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<br />Dimension Anchors for <br />Guidance on Observing and Recording Behavior <br />Managerial/Executive Level <br /> <br /> <br />Administrative Skill <br /> <br />(1) Low <br /> <br />(5) Medium <br /> <br />(9) High <br /> <br />Basically does not plan; is not able to foresee obstacles and alternative plans in <br />implementing plans; gives no evidence of behavior that denotes serious forward <br />planning; no apparent effort made to make a system or order out of anything; <br />takes things in the order that they occur; makes little or no effort to organize <br />resources with forethought; tends to be confused by detail and complexities; <br />does not sift out important items effectively; appears to miss subtle <br />interrelations; usually confused in determining personnel requirements and <br />consistently overstaffs or understaffs his/her department; no real awareness of <br />personnel functions or skills in this area. <br /> <br />Usually has some idea of what needs to be accomplished and how to do so; does <br />some long-range scheduling and programming of time and resources; may <br />emphasize one type of planning (short-range or long-range) over the other type <br />too much; usually recognizes need for organization readily; organizes time, <br />materials, and available human resources satisfactorily; may on occasion start <br />action before organizing; is perhaps stronger at organizing personal matters <br />than the activities of others or vice versa; can get through massive detail; <br />usually finds the important points in obstacles; usually not distracted by trivia; <br />normally staffs his department adequately; shows some skill in related <br />personnel functions. <br /> <br />Planning and scheduling are clearly evident in most everything which the <br />individual does; has systems that encourage and maintain sound short- and <br />long-range planning for both him/herself and others; structures personnel <br />activities for productivity and effectiveness; structures activities and <br />responsibilities of others for effective task accomplishment and goal attainment; <br />excellent balance between the overall "big picture" and the day-today needs and <br />activities; obviously likes to be assured that things are well organized and in <br />good order; is outstanding in the ability to mentally process large amounts of <br />data and to key in on important details; always has well staffed department and <br />demonstrates an outstanding ability to handle the personnel-related functions in <br />his department. <br /> <br />Human Relations <br /> <br />(1) Low <br /> <br />(5) Medium <br /> <br />Is not "tuned in" to the needs and desires of others; is ineffective in resolving <br />interpersonal conflicts; interest in interrelationships tends to grow more from <br />own need for acceptance than for satisfying others' needs; does not understand <br />the nuances of relationships within and between departments. <br /> <br />Gets along effectively with other officials, employees, and the public in general; <br />no major hang-ups about people; occasionally lapses in good interrelations; <br />frequently shows good sensitivity and tact in communication and in resolving <br />conflicts; falls short at times in more subtle opportunities at mutually satisfying <br />relationships; has shown some insight into the nuances of relationships within <br />and between departments; has a fair awareness of his/her own environment. <br /> <br />20 <br />