实用文档Competency Dictionary.docx
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实用文档Competency Dictionary.docx
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实用文档CompetencyDictionary
ManagementCompetencyDictionary
TableofContents
∙Introduction
∙ManagementCompetencyMatrix
ProblemSolvingCluster
Competenciesinthiscluster:
∙ConceptualThinking
∙InnovativeThinking
∙StrategicOrientation
InterpersonalInfluenceCluster
Competenciesinthiscluster:
∙ImpactandInfluence
∙Listening,UnderstandingandResponding(core)
∙Networking(core)
∙Teamwork(core)
LeadershipCluster
Competenciesinthiscluster:
∙ChangeLeadership
∙SharingResponsibility(core)
∙HoldingPeopleAccountable(core)
∙Team Leadership(core)
PersonalandCorporateEffectivenessCluster
Competenciesinthiscluster:
∙ResultsOrientation(core)
∙CommitmenttoLearning
∙ClientServiceOrientation(core)
∙ConcernforPoliticalImpact
∙Flexibility
∙OrganizationalAwareness
∙PlanningandInitiative
Introduction
ManagementCompetencyDictionary
TheManagementCompetencyDictionaryprovidesadetaileddescriptionofthebehaviouralcompetencies,theirassociatedmeasurementscalesandthetargetlevelsforhighperformanceassociatedwitheachofthemanagementroleswithintheSaskatchewanPublicService.
Acompetencyisanyknowledge,skill,orpersonalattributewhichenablesapersontodeliversuccessfulperformance.Inotherwords,competenciesareawaytoidentifywhatitmeanstobeasuperiorperformerwithinanorganization.
Therearetwotypesofcompetencies;behaviouralandtechnicalcompetencies.Whileeachisimportant,behaviouralcompetenciesmostoftendifferentiatesuperiorperformance.
Foreachbehaviouralcompetency,thereisadescriptionordefinitionofwhatitmeansandascaleofbehavioursassociatedwithitcalledacompetencymeasurementscale.Thebehaviouralscaleassociatedwithaspecificcompetencydefinesvariouslevelsofperformanceforthatcompetency.Theselevelsrepresentthenoticeabledifferencesinperformancethatcanbeobservedandmeasured.Thescalesarenumberedinascendingorder(fromthreetosixlevels,dependingonthecompetency)witheachlevelbeingmoredifficulttoperformthanthepreviouslevel.Thelevelsarereferredtoastargetlevelsandthereisabehaviouraldescriptionillustratingthelevelofperformanceforeach.
Thecompetenciesareorganizedintofourclusters:
ProblemSolving,Leadership,InterpersonalInfluence,andPersonalandCorporateEffectiveness.Thereareeightcorecompetencieswhichareassociatedwithallmanagementrolesaswellastencompetencieswhichdifferentiatebetweenthevariousmanagementroles.
Inadditiontothisdictionary,behaviouralcompetencyprofilesareavailableforeachmanagementrole.
ManagementCompetencyMatrix
X=
Competencyincludedincompetencyprofile
ShadingonChart=
CoreCompetencies
DeputyMinister
Associate/AssistantDeputyMinister
ExecutiveDirector/Director/SeniorManager
Manager
Competency
Profile
Target
Level
Profile
Target
Level
Profile
Target
Level
Profile
TargetLevel
ProblemSolvingCluster
ConceptualThinking
X
5
X
3
InnovativeThinking
X
5
StrategicOrientation
X
5
X
4
LeadershipCluster
ChangeLeadership
X
5
SharingResponsibility
X
4
X
4
X
3
X
2
HoldingPeopleAccountable
X
3
X
3
X
3
X
3
TeamLeadership
X
5
X
4
X
4
X
3
Interpersonal InfluenceCluster
ImpactandInfluence
X
4
X
3
Listening,UnderstandingandResponding
X
5
X
5
X
4
X
3
Networking
X
4
X
3
X
3
X
2
Teamwork
X
5
X
5
X
5
x
5
PersonalandCorporateEffectivenessCluster
ResultsOrientation
X
4
X
4
X
3
X
3
CommitmenttoLearning
X
3
ClientServiceOrientation
X
4
X
4
X
3
X
2
ConcernforPoliticalImpact
X
5
X
4
Flexibility
X
3
X
2
OrganizationalAwareness
X
5
PlanningandInitiative
X
5
X
4
ProblemSolvingCluster
BacktoMainContents
Competenciesinthiscluster:
∙ConceptualThinking
∙InnovativeThinking
∙StrategicOrientation
ConceptualThinking(ProblemSolvingCluster)
BacktoMainContents
BacktoClusterContents
ConceptualThinking:
Understandsasituationorproblembyidentifyingpatternsorconnectionsandaddressingkeyunderlyingissues.Conceptualthinkingincludesorganizingthepartsofanissueorsituationinasystematicway.
TargetLevels:
1.SeesBasicRelationships:
Linkspartsofaproblemtoabroadersetofissuesorrelationships.Seespatternsortrendswhenlookingatinformation.
2.SeesMultipleRelationships:
Analyzesrelationshipsamongseveralpartsofanissueorsituation.Usesmultipleassociationsofeventsandappliesconceptsfromotherfieldswhenanalyzingeventsorsituations.
3.ClarifiesComplexDataorSituations:
Usesalternativewaysoflookingatissuesorproblemsandlinkingcomplexinformationtoasolution.Analyzes,plansandintegratesconceptsintoastructuredandrationalprocess.Makescomplexideasorsituationsclear,simpleand/orunderstandable.Assemblesideas,issuesandobservationsintoclearandusefulexplanationsandsolutions.
4.AppliesComplexConceptsInAreaofResponsibility:
Adaptsandappliesconceptsinnewwaysthatimprovethedeliveryofinformationandprogramsinsupportofdepartmentalpriorities.Identifiesseveralsolutionsandweighsthevalueofeachinmovingtheworkofthedepartmentforward.
5.CreatesNewConceptsThatAdvancetheDepartmentalPriorities:
Createsandappliesconceptsthatarenewanddifferenttoadvancedepartmentaldirection.Demonstratesleadershipinthinkingandintegratingeffortswithstakeholdersinternallyandexternallythatclearlyinfluencesprogrammanagement.
Definition:
ConceptualThinkingistheabilitytounderstandasituationorproblembyidentifyingpatternsorconnectionsandaddressingkeyunderlyingissues.ConceptualThinkingincludesorganizingthepartsofanissueorsituationinasystematicway.
ThisMeans...
ThisDoesn’tMean...
∙Lookingforthecommonfactorsindifferentsituationsandusing/modifyingpreviouslysuccessfulapproachestomeettheuniqueneedsofthesituation.
∙"reinventingthewheel"witheverysituationandoverlookingcommonsourcesofdifficulty,tofocusonthepeculiaritiesofeachsituation.
∙identifyingkeyfactorsinacomplexproblem,associatingseeminglyunrelatedinformationinordertoanalyzeasituationandsimplifyitfortheeyesofothers
∙tryingtopositioneverycomplexdetailforyouraudiencewithoutgivingthemthe‘bigpicture’
∙integratingandapplyingdifferentideasandapproachestoaccomplishagoal
∙tryingtoforce-fitstandardapproacheswithoutconsideringalternatives
∙comingupwithanewordifferentwayofdescribingorexplainingasituationoropportunity
∙usingthesameideasorconceptstodescribeorexplainadifferentsituationoropportunity
∙respondingtochangesorconstraintsbyformulatingnewconceptsorapproaches
∙assumingthatchangesorconstraintsareinevitableandthatthedepartmentwilladapt
DevelopmentalActivities(Level1-2)
Keepalogofsituationsatworkforwhichyoudidnothaveasolution.
∙Writedownindetailthenatureofthesituationandyourthoughtsaboutit.
∙Reviewthelog,considerwhatyouthoughtatthetime,andwhatyouthinknowasyoureconsiderthesituation.Whatarethesimilarities,differencesinyourthoughtpattern?
∙Writedownalternativecoursesofactionthatcouldhavebenefitedthesituation.
∙Makeuseoftheseactionsinsimilarcircumstances.
Talktootherstogettheirideasonissues,situations,problems,potentialopportunities.
∙Getanotherperson’sperspective.
∙Talkingthroughaproblemorsituationisagoodtechniqueforstimulatingthoughtanddevelopinginsight.Gettinganotherviewpointaddsmoreideasandenergy.
Makealistofcommonreferralopportunitiesamongyourstakeholders/manager.
∙Reviewthe"types"ofstakeholdersandhowbesttodealwiththem.
∙Askyourcolleaguesinotherbranchesofgovernmentfortheirinputonthereferralopportunities.Askquestions.Youwanttogaininsightintohowsomeoneelseseesthesituation.
∙Incorporatethesepointsofviewintoyourownmethodofaddressingtheseissues.
Identifytheleaderswhosetstrategyforthedivision;understandtheirstrategyinordertohelpyoudevelopyourownstrategyforworking.
∙Meetwithyourmanagertodiscusshowyouwillmeetwiththeleadersoftheothergovernmentbranches.
∙Spendaweekgatheringdata,observingpatterns,creatinghypotheses,andsummarizingthemes.
∙Summarizeobservationsintoasuccinctpresentation.
∙Trytoapplytheseobservationsintoyourownwayofsettingstrategiesinyourareaofresponsibility.
DevelopmentalActivities(Level3-4)
Buildtherequirementformorelateralthinkingintoyourdailyroutine.
∙Identifyasetofcriteriaforaroutineissueoragendaitemthatyouregularlyencounter;forexample,asetbudget,agiventimelineforcommunicatingwithyourteam,aspecificdurationforanactivity,etc.
∙Generateasmanyalternativesaspossibletoaddresstheissueoragendaitem.
∙Evaluatethese
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