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The term managerial assessment of proficiency (MAP) describes a methodology for the assessment of managerial competence in human resource and training applications. MAP is designed for evaluation of a manager's proficiency in 12 prescribed competencies, and other criteria. Assessments can be generated for an employee, as well as for a department or the organisation as a whole. Normative values, used for comparative purposes in each assessment, are based upon the performance of over 110,000 managers, across 17 countries, in more than 600 organisations that have used MAP, according to the UK-based company, ''Development Processes Group plc'', that licenses the tool into organisations. The Managerial Assessment of Proficiency - (MAP2), copyright 2012, 2014, HRD Press, Inc. is an assessment tool published by HRD Press, Inc. Amherst, MA USA, and is available throughout the world. "Development Processes Group plc" is the exclusive representative in the United Kingdom. The 12 competencies are fundamental in determining the proficiency of an effective manager, according to the methodology. Implicit in the approach for developing managerial excellence is the definition of the competencies: a "group of related skills, knowledge, and attitudes that correlate with success in one’s job and can be improved through training." ==MAP assessment process== Dr. Scott Parry, founder of Training House, Inc.,creator of the tool and 1999 inductee into the ASTD (ATD) and, Academy of Resource Development, Halls of Fame, developed the MAP competency framework by first analysing the results of a series of large competency studies conducted by a number of major organisations. Dr. Parry, sold Training House in 1999 to HRD Press, Inc. who authorized Development Processes Group, plc as the exclusive representative and developer of the MAP assessment within the United Kingdom. Cliff Lansley leads the further development of MAP with fellow Director Cameron Robertson has used the tool in studies across hundreds of major public and private sector organisations and he says' "we now have powerful benchmarking data of leadership competencies across most organisational sectors. What is unique here, is that MAP is the only objective diagnostic tool for managerial and leadership compenece measurement that exists in the world. All other tools are based merely on self-report, 360 degree opinion or subjective judgement by an assessor". The studies looked at a number of leading corporations to identify the competencies and attributes that were important to the performance of managers. IBM, AT&T, Henley Management College, Ford and Kodak came up with very similar managerial competencies and these were analysed. The developers of MAP selected 12 of the most frequently mentioned competencies, those common to most frameworks, and arranged them in 4 clusters and 2 broad categories: task-handling (left column) and people-handling (right column). Dr. Scott Parry, developer of the MAP Assessment competency framework and tool, defines competencies as "a group of related skills, knowledge, and attitudes that correlate with success in one’s job and that can be improved through training”. The assessment involves studying a series of real-life management situations covering a week in the life of a typical manager and his team and answering a series of questions about your judgement of what you’ve seen. The situations covered include: * team meetings * time management * delegating * discipline and empathy * appraising staff * performance management * problem solving * listening. Following each short scene the delegates answer a series of questions based on what they have been watching. They are then asked if, in their opinion, the management behaviour they have seen is good or bad practice. The scenarios are very effective in getting managers to be a part of the assessment process because they are based on the real situations that they regularly have to deal with on a day-to-day basis, resulting in high face validity scores. There are also two paper-based questionnaires that help determine their preferred styles of managing and communicating and the impact that can have in the workplace. At the end of the day the assessment is scored online and a personal profile produced within minutes. This is in readiness for Day 2 of the MAP Assessment process. The second day of the process is the interpretation of the assessment scores providing delegates with a development ‘road map’ for their ongoing development. If a team is being assessed then a group profile is also produced to take into account the department or team’s training and development needs. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Managerial assessment of proficiency」の詳細全文を読む スポンサード リンク
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