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

2. 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)

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

4. 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?

5. 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

6. 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)?

7. 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?

8. 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?

9. 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)

10. 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

11. 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?

12. 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?

13. 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?)

14. 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

15. 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)

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

17. 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?

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