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

2. Management and Teams Management Position Description Q – (MPDQ) Teams: (3 descriptors) – Job design – Team SKAs – Team Functions MAP system (multiphase analysis of performance system) 2

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

4. MPDQ Leadership v. Management – Manage and motivate people Difficult to observe behaviors – Many behaviors may lead to same end Steve Jobs, Warren Buffet, Cognitive task analysis – to capture thinking process – How would you do this? 4

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, » Informatin use in PS, » Managing personnel » Managing materials 5

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)? 6

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? 7

8. MPDQ -KSAs 30 altogether – Leadership – Planning – Human relations/sensitivity – Oral expression – Infor management – Prof/tech knowledge How would you measure these Are they traits? Can they be developed? 8

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 = 6 (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 interrater agreement) 9

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? ) what are the org implications for using traits? OPM ICF and link to ICF white paper ICFlink to ICF white paper SHL 8 great competencies

11. Competencies 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? 11

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 Which was superior? 12

13. Competencies JA on all but – Link to business goals/ objectives 13

14. JA 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?) 14

15. 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

16. Teams: SKAs 14 of them: Table 5.7 (Stevens & Campion, ‘94) – Interpersonal Conflict resolution, collaborative Problem solving, Communication – Self-management Goal setting Planning & Task Coordination 16

17. Team Functions (Nieva, Fleishman, Reick, ‘78) Orientation Resource distribution Timing Coordination Motivational 17

18. MAPS Multiphase Analysis of Performance System Levine & Brannick et al., ‘88) Building blocks for team job anaysis Descriptors Flowcharts &Time charts Sources & Methods of Data Collection Ratings Data analysis Storing & Receiving information – When would you do this? 18

19. MAPS Answer: – When you have a consulting job that requires it! Save the reference! 19