisor to Executive Function Production, sales, marketing, finance, engineering, human resources Industry or Environment Military, Healthcare, Education, Mftg (Superior managers All types/levels- share a general profile of competencies) II. Impact and Influence The best managers use logically well-socialized Impact & Influence to improve the functioning of the company, NOT for personal gain at all costs. Working to establish credibility or other specific impression Calculating the effect of specific words or actions on others (i.e. concern with the companys reputation) A. Direct Persuasion a. Using Data/Facts b. Highlighting benefits c. Providing examples, visual aids, demonstrations d. Appealing to reason or logic e. Various unique persuasive techniques III. Achievement Orientation a. Encompasses measuring performance b. Improving efficiency of effectiveness c. Setting Goals d. Calculating Cost and Benefit e. Needs to be socialized or spread to include team or subordinates and thus include an element of need for power (Impact/Influence) IV. Superior performers a. Find faster, better, more efficient way of doing things b. Acheivement orientation along with good depth of Interpersonal Understanding enables managers to make optimal job-person matches to improve performance

V. Teamwork and Cooperation a. Participative Management(most often mentioned competency) b. Can also be used w/peers & superiors c. Superior managers solicit the input of others and involve others in issues that may affect them d. Encourage exploring new ways/own methods e. Giving credit/recognition f. Work to improve group spirit & morale g. Resolving conflicts VI. Analytical Thinking a. Thinking logically & sequentially ** Important** (If______then______) b. Determine cause and/or consequence c. Anticipate obstacles and how to deal with them d. Think ahead how do we accomplish task or goal? VII. Initiative a. Going beyond the job requirements to seize an opportunity or prepare for a future problem or opportunity b. Seize opportunities as they arise c. Handle crises swiftly and effectively d. Exceeding the bounds of ones formal authority e. Tenacity and persistence in completing a task f. Willingness to work long hours as needed VIII. Developing Others
a. 2nd most frequent distinguishing managerial competency

b. Giving constructive feedback c. Reassurance or encouragement after difficulties d. Coaching instructions, suggestions, explanation e. Giving specific developmental assignments IX. Self-Confidence a. General Confidence in ones ability & judgement b. Enjoying challenging tasks

c. Directly questioning or challenging the actions of a superior X. Interpersonal Understanding a. Understanding the attitudes, interests, needs, perspectives, of others b. Interpreting non-verbal behavior c. Knowing what motivates others d. Understanding the strengths and limitations of others e. Understanding the reasons for others behaviors (Often supports Impact and Influecne) XI. Directiveness/Assertivenes a. Assertive in setting limits b. Saying no when necessary c. Setting standardcs, demanding performance d. Confronting others performance problems in a clear and direct manner e. The ability to fire poor performers when necessary for the good of the company