...questions Overview competences Personal development plan Introduction Here is the rapport of the Personal Effectiveness i360. In this report your data and the data of other the respondents is processed. Strength/weakness analysis First you find a strength/weaknesses analysis. In this part is indicated which competences are rated relatively high and low by you and your respondents. You can also see whether you and your respondents agree or differ on the ratings of the various competences. You can use this information for your personal development plan. Results The results section starts with the answers to the open questions. After that you will find the graphical presentation of the results. This presentation starts with a summary of all the competences and is followed by a detail view per competence in which all results of the individual behavioral indicators per are shown. Personal development plan Eventually you can create a personal development plan by indicating the competences or aspects from competences you want to improve. Using this you can direct your own personal growth. Page 2 of 20 Respondents The following persons are registered as respondents for this 360 degree feedback survey. The status of each respondents is shown as well : Self Others Test Candidate Test Respondent1 Test Respondent2 Completed Completed Completed Explanation of the used numbers In this report, numbers are used to indicate the degree of presence for a competence. The numbers...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ZAMBIA CENTRE FOR ACCOUNTANCY STUDIES ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- PROGRAMME: BA BUSINESS PROCUREMENT AND SUPPLY CHAIN. . MANAGEMENT ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- COURSE: BUSI 1482 – MANAGING STRATEGY ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- lectureR: mS. MALANIYA CHANAKIRA ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- GROUP MEMBERS: HUMPHREY NSAMA (BAPSM) ------------------------------------------------- OSCAR HAMANGABA (BAPSM) ------------------------------------------------- LWIZYA M. MWENGWE (BAPSM) ------------------------------------------------- STANLEY NGANGULA (BAPSM) ------------------------------------------------- ...
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...Notes for using the Job Analysis template Job analysis is an in-depth study of a job (not the person in the job). It provides information for job descriptions. In doing the analysis, you will need to gather information about the job, eg by interviewing employees, observing performance of certain tasks, asking employees to fill out questionnaires and worksheets, and collecting information about a job from other sources such as related units of competency. Whatever sources you use to get basic information on what the job entails, the analysis should end up with written results that can be reviewed by the incumbent, or other employees who know the job. During the review, duties, competencies, knowledge, skills, abilities, and other characteristics of the job can be added, deleted or modified. Job analysis is designed to provide a reliable method of quickly and effectively identifying critical competencies (ie knowledge, skills and abilities) and establishing the qualifications for a job or role. The step-by-step process below will assist you to complete a job analysis using the template provided. |Process |Explanation | |Step 1. Understand the job |Start by developing a complete understanding of the position. This is the foundation on which training (and | |including duties and tasks |other human resources processes) is based. The basis...
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...USAWC course paper key competencies for 21st century strategic leaders by LTC JP Moore Strategic Leadership 24 October 2012 U.S. Army War College Carlisle Barracks, Pennsylvania 17013 It became clear to me [as the Chief of Staff of the Army]…I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position [as a strategic leader] I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner; and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills. George C. Marshall After a review of the aforementioned George C. Marshall quote and the research conducted for this piece, the author draws the conclusion that the success – or failure – of a strategic leader depends on his or her abilities as an intellectual, culturally aware team builder, influencer, and a communicator above the tactical and operational levels of leadership. With this judgment, the following piece will answer two questions. What key competencies should a strategic leader possess in order to align their organizations to a constantly changing and complex – VUCA and JIIM – environment? How do these competencies facilitate his or her strategic organization’s alignment to the constantly changing and complex – VUCA and JIIM – environment? Strategic leader competencies generally consist of the “knowledge, skills, attributes, and...
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...Professional Standards, Learning & Development General (no restriction on distribution) Content Security: Unclassified Australian Computer Society | ACS Code of Ethics Case Studies & Related Clauses to the Code of Conduct | July 2012 Page 2 ACS CODE OF ETHICS CASE STUDIES & RELATED CLAUSES TO THE CODE OF CONDUCT This document provides a range of case studies with references to relevant clauses of the ACS Code of Ethics. These Codes consists of a series of clauses which gradually expand on aspects of ethical behaviour relevant to professional people in the ICT industry. Clause 2.0 describes the Code of Ethics, summarised as six values: The Primacy of the Public Interest; The Enhancement of the Quality of Life; Honesty; Competence; Professional Development; and Professionalism. Clauses 2.1 through to 2.7 cover the ACS Code of Conduct, which provide a series of non-exhaustive standards explaining how the Codes apply to a member’s professional work, related to each of the six Values. Case No. 1: Jean The Programmer [1] Summary of case Jean, a statistical database programmer, is trying to write a large statistical program needed by her company. Programmers in this company are encouraged to write about their...
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...Personal Responsibility and Educational Success xxxxxxx GEN/200 2/20/2012 xxxxxxxxxxx Personal responsibility builds strong character and promotes self-efficacy, because Structure and priority development create opportunities of advancement. Everyone has their individual, uniquely defined definition of personal responsibility. Any definition of personal responsibility encompasses various components. In this essay I will be discussing the components that suit my definition of personal responsibility, and how they relate to each other. These components are personal freedom, empowerment, trust, opportunity, and self-determination. I will also be discussing the correlation between personal responsibility and educational success, as well as, sharing my preliminary plan for practicing personal responsibility in my educational goals. When you accept personal responsibility you are utilizing your personal freedom in a positive manner. You are making a conscious choice to move yourself into a level of maturity. You are able to acknowledge your actions and decisions, and readily accept the consequences of your actions and decisions. Appropriate use of personal freedom will produce appropriate outcomes. When you receive appropriate outcomes, you experience empowerment vs. reaping an outcome that becomes a consequence; in which case you experience discouragement and self-doubt. As you can see, personal freedom directly correlates...
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...Student Sample BUS 210 Leadership and Organizational I. Self Competency (93). My profile displays an above average level of Knowledge, Skills & Abilities (KSAs). I identify my strengths and utilize the effects to my advantage during daily operations on the job. I focus on improving areas needing improvement and adapt to new changes in life and work. II. Communication (89). Based on the student sample, I possess strong skills in the area of communication. My areas of improvement are my abilities to present information effectively to an audience. This ability is very important to effectively present information, especially considering my future plans of employment (management). My lack of ability to recognize nonverbal gestures could lead to a misunderstanding. This could cause friction on the job during the process of accomplishing daily duties and responsibilities. III. Diversity (92). Focusing on areas of diversity and understanding individual’s uniqueness during my daily life experience with others. I display the strong competencies for recognizing individual characteristics and using the unique strength as a mean to develop a competitive advantage throughout life and on the job. My lowest score was (7), based on the results, which means that I’m less likely to include ideas and values of those different from my characteristics. IV. Ethics (97). The results from the assessment displays that I possess strong KSAs incorporating values and...
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...just to function in our respective jobs. I’ve spoken to a lot of my peers concerning this issue and we all say, we have too much to do just to stay current and all the education and required competencies are taking us away from our patient’s bedside. The sheer amount of required education has more than doubled for me in the last 25 years. With that said, how do we do it? Upon researching this topic I found a lot of questions surface as to what it is to be competent and having competency. These are not the same, as stated by McConnell, (1998). “Competence is the potential ability, a capability to function in a given situation” and “Competency focuses on your actual performance in a situation”. Competency starts first with your college or basic level of education. This marks the beginning of a lifelong learning journey. The most appropriate method depends on what needs to be learned. According to McConnell, (1998), “your competence makes you capable of fulfilling your job responsibilities. Competency means, however, that you fulfill your job as expected”. There are many methods or types of instruction. Multi sensory stimulation: hands on learning as an example, is best for increasing skill and retention. The more senses you involve the more likely you will retain this information. I like the statement, See one, Do one, Teach one. An example of this type of learning is annual CPR training. In the ICU at CCHMC, we just finished one of our annual competencies. We were educated...
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...Career Management Guide In the current career environment, individuals with alternatives obtain more challenging and growth-oriented opportunities. Individuals with alternatives need not accept consequences, rather they create opportunities for themselves. Career Management Guide Section 1 Paaggee 11 SECTION 1: CAREERS TODAY Part 1 - The Environment, Career Issues and Trends The Importance of Education and Experience In the current economic environment, education is becoming increasingly critical to career success. While employment rose for Canadians with university and college educations, 651,000 fewer jobs existed for those people without high school qualifications. Unemployment rates in the U.S. exceed 10% for those with less than a high school diploma and approximately 2.5% for college graduates.1 When professional designations (i.e., accounting, engineering) are taken into account, the data on employability and income is skewed in favour of the professional, relative to those who possess only a post secondary educational background. However, in order to maintain a competitive edge, individuals must continue to invest in their development throughout their careers. Specifically, with respect to the future for business and accounting positions, “growth due to the increasing number and complexity of business operations will be offset somewhat by corporate restructuring and downsizing of management, resulting in average growth for executive, administrative and managerial...
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...Individual Learning Styles and Competencies • Did your personality spectrum profile and competency results surprise you? Why or why not? The results of my personality spectrum are very interesting and surprising. I thought I putted myself as a Thinker and Organizer. What’s so interesting it tells me I am an Adventurer. I do have high abilities in a variety of fields (sports), hands-on problem solving, courage and daring, ability to negotiate and visual; which I keeps my mind not to be bored. Although, I am thinker and organizer, I need to be more focus on those areas for my studies and my professional career. • How can you alter your study techniques to take advantage of your particular abilities and competencies as determined by these activities? I am very smart guy who can adapt in everyday life. Of course would have to work harder to continue to be more organized. The good thing I like to be organized, and there is more room for improvement. With work, being married, having a child and going back to school is part of being organized and a strong structure. • How can knowing your abilities and competencies from the My Career Plan help you prepare for professional environments? The great thing about me is I’m Thinker (problem solver) and an Adventurer (a fun and going out person). I think overall what I need to work on and prepare for my professional environment is being organized; to a have strong structure. Company’s or having...
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...Competency based Compensation system- As strategic HR Critical Review Komal Sarwar 4172 Human Resource Management Submitted to: Ms. Tehzeeb Amir Submitted on: 13th Oct’ 2012 Introduction and Overview of the article: The article that was provided was based on the compensation plans that an organization creates according to the capability and competency of its employees. It states the path that the organizations have taken to change how the traditional compensation plan were formed in the older days to the strategy they now apply to allot the compensations and incentives to the employees. Compensation management is one of the most important function of the organization, keeping in mind both the parties, as it gives a push of motivation to the employees towards their work and commitment towards the organization, making them work more effectively and efficiently. The draft gives an overview of what competencies are. Competency is actually the whole process on how things are done, rather than the outcome or result. It relates to the value that is added by each individual while performing any given task. It is further elaborated that there are three key categories of competency i.e. (a) organizational competency, that acts as a key factor in the success of an organization, making it competitive by figuring out the strengths and working more efficiently to enhance it; (b) job related competency, they vary from organization to organization, and from one task to another...
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...3 pitfalls Commitment: Commitment to planning engenders commitment to strategies and to the process of strategy making. Nature of planning fosters managerial commitment to itself Whether planning is committed to management. Change: Process of planning tends to evoke resistance to serious change in organizations Planning tends to favor short term over long term Politics: Planning is a biased form of objectivity and enforces political resistance. Aggravates the conflict between line and staff 3 fallacies Predetermination: To make strategic planning successful, an organization has to control or predict the course of the environment. Detachment managers are detached from the very things they are supposed to make strategies about Formalization Grand falacy: Soft analysis: Informal visionary and learning processes of line managers. Strategic planning is not the same as strategy making should have been called strategic programming Promoted as a process to formalize, when necessary, the consequences of strategies already developed instead of making new strategies Learning myopia: Why experience is a poor teacher. Experience is often a poor teacher, because it involves inferences from information and there are cognitive limits. Additionally, the experience is not as complex as the actual account. Experiences from others and politics influence your experience as well. Finally learning in the neighborhood of current experiences in the short-run restricts learning...
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...INDIVIDUAL CASE ANALYSIS Each student must submit one case analysis of your choice before the semester finishes (Week 13). In the case write-ups, the student reports the Diagnosis, Analysis and Recommendations relating to the chosen case. Each case report should be submitted as in no more than three single-spaced pages or no more than 1200 words (whichever you consider appropriate) into Blackboard and in hard-copy format at the beginning of class. Case 1 Philips versus Matsushita: The Competitive Battle Continues 1. How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetency 2. How did Matsushita succeed in displacing Philips as No. 1? What were its distinctive competencies and incompetence? 3. What do you think of the change each company has made to date—the objectives, the implementation, the impact? Why is the change so hard for both of them? Case 2 ECCO A/S Global Value Chain Management 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-a-vis the competitors) to take advantage of changes in the industry. 2. ECCO has a fully integrated vertical value chain. What are the pros and cons of this strategy? What economic and strategic factors should be analyzed to answer this question? 3. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this choice...
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...CORE COMPETENCIES AND DISTINTIVE CAPABILITIES A core competency is a skill or expertise the organization has or anything that a firm can do well and use to gain a competitive advantage over it competitors. Hamel and Prahalad (1990) suggested that a core competency should meet the following three criteria. 1. Customers should benefit. 2. Competitors should find it difficult to imitate 3. The core competence can be transferred to many products and markets. One of Tesco’s core competencies is its customer focused strategy. The clubcard reward scheme allows Tesco to collect, analyze and understand their customers very well. Tesco uses the information and adapt their services to the local market, thus adding value to the customer experience. Tesco’s club card gave them a distinctive capability of observing customers preferences thus, enabling them to predict customers buying behaviour and arranging their stocks accordingly in stores giving them an edge over competitors. Tesco has also designed and implemented supply systems that effectively link existing shops with Tesco.com. While online shopping is a feature of its competitors, Tesco was able to design a good user interface which personalizes online shopping resulting in its customers valuing the Tesco.com experience highly. This has helped to improve the performance of the company in different markets. Further, the strong Tesco brand has led to an increase in the number of customers, sales and profits and has helped the...
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...STAFF COMPETENCY FRAMEWORK July 2006 The Charles Darwin University Staff Competency Framework This booklet contains the Staff Competency Framework for Charles Darwin University. The Competency Framework outlines the range of knowledge, skills and attributes required of employees of the University for proficient workplace performance. Application of the framework occurs in the context of an individual’s role, and the recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours...
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