ManagementPOP™


ContentsPage

Overall Recommendation  
 
Snapshots
     Management Profile1
     Management Style2
     Sales Management Functions (optional)3
 
Orientation & Coaching Factors
     Self-Management4
     Motivational Structure5
     Independence Potential6
 
Communication Style & Attitude Survey7
 
Emotional Intelligence8
 
Commitment Reluctance Report
     Overall Commitment Reluctance Score9
     Attitudes Toward Others10
     Implementation of Commitment11
     Perception of a Career in Management12
 
Summary of Scales13
Responses from Opinions Section14
 
Candidate Feedback Report
     Personal Strengths/Career Needs1
     What To Seek/What To Avoid In Jobs2




MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021

©1979-2024 Selection Testing Consultants International Ltd

 
 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)Page 1 

Management Profile

MANAGEMENT PROCESS (structure)
Thrives on fluid/adaptive structureNeeds existing structure
 Measures an individual's self-management potential, specifically in the ability to plan, organize and implement plans of action.

MOTIVATIONAL STRUCTURE
Intense challenge motivationChallenge/ServiceService/Security
 Reflects the relative importance of challenge, service, and security as key motivators for this individual.

APPROACH TO LEARNING
HighLow
 Relates to the importance of this person's eagerness to learn new things and comfort in transferring knowledge to others.

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

PEOPLE DEVELOPMENT
xExtrovertedBalancedxIntroverted
 Reflects this person's natural style when training and helping others to develop.

SELF-DIRECTED
Their actions dictate future outcomesOther factors dictate future outcomes
 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 conflictPrefers to avoid conflict situations
 Reflects the tendency of an individual to be comfortable with or to avoid conflict with others.

EMOTIONAL INTELLIGENCE
Understands & uses emotional informationLow emotional awareness
 Reflects the ability to monitor the emotions of oneself and others, and to act accordingly.

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

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Management Style

LEADERSHIP
AutocraticDemocraticTeam Member
 Measures a person's natural leadership style and approach to working with others.

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

IMPLEMENTATION STYLE
Directive/demandingPermissive/supportive
 Indicates a person's approach to implementing goals, objectives and strategies.

APPROACH TO MOTIVATING OTHERS
High energy/enthusiasticRelaxed/detached
 Measures a person's natural approach to motivating others.

DECISION-MAKING
Quick/decisiveMethodical
 Reflects the amount of information required to make a decision, and the speed of the decision-making process.

FEEDBACK STYLE
Only if necessaryEnjoys giving and receiving feedback
 Indicates a person's comfort with and need to give and receive feedback.

COACHING ORIENTATION
Performance/resultsResults/peopleSupportive
 Indicates this person's coaching style and the relative balance of focusing on results vs. people.

©1979-2024 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)Page 3 

Sales Management Functions (optional)*

RECRUITING/ATTRACTION
ExcellentGoodCaution
 The potential to attract a high volume of recruits.

SALES TRAINING & DEVELOPMENT
ExcellentGoodCaution
 The natural inclination to train and develop new representatives.

SALES FORCE GROWTH
ExcellentGoodCaution
 The ability to grow the size of a sales force.

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

OVERALL RECOMMENDATION
ExcellentGoodFunctional
 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.
©1979-2024 Selection Testing Consultants International Ltd
 
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Orientation & Coaching Factors

Self-Management


EPSELF-STARTING (ENTERPRISING POTENTIAL)
-16
 DRIVE & AMBITION LESS DRIVE & AMBITION


SELECTION CONSIDERATIONS

Task Orientation
At this level of self-management potential, he/she is most comfortable in a well-structured work/management environment with ongoing direct monitoring and evaluation systems.

What is His/Her Entrepreneurial Style Likely to Be?
He/She is most comfortable in a work environment with a process that focuses on a clear set of aims and objectives. Equally, he/she will expect and help associates remain on track toward their targets.

Conflict Resolution
If the role of manager requires him/her to be involved in resolving any level of conflict, he/she might agonize before getting to the issue.

QUESTIONS
  • Ask him/her how he/she feels about a process- or support-oriented position. Does he/she feel that this type of position is where he/she can make his/her best contribution to the organization?
  • Does he/she have any previous experience in his/her jobs or in other activities, such as volunteer work, that shows how well he/she can adapt to and perform in a support or service role? Get any details and talk to his/her personal and work references about the examples.
  • Can he/she give you illustrations of how well he/she has fitted into other jobs? How quickly has he/she been able to learn whatever was required, and how carefully did he/she follow the established procedures? Check references.
  • Is he/she willing and does he/she expect to take more training for the next job, and will he/she take other recommended upgrading or personal skills development training on his/her own time? Has he/she done this recently? Examples?
DEVELOPMENTAL SUGGESTIONS

Self-Management Potential - Structure Component
Training in understanding and applying existing structures and systems would help this individual develop a managerial level of time management and activity planning skills. Coaching in the practical implementation of these skills would further refine competency levels.

Self-Management Potential - Monitoring Processes
Individuals with this result on this characteristic require commitment and training to help them use monitoring systems for feedback and performance evaluation. This person will be more or less accepting of being monitored by others, but needs a structured process to report to a superior on activities and results.

MATCHING CONSIDERATIONS

MENTORING by a much stronger self-manager role model. Match with associates who have relatively strong self-management potential who will not need a strong manager to be effective.

©1979-2024 Selection Testing Consultants International Ltd
 
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Motivational Structure


APWHAT MOTIVATES(ACHIEVEMENT POTENTIAL)
-2
 CHALLENGE/PERFORMANCE/URGENCYPEOPLE/SERVICESECURITY/PEOPLE DEVELOPMENT


SELECTION CONSIDERATIONS

Personal Motivation Pattern - Impact on Others
While interaction with others at a good, comfortable level is desired by this person, he/she should be able to deal effectively with staff, co-workers and superiors in either a close or moderately distant relationship.

Effective Reinforcement Processes
People/service and money/challenge are both major considerations for this type of person. Similarly, both recognition and personal good feelings about helping others to be successful, plus the personal 'win' that comes with accomplishing this, will be the major attractions to a position in management. While he/she will always try to keep a balanced perspective on both the people and financial issues in the job, the financial issues would be the bottom-line consideration in eventually resolving most cases of perceived poor performance by others.

QUESTIONS
  • What are the pattern and the relative strengths in the motivating forces at work in this person, as he/she sees them? Does the pattern reflect the strengths and balances suggested by the profile results? If not, it is possible that the individual has not yet really tapped into the best pattern to maximize both his/her productivity and satisfaction. Ask him/her to think about it, and then tell you what he/she feels motivates him/her best and most often, and how this motivation is turned into action. Look for and ask for specific examples that could be evaluated as to the INTENSITY and DURABILITY of effort he/she puts into them. Do the examples, which you must verify with his/her references, reflect an adequate orientation to bottom-line results? Do they reflect a powerful commitment to people and service considerations? Do they reflect an overly strong concern with stability and security for him/herself?
  • Has he/she done anything really demanding in the last two years toward his/her own personal and professional development? Is he/she willing to make the commitment of time and effort to develop any skills or gain any experience necessary in his/her prospective career path?
DEVELOPMENTAL SUGGESTIONS

He/She has the energy to succeed, and will profit from coaching in techniques for identifying client needs and sustaining client relationships. He/She will value positive feedback that should be systematically requested in all activities. He/She will also monitor his/her effectiveness based on recognition from his/her coach or mentor. Therefore, it is recommended that his/her coach provide more positive feedback by assisting with the self-management of both results and activities. Training in managing effort would help him/her feel successful everyday. As a persuasive/persistent individual, he/she will learn best from a coach or mentor who has a style or approach that is well-matched to his/her own personality.

MATCHING CONSIDERATIONS

MENTORING by a coach who can and has shown that when you build long-term business strategies, the rewards will come. Match with associates who are at least as much, or even a little more, obviously challenge-oriented than this person.

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Independence Potential


IPINDEPENDENCE POTENTIAL (IP)
16
 VERY INDEPENDENTSOMEWHAT INDEPENDENT   VERY TEAM ORIENTED


SELECTION CONSIDERATIONS

How will He/She Express Independence?
With a slightly above average feeling for independence, he/she does not make the independence of associates a primary issue, but would like to see it develop.

How will He/She Express Team Orientation?
Within a team, he/she will exhibit quiet but visible leadership behavior. Management decision making style would depend on persuasion, as opposed to imposition.

Leadership Style
This level of independence indicates that he/she should be able to work comfortably and productively with people whose own independence levels range from moderate to very strong. People who are much less independent that they tend to become dependent on the manager or others would be a turn-off for him/her. He/She should be flexible enough to be effective with all of these people, except the dependent types, as an effective leadership example.

QUESTIONS
  • In the last few years, what level of independence of action has he/she had in his/her job(s)? Within the boundaries of the freedom and autonomy allowed, what did he/she manage to achieve? Could he/she have achieved more with more freedom? How much supervision was he/she given? How did he/she feel about the type and quantity of supervision he/she 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/she ever come into conflict with a supervisor over any issue relating to his/her need for a great degree of independence? What were the circumstances, and how was the conflict resolved? Check with references.
  • In the past few years, are there any situations, either on the job or in his/her personal life, where he/she took on significant added responsibilities? Are these added responsibilities still there? What did he/she do to cope with the added pressure? How successful has he/she been? Who can we ask for feedback about these added responsibilities?
  • What does he/she see as the best kind of work environment for him/herself, in terms of being supervised, in being part of, or the leader of the team, and in terms of having the opportunity to be creative and innovative within his/her job and his/her eventual career development path?
DEVELOPMENTAL SUGGESTIONS

He/She will value training and coaching that seeks to obtain his/her commitment to the existing business systems through a mutually agreed-upon process. His/Her manager must enjoy coaching an independent type of performer who works most effectively within his/her own system. The policies and procedures of the organization or company should ideally allow for individual input and adaptation. He/She will respond well to initial training and learning that is focused on the basics, and then encourages immediate application. Regular coaching sessions should be arranged on a proactive basis.

MATCHING CONSIDERATIONS

MENTORING by a trainer/manager who has a reputation as a great team leader for groups where both performance and people matter. Match with associates who range from being high-performance team players through those who are quite independent.

©1979-2024 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)Page 7 

Communication Style


POPEOPLE ORIENTATION
-15
 xExtrovertedBalancedxIntroverted

Implications
Interpersonal Style
Interactions at work are seen by this person as issues that are of great concern mainly in the way they affect learning. Time and energy will be committed to growth and development.

Matching Considerations
MENTORING by a manager who is definitely more of a “people person” than this person is, to serve as a socialization role model. Match with associates who don't need a manager who is always outgoing, warm and friendly.


INVDETAIL ORIENTATION
11
 High Low

Implications
Approach to Technical Competence
Learning/teaching are fun, and he/she manages/trains with that perspective.

Acquiring Technical Competence
He/She has an exceptionally strong interest in the technical/practical aspects of the job. He/She should learn necessary content material easily and with enthusiasm. He/She is probably very committed to self-development.

Matching Considerations
MENTORING by a technically competent manager who is good at applying new learning to the business. Match with associates who are turned on by technical and training opportunities.




Attitude Survey

Self-DirectedLifestyle Management
(Self-Confidence/Self-Control Issues)(Lifestyle-Coping Issues)


This score often reflects recent situations that he/she felt were influenced by circumstances out of his/her control.


This person could be experiencing life circumstances that are somewhat stressful and require additional coping strategies.
-4
Self
Directed
18
Lifestyle
Management
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Emotional Quotient

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


SELF AWARENESS I: MOOD LABELING
Labels feelings and emotions as they are happeningDoes not label feelings and emotions as they are happening
 A measure of a person's ability to accurately label personal feelings and emotions.

SELF AWARENESS II: MOOD MONITORING
High monitoringOptimal monitoringLow 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 controlLow control over impulses and negative emotions
 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
PerseveresFocus 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 othersLow awareness of emotions of others
 A measure of a person's ability to understand the feelings and emotions of others.

SOCIAL JUDGMENT
Uses knowledge of the emotions of others in decision-makingDoes not factor in the emotions of others in decision-making
 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 informationRelies on non-emotional information
 An overall measure of how well a person understands emotional information and uses it effectively.

©1979-2024 Selection Testing Consultants International Ltd
 









ManagementPOP™

Commitment Reluctance Report






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







Overall Commitment Reluctance Score = 49


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





MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021

©1979-2024 Selection Testing Consultants International Ltd

 
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Attitudes Toward Others

Very GoodAverageCautionHighly Sensitive
Robust Attitudes Regarding Others' Feelings Afraid of How Others Will Feel About Him/Her


Overview

His/Her average score on the Sensitivity to Rejection scale indicates that he/she could at times accept modest levels of commitment from others. Coaching and training in strategies to help develop a performance management system would help improve his/her effectiveness. He/She would benefit from a reasonably structured performance appraisal and employee development system that allows for individual input and adaptation.


Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:
  • 4. I avoid actions that might make other people dislike me.
  • 57. Managers should not aggressively push employees to increase performance standards.
  • 9. I find it easy to discipline employees and associates.
  • 20. To be successful in management, I must change my image.
  • 21. I avoid presenting an unpopular point of view at meetings.

Candidate Interview Questions
  • In the ideal coaching or development meeting with an employee, what percentage of time do you spend listening versus talking?
  • What are the major qualities you would like to develop that would help you become successful with us?
  • What qualities do you have to change?
  • What actions or behaviors do you dislike in other people?
  • Describe a situation where you felt someone disliked you because of something you did. What did you do to correct the situation? Were you successful in getting the other person to like you?
  • Is it possible to be a demanding manager and still have the respect of your employees?
  • Would you ever lower your expectations of an employee if you knew they were capable of performing at higher levels?
  • How do you encourage employees to accept an unpopular decision?
  • Describe a situation in which you were successful in getting an employee to accept a decision that he/she initially resisted.
  • What aspects of your image would you change to be successful in management? Why are these changes important for success?
  • What recent changes have you made in your image? Who or what motivated you to make these changes?
  • Outline a situation in which your manager challenged your work commitments. How did you react?
  • What strategies would you use to increase the performance levels of a mediocre employee?
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Implementation of Commitment

StrongAverageCaution
Will implement requirements Might avoid difficult or unpopular requirements


Overview

He/She would be relatively comfortable with 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/she encountered any resistance to the decision, he/she 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/her commitment to the organizational and professional benefits of the new initiative.


Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:
  • 7. My family and friends are very supportive of my career choices.
  • 65. 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?
  • Would you treat high-performing employees differently from low-performing employees? Why? or Why not? How would you manage an individual who was lacking self-discipline? How would you fire someone?
  • 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?
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 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)Page 12 

Perception of a Career in Management

Very PositiveHas 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/she wants the benefits associated with a career in management rather than simply not being satisfied with his/her current job or employment situation. The company should avoid over-selling the benefits of the management career. It will be essential to establish his/her specific career goals relative to the management position.


Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:
  • 13. I often help my family and friends with their career planning.

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?
  • Who is the most successful manager you know? In your opinion, what are the major characteristics that helped that individual become successful?
©1979-2024 Selection Testing Consultants International Ltd
 
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Summary of Scales

EPSELF-STARTING (ENTERPRISING POTENTIAL)
-16
 DRIVE & AMBITION LESS DRIVE & AMBITION

APWHAT MOTIVATES(ACHIEVEMENT POTENTIAL)
-2
 CHALLENGE/PERFORMANCE/URGENCYPEOPLE/SERVICESECURITY/PEOPLE DEVELOPMENT

IPINDEPENDENCE POTENTIAL (IP)
16
 VERY INDEPENDENTSOMEWHAT INDEPENDENT   VERY TEAM ORIENTED

CWCCOMFORT WITH CONFLICT
-7
 COMFORTABLE WITH CONFLICTAVERAGEAVOIDS CONFLICT

EQEMOTIONAL INTELLIGENCE
36
 UNDERSTANDS AND MANAGES EMOTIONS LOW EMOTIONAL AWARENESS

PAGE 1 SCORES
 
EnterprisingPeople-OrientedAchievement-OrientedIndependent

Power Scores64-156581
Neutr Scores80117365

AcquiescentInvestigativeRelaxedTeam-Oriented
 
-1673-21610
EPBLAPIPPS
 
PAGE 2 SCORES
 
      -4      18      49      32
      
Self
Directed
      
Lifestyle
Management
      
Commitment
Reluctance
      
Uncertainty
Coefficient
(Honesty)
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Responses from Opinions Section

1=Don't Agree At All2=Agree A Little3=Somewhat Agree4=Moderately Agree5=Definitely Agree

1.  My opinion is always the correct one (2)
2.  To be a successful manager, it is necessary to get employees to like me (1)
3.  Good managers don't necessarily attract good employees (2)
4.  I avoid actions that might make other people dislike me (5)
5.  It is important that people approve of me (3)
6.  Managers are highly regarded as company representatives (3)
7.  My family and friends are very supportive of my career choices (1)
8.  I thrive under pressure (2)
9.  I find it easy to discipline employees and associates (1)
10.  I find it easy to make new acquaintances (5)
11.  I would have no problem implementing a decision that is unpopular with employees (5)
12.  In a group, if a person doesn't like me I feel uncomfortable (1)
13.  I often help my family and friends with their career planning (2)
14.  I adapt to what I think others expect of me (1)
15.  I have helped several of my associates find new careers (3)
16.  I have little influence over my work environment (3)
17.  At informal social events, I often talk about my job and company (5)
18.  I have met very few people whom I do not like (3)
19.  I get upset when someone challenges my authority (1)
20.  To be successful in management, I must change my image (5)
21.  I avoid presenting an unpopular point of view at meetings (4)
22.  Effort gets results (2)
23.  I have never told a lie (1)
24.  My work has no effect on my attitude (4)
25.  Most employees feel that their managers enjoy the power of controlling others (3)
26.  My current job is quite satisfying (5)
27.  Chance determines most things (4)
28.  I would have difficulty integrating a demanding career into my lifestyle (1)
29.  Employees tend to have less commitment to a job than managers (1)
30.  Things don't get me down (1)
31.  I am often influenced by others (2)
32.  I sometimes have difficulty completing important tasks (2)
33.  I am reluctant to make decisions (3)
34.  I am an underachiever (2)
35.  I am good at most things that I try to do (2)
36.  No one is ever rude to me (1)
37.  I allow my attitude to negatively affect my performance (3)
38.  People get the respect they deserve (4)
39.  I generally have a very positive attitude toward work (2)
40.  There is little opportunity for growth in my current job (2)
 
41.  All my habits are good and desirable ones (3)
42.  People's good qualities are seldom recognized (3)
43.  I never envy another person's good luck (4)
44.  Hard work brings success (2)
45.  It is difficult to balance personal and professional demands (2)
46.  I have never been late for work or for an appointment (2)
47.  I find it very easy to 'wind down' (5)
48.  Success is mostly luck (2)
49.  Managers are generally positive role models (5)
50.  Sometimes I have doubts about the whole course of my life (3)
51.  Employees often influence company policies (4)
52.  I usually feel very happy and content (5)
53.  I am a confident person (3)
54.  I am usually relaxed (5)
55.  Regular habits are an important part of my success (2)
56.  Promotions are seldom based on performance (3)
57.  Managers should not aggressively push employees to increase performance standards (5)
58.  I create opportunities (5)
59.  Mistakes are inevitable (4)
60.  Most of my jobs have been quite stressful (3)
61.  To be a successful manager, it is essential to be persistent in holding employees to commitments (5)
62.  I have difficulty coping with daily job challenges (3)
63.  I have never said anything unkind about anyone else (5)
64.  The right decision can change things (3)
65.  I feel comfortable promoting myself and my company at social gatherings (1)
66.  Most mistakes can be avoided (1)
67.  I can concentrate on things over long periods of time (5)
68.  Other people have interfered with my success (1)
69.  I always have a good attitude (5)
70.  It is impossible to change company procedures (5)
71.  To be effective, I need to make several lifestyle changes (3)
72.  I have never boasted or bragged (2)
73.  A good plan can avoid mistakes (2)
74.  I manage stress effectively (2)
75.  Plans never work out (5)
76.  I often avoid difficult tasks (3)
77.  There is no such thing as luck (3)
78.  I am comfortable with changes in technology (2)
79.  Things happen mostly by accident (2)
80.  Lifestyle demands have interfered with my career success (5)
©1979-2024 Selection Testing Consultants International Ltd
 









Candidate Feedback On The Results Of The

ManagementPOP™

Version 3.0


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 ManagementPOP™.

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# TNXJLE1QRN2R for Candidate Applier on May 28, 2021

©1979-2024 Selection Testing Consultants International Ltd

 
 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)Page 1 

Personal Strengths/Career Needs


In Terms of Enterprising vs. Support Role Possibilities
People see you as a goal-oriented person within organized, structured and well-defined situations. You appear to be very considerate, accepting, agreeable, mild-mannered and perhaps cautious in any less-clearly-defined work or personal situations. When given a requirement or objective and a plan of how to reach the objective, you can be depended upon to work diligently to achieve the stated goals. Your talents can probably be best employed in the service or support aspects of an organization.

In Terms of Your Style & Strength of Various Motivations
People see you as being motivated to a very great extent by your sincere concern for the well-being of others. In addition, they may see you as a person who has the potential to achieve some very meaningful objectives related to creating a good level of personal income. To achieve at the highest level that you are capable of, and to obtain both personal and financial satisfaction, you should set your career goals toward obtaining a position in an organization whose purpose has real human and/or social merit, and where you can occasionally take on challenging special tasks that are very demanding and that will reward you for their successful completion.

In Terms of Your Independence vs. Your Need to Be in the Team
You can be described as quite strong-minded, stubborn, demanding, firm, independent and resolute. You can be innovative in certain circumstances to achieve your objectives, and you tend to seek some additional responsibilities in your job and personal life. You would accept minimal supervision, but it would be difficult for a supervisor to guide or closely supervise you over an extended period of time.

In Terms of Your Orientation Toward the “People” Side of Business
You can be described as somewhat sociable, enthusiastic, cheerful, lively and entertaining. While valuing social interactions, you may be somewhat reserved in your initial contacts with new people. You achieve goals through personal relationships developed over a longer period of time.

In Terms of Your Orientation Toward Technical & Practical Concerns
You can be described as quite logical, reflective, analytical, factual and practical. A job requiring the solving of intellectual or conceptual problems would stimulate someone like you. You have a flair for technically-oriented, detailed work. Taking on challenges to learn and use new information in a field that interests you would be rewarding in itself.

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 ManagementPOP™ (MPP3# TNXJLE1QRN2R for Candidate Applier on May 28, 2021)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 a job in a support or service role in an organization that you feel is very well-structured and organized. In considering any position, see if there is a detailed job description and daily work plan. You may want to speak with other people in the company doing essentially similar jobs, to see if the job actually functions the way the personnel department describes it.
Your best prospects for both personal satisfaction and personal productivity can be found in career directions that focus on challenging jobs in which you can see a real value in terms of rendering a valuable and valued service to people.
Make sure that any new position that requires you to accept close supervision and control initially will have those controls removed when your performance demonstrates that you no longer need the help.
You should look for employment that calls for an average amount of “people” contact and a limited number of new contacts with people you don’t know. However, some of your job satisfaction would be found in the interaction with people at work.
A job with some learning and technical requirements would be quite satisfying. The opportunity to be creative and to put your new-found knowledge into action would also be appealing to you.

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

Avoid taking a job in a work situation that appears to be disorganized or that lacks a clear and functioning structure. If the position requires you to be responsible for both planning and carrying out the job, it may not be the position that will make the best use of your particular talents.
Avoid jobs that you perceive as having little service orientation. If the company tends to reward everyone the same, regardless of their effort and results, your desire to be valued for your productivity is unlikely to be satisfied with them.
Avoid career paths that have vague supervisory requirements or that expect you to accept continuing and close supervision for a prolonged period of time. You would eventually rebel at being supervised too much and too closely.
You should avoid a position where you are expected to perform an exclusively public relations role.
You should avoid jobs that are not intellectually challenging, creative and those that do not offer a chance for personal growth in a technical or practical sense.
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