More than 500 managers completed the test
Convincing Validity and Reliability results
The test can indicate when the answers were
overcritical or overoptimistic
Test has an on-line version
It is available in 3 languages: Hungarian, English,
INTRODUCING THE MODEL
We identified 90 features of successful managers in our research.
These were grouped into the following 15 competences: Handling
difficult situations, Systems thinking, Problem solving, Organising, Benchmarking,
Managing change, Handling people issues, Co-operation, Influencing, Leadership,
Team building, Developing people, Time management, Clear communication, EQ.
These competences were structured by these 2 dimensions:
TASK or PEOPLE FOCUS,
SITUATION or PROCESS FOCUS,
And there are some competences with general relevance.
To scale to examine the validity of answers:
• Well being:
Bellow 40 - the answers van be too critical,
Above 60 – the questions perhaps were not
taken seriously enough
• Good impression:
Above 60 – the results can be overoptimistic
• The results were converted to a T-Scale (mean: 50 and deviation: 10).
What does it mean for understanding the results?
• Below 40: Basic level – 1/6 of the sample
• 40-50: Middle level – 1/3 of the sample
• 51-60: Good level – 1/3 of the sample
• Above 60: Excellent level – 1/6 of the sample
SAMPLE REPORT - TEXT
Results of Managerial Competences Test
Well being: 55
Good impression: 22
Mark Level Description
situations 50 Good
Unambiguosly identifies the situation, finds solutions matching the situation and encroaches in time.
Able to easily apply solutions which work fine based on previous experince. Is characterized by
readiness and accuracy when employing routin solutions.
Recognizes a few important connections. Revealing difficult connections is not his strength, but
able to understand the outlined guidelines and connections.
Characterized by recognizing and more or less consciously solving certain problems. Is not
concerned with the causes of the problems. The unit is struggling with several returning problems.
His decisions are more ad hoc, or based on his mood, he is not concerned with the efficiency of the
Task planning is sometimes poor, sometimes good. There are always minor shortcomings in the
arrangements that set back work efficiency. Tends to over- or underestimate the resources necessary
for solving the tasks.
He develops the operation of his unit based on the needs of the connected units and the company.
He knows more the advantages of their operation, and hardly sees where the operation could be
improved. Only superficially knows or analyze the best solutions of the competitors and the trends
to be expected.
May. 31, 2015
Mnagerial competence test available in 3 languages: Hungrian, English, German