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Brannick and Levine: Job and work Analysis
Chapter 5 Management and Teams
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2Management and Teams
Management Position Description Questionnaire (MPDQ) – Hemphill (1960); Tornow & Pinto (1976)
Why was this the most logical chapter to include managers?
Teams: (3 descriptors) Job design Team SKAs Team Functions
MAP system (multiphase analysis of performance system)
3MPDQ: Development and Structure
Management Position Description Questionnaire (MPDQ) first, most developed and with software For job evaluation and performance appraisal
4MPDQ
Leadership v. Management Manage and motivate people
Difficult to observe behaviors what kind of task analysis would this be? Many behaviors may lead to same end
Steve Jobs, Warren Buffet, to capture thinking process
How would you do this?
5MPDQ
Leader/manager (KSAs) Functions: (traits or behaviors?)
Initiating structure/consideration behaviors (Ohio State) Ed Fleishman (1967)
13 dimension model (Fleishman, et al, ’91) 4 superordinate:
Information search and structuring, Information use in PS Managing personnel Managing materials
6MPDQ
Four factor model (Borman & Brush, ‘93) Interpersonal skills Leading others Admin skills Instrumental personal behavior
Are these traits or behaviors? How would you measure them? Both behavioral (specific) & widely applicable (general)?
7MPDQ Development
90 execs responded to 575 items (Hemphill ‘60)
Both supervisory and executive Do they differ? What’s common to all?
Structure & Content (15 sections) Table 5.1 Head work (thinking hard) paper work (administration) people work (interpersonal skills)
Which ones do you like/not like?
8MPDQ -KSAs
30 altogether Leadership Planning Human relations/sensitivity Oral expression Inform management Prof/tech knowledge
How would you measure these ? Are they traits? Can they be developed?
9MPDQ Research & Applications
Dimensions – Management Work Factors = 8 (Table 5.3)
Each position can be cf to average of group (Fig5.1) Job Evaluation Factors = 8 (Table 5.4)
Points awarded (1 – 100) for each .79 to .96 rs predict actual salary (pretty good!)
Computer Use (big advantage) Reliability
(median r = .83 test-retest) (.4 inter-rater agreement)
Competency Modeling(for leadership)
Widely used – 70% – 80% No common taxonomy
Organization wide core competencies (Prahalad & hamel, ‘90)
Trait focus / not task specific (how could they be?) Why trait focus and not task specific? Org implications? OPM ICF and link to ICF white paper SHL 8 great competencies
11Competencies
SHL – eight great (Table 5.5) 1. Leading & Deciding 2. Supporting & Cooperating 3. Interacting & Presenting 4. Analyzing & Interpreting 5. Creating and Conceptualizing 6. Organizing & Executing 7. Adapting & Coping 8. Enterprising & Performing
Which are cog ability, traits, skills?
12Competencies
Cf Job analysis to Competencies Shippmann et al. ’00)
Method of investigation Type of descriptor Level of detail or descriptor Procedures for developing descriptors content Link to business goals/ strategies Content review Ranking of descriptor importance Reliability Process of content revision Documentation of procedure
JA superior to 9 of 10. Which was Competency superior for?
13JA for Teams
Teams Multiple people (2 or more) Interdependent tasks Shared goal
Job design for teams Factors:
Input: org resources & contextual factors Process: what the team actually does Output: outcomes and satisfaction
-Campion et al. ‘96) Four of five JCM characteristics are same (which is missing?)
14Teams factors con’t
Types of leadership Self management Self lead Leaderless
Composition Heterogeneity Flexibility
Contextual Training Managerial support Communication and Cooperation Potency Social support Workload sharing
15Teams: SKAOs
14 of them: Table 5.7 (Stevens & Campion, ‘94) Interpersonal
Conflict resolution (3) Collaborative Problem solving (2) Communication (5)
Self-management Goal setting (2) Planning & Task Coordination (2)
16Team Functions(Nieva, Fleishman, Reick, ‘78)
Orientation Resource distribution Timing Coordination Motivational
17MAP SystemMultiphase Analysis of Performance SystemLevine & Brannick et al., ‘88)
Building blocks for team job analysis Descriptors Flowcharts &Time charts Sources & Methods of Data Collection Ratings Data analysis Storing & Receiving information
When would you do this?
18MAPS
Answer: When you have a consulting job that requires it!
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