ama summary

Summary Description of AMA Management Competency

2008

Background

Level of Competency

1. Knowing and Managing Yourself: 10 Competencies

2. Knowing and Managing Others: 17 Competencies

3. Knowing and Managing Business: 19 Competencies

Level of Management

1. Individual Contributors

2. First Level Managers

3. Middle Level Managers

4. Senior Managers (Functional Managers)

Function of Competency Model

1. Selection employees with right competencies (skills, knowledge and attitudes) – Recruitment

2. Development of employees' performance (promotion) – Generic Talent Management and Succession Planning

3. Assessment of employees' performance Performance Management and Compensation and Reward

A. Summary

1. Knowing and Managing Yourself

Emotional Intelligence/Self-AwarenessSelf-ConfidenceSelf-DevelopmentBuilding Trust and Personal AccountabilityResilience and Stress ToleranceAction OrientationTime ManagementFlexibility and AgilityCritical and Analytical ThinkingCreative Thinking

2. Knowing and Managing Others

Oral CommunicationWritten CommunicationValuing DiversityBuilding TeamsNetworkingBuilding RelationshipsPartneringEmotional Intelligence/Interpersonal SavvyInfluencingManaging ConflictManaging People for PerformanceClarifying Roles and AccountabilitiesDelegatingEmpowering OthersMotivating OthersDeveloping Top Talent

3. Knowing and Managing Business

Problem SolvingDecision MakingManaging and Leading ChangeDriving InnovationCustomer FocusResource ManagementOperational and Tactical PlanningResults OrientationQuality OrientationMastering ComplexityBusiness and Financial AcumenStrategic PlanningStrategic ThinkingGlobal PerspectiveOrganizational SavvyOrganizational DesignHuman Resources PlanningMonitoring the External EnvironmentFunctional/Technical Skills

B. Description

1. Knowing and Managing Yourself

Emotional Intelligence/Self-AwarenessAnalyzing and recognizing one’s own strengths and weaknesses, attitudes,and feelings; maintaining a clear, realistic understanding of one’s goals, capabilities,and limitations; seeking feedback about one’s effectiveness andmaking changes in response to it; being attuned to one’s inner feelings,recognizing how these feelings affect one’s behavior and job performance,and expressing one’s feelings and reactions appropriately.

Self-ConfidenceActing on the basis of one’s convictions rather than trying to please others;being confident in oneself; having a healthy sense of one’s capabilitieswithout being arrogant.

Self-DevelopmentSeeking feedback about one’s strengths and weaknesses; initiating activitiesto increase or enhance one’s knowledge, skills, and competence inorder to perform more effectively or enhance one’s career; learningnew information or ideas and applying them effectively; keeping up todate in one’s knowledge and skills; and learning from successes andfailures.

Building Trust and Personal AccountabilityKeeping promises and honoring commitments; accepting responsibilityfor one’s actions; being honest and truthful when communicating information;behaving in a way that is consistent with espoused values; andassuming responsibility for dealing with problems, crises, or issues.

Resilience and Stress ToleranceContinuing to perform effectively when faced with time pressures, adversity,disappointment, or opposition; remaining focused, composed,and optimistic; bouncing back from failures or disappointments.

Action OrientationMaintaining a sense of urgency to complete a task; seeking informationrather than waiting for it; making decisions in a timely manner regardlessof pressure or uncertainty; making decisions quickly when calledupon to do so; acting decisively to implement solutions and resolvecrises; not procrastinating; being tough and assertive when necessarywhile showing respect and positive regard for others.

Time ManagementAllocating time appropriately among people and projects to ensure thatboth internal and external client needs are met; reprioritizing dailytasks as each day progresses to ensure that newly emerging, urgent issuesare resolved while not losing sight of longer-term projects; balancinghis or her workload when involved in multiple projects.

Flexibility and AgilityAdjusting one’s behavior to new information or changing circumstances;remaining open to new ways of doing things; experimentingwith new methods; and working effectively in an unstructured or dynamicenvironment

Critical and Analytical ThinkingRegularly questioning basic assumptions about the work and how itgets done; identifying underlying principles, root causes, or facts bybreaking down information or data and drawing conclusions; applyingsound reasoning; understanding the complexity of certain issues andcrystallizing the components of the issue to make it more manageable;and understanding the implications of data/information.

Creative ThinkingReexamining traditional strategies and practices; proactively lookingfor new ideas and ways to improve products, services, and workprocesses; looking at problems and opportunities from a unique perspective;seeing patterns and themes that are not immediately apparentto others; taking time to refine and shape a new idea so it has a higherlikelihood of success.


Oral CommunicationConveying ideas and opinions clearly to others; projecting credibility,poise, and confidence even under difficult or adversarial conditions;speaking enthusiastically and using vivid language, examples, or anecdotesto communicate a message; making use of unambiguous language,gestures, and nonverbal communication; considering the needsof the audience and how it is likely to react; talking to people in a waythey can understand; listening attentively to others; and using appropriategrammar and vocabulary.

Written CommunicationExpressing ideas and opinions clearly in properly structured, well organized,and grammatically correct reports and documents; employinglanguage and terminology appropriate to the reader; usingappropriate grammar and punctuation.

Valuing DiversityDemonstrating respect for individual differences (including cultural differencesand diverse ways of thinking or approaching issues); establishinga climate in which all people can be comfortable and productive;evaluating the work of others in a culturally neutral way; selecting anddeveloping people in multiple cultural settings; communicating effectivelywith and in multiple cultures; understanding how culture influencespeople’s behavior; adapting one’s style and behavior to meetcultural norms and expectations; and taking advantage of unique culturalknowledge, capability, or information to develop or enhanceproducts or services.

Building TeamsFacilitating the constructive resolution of conflict; increasing mutualtrust; encouraging cooperation, coordination, and identification with thework unit; encouraging information sharing among individuals who donot know each other and who may represent different cultures; includingothers in processes and decisions regardless of geographical distanceor location; finding creative ways to minimize the effects ofdifferent time zones on the quality and frequency of interactions.

NetworkingSocializing informally; developing contacts with people who are asource of information and support; maintaining contacts through periodicvisits, telephone calls, correspondence, and attendance at meetingsand social events.

Building RelationshipsBeing skilled at detecting and interpreting subtle clues, often nonverbal,about others’ feelings and concerns; displays empathy and sensitivity tothe needs and concerns of others; and supports others when they arefacing difficult tasks; enjoys dealing with people and working with peopleof diverse styles and backgrounds.

PartneringIdentifying, building, and managing internal and external partnershipsthat add value to the company; initiating and leveraging opportunitiesto work with others across the organization to maximize individual andorganizational effectiveness; working effectively across organizationalboundaries to accomplish a shared objective; developing networks andalliances across the organization to build influence and support forideas.

Emotional Intelligence/Interpersonal SavvyBeing attuned to how others feel in the moment, sensing the shared valuesof the group, and using that insight to do and say what’s appropriate;understanding others’ feelings, motives, and reactions and adaptingone’s behaviors accordingly; appreciating the effect of one’s behavioron others; being at ease when approaching others during social occasions;making and maintaining a favorable impression; and mingling effortlesslywith others.

InfluencingUsing techniques that appeal to reason, values, or emotion to generateenthusiasm for the work, commitment to a task objective, or compliancewith a request; using appropriate tactics to change a person’s attitude,beliefs, or behaviors.

Managing ConflictRecognizing the potential value of conflict for driving change and innovation;knowing when to confront and when to avoid a conflict; understandingthe issues around which conflicts revolve; identifying the goalsand objectives of the parties involved; finding common ground; lookingfor win/win solutions; and seeking agreement on a solution andeliciting commitment to making it work effectively.

Managing People for PerformanceSetting clear performance targets and gaining a person’s commitmentto accomplishing those targets; checking on the progress and quality ofthe work, providing specific feedback on a regular basis that enablesothers to understand what they have done well and how they can improvein the future; and addressing performance problems by gatheringinformation and setting goals for improvement in a fair and consistentmanner.

Clarifying Roles and AccountabilitiesCommunicating with others to make clear what is expected of them;conveying expectations about timelines and the quality of employees’work; and helping people understand how their roles relate to thebroader objectives and success of the organization.

DelegatingAssigning responsibilities to direct reports and giving them the authorityto carry them out; maintaining the proper level of involvement withoutabdicating or micromanaging; assigning tasks that are a good fitwith a person’s capabilities; assigning tasks for development and providingguidance to ensure success; debriefing assignments to reinforcelearning.

Empowering OthersGiving people the authority, information, resources (e.g., time, money,equipment), and guidance to make decisions and implement them.

Motivating OthersSetting high standards regarding quality and quantity of the work;displaying commitment to the organization and enthusiasm for its productsand services; conveying confidence in others’ capabilities; appealingto others’ unique needs, motives, and goals to motivate them toachieve; and celebrating others’ successes and praising them for a jobwell done.

Developing Top TalentConsistently attracts, selects, develops, and retains high performers;raises the performance bar for his or her work unit or team so that itconsists of top performers; providing people with the opportunity to developnew skills, carry out challenging assignments, and accept new responsibilities;and holding people accountable for their performance.


Problem SolvingIdentifying work related problems; analyzing problems in a systematicbut timely manner; drawing correct and realistic conclusions based ondata and information; and accurately assessing root cause before movingto solutions.

Decision MakingGenerating and evaluating alternatives before making a decision or takingaction; considering the risks associated with an option and selectingthe option that has the best balance of risk and reward; encouraginginput from others when it is appropriate; standing by decisions withoutreconsidering unless information or circumstances make it necessary todo so; evaluating the effectiveness of decisions after they are made.

Managing and Leading ChangePutting opportunities and threats to the organization in context andclarifying how the organization needs to be different and why; communicatinga vivid, appealing picture of what the organization needs tolook like in the future; clearly communicating the need for change andgaining people’s commitment; putting a realistic plan in place toachieve the desired outcome and ensure it is resourced adequately;preparing people to adjust to change; keeping people informed aboutthe progress of change; and celebrating successes.

Driving InnovationFostering a climate that encourages creativity and innovation; allowingothers to challenge and disagree; taking prudent risks to accomplishgoals; assuming responsibility in the face of uncertainty or challenge;championing new untested ideas and building support among stakeholders;celebrating and learning from failures; building and maintainingopen channels of communication for the sharing of ideas andknowledge.

Customer FocusDemonstrating a concern for the needs and expectations of customers andmaking them a high priority; maintaining contact with customers, both internaland external to the organization; using an understanding of customerneeds as the basis for decision making and organizational action.

Resource ManagementClarifying the financial implications of decisions; using resources effectivelyand in line with company policy and goals; deploying resourcesin a way that is consistent with the strategy and that benefits the organizationrather than advancing self-interest; adhering to budgets; and ensuringothers’ time is utilized effectively.

Operational and Tactical PlanningDetermining short-term objectives and action steps for achieving them;determining how to use personnel, equipment, facilities, and other resourcesefficiently to accomplish a project or initiative; and determininghow to schedule and coordinate activities among individuals, teams, andwork units.

Results OrientationCommunicating business performance measures and clarifying priorities;maintaining a focused commitment to achieving one’s objectives;working on important issues first; staying with a plan of action or pointof view until the desired goal has been obtained or is no longer reasonablyattainable; recognizing opportunities and acting on them; lookingfor ways to quickly overcome barriers; persevering in the face of adversityor opposition; and translating ideas into action.

Quality OrientationPromoting organizational effectiveness by anticipating and dealing withproblems; encouraging others to suggest improvements to workprocesses; providing a persistent focus on quality as well as on results;determining how to improve organizational coordination, productivity,and effectiveness.

Mastering ComplexityQuickly integrating complex information to identify strategies and solutions;learning new concepts quickly; demonstrating keen insights intosituations; assimilating large amounts of information and narrowing itdown to and articulating the core idea or issue.

Business and Financial AcumenPossessing the technical and business knowledge needed to make thebest decisions for the organization; assessing the financial implicationsof decisions and actions; understanding how strategies and tactics workin the marketplace; and balancing data analysis with judgment andbusiness sense.

Strategic PlanningDeveloping and driving a shared understanding of a long-term visionthat incorporates people’s input and describes what the organizationneeds to look like and how it needs to operate in the future; determininglong-term objectives and the tactics to achieve them; allocating resourcesaccording to stated priorities; making sure that accountabilitiesand expectations for executing a strategy are clear.

Strategic ThinkingUnderstanding the implications of social, economic, political, andglobal trends; showing an understanding of market conditions and customerneeds; understanding the company’s position in the marketplace—both its strengths and its weaknesses; taking a long-termperspective on problems and opportunities; applying insight and creativityto the development of strategies that help the organization gainor sustain competitive advantage; proposing innovative strategies thatleverage the organization’s competitive position.

Global PerspectiveUnderstanding the international issues facing the business; appreciatinghow ethnic, cultural, and political matters influence business; integratinglocal and global information for decisions affecting multiple sites;applying knowledge of public regulatory frameworks in multiple countries;and making deliberate decisions about how to conduct businesssuccessfully in different parts of the world.

Organizational SavvyStaying abreast of what is happening across the organization; understandingthe effects of decisions and actions on other parts of the organization;recognizing the interests of others in different parts of theorganization; understanding the influence dynamics of the organizationand using that information to establish alliances to achieve organizationalobjectives; understanding the organizational culture and normsof behavior.

Organizational DesignEnsuring the organization’s structure and systems support its strategies;taking actions to optimize resources and work processes (e.g., reengineering,continuous process improvement); and identifying how to organizethe work (e.g., grouping responsibilities, establishing appropriatelinkages) to enhance efficiency and drive results.

Human Resources PlanningEnsuring the talent base is in place to meet organizational needs; assessingcurrent skills sets and identifying the right mix of talent to fill gapsand ensure sustained results; accurately assessing “fit” based on the requisiteskills and competencies as well alignment with organizational culture.

Monitoring the External EnvironmentCollecting information about opportunities and threats in the externalenvironment that may affect work in the short or long term; analyzingtrends and looking for opportunities to enhance the organization’sperformance.

Functional/Technical SkillsMaintaining up-to-date knowledge within one’s field of expertise; remainingabreast of developments in the industry; providing guidanceor counsel on technical matters related to one’s field; knowing how touse company-specific technology.

HRD Application

AMA Management Competency Model(Cumulative)

Individual First Line Middle Functional

Knowing Yourself X X X X

Managing Yourself X X X X

Knowing Others X X X X

Managing Others X X X

Knowing Business X X X XManaging Business X

AMA Management Competency Model1. Knowing and Managing Yourself



Emotional Intelligence/Self-Awareness

Self-Confidence

Self-Development

Building Trust and Personal Accountability

Resilience and Stress Tolerance

Action Orientation

Time Management

Flexibility and Agility

Critical and Analytical Thinking

Creative Thinking

Oral Communication

Written Communication

Valuing Diversity

Building Teams

Networking

Building Relationships

Partnering

Emotional Intelligence/Interpersonal Savvy

Influencing

Managing Conflict

Managing People for Performance

Clarifying Roles and Accountabilities

Delegating

Empowering Others

Motivating Others

Developing Top Talent

Problem Solving

Decision Making

Managing and Leading Change

Driving Innovation

Customer Focus

Resource Management

Operational and Tactical Planning

Results Orientation

Quality Orientation

Mastering Complexity

Business and Financial Acumen

Strategic Planning

Strategic Thinking

Global Perspective

Organizational Savvy

Organizational Design

Human Resources Planning

Monitoring the External Environment

Functional/Technical Skills

Leadership Practices (Kauzes and Posner Model)Model the Way, Encourage the Heart, Challenge the Process,

Inspire a Shared Vision, Enable Others to Act

Company Values

Leadership Practices (Kauzes and Posner Model)The Five Practices of Exemplary Leadership® resulted from an intensive research project to determine the leader-ship competencies that are essential to getting extraordinary things done in organizations. To conduct the research, Jim Kouzes and Barry Posner collected thousands of "Personal Best" stories—the experiences people recalled when asked to think of a peak leadership experience.

http://www.leadershipchallenge.com/WileyCDA/Section/id-131054.html

Despite differences in people's individual stories, their Personal-Best Leadership Experiences revealed similar patterns of behavior. The study found that when leaders are at their personal best, they:

Model the Way Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm peo-ple and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.

Inspire a Shared Vision Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can be-come. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

Challenge the Process Leaders search for opportunities to change the status quo. They look for inno-vative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.

Enable Others to Act Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.

Encourage the Heart Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.

Items of Behaviors

Individual C First Line Mid Functional

Managing and Knowing Yourself

Emotional Intelligence/Self-Awareness

8 6 8 8 8

Self-Confidence

11 8 10 10 11

Self-Development

11 7 11 11 11


11 8 11 11 11


10 8 10 10 10

Action Orientation

10 7 9 10 10

Time Management

11 7 8 9 7


10 5 8 9 10


7 5 5 7 7

Creative Thinking

7 5 7 7 7

Items of Behaviors

Training Program

Training Provider

Audience Budget


Emotional Intelligence/Self-Awarene

8 PEP Ramesh of India

Self-Confidence

11

Self-Development

11


11


10 Stress Management

Internal Video

Action Orientation

10

Time Management

11 Work Planning

Abdul Karim


10


7

Creative Thinking

7

Training Assignment

Coaching Exposure Performance Aids

Self-study


Emotional Intelligence/Self-Awarene

Self-Confidence

Self-Development



Action Orientation

Time Management



Creative Thinking

Application

(1) Recruitment and selection. Looking beyond skills to performance dimensions such as teamwork, competency models can help to establish what it takes to do well on the job. Armed with this information, companies can focus recruitment dollars on finding the greatest number of prospective employees who have the right mix of competencies for the job in question. The content of appropriate selection instruments (e.g., structured interviews, role plays) can target the key competencies--and, hence, the whole package of needed skills and abilities. Beyond their usefulness in improving selection tools, competency models also provide candidates with a clear and realistic picture of expected behavior.

(2) Training and development. Assessing gaps between existing employee skills and those identified by a competency model can be extremely useful in devising a long-term strategic plan for leadership training and development. Identification of the skills needed to perform effectively makes it easier to ensure that the design and delivery of training are aligned with the organization's objectives. When a competency model is used as the foundation for training objectives, individual leadership gaps can be assessed and a training plan devised to address deficiencies.

(3) Performance appraisals. Performance-management systems can be enhanced by a competency model that provides a shared set of expectations regarding what is important and what will be monitored and measured. Competency models help managers to focus performance-appraisal discussions on critical aspects of behavior, thus providing a strategic tool for consistent and meaningful evaluation.

(4) Coaching, counseling, and mentoring. Competency models are often used as the basis for 360-de-gree feedback , in which a manager receives performance information from all relevant sources (including supervisor, subordinates, self, peers, and customers, if applicable). Coaches and advisers can use the in-formation so gathered to guide the employee in designing a development plan and making critical-skill im-provements. The clarity and specificity of competency models enable coaches and mentors to reinforce de-sired behavior and tie performance-management systems to necessary competencies. The other method is Best Self Portrait.

(5) Reward systems. A tremendous percentage of a hospitality organization's operating expenses is de-voted to employee compensation. To attract, retain, and motivate employees, reward systems must be eq-uitable and linked to desired behavior. Competency models can be extremely useful for defining the behav-ior that will be rewarded.

(6) Career development. For employees who aspire to reach the next level on a career path, a compe-tency model serves as a map. Competency models make employees aware of the behavior and skills needed to advance and achieve success, allowing them to prepare accordingly.

(7) Succession planning. Competency models can be used to identify possible successors for critical jobs by clarifying the requirements for the job and providing a method for assessing a particular candidate's readiness. Without a clear understanding of the competencies needed by future leaders, it is difficult for a firm to measure its "bench strength"--that is, to determine whether the organization has people with those capabilities and, if it does, who they are.

(8) Change management. Organizations can work toward an uncertain future by creating models that are based on competencies that may be necessary for future leaders, as well as competencies needed for cur-rent operations.

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