Brannick and Levine: Job and work Analysis  Chapter 5 Management and Teams     -

Management 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)

MPDQ: Development and Structure Management Position Description Questionnaire (MPDQ)  first, most developed and with software For job evaluation and performance appraisal

MPDQ Leadership v. Management Difficult to observe behaviors 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?

MPDQ 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

MPDQ 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)?

MPDQ 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?

MPDQ -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?

MPDQ 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

Competencies 1. Leading & Deciding 2. Supporting & Cooperating 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?

Competencies 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?

JA for Teams Teams Job design for teams Factors: -Campion et al. ‘96) 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?)

Teams 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

Teams: SKAOs Interpersonal Self-management 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)

Team Functions (Nieva, Fleishman, Reick, ‘78) Orientation Resource distribution Timing Coordination Motivational

MAP System Multiphase Analysis of Performance System Levine & 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?

MAPS Answer: When you have a consulting job that requires it! Save the reference!