The process does not envisage advisory services, i.e. no ready-made solutions are provided for the employee to implement.
The process uses working methods which are consistent with the roles adopted by the consultant (see above). These methods include: analysis of case studies, presentations of tools and models, coaching exercises, simulated talks with employees, and others.
Wszechnica UJ’s Managerial Competencies Profile developed from Cameron and Quinn’s Competing Values Framework
The profile presents four key areas of a manager’s work and possible tensions between them. It can be used as a comprehensive list of competencies to be mastered. It can also serve as an evaluation tool, in which case it helps identify the areas which have so far been at the focus of the manager’s attention vs. those at the opposite end which, consequently, have not been sufficiently addressed.
Competencies relating to establishing and maintaining relationships within the team directed by the manager. Efforts to foster communication and confidence and to support employees’ development.
Competencies relating to good work planning and efficient use of resources. Efforts to make sure tasks are accomplished timely and reliably.
Competencies relating to enhancing the organisation’s operation, taking up new challenges and creating the vision of its future. Efforts to maintain openness and flexibility.
Competencies relating to building competitive advantage and achieving results by responding to customers’ needs. Efforts to achieve a good business result and to motivate staff to work for its achievement.
Session 1
Session 2
Session 3
Session 4
Session 5