ManagementPro™




ContentsPage

Snapshots
     Management Profile1
     Management Style2
     Sales Management Functions (optional)3
 
Orientation & Coaching Factors
     Self Management4
     Motivational Structure5
     Independence Potential6
 
Communication Style & Attitude Survey7
 
Emotional Quotient8
 
Commitment Reluctance Report
     Overall Commitment Reluctance Score9
     Attitudes Towards Others10
     Implementation of Commitment11
     Perception of a Career in Management12
 
Summary of Scales13
 
Candidate Feedback Report
     Personal Strengths/Career Needs1
     What To Seek/What To Avoid In Jobs2




MPP3# 000000 for Sample Person on June 20, 2002

©1995-2002 Selection Testing Consultants Intl Ltd







 
 ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 1 

Management Profile

MANAGEMENT PROCESS (structure)
Thrives on fluid/adaptive structure Needs existing structure
  A measurement of a person's self-management potential, specifically in the ability to plan, organize and implement plans of action.

MOTIVATIONAL STRUCTURE
Intense challenge motivation Challenge/Service Service/Security
  Reflects the relative importance of challenge, service, and security as key motivators for the person.

APPROACH TO LEARNING
Highly analytical Learns only what is necessary
  Relates to the importance of this person's learning new things and comfort in transferring knowledge to others.

TASK ORIENTATION
Short term, intensive Long term, relaxed
  Reflects this person's sense of urgency and importance of daily goals and objectives.

PEOPLE DEVELOPMENT
Outgoing; personable; empathetic Balanced Technical; factual; analytical
  Reflects this person's natural style when training and helping others in areas of development.

SELF DIRECTED
Their actions dictate future outcomes Other factors dictate future
  Reflects the degree that this person believes he/she is in control of the future through his/her own actions.

COMFORT WITH CONFLICT
Comfortable, might create conflict Prefers to avoid conflict situations
  Reflects the tendency of an individual to be comfortable with or avoidant of conflict with others.

EMOTIONAL QUOTIENT (EQ)
Understands & uses emotional information Relies on non-emotional information
  The ability to monitor the emotions of one's self and others and to act accordingly.

LIFESTYLE MANAGEMENT
Coping effectively at this time Requires additional coping skills
  Assesses an individual's current effectiveness in coping with a demanding lifestyle.


 
 ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 2 

Management Style

LEADERSHIP
Autocratic Democratic Team Member
  A measurement of a person's natural leadership style and approach with others.

COMMUNICATION STYLE
People oriented Balanced Factual/Analytical
  Reflects a person's approach to communicating with others on an interpersonal level.

IMPLEMENTATION STYLE
Directive/demanding Permissive/supportive
  An indication of a person's approach to implementing goals, objectives and strategies.

APPROACH TO MOTIVATING OTHERS
High energy/enthusiastic Relaxed/detached
  A measure of a person's natural approach to motivating others.

DECISION MAKING
Quick/decisive Methodical
  Reflects the amount of information required to make a decision and the speed of the decision making process.

FEEDBACK STYLE
Only if necessary Enjoys giving and receiving feedback
  An indication of a person's comfort and need to give and receive feedback.

COACHING ORIENTATION
Performance/results Results/people Accepts modest performance
  An indicator of this person's coaching style and the relative balance of focussing on results vs. people.


 
 ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 3 

Sales Management Functions (optional)*

RECRUITING/ATTRACTION
Excellent Good Caution
  The potential to attract a high volume of recruits.

SALES TRAINING & DEVELOPMENT
Excellent Good Caution
  The natural inclination to train and develop new representatives.

SALES FORCE GROWTH
Excellent Good Caution
  The ability to grow the size of a sales force.

PEFORMANCE MANAGEMENT
Potentially demanding Accepting of modest performance
  An indicator of this person's performance expectations as they relate to managing a sales force.

OVERALL RECOMMENDATION
Excellent Good Functional
  An overall assessment of this individual's potential as a sales manager.



* If you are not interested in assessing this candidate's potential as a Sales Manager, then please disregard this page.

 
 ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 4 

Orientation & Coaching Factors

Self Management


EPENTERPRISING POTENTIAL (EP)
89
PROACTIVE RESPONSIVE


SELECTION CONSIDERATIONS
Task Orientation
As an exceptionally strong self-manager, his expectation of others will be that they too are completely capable self-managers in all aspects of planning, managing their time, taking initiative, etc. He will lead by example in being a self-manager.
What is His Entrepreneurial Style Likely to Be?
As an exceptionally enterprising person, he will manage others in an assertive, aggressive, and intensely results-oriented way. He will be extremely competitive in all aspects of his dealings with others.
Conflict Resolution
At this extreme level of non-acquiescence, he will be a person who seeks problems, perhaps even unwittingly creating some, in order to solve them.

QUESTIONS
  • What kind of natural orientation does he have towards being a self-manager, i.e., how quickly and effectively can he learn to plan and organize himself and manage his time to get the daily, weekly etc. objectives met?
  • How willing is he to take any learning opportunities to develop his self-management potential for use within the career, either from within the company or through outside sources?
  • Ask about any specific tasks or requirements he may have had in the past which will show how he can take the requirement, convert it into a plan for action and how he manages his time and focuses his effort each day to get the job done. Ask him for references to verify the examples.


  • DEVELOPMENTAL SUGGESTIONS
    Self Management Potential - Structure Component
    For a person showing such exceptionally strong self-management potential, the approach should be to build on those potential strengths by offering any training/learning experiences to flush out, refine or redirect the individual's existing self-managing behaviors.
    Self Management Potential - Monitoring Processes
    He may have well developed self monitoring processes in place but perhaps at an unconscious level. For top performance and to help this individual achieve his potential, a self structured monitoring system will reinforce these skills in the new work environment. To maximize management learning opportunities and performance development, the evaluation processes need to be formalized.

    MATCHING CONSIDERATIONS
    MENTORING by a person who is flexible in his/her demands and who prefers others to be self-sufficient self-managers. Associates should be exceptionally strong natural self-managers.

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 5 

    Motivational Structure


    APACHIEVEMENT POTENTIAL (AP)
    31
    $ AND/OR CHALLENGE PEOPLE AND SERVICE SAFETY AND SECURITY


    SELECTION CONSIDERATIONS
    Personal Motivation Pattern - Impact on Others
    Interpersonal skills and continuing positive relationships are extremely important to his satisfaction. He will be comfortable and prefer to relate to associates, peers and superiors on a very personal basis.
    Effective Reinforcement Processes
    For this person, the paramount reason for being in management is the opportunity found there to face major challenges - and win - and the substantial payoff that comes with this kind of success. He is unlikely ever to tolerate truly uncommitted people, but it would be wise to try to teach him to be at least somewhat flexible with people who are less obviously challenge/money oriented. Keep in mind however, that this may be an essentially unchangeable feature of this person because it is such a strong characteristic.

    QUESTIONS
  • Ask him to tell you how he really feels about things like challenge, earning lots of money, doing what is best for other people and/or for himself and whatever else he feels motivates him the most. Ask him to tell you which things motivate him the most - and which are the least important motivators.
  • Can he give you any examples of outstanding productivity of any kind, in any job or outside activity over the past two years? Check his examples with his business and personal references.
  • Has he had any especially challenging experiences in school, sports, politics, part-time or full-time jobs etc.? Has he ever had to really push himself to overcome a difficult problem? Did he hold one or even more part-time or full-time jobs while attending school?


  • DEVELOPMENTAL SUGGESTIONS
    Maximize the strength of this individual by coaching on strategies to help him conduct business in an efficient manner. He would welcome a method to monitor his performance and to maximize the outcome of his commitment to striving for success. If ongoing service is an important component of his position, emphasize the importance of follow-up as a long term customer growth strategy.

    MATCHING CONSIDERATIONS
    MENTORING by someone who is visibly challenge motivated but who has developed an effective approach to people who are less $ motivated and more service oriented + associates who are primarily motivated by challenge.

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 6 

    Independence Potential


    IPINDEPENDENCE POTENTIAL (IP)
    49
    VERY INDEPENDENT INDEPENDENCE ORIENTED TEAM ORIENTED   VERY TEAM ORIENTED


    SELECTION CONSIDERATIONS
    How will He Express Independence?
    He has a very strong orientation towards independence, so much so that it will be an issue as a manager if others don't recognize and accept it.
    How will He Express Team Orientation?
    As a strong team leader, he will be aware of the actions he takes to take the leadership role. He would expect or persuade others to follow.
    Leadership Style
    He is probably a leader ONLY for a group of similar individuals. His independence is so strong that he will not tolerate anything but strong independence in associates. Neither will he tolerate much structure from superiors who want to exercise any visible level of control over him. This person must have superiors and associates who are very much like himself on this factor to have any chance for a productive, CONTINUING relationship.

    QUESTIONS
  • How much freedom, independence and autonomy has he had in his most recent job(s)? What did he accomplish within whatever constraints were placed upon him? How much supervision was he given? How did he feel about the type and quantity of supervision he received? Did it help or get in the way of getting the job done? Examples? Check with references.
  • In the past five years has he ever come into conflict with a supervisor over any issue relating to his need for a great degree of independence? What were the circumstances and how was the conflict resolved? References.
  • Can he give some examples of circumstances within which he took on, either voluntarily or by assignment, additional responsibilities either on the job or outside of work? How successful was he in meeting the challenge of these additional responsibilities? Check with references.
  • What does he see as the best kind of work environment for himself in terms of being supervised, in terms of being part of a team and in terms of team leadership by himself and/or others? How does he feel about having the opportunity to be creative and innovative within his potential jobs and eventual career development path?


  • DEVELOPMENTAL SUGGESTIONS
    He will value training and coaching that seeks to obtain his commitment rather than compliance to the existing business systems. The manager must have the flexibility to feel comfortable with a strong-minded, independent performer. A well focused and intensive learning experience that continues until he achieves a specific performance standard is recommended.

    MATCHING CONSIDERATIONS
    MENTORING by a person who, as an exceptionally independent person himself, has successfully managed a group of team members + associates who are totally self-sustaining and extremely independent.

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 7 

    Communication Style

    People Orientation & Investigative Orientation


    POPEOPLE ORIENTATION
    7
    Warm/friendly

    Implications
    Interpersonal Style
    Interacting with people in a comfortable way in the workplace would be accepted by this person and he will balance interpersonal considerations with content considerations.

    Matching Considerations
    MENTORING by a successful person who has shown that he or she can build good supportive relationships among associates + associates likely to build good relationships with or without active intervention on the part of the manager.



    INVINVESTIGATIVE ORIENTATION
    -20
    factual/analytical

    Implications
    Approach to Technical Competence
    Applied learning would be his preferred teaching approach.
    Acquiring Technical Competence
    Theoretical learning without practical application might be considered unnecessary. Gain commitment and an understanding of the practical value of crucial areas.

    Matching Considerations
    MENTORING by a technically competent person who knows first hand through his or her own struggles that despite a low inclination to technical learning, with a will it can be achieved and maintained + associates who are much stronger in their natural inclination to self and technical development than he


    Attitude Survey

    Self DirectedLifestyle Management
    Self-Confidence/Self-Control Issues
    This result shows a better than average sense of self-confidence and a belief that he is generally in control of much of his own life.
    Lifestyle-Coping Issues
    An above average (positive) result indicating that he is dealing well with any current life stressors.
    4258
    SDLM

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 8 

    Emotional Quotient

    The ability to understand and apply emotional information about ourselves and others effectively.


    SELF AWARENESS I: MOOD LABELING
    Demonstrates ability to label emotions Needs development
      A measure of a person's ability to accurately label personal feelings and emotions.


    SELF AWARENESS II: MOOD MONITORING
    High monitoring Optimal monitoring Low monitoring
      A measure of the amount of energy a person puts forth in monitoring his/her own feelings and emotions.


    SELF CONTROL
    Demonstrates good self control Needs development
      A measure of a person's restraint as it relates to one's control over his/her impulses, emotions, and/or desires.


    MANAGING EMOTIONAL INFLUENCES
    Perseveres Focus can change
      A measure of a person's ability to manage emotional influences that would prevent him/her from taking those actions that he/she believes are necessary in dealing effectively with everyday situations and/or meeting personal goals.


    EMPATHY
    Recognizes emotions in others Shows difficulty in recognizing emotions
      A measure of a person's ability to understand the feelings and emotions of others.


    SOCIAL JUDGEMENT
    Demonstrates judgement Needs development
      A measure of a person's ability to make appropriate decisions in social situations based on the emotional states of others.


    OVERALL
    Understands & uses emotional information Relies on non-emotional information
      An overall measure of how well a person understands emotional information and uses it effectively.



     









    ManagementPro™

    Commitment Reluctance Report






    "The orientation of a manager to ask for commitments from associates and hold them to their commitments."







    Overall Commitment Reluctance Score = 62


    Excellent Good Needs Training and Coaching
    Has the potential to strongly pursue commitment from others Might avoid asking for high levels of commitment





    MPP3# 000000 for Sample Person on June 20, 2002

    ©1995-2002 Selection Testing Consultants Intl Ltd









     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 10 

    Attitudes Towards Others


    Very Good Average Caution Highly Sensitive
    Robust Attitudes to Others' Feelings Afraid of How Others Will Feel About Him/Her


    Overview

    His above average score on the sensitivity to rejection scale indicates that he would tend to be quite firm in asking for commitments and expecting associates to keep commitments. He would probably be aware of an employee's feelings but does not appear to have an overly strong need to be liked by everyone or a fear of not being liked by others. As a result, he is very unlikely to confuse personal feelings toward an employee and allow them to interfere with asking for the commitments necessary to reach goals and objectives.


    Question Analysis

    Item analysis reveals that his responses to the following items give rise to some concern with respect to this scale.
    • To be a successful manager, it is essential to be persistent in holding employees to commitments.

    • I have met very few people whom I do not like.


    Candidate Interview Questions
    • In work situations, do others tend to approach you or do you usually initiate contact? Why?
    • What strategies do you use to get new associates or employees to like you?
    • To be an effective manager, how important is it that your associates like you?
    • How important is it to get your employees to like you?
    • In your assessment of your manager or coach, how much of your assessment is based on the feelings you have toward the manager? Have you rated your manager poorly even though you liked the individual? Why?
    • Who is the most effective manager you know? Why is that individual so popular?
    • What are the common characteristics of people you like?
    • What are the common characteristics of people you do not like?

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 11 

    Implementation of Commitment


    Strong Average Caution
    Will implement requirements Might avoid difficult or unpopular requirements


    Overview

    He would be relatively comfortable at implementing new initiatives that would be considered evolutionary rather than revolutionary. Major changes or relatively unpopular decisions would require a longer process of implementation and strong agreement and commitment to the goals associated with the initiatives. If he encountered any resistance to the decision, he would require the support of a strong mentor to assist with the ongoing implementation strategy. The mentor would need to focus on strategies to maintain his commitment to the organizational and professional benefits of the new initiative.


    Question Analysis

    Item analysis reveals that his responses to the following items give rise to some concern with respect to this scale.
    • I feel comfortable promoting myself and my company at social gatherings.


    Candidate Interview Questions
    • Have you considered the commitments necessary to be effective in a management role? If yes, what are the major commitments that you will need to make to be effective? If no, why not?
    • Is it important for a manager to promote his/her company or organization? Why? or Why not? Have you ever been in a situation where you had to defend your company or organization? If yes, what happened? If no, how would you approach such a situation?

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 12 

    Perception of a Career in Management


    Very Positive Has Some Concerns



    Overview

    The selection process should explore the motivation of this individual for considering a management career. It will be essential to assure that he wants the benefits associated with a career in management rather than simply not being satisfied with his current job or employment situation. The company should avoid over selling the benefits of the management career. It will be essential to establish his specific career goals relative to the management position.


    Question Analysis

    Item analysis reveals that none of his responses to the questions on this scale raises any concerns.

    Candidate Interview Questions
    • How would you describe your ideal career? How does this career in management fit into your career planning?
    • What have you enjoyed the most about your current or most recent job? What would you change about it if you could?

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 13 

    Summary of Scales


    EPENTERPRISING POTENTIAL (EP)
    89
    PROACTIVE RESPONSIVE

    APACHIEVEMENT POTENTIAL (AP)
    31
    $ AND/OR CHALLENGE PEOPLE AND SERVICE SAFETY AND SECURITY

    IPINDEPENDENCE POTENTIAL (IP)
    49
    VERY INDEPENDENT INDEPENDENCE ORIENTED TEAM ORIENTED   VERY TEAM ORIENTED

    CWCCOMFORT WITH CONFLICT
    46
    COMFORTABLE WITH CONFLICT AVERAGE AVOIDS CONFLICT

    EQ2000EMOTIONAL QUOTIENT (EQ2000)
    69
    HIGH EMOTIONAL AWARENESS RELIANCE ON NON-EMOTIONAL INFORMATION

    PAGE 1 SCORES
     
    Enterprising People Oriented Achievement Oriented Independent
    Power Scores 145 7 127 127
    Neutr Scores 56 -20 57 78
    Acquiescent Investigative Relaxed Team Oriented
    163 89 102 31 49
    REAL EP BL AP IP
    111
    PS
     
    PAGE 2 SCORES
     
          42       58       62       27
          SD       LM       CR       UC

     









    Candidate Feedback On The Results Of The


    ManagementPro™





    An Overview of Your Personal Characteristics & Career Strengths


    ContentsPage

    Personal Strengths/Career Needs1
    What To Seek/What To Avoid In Jobs2


    Thank you for taking the time to complete the ManagementPro.
    The following information identifies several of your personal strengths that are important to your career planning. The objective of the MPP is to match you to the "best fit" position that will capitalize on your strengths and maximize your chances for a successful, rewarding career.

    John C. Marshall, Ph.D.








    MPP3# 000000 for Sample Person on June 20, 2002

    ©1995-2002 Selection Testing Consultants Intl Ltd





     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 1 

    Personal Strengths/Career Needs



    In Terms of Enterprising vs Support Role Possibilities
    You would be described as extremely competitive, enterprising, assertive, aggressive, tough minded, determined and goal oriented. You may display new and creative ways to reach your personal and work objectives and you will be self-evaluative and sometimes critical of your own performance. Given a goal, objective or requirement, you would be able to develop your own plan, manage your time and focus your effort on a daily basis to reach your goals. Being a self-manager should come very naturally to you and these skills should be refined through formal training and/or on-the-job experience.


    In Terms of Your Style & Strength of Various Motivations
    Compared to others, you would be described as extremely achievement oriented, hard driving, eager, active and impatient. You will find challenge a reason in itself for striving to achieve because when you do accomplish something of value you will feel good about yourself. In a job, both the challenge of the work itself and the rewards for doing the job well and being productive will be strong motivators. High income as well as your sense of personal satisfaction would be your way of keeping score on how well you are reaching your goals.


    In Terms of Your Independence vs Your Need to Be in the 'Team'
    You would be described as extremely strong minded, stubborn, demanding, firm independent and resolute. You would seek responsibility and dislike constant supervision. Your result indicates that you are an individual interested in developing your own skills, and innovative in developing your own procedures or methods of approaching business, perhaps even to the extent of conflicting with existing company procedures. In a team situation you would be most likely to move as quickly as possible into a team leadership role if you decided to participate in the team at all.


    In Terms of Your Orientation Towards the 'People' Side of Business
    You would be described as quite sociable, enthusiastic, cheerful, genial and outgoing. You would enjoy personal relationships and interactions, and would make a good company representative in terms of customer satisfaction and personal and company public image. You value initial and ongoing interpersonal relationships.


    In Terms of Your Orientation Towards Technical & Practical Concerns
    Jobs with a heavy technical orientation will be less satisfying for you as compared to jobs which better match your characteristics to the job opportunity. Extensive intellectual, conceptual and detailed work is not particularly appealing. You could experience some difficulty in coping with certain demanding, technically-oriented jobs, and you might want to ask for assistance in support of your efforts on projects that are detailed, complex or highly technical.

     
     ManagementPro™ (MPP3# 000000 for Sample Person on June 20, 2002) Page 2 

    What To Seek/What To Avoid In Jobs


    What Should You Look for In a Job/Career that Matches You Best?

    + Look for opportunities to create your own work structure and to develop your self-management skills by training in time management and activity planning. The opportunity to put solid effort into the job each day is a real plus for you as you know that effort invested consistently will produce the results you seek in both productivity and recognition.

    + Seek positions with an exceptional requirement and opportunity for challenge and for the financial rewards which go with succeeding under very high pressure. You will find that some things that you do just for the challenge are rewarding in themselves so a job which has no real limits to it in terms of challenge, as well as the more common financial reward and recognition for outstanding performance, would be ideal.

    + Look for employment that will provide you with a lot of freedom of action to be creative in developing your own ways to do business. You should seek a supervisor that likes staff to think for themselves and work independently.

    + You should look for employment that provides you with people contact or some public relations opportunities. You derive satisfaction from interaction with other people in both personal and work environments.

    + You should focus on jobs which employ other than highly advanced technical competencies. There are lots of things you can do and lots of challenges that you can take on in other areas which will provide you with personal and work satisfactions.



    What Should You Avoid in Jobs/Careers that Don't Match You?

    - Avoid tightly and rigidly structured work situations. If there is no room to put your personal touch to work in organizing and managing yourself, the job may become too constricting for you. Try to avoid jobs that may limit your self-management skills development which is a very strong need in you for your personal productivity and your sense of satisfaction with any job.

    - Avoid mundane, unchallenging and repetitious jobs, especially those which essentially reward everyone for attendance rather than performance. Jobs with limits on performance/income or jobs which intentionally or unintentionally penalize the highest performers by placing limits on them are not for you.

    - Avoid work circumstances in which you would be expected to follow rigorous rules and be under close and continuing supervision for an extended period. However, you should be careful not to give people the impression that there is little anyone can teach you.

    - You should avoid employment in jobs that have only limited feedback from others. You should also not be in situations that isolate you from others.

    - Avoid jobs that have as a major basic feature very strong technical, factual and analytical requirements. While you may well be able to do the job, employment of this nature probably would not be a source of satisfaction for you.