Management Effectiveness

In today's fast-paced business world, effective managers must be skilled in a number of different yet critical competencies so they can help an organization achieve its goals. This profile helps to identify personal strengths as well as areas that would benefit from development within 12 specific competency areas under four clusters:

Managing Your Job:

  • Managing and Prioritizing Time
  • Setting Goals and Standards
  • Planning and Scheduling Work

Relating to Others:

  • Listening and Organizing
  • Giving Clear Information
  • Getting Unbiased Information

Developing the Team:

  • Training, Coaching and Delegating
  • Appraising People and Performance
  • Counseling and Disciplining

Thinking Clearly:

  • Identifying and Solving Problems
  • Making Decisions and Weighing Risk
  • Thinking Clearly and Analytically

The MEP takes just minutes to complete and is designed to help individuals understand more about their relative abilities in the 12 competencies. A total of 84 questions assist individuals in determining their overall competence in each of the dozen areas.

Instructions

The Management Effectiveness Profile will be easy to complete. Read each statement, and select the choice that most accurately describes you. Please answer these questions as honestly as possible.

View the System Requirements for this assessment.

Managing and Prioritizing Time
Managing and Prioritizing Time refers to an individual’s ability to manage time, negotiate priorities, exercise self-discipline, control interruptions by shaping the behavior of others whose priorities are different, and become time-effective, rather than time-efficient. This individual:
1. Accomplishes most of his or her priorities, even when interrupted a lot.
almost never    occasionally    frequently    very frequently    almost always   
2. Is good at catching up when running late for meetings or other events.
almost never    occasionally    frequently    very frequently    almost always   
3. Likes to briefly read his or her correspondence and prioritize it.
almost never    occasionally    frequently    very frequently    almost always   
4. Tries to clear his or her desk of all paperwork every day.
almost never    occasionally    frequently    very frequently    almost always   
5. Tends to start and finish scheduled activities or events of the day on time.
almost never    occasionally    frequently    very frequently    almost always   
6. Tries to do something with every piece of paper that crosses his or her desk.
almost never    occasionally    frequently    very frequently    almost always   
7. Limits his or her working time to a certain number of hours each day, and no more.
almost never    occasionally    frequently    very frequently    almost always   
8. Is highly organized.
almost never    occasionally    frequently    very frequently    almost always   
9. Easily finds what he or she is looking for most of the time.
almost never    occasionally    frequently    very frequently    almost always   
10. Sets aside time each day to re-schedule or re-prioritize.
almost never    occasionally    frequently    very frequently    almost always   
11. Paces self so that targets or deadlines can be met.
almost never    occasionally    frequently    very frequently    almost always   
12. Understands own limitations and others limitations.
almost never    occasionally    frequently    very frequently    almost always   
 
Setting Goals and Standards
Setting Goals and Standards refers to an individual’s ability to manage activities and projects using measurable goals and standards and working with others to set goals and standards to develop understanding and build commitment. This competency looks at one’s ability to evaluate and prioritize goals, intentions, and action standards; eliminate barriers to the goal-setting process; evaluate goals against criteria and standards; and use goals to motivate.
13. Sets major personal goals once a year.
almost never    occasionally    frequently    very frequently    almost always   
14. Demonstrates that dreams can become reality only if there is a clear path to achieve them.
almost never    occasionally    frequently    very frequently    almost always   
15. Converts loose intentions to hard and tangible goals.
almost never    occasionally    frequently    very frequently    almost always   
16. Looks for innovative ways to generate people’s enthusiasm about targets and goals.
almost never    occasionally    frequently    very frequently    almost always   
17. Sets standards and targets that are specific, action-oriented, and realistic.
almost never    occasionally    frequently    very frequently    almost always   
18. Does not allow vague and aimless aspirations to prevail.
almost never    occasionally    frequently    very frequently    almost always   
19. Sets a closer or easier target if the team seems to be "drifting."
almost never    occasionally    frequently    very frequently    almost always   
20. Clearly defines how to get from A to B.
almost never    occasionally    frequently    very frequently    almost always   
21. Keeps checking to make sure everyone is on the right track.
almost never    occasionally    frequently    very frequently    almost always   
22. Matches broad directional goals with steps that can be taken immediately.
almost never    occasionally    frequently    very frequently    almost always   
23. Stays focused and does not let people get sidetracked or distracted.
almost never    occasionally    frequently    very frequently    almost always   
24. Can quickly get people to decide on one direction when there are competing alternatives.
almost never    occasionally    frequently    very frequently    almost always   
 
Planning and Scheduling Work
Planning and Scheduling Work refers to an individual’s ability to manage projects (one-time programs) and processes (ongoing workflow) by applying the major tools and techniques of management. This competency looks at one’s ability to analyze complex tasks and break them into manageable units; select and manage resources appropriate to the tasks; use systems and techniques to plan and schedule work; and set checkpoints and controls for monitoring progress.
25. Lists all draft goals and looks for clashes, possible problems, and inconsistencies.
almost never    occasionally    frequently    very frequently    almost always   
26. Talks to other people about overall targets and priorities before finalizing own priorities.
almost never    occasionally    frequently    very frequently    almost always   
27. Carefully assesses the resources that are available to achieve a particular outcome.
almost never    occasionally    frequently    very frequently    almost always   
28. Sets aside time on a regular basis to work on objectives.
almost never    occasionally    frequently    very frequently    almost always   
29. Calculates how much time and effort will be necessary to achieve particular goals.
almost never    occasionally    frequently    very frequently    almost always   
30. Evaluates where he or she needs help or what additional skills or experience he or she may need.
almost never    occasionally    frequently    very frequently    almost always   
31. Assesses any shortfalls in personal ability to meet targets or deadlines.
almost never    occasionally    frequently    very frequently    almost always   
32. Prioritizes his or her objectives from most to least important.
almost never    occasionally    frequently    very frequently    almost always   
33. Obtains full commitment from those people who will help achieve goals.
almost never    occasionally    frequently    very frequently    almost always   
34. Ensures that all of his or her objectives are balanced, coordinated, and aligned.
almost never    occasionally    frequently    very frequently    almost always   
35. Translates his or her goals, targets, and organizational objectives into a simple written plan.
almost never    occasionally    frequently    very frequently    almost always   
36. Estimates "lead" time that may be necessary to achieve each objective by the stated deadline.
almost never    occasionally    frequently    very frequently    almost always   
 
Listening and Organizing
Listening and Organizing refers to an individual’s ability to understand, organize, and analyze what is heard in order to make appropriate decisions about what to think and do in response to the message. This competency examines one’s ability to identify and test inferences and assumptions; overcome barriers to effective listening; summarize and reorganize a message for recall; and withhold any judgment that can bias a response message.
37. Easily prevents his or her mind from wandering when another person is talking.
almost never    occasionally    frequently    very frequently    almost always   
38. Likes to paraphrase what a speaker has said every so often.
almost never    occasionally    frequently    very frequently    almost always   
39. Encourages/supports the speaker using non-verbal communication.
almost never    occasionally    frequently    very frequently    almost always   
40. Gently questions the speaker about what is not fully understood.
almost never    occasionally    frequently    very frequently    almost always   
41. Takes notes, if necessary, especially if the communication is long or complicated.
almost never    occasionally    frequently    very frequently    almost always   
42. Helps the speaker by providing a summary if he/she loses their "train" of thought.
almost never    occasionally    frequently    very frequently    almost always   
43. Asks questions to "tease out" as much information as possible.
almost never    occasionally    frequently    very frequently    almost always   
44. Is a highly focused and patient listener.
almost never    occasionally    frequently    very frequently    almost always   
45. Quickly clarifies anything that is not clear.
almost never    occasionally    frequently    very frequently    almost always   
46. Is good at listening for the less obvious things that people often communicate.
almost never    occasionally    frequently    very frequently    almost always   
47. Can quickly focus on the "here and now" when his or her mind has been elsewhere.
almost never    occasionally    frequently    very frequently    almost always   
48. Uses careful questioning to keep misunderstandings to a minimun.
almost never    occasionally    frequently    very frequently    almost always   
 
Giving Clear Information
Giving Clear Information refers to an individual’s ability to assess a situation; determine the objectives; and give clear, concise, well-organized, and convincing messages that will best meet the objective. This competency examines one’s ability to overcome physical, psychological, and semantic barriers when interacting with others; keep on target and avoid digressions; use persuasion effectively; and maintain a climate of mutual benefit and trust.
49. Communicates feelings as well as ideas and facts.
almost never    occasionally    frequently    very frequently    almost always   
50. Uses multiple channels to get messages across to people.
almost never    occasionally    frequently    very frequently    almost always   
51. Ensures his or her deeds match their words.
almost never    occasionally    frequently    very frequently    almost always   
52. Can improve team spirit and morale through effective communication.
almost never    occasionally    frequently    very frequently    almost always   
53. Able to get complicated ideas across clearly.
almost never    occasionally    frequently    very frequently    almost always   
54. Delivers a message using a pace and style that is comfortable for others.
almost never    occasionally    frequently    very frequently    almost always   
55. Says things in a variety of slightly different ways in order to reinforce the message.
almost never    occasionally    frequently    very frequently    almost always   
56. Is highly conscious of the needs of the audience.
almost never    occasionally    frequently    very frequently    almost always   
57. Changes and varies his or her communication style according to the situation.
almost never    occasionally    frequently    very frequently    almost always   
58. Finds the "right" words for the circumstances.
almost never    occasionally    frequently    very frequently    almost always   
59. Selects the most appropriate method to transmit his or her messages.
almost never    occasionally    frequently    very frequently    almost always   
60. Avoids using jargon, "gobbledygook," and inappropriate language.
almost never    occasionally    frequently    very frequently    almost always   
 
Getting Unbiased Information
Getting Unbiased Information refers to an individual’s ability to use questions, probes, and interviewing techniques to obtain unbiased information, and then interpret it appropriately. This competency examines one’s ability to use directive, non-directive, and reflective questions effectively; use probes to elicit additional information; recognize latent and manifest meaning; confirm understanding; and obtain agreement.
61. Avoids mentally dwelling for too long on a previous point made by the speaker.
almost never    occasionally    frequently    very frequently    almost always   
62. Uses silence as a constructive listening tool.
almost never    occasionally    frequently    very frequently    almost always   
63. Avoids guessing what is on the other person’s mind until they have a complete picture.
almost never    occasionally    frequently    very frequently    almost always   
64. Prioritizes the key message when the speaker communicates several points.
almost never    occasionally    frequently    very frequently    almost always   
65. Regularly feeds back what was heard to test that his or her understanding is accurate.
almost never    occasionally    frequently    very frequently    almost always   
66. Raises points or arguments previously made by the speaker that he or she has forgotten.
almost never    occasionally    frequently    very frequently    almost always   
67. Tries to understand what the other person is feeling as well as what they are saying.
almost never    occasionally    frequently    very frequently    almost always   
68. Uses different phrasing to ensure that their interpretation of what was said is correct.
almost never    occasionally    frequently    very frequently    almost always   
69. Listens for the overall message or key theme behind the speaker’s words.
almost never    occasionally    frequently    very frequently    almost always   
70. Tries to close any conversation by reflecting back the major things discussed.
almost never    occasionally    frequently    very frequently    almost always   
71. Confirms that he or she has understood the message properly by paraphrasing often.
almost never    occasionally    frequently    very frequently    almost always   
72. At the end of the conversation, summarizes the main points that have been covered.
almost never    occasionally    frequently    very frequently    almost always   
 
Training, Coaching and Delegating
Training, Coaching, and Delegating refers to an individual’s ability to develop people; select the right people; reach agreement on plans for action; keep a balance between input and output; transfer responsibility to the employee; provide feedback effectively; and appropriately reward good performance.
73. Encourages people to look for new learning opportunities.
almost never    occasionally    frequently    very frequently    almost always   
74. Avoids specifying exactly how something should be tackled or done.
almost never    occasionally    frequently    very frequently    almost always   
75. Gently guides people, without imposing own views.
almost never    occasionally    frequently    very frequently    almost always   
76. Looks for specific projects that can provide new challenges for people.
almost never    occasionally    frequently    very frequently    almost always   
77. Does not feel threatened when giving their delegated authority to others.
almost never    occasionally    frequently    very frequently    almost always   
78. Supports people who make minor mistakes in trying something different.
almost never    occasionally    frequently    very frequently    almost always   
79. Avoids any kind of criticism or punishment when people try their best.
almost never    occasionally    frequently    very frequently    almost always   
80. Invites people to take as much responsibility as they think they can handle.
almost never    occasionally    frequently    very frequently    almost always   
81. Avoids jumping in too quickly, even when people make mistakes.
almost never    occasionally    frequently    very frequently    almost always   
82. Offers broad direction on a task and lets people design their own approach.
almost never    occasionally    frequently    very frequently    almost always   
83. Asks people to make suggestions and generate ideas of their own.
almost never    occasionally    frequently    very frequently    almost always   
84. Rewards individuals when they push or stretch their own personal boundaries or limitations.
almost never    occasionally    frequently    very frequently    almost always   
 
Appraising People and Performance
Appraising People and Performance refers to an individual’s ability to carry out a constructive performance appraisal by providing ongoing feedback, jointly evaluating past performance, coming to agreement on future expectations, and developing a plan to see that these expectations are met.
85. Sets clear, specific, and concise goals for self and/or others.
almost never    occasionally    frequently    very frequently    almost always   
86. Agrees to appropriate milestone points when tasks will be discussed.
almost never    occasionally    frequently    very frequently    almost always   
87. Develops appropriately relevant and effective measures for each objective.
almost never    occasionally    frequently    very frequently    almost always   
88. Engages in progressive performance discussions to prevent end-of-year surprises.
almost never    occasionally    frequently    very frequently    almost always   
89. Fully understands how own and others’ performance will be assessed.
almost never    occasionally    frequently    very frequently    almost always   
90. Ensures that performance appraisal is honestly and fairly carried out within the team.
almost never    occasionally    frequently    very frequently    almost always   
91. Does not accept poor or mediocre performance from anyone.
almost never    occasionally    frequently    very frequently    almost always   
92. Makes sure that performance shortfalls are quickly recognized and acted upon.
almost never    occasionally    frequently    very frequently    almost always   
93. Tries to ensure consistency when measuring overall performance.
almost never    occasionally    frequently    very frequently    almost always   
94. Identifies performance indicators that might apply more accurately, where necessary.
almost never    occasionally    frequently    very frequently    almost always   
95. Openly recognizes and applauds the performance successes of others.
almost never    occasionally    frequently    very frequently    almost always   
96. Demonstrates that outstanding individual or group performance is appreciated and/or rewarded.
almost never    occasionally    frequently    very frequently    almost always   
 
Counseling and Disciplining
Counseling and Disciplining refers to an individual’s ability to counsel and discipline in a positive manner to restor the emloyee’s performance to an accepted standard or norm without any loss of "face" (i,e,. respect, trust). This competency examines one’s ability to get the emloyee to accept responsibility for correcting a deviation within an agreed-upon time frame, and reinforce the emloyee’s behavior when it results in improved performance (or taking the appropriate action if no improvement occurs).
97. Sets clear expectations about goals and targets.
almost never    occasionally    frequently    very frequently    almost always   
98. Carefully checks for understanding when performance targets have been set.
almost never    occasionally    frequently    very frequently    almost always   
99. Clearly describes the specific behavior that is expected of people.
almost never    occasionally    frequently    very frequently    almost always   
100. Is quick to spot performance slippage and bring it to the individual’s attention.
almost never    occasionally    frequently    very frequently    almost always   
101. Applies fair and consistant performance standards.
almost never    occasionally    frequently    very frequently    almost always   
102. Works with people to discover why performance "gaps" exist and what can be done to close them.
almost never    occasionally    frequently    very frequently    almost always   
103. Makes sure that employees accept full responsibility for closing any performance gaps.
almost never    occasionally    frequently    very frequently    almost always   
104. Offers direct and genuine assistance to individuals needing performance support.
almost never    occasionally    frequently    very frequently    almost always   
105. Works with under-performing individuals to set improvement targets and milestones.
almost never    occasionally    frequently    very frequently    almost always   
106. Monitors performance consistently and intervenes quickly when necessary.
almost never    occasionally    frequently    very frequently    almost always   
107. Sticks to the facts when engaging in counseling or disciplinary conversations.
almost never    occasionally    frequently    very frequently    almost always   
108. Applies any necessary discipline in a fair and calm manner.
almost never    occasionally    frequently    very frequently    almost always   
 
Identifying and Solving Problems
Identifying and Solving Problems refers to an individual’s ability to identify barriers that interfere with the achievement of goals and apply a systematic set of procedures to eliminate or reduce the causes. This competency examines one’s ability to distinguish between symptoms and problems; collect and weigh evidence relating to causes; and implement the most appropriate course(s) of action.
109. Does not accept data or opinions without clarifying the source.
almost never    occasionally    frequently    very frequently    almost always   
110. Willingly admits to a lack of understanding or information.
almost never    occasionally    frequently    very frequently    almost always   
111. Successfully sequences events or issues where appropriate.
almost never    occasionally    frequently    very frequently    almost always   
112. Quickly separates cause from effect.
almost never    occasionally    frequently    very frequently    almost always   
113. Asks what "end" or purpose is being sought.
almost never    occasionally    frequently    very frequently    almost always   
114. Separates "assumptions" from "hard evidence" when gathering information.
almost never    occasionally    frequently    very frequently    almost always   
115. Carefully specifies exactly what problem is to be solved.
almost never    occasionally    frequently    very frequently    almost always   
116. Categorizes information into groups with similar qualities or attributes.
almost never    occasionally    frequently    very frequently    almost always   
117. Seeks all the relevant information, not just what is presented.
almost never    occasionally    frequently    very frequently    almost always   
118. Checks sources or information of apparent evidence for reliability.
almost never    occasionally    frequently    very frequently    almost always   
119. Tabulates complex data or information when there are several variables.
almost never    occasionally    frequently    very frequently    almost always   
120. Carefully looks for gaps in the information that has been collected.
almost never    occasionally    frequently    very frequently    almost always   
 
Making Decisions and Weighing Risk
Making Decisions and Weighing Risk refers to an individual’s ability to systematically examine options; identify limits, outcomes, and risks to be considered; assign weights to each possible alternative; and select the option that best meets the desired goals and standards.
121. Thinks about the likelihood and consequences of own decisions, where appropriate.
almost never    occasionally    frequently    very frequently    almost always   
122. Tests suggested solutions to see whether or not they will work.
almost never    occasionally    frequently    very frequently    almost always   
123. Asks penetrating questions in order to evaluate possible courses of actions.
almost never    occasionally    frequently    very frequently    almost always   
124. Looks at the "sensitivity" of each major decision.
almost never    occasionally    frequently    very frequently    almost always   
125. Actively determines the intrinsic "worth" of a particular solution.
almost never    occasionally    frequently    very frequently    almost always   
126. Prioritizes the importance or urgency of one opinion versus another.
almost never    occasionally    frequently    very frequently    almost always   
127. Uses modeling tools to determine risk levels.
almost never    occasionally    frequently    very frequently    almost always   
128. Uses "worst case" scenario planning where necessary and appropriate.
almost never    occasionally    frequently    very frequently    almost always   
129. Has a back-up or contingency plan whenever specific solution risks are high.
almost never    occasionally    frequently    very frequently    almost always   
130. Quantifies the influence that significant decisions are likely to have.
almost never    occasionally    frequently    very frequently    almost always   
131. Avoids guessing at the risk of failure.
almost never    occasionally    frequently    very frequently    almost always   
132. Treats own preferred solutions as "provisional" until all consequences have been identified and considered.
almost never    occasionally    frequently    very frequently    almost always   
 
Thinking Clearly and Analytically
Thinking Clearly and Analytically refers to an individual’s ability to apply logic and think analytcially in order to effectively interpret situations and information before deciding what actions to take. This competency examines one’s ability to identify valid premises and draw logical conclusions from them; separate fact from inference and assumption; use inductive and deductive logic effectively; and recognize fallacies, false premises, and generalizations that are based on insufficient evidence.
133. Is inquisitive.
almost never    occasionally    frequently    very frequently    almost always   
134. Suspends judgment until thoughts and data have been fully collected and organized.
almost never    occasionally    frequently    very frequently    almost always   
135. Tries to eliminate bias and prejudice.
almost never    occasionally    frequently    very frequently    almost always   
136. Takes reflection time to adjust own thinking and increase understanding.
almost never    occasionally    frequently    very frequently    almost always   
137. Demonstrates that "truth" can come out of open dialogue with people.
almost never    occasionally    frequently    very frequently    almost always   
138. Is openly willing to hear very different, divergent views.
almost never    occasionally    frequently    very frequently    almost always   
139. Is curious and eager to acquire knowledge.
almost never    occasionally    frequently    very frequently    almost always   
140. Spends time quietly thinking and reflecting.
almost never    occasionally    frequently    very frequently    almost always   
141. Anticipates the consequences of own thoughts and decisions.
almost never    occasionally    frequently    very frequently    almost always   
142. Challenges conventional wisdom.
almost never    occasionally    frequently    very frequently    almost always   
143. Trusts own reasoning ability in all circumstances.
almost never    occasionally    frequently    very frequently    almost always   
144. Is good at determining relevance.
almost never    occasionally    frequently    very frequently    almost always   

Price for this assessment $24.95


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