Technical skills and competences HOW TO ASSESS THE ORGANISATIONAL AND MANAGEMENT SKILLS OF THE ORGANISATION Training Unit 1.1 Technical skills and competences

Technical skills and competences How to asses the organisational and management skills of the organisation Technical skills and competences Apart from the typology of funding and target groups involved and the duration, each transnational mobility action presents a learning occasion. Apart from that, it has to be borne in mind that mobility projects – funded through Leonardo da Vinci and other EU programmes – are complex actions with multi actors. Therefore, the responsible organisations for the project have to own suitable management, technique and operative competences in order to organise, manage, implement and carry out an action of such complexity.

How to asses the organisational and management skills of the organisation When one of these organisations decides to candidate himself for requesting funds linked to organise activities of transnational mobility, information of quality must be collected by this one related to two aspects: the organisation, its structure, competences existing in the organisation (to see TU 1.3); competences whose presence is particularly relevant regarding the possibility of developing a mobility action make reference to some areas of the organisation: administrative and financial area, technique and operative area, management area or internal monitoring strategies; how to access to funds, above all for the aspects concerning procedures and building of mechanisms for applicants to submit a candidature.

How to asses the organisational and management skills of the organisation All the more complicated is the organisation, not only from the point of view of its dimension but structure, will be the heritage of competences needed to make her set up. Collecting data and useful information to clear the framework can be needed to analyse this complexity. The competences necessary within an organisation, when an application is being made, should include the recipient of the mobility, this will reflect the structure of competences necessary for both parties and a pathway for clarity to be both understood and complete.

How to asses the organisational and management skills of the organisation The clarity or understanding will achieve the goals when building the application for mobility consists of analysing the events involved using methodologies of the organisational needs by collecting data related to the following dimensions: the organisation the people the activities.

Dimensions of organisation analysis How to asses the organisational and management skills of the organisation Dimensions of organisation analysis Data about the organisation are used to describe the whole aspects of the organisation that will be involved in the application for mobility. Information about people regarding social and demographic aspects, in particular, expectancies. In the first case, it is about objective characteristics having the correct person profile, age, seniority, career path. Data about the activities consist of describing in a sufficient articulated and detailed way about the attributes people make concerning their job, their tasks carried out and their daily actions.

A possible operative model How to asses the organisational and management skills of the organisation A possible operative model For each dimension previously considered (organisation, people and activities) there are particular research techniques; firstly an organisational analysis, which is real field analysis to identify facts, circumstances, phenomena and explanations of the main characteristics and the critical aspects of the organisation. The organisational diagnostic means reading the existing system and an essential step to know the required competencies inside the organisation. Diagnostics research about next indicators: Structural indicators; Technological indicators; Social indicator; Indicators concerning operative mechanisms.

How to asses the organisational and management skills of the organisation The second dimension, these of persons, is analysed by identifying some characteristic elements of the staff organisation. In relation with the presence of competences to develop a mobility action, these are the characteristics to be considered: physical and objective ones (age, sex, qualification and seniority); cultural and educational level (certificates, skills, knowledge that can be evaluated), previous mobility experiences (typology and results); motivations (predisposition, behaviours, expectancies); organisational links (time, place, opportunities concerning the job context).

How to asses the organisational and management skills of the organisation Finally, the third dimension, these of activities, is analyzed in order to detect: actions and behaviours requested to carry rightly both role and tasks concerning a job position, and to identify the coherence with a mobility action; both needed knowledge and competences to develop working attitudes, perhaps by separating the competences owned with those that have to be developed. Observation referred to activities can be summarised in a role analysis, which is the analysis of actions developed into a job position, in relation with the other people’s behaviours. The description produces a list of necessary tasks, of tools needed for action and critical phases.

How to asses the organisational and management skills of the organisation The planner who intends to observe an organisation in order to identify the existence and the size of competences needed to build and develop a mobility action, has at his disposal the following tools: documented research; observation; questionnaire; presentation to relevant spectators; focus group.

Analysis of organisations, persons and activities. How to asses the organisational and management skills of the organisation Contents: The complexity of mobility actions funded by Leonardo da Vinci’s programme. The complexity of competences and roles needed to plan and execute a mobility project. Skill of “reading” an organisation, its structure and its competences existing. Analysis of organisations, persons and activities. An operative model of organisations’ analysis. Tools to be used for organisational analysis.