Management Program Assessments

Written by Nicholas Kamuda
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In general terms, management program assessments aim to critically examine the role and functions of those in managerial positions. Some of the most common methods for producing reliable assessments are to use performance evaluations and employee surveys as data gathering tools. Once all of the relevant data is collected, analysts can begin to draw links between profitability and performance (the hard metrics of business) and employee interaction and skills (the psychometrics of business).

Employee surveys are collections of questions and prompts that are designed to measure employee opinion and the success of interaction between different levels of managerial hierarchy. Management program assessments and surveys are generally designed to be as brief as possible, often as few as two or three pages. In many cases, each question of the assessment is concise and features neutral grammar, word choice, and uniformity in sentence length and format.

In general, employee surveys, whether designed for management or not, should measure opinion on as many levels of interaction as possible. For example, employee performances are often assessed in terms of their relationships with higher levels of management, lower-level employees, and in terms of their relationships with peers. This kind of data allows analysts to understand how employee relationships may affect profitability and productivity.

The Skills That Management Program Assessments Address

Many managerial surveys address three different kinds of interaction: leadership skills, management skills, and interaction skills. The three types of interaction, though related, are not fungible, and in many cases, the skill asymmetry of employees is relatively high. Sometimes, though, employee skill asymmetry results from job description and job responsibility. It is this kind of conclusion, for example, that management program assessments aim to discover.

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