Saskatchewan Public Service MANAGEMENT COMPETENCY DICTIONARY
Government of Saskatchewan
June 1, 1998
Table of Contents
Page Introduction ii Problem Solving
Conceptual Thinking1 Innovative Thinking2 Strategic Orientation3 Leadership
Change Leadership4 Sharing Responsibility (core)5 Holding People Accountable (core)6 Team Leadership (core)7 Interpersonal Influence容易的反义词
Impact and Influence8 Listening, Understanding and Responding (core)9 Networking (core)10 Teamwork (core)11 Personal and Corporate Effectiveness
生化汤的作用Results Orientation (core)12 Commitment to Learning13 Client Service Orientation (core)14 Concern for Political Impact15 Flexibility16 Organizational Awareness17 Planning and Initiative18 Management Competency Matrix
Introduction
The Management Competency Dictionary provides a detailed description of the behavioural competencies, their associated measurement scales and the target levels for high performance associated with each of the management roles within the Saskatchewan Public Service.
A competency is any knowledge, skill, or personal attribute which enables a person to deliver successful performance. In other words, competencies are a way to identify what it means to be a superior performer within an organization.be的现在分词
There are two types of competencies; behavioural and technical competencies. While each is important, behavioural competencies most often differentiate superior performance.
For each behavioural competency, there is a description or definition of what it means
and a scale of behaviours associated with it called a competency measurement scale.
The behavioural scale associated with a specific competency defines various levels of performance for that competency. The levels reprent the noticeable differences in performance that can be obrved and measured. The scales are numbered in ascending order (from three to six levels, dep
ending on the competency) with each level being more difficult to perform than the previous level. The levels are referred to as target levels and there is a behavioural description illustrating the level of performance
for each.
The competencies are organized into four clusters: Problem Solving, Leadership, Interpersonal Influence, and Personal and Corporate Effectiveness. There are eight core competencies which are associated with all management roles as well as ten competencies which differentiate between the various management roles.
In addition to this dictionary, behavioural competency profiles are available for each management role.
Conceptual Thinking
Conceptual Thinking: Understands a situation or problem by identifying patterns or connections and addressing key underlying issues. Conceptual thinking includes organizing the parts of an issue or situation in a systematic way.
Target Levels:
1.Sees Basic Relationships: Links parts of a problem to a broader t of issues or
relationships. Sees patterns or trends when looking at information.
2.Sees Multiple Relationships: Analyzes relationships among veral parts of an
issue or situation. Us multiple associations of events and applies concepts from other fields when analyzing events or situations.
3.Clarifies Complex Data or Situations: Us alternative ways of looking at issues草房子主要内容
or problems and linking complex information to a solution. Analyzes, plans and integrates concepts into a structured and rational process. Makes complex ideas or situations clear, simple and/or understandable. Asmbles ideas, issues and
obrvations into clear and uful explanations and solutions.
4.Applies Complex Concepts In Area of Responsibility: Adapts and applies
concepts in new ways that improve the delivery of information and programs in support of departmental priorities. Identifies veral solutions and weighs the value of each in moving the work of the department forward.
5.Creates New Concepts That Advance the Departmental Priorities: Creates
and applies concepts that are new and different to advance departmental direction.溪降
Demonstrates leadership in thinking and integrating efforts with stakeholders
谟涅摩叙涅internally and externally that clearly influences program management.
Innovative Thinking
Innovative Thinking: Takes an innovative approach to problem solving. It includes the ability to “think outside of the box”, to go beyond the conventional, and a willingness to try out different solutions. At the higher levels, it is the ability to champion innovation and encourage new ideas from employees.
Target Levels:
1.Is Open to New Ideas: Is open-minded when prented with a new perspective,
and will not automatically dismiss new ideas. Will accept other solutions when conventional methodology does not work.
2.Questions Conventional Methodology: Questions and challenges the quality
of conventional work methodology. Is prepared to try out different solutions. Is prepared to take the unorthodox approach.
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3.Thinks Laterally: Generates varied solutions to problems. Thinks laterally
(“outside of the box”) to identify new solutions. Will consider the radical or
unconventional. Is prepared to look beyond the data for solutions. Is innovative and creative when generating solutions.
4.Is Agile in Respon to Change: Anticipates and responds to external change.
Is flexible when faced with external constraints, and adapts methodology and ideas quickly to immediate or anticipated changes in the external environment.
5.Champions Innovative Thinking: Encourages new ideas from employees.
Generates and maintains a creative environment amongst the team. Genuinely values and champions innovation.花呗不还会有什么后果
