map excel n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
MAP/EXCEL PowerPoint Presentation
Download Presentation
MAP/EXCEL

Loading in 2 Seconds...

play fullscreen
1 / 45

MAP/EXCEL - PowerPoint PPT Presentation


  • 86 Views
  • Uploaded on

MAP/EXCEL. Managerial Assessment of Proficiency. “Management Challenges for the 21 st Century” by Peter F. Drucker. “Simply put, successful managers are capable of influencing human behavior towards organizational purpose and goals.”

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'MAP/EXCEL' - percy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
map excel

MAP/EXCEL

Managerial Assessment of Proficiency

management challenges for the 21 st century by peter f drucker
“Management Challenges for the 21st Century”by Peter F. Drucker

“Simply put, successful managers are capable of influencing human behavior towards organizational purpose and goals.”

“…90% of the skills and competencies required of effective managers transcend industries and markets.”

what is map
What is MAP?
  • Assesses Managerial Competence
  • Assess Important Style Characteristics
  • Video Scenario Based
  • Short “Online” & Long “Class” Versions
why map
Why MAP?
  • Built on a solid foundation
  • Virtually no competition
  • Cost effectiveness for clients
  • Impressive normative base
  • New pricing opportunties
  • Objective Competence & style measure
why map1
Why MAP
  • Manager’s receive bulk of training $$
  • The largest % of Employees
  • MAP at different stages of career
other critical factors for management success
Other Critical Factors for Management Success
  • Product knowledge
  • Technical knowledge
  • Industry knowledge
  • Coping with change
  • Personality
  • Etc.
what is a competency
What Is A Competency?
  • Correlates with successful job performance
  • Can be developed through training
competencies measured by map
Competencies Measured by MAP
  • Time Management and Prioritizing
  • Setting Goals and Standards
  • Planning & Scheduling Work
  • Managing Your Job

Administrative

Communication

  • Listening & Organizing
  • Giving Clear Information
  • Getting Unbiased Information
  • Relating to Others

Supervisory

  • Training, Coaching & Delegating
  • Appraising People & Performance
  • Disciplining & Counseling
  • Building a Team
  • Identifying & Solving Problems
  • Making Decisions, Weighing Risk
  • Thinking Clearly & Analytically

Cognitive

  • Thinking Clearly
styles and values measured
Styles and Values Measured
  • Management Style

Theory X, Theory Y

  • Communication Response Style

Empathic, Critical, Searching, Advising

  • Personal Style

Thinker, Intuitor, Sensor, Feeler

where did they come from
Where Did They Come From?

From studies conducted at…

“Skills and competencies required of effective managers transcend industries…”

– Peter F. Drucker

IBM

Ford

Martin Marietta

American Management Association

AT&T

Kodak

how is map administered a five step process

Interpretation

Planning

Training

Reassessment

Assessment

How is MAP Administered?A Five-Step Process
constructing a learning architecture

Follow-up and Reinforcement

Training and Development

Individual Development Planning

Assessment

Competency Modeling

Constructing A Learning Architecture
management styles
Management Styles

Manager’s…

Theory X

Theory Y

View of Work

View of Workers

View of Self

Motivational Style

theory x theory y combo s
High X AND High Y =

High X OR High Y =

Low X AND Low Y=

Flexible, versatile

How you interact with most people

New to managing, need training

Theory X / Theory Y Combo’s
communication response style
EMPATHIC

SEARCHING

Communication Response Style
  • A non-judgmental reply
  • Understanding the essential theme and/or feeling expressed
  • Stimulate others by being attentive, alert, interested
  • Avoids the temptation to give advice
  • Asks for additional information

Need more facts

Help get to root problems

 Help others express themselves

  • Sometimes feels like interrogation
  • Timing of questions is important
communication response style continued
CRITICAL

ADVISING

Communication Response Style(continued)
  • Expresses judgment or evaluation
  • Often perceived as a threat
  • Possible consequences:
  • A recommendation that tells others what to do
  • Often comes from:

A desire to help

Pressure to produce

Ego

  • Possible consequences:

Dependency

Bottlenecks

  • Others feel rejected/put down, becoming discouraged or angry
  • Others retreat or “clam up” to express feelings and emotions
communication response styles and theory x y
Empathic

Searching

Advising

Critical

Theory Y (Adult)

Theory X (Parent)

Communication Response Styles and Theory X/Y
personal styles
Personal Styles
  • Uses principled reasoning, logic and impersonal analysis to evaluate information and situations
  • Success criteria are sufficiency of data, validity and reasonableness
  • Perceives through the unconscious
  • Leaps from past, present to future possibilities
  • Perceives complex connections among various phenomena based on a “Gut Feeling”
  • Perceives through bodily senses
  • Focuses on concrete, tangible realities in the present
  • Trusts ideas supported by facts. Action/results oriented.
  • Uses empathy or personal values to make a judgment
  • Concerned about how a judgment/decision will affect others
  • Relationships are paramount
personal styles1
Personal Styles

Flexing our style to adapt to another person’s perception of the situation…

  • Improves communication
  • Motivates
  • Maximizes team productivity
  • Develops rapport and respect for diversity
competencies measured by map1
Competencies Measured by MAP
  • Administrative
    • Managing Your Job
  • Time Management and Prioritizing
  • Setting Goals and Standards
  • Planning and Scheduling Work
  • Communication
    • Relating to Others
  • Listening & Organizing
  • Giving Clear Information
  • Getting Unbiased Information
  • Supervisory
    • Building A Team
  • Training, Coaching and Delegating
  • Appraising People and Performance
  • Disciplining and Counseling
  • Cognitive
    • Thinking Clearly
  • Identifying and Solving Problems
  • Making Decisions, Weighing Risk
  • Thinking Clearly and Analytically
analyzing bill taylor s competencies the administrative competencies managing your job

Bill Taylor’s Actions

+ or -

Principles or Guidelines

Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job

Time Management and Prioritizing

Bill put the agenda on flipchart at start of meeting.

Bill extended his meeting without getting group agreement.

Bill gets Brian to take on the driver safety project.

Bill asked Brian how long the safety project would take.

Bill’s idea of Tony’s replacement overlapping him is unrealistic.

  • Set time estimates and limits.
  • 2. Negotiate any schedule changes with those affected.
  • 3. Delegate; don’t do it all yourself.
  • 4. Involve those responsible in setting of due dates.
  • 5. Check your estimates against reality.

+

+

+

analyzing bill taylor s competencies the administrative competencies managing your job1

Bill Taylor’s Actions

+ or -

Principles or Guidelines

Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job

Setting Goals and Standards

Bill explains at staff meeting why supervisors must submit goals.

Bill accepts Jim’s management planning form with activities and wishes as “goals”.

The parent company’s management planning form uses percentages to show values of goals.

Bill tells Jan that her goals aren’t part of the appraisal system.

Bill tells Brian the specific results of the driver safety program.

Bill agreed to Jan’s impossible goal of reducing errors to 0%.

Bill used Jim’s goals to get him to work with Shirley on Scheduling.

Set goals to manage resources effectively.

Distinguish between goals, activities, and wishes.

Prioritize goals and negotiate changes in value.

Goals are the basis for performance appraisal.

Define the goal in terms of specific outcomes.

Set challenging but achievable goals.

Define the goal in terms of specific outcomes.

+

+

+

+

relating competencies to values and styles
Relating Competencies toValues and Styles

COMPETENCIES tell us what

you know how to do…

STYLES tell us a little about who you are …and what you are likely to do

Look for opportunities for matching styles to competencies

reading group and individual profiles
Reading Group and Individual Profiles

First consider the Proficiency Composite Score, expressed as a percentile ranking. It compares participants’ scores to those in MAP’s database.

The Proficiency Composite Score provides an overall snapshot of an individual’s content knowledge of MAP’s 12 competencies.

50%

reading group and individual profiles1
Reading Group and Individual Profiles

Next… examine each cluster composite score.

Cluster composite scoresare more focused than the Proficiency Composite score.

These scores permit a beginning under-standing of one’s strengths and weaknesses relative to other competency clusters.

50%

reading group and individual profiles2
Reading Group and Individual Profiles

50%

The most helpful information comes from individual competency scores.

When related to styles and values scores, they become the basis for building an IDP.

reading group and individual profiles3
Reading Group and Individual Profiles

Theory X and Y scores offer insight into how work attitudes/beliefs/ values affect super-visory and managerial performance.

Remember…Theory X and Y are separate and distinct measures—one can be high, low or balanced in both.

Totaling the X and Y scores will not yield a result of 100%.

50%

reading group and individual profiles4
Reading Group and Individual Profiles

Communication and Personal Style scores are useful in helping to understand the behavior of others and one’s self at work.

Style scores often explain or diagnose why an individual performed poorly in one or more of the competency areas measured by MAP.

50%

reading group and individual profiles5
Reading Group and Individual Profiles

The average team lead, supervisor or manager participating in MAP will likely find that his/ her scores will fall on or near 50%, illustrated by the red line.

50% means that performance on MAP was better than one-half of those who have already taken the assessment. It does not mean that one-half the items were answered incorrectly.

50%

map group composite profile interpretation
MAP Group Composite Profile Interpretation
  • Where are we strong as a group?
  • If you were a training director making recommendations to senior management, where do we need to improve as a group?
  • Any surprises?
map competencies wheel
MAP Competencies Wheel

Transfer scores from your MAP Profile to the wheel by changing percentiles to single digit numbers (73% = 7 OR 76% = 8)

█ = MAP Score

█ = Self-Rated Proficiency

█ = Relevance

individual development planning
Past development

Performance appraisal

Subjective evaluation

Objective assessment

Job needs analysis

Development options

Goals

Activities

Milestones

Support

Commitment

Individual Development Planning

IDP

Input

IDP

Outcomes

IDP

Process

strategically train using map and excel together
Strategically Train Using MAP and EXCEL Together

Concentrated 4-hour training module for each of the 12 Competencies.

Stand-alone or seamless add-on to the MAP Assessment.

Fundamental training for team leads, supervisors, and managers.

Now available on CD also.

selling points map excel
Selling Points: MAP/EXCEL
  • Identifies individual areas of need
  • Eliminates unnecessary training
  • The only assessment of its kind
  • One of the oldest assessments of ANY kind
  • Provides normed scoring
  • Post-testing capability
  • Follow-on EXCEL modules
how to market map excel showcases
How to Market MAP/EXCEL Showcases
  • Showcases = test drives
  • Historically done live
  • Can now be done via teleconference
  • We may also do individual showcases
handling objections
Handling Objections
  • “It’s too expensive”
  • “It takes too long”
  • “It doesn’t allow for others’ perspectives”
installing map excel
Installing MAP/EXCEL
  • Start with the middle, work down
  • Include top managers later
  • They’ll tell you it doesn’t reflect their jobs
  • Tell them to take it anyway to support their manager participants
the selling cycle
The Selling Cycle
  • Showcase
  • Proposal
  • Pilot session (minimum 10 participants, $400/person)
  • If license sale, installation program (trainer, material, and scoring included)
  • May be months (or years) long
selling map excel
Selling MAP/Excel
  • $20,000 License
    • 50 Managers, Excel Materials, Reassess
    • $100 per manager after the 50th
  • Unlimited Use License Start at $4,900
    • No Limit to amount of managers
    • Excel, DISC, PTI, SLTI, PS Leader
    • Unlimited Use, Unlimited Customization
associate 10k license
Associate 10K License
  • Purchase MAP/Excel material at list price
  • One full set of MAP videotapes
  • One Instructor’s Binder for MAP
  • One full set of Managing To Excel Instructor materials including videos
  • One full set of Excel Participant Workbooks
  • 25 Managing to Excel Online "Units", six month access with usage to commence
  • FREE MAP/Excel Certification
  • A credit for $500 (list) of HRD Press materials (Non MAP/ Excel)
  • TOTAL Value of Over $8,700
the map mentor network
The MAP Mentor Network
  • Help with
    • Certification training
    • Marketing plan
    • Quarterly check-in phone calls
    • Prospect conference calls
    • Proposal review
synergies in the network
Synergies in the Network
  • Share regional classroom showcases
  • Share online showcases
  • Follow up on each other’s leads
  • Exchange marketing, sales, and closing ideas
  • Conversion to Excel
  • Share capabilities (i.e. e-mail brochures and WebEx meetings)
  • Share specific industry info and experience
  • Share public, full-price MAP/EXCEL programs