Middle Manager Simulation Exercise (757)
Purpose
The Middle Manager Simulation Exercise (757) provides rich and unique information on 6 key managerial competencies needed for program/project management jobs. It gives the hiring manager an opportunity to observe individuals dealing directly with managerial issues and challenges.
The information yielded on managerial effectiveness can be highly useful in selecting or promoting people to management positions. It can help to establish the needs for training and development of current or potential leaders, for organizational training, and for counselling for career transitions.
What Competencies are Assessed
The simulation assesses 6 key supervisory competencies:
- Communication
- Human Resource Management
- Thinking Skills
- Leadership
- Team Building
- Service Orientation
How the Simulation Works The Middle Manager Simulation Exercise (757) simulates the important aspects of a middle management job. The simulation requires handling a variety of problems involving services and programs, production, decreasing resources, irregularities in performance labour relations, clientele, management information systems, and policy.
Before the assessment, the individual receives background information in a simulated organization, including a description of the organization's purpose and function, organization charts, and specific managerial responsibilities. The individual should study the information carefully and bring it to the next phase of the assessment.
At the time of the assessment, the individual receives specific manage-rial problems requiring the manager's attention and action. These are presented in the form of memos, reports, minutes of management meetings, descriptions of problems, special studies, written complaints from clientele, directives, policies, and other file information.
The individual is given 3 hours to:
- complete a three-page written summary of decisions, proposed solutions and recommendations;
- prepare a 30-minute oral presentation;
- identify organizational problems, make decisions leading to possible solutions, explore alternate solutions and outline implications for each alternative.
The oral presentation is usually followed by a period of questioning by selection board members.
The actions and decisions taken by the individual in handling the problems presented in the simulation are evaluated in terms of their effectiveness within the context of the organization, and the information provided in the simulation material. The board then assesses the individual on 6 managerial competencies and some personal suitability characteristics, in combination with other information sources concerning personal suitability.
Ratings are based on the individual's behaviour, decisions and approaches. Ratings are on a scale from 1 to 7, with 7 being “greatly exceeds expectations.”
Definitions of Competencies
Communication – Presents and discusses concepts and issues in a clear, concise and effective manner, both orally and in writing.
Human Resource Management – Respects, consults, empowers and develops employees, and achieves expected results through the successful and timely completion of activities, and the delivery of products and services.
Thinking Skills – Identifies, defines and analyzes problems and situations using rational and intuitive processes that result in the drawing of accurate conclusions, the generation of viable solutions and the visualization of new potentials.
Leadership – Attracts and mobilizes energies and talents to work toward a shared purpose in the best interests of the organization, the people comprising it, and the people it serves.
Team Building – Develops and maintains a cohesive team that works to achieve the goals and objectives of the organization.
Service Orientation – Demonstrates a commitment to the provision of quality service to clients, and provides client groups with opportunities for active participation in and consultation on decisions that are relevant to their needs and concerns.