Know-How DEFINITIONS DEFINITION: Know-How is the sum total to every kind of skill, however acquired, required for accept able job performance. This sum total which com: prises the overall "sayy" has 3 dimensions — the requirements for: MEASURING [Link]: Know How has both scope (vatity) and depth (ae ee ot require some knowledge about ye total Know. : wit a few things. Th . oC hrowledge aout afew tings Ten, Tvs How is the combination o! weighing Comeept makes practical the comparison and WH A Perea procedures, speciaized techniques, and ff the total Know-How content of different i scientific disciplines, terms of: “How much knowledge about how many things.” $D Koow-How of integrating and harmonizing the diversified functions involved in managerial si ~ 3] HUMAN RELATIONS SKILLS vations occurring in operating, supporting, and ‘ administrative fields. This Know-How may be [Link]: Ordinary courtesy and effectiveness exercised consultatively (about management) in dealing with others. as well a5 exccutively and involves in some . combination the areas of organizing, planning, 2. IMPORTANT: Understanding, influencing, and/ executing, controlling and evaluating. or serving people are important, but not ex cal considerations. Active, practicing, face-to-face skills im the area . of human relationships (as defined at right). 3. CRITICAL: Alternative or combined skills in understanding, selecting, developing and moth vating people are important in the highest degree. KNOW-HOW NSA abe, geben 1 Commas | westarco | mowene. | w oono “ 5 7 = wr Te PRIMARY. 100 m 182 ELEMENTARY VOCATIONAL \VocaTionat, pascrica mmoceOunts ADVANCED VOCATIONAL BASIC TECHNICAL SPECIALIZED. SEASONED YECHNICALF i i i TecHwIcaL, ‘ACTUARIAL SPECIALIST AREA MANAGER: SUPERVISOR KEY PUNCH RESEARCH ASSOCIATE “6~ Problem Solving DEFINITIONS DEFINITION: Problem Solving is the original, “self starting” thinking required by the job for analyzing, evaluating, creating, reasoning, artiving at and mak- ing conclusions. To the extent that thinking is cir cumscribed by standards, covered by precedents, or referred to others, Problem Solving is diminished, and the emphasis correspondingly is on Know-How. Problem’ Solving has two dimensions: The thinking environment in which the probe lems are solved. ‘The thinking challenge presented by the prob- = tem 10 be solved, PROBLEM SOLVING MEASURING PROBLEM SOLVING: Problem Solving measures the intensity of the mental process which employs Know-How to (1} identify, (2) define, and (3) resolve a problem. “You think with what you know." This is true of even the most creative work The raw material of any thinking is knowledge of facts, principles and means; ideas ate put together from something already there. Therefore, Problem Solving is treated as a percentage utilization of Know. How. ~ BB 2 a nerermmve | 2 patterned |[Link] | 4. ADAPTIVE x Seon A. saver nourine 7 ms Ftecuek c= a nouTiNe . * “% 10% 1m we ©. sem nourne . iZ wx 2 wen aK , StaNoARDIZED ° 1% ae - BK ALY o€FINED . & cua im a f BROADLY OPINED ; asx 6. GENERALLY DEFINED . kM SAC oan KH es A ac TOTAL KH PS AG TOTAL . suPER cH ACTUABIAL SPECIALIST ‘ VISOR KEY PU RESEARCH ASSOCIATEAccountability EFINITIONS DEFINITION: Accountability is the answerability for action and for the consequences thercof. It is the measured effect of the job on end results. It has dimensions in the following order of importance. J FREEDOM To ACT — the degree of personal ‘or procedural control ané guidance as defined in the left-hand column of the chart, JOB IMPACT ON END RESULTS — as defined a right. MAGNITUDE — indicated by the general dollar 2 size of the area(s) most clearly of primarily a fected by the job. ACCOUNTABILITY 4 WHPACT OF J08 ON END RESULTS. Indirect: REMOTE: Informational, recording, of incidental services for use by others in relation to some im: portant end result CONTRIBUTORY: Interpretive, advisory, oF fac- ildating services for use by others in taking action. Direct: SHARED: Participating with others (except own subordinates and superiors), within or outside the ‘organizationat unit, in taking action, PRIMARY: Controlling impact on end results, where shared accountability of others is subordinate md [oo vervana, aaa ate[opetote Fee, + 7 al ep wl] Coe a mmezomven ‘lel stalgla ml el al st 2] S Bea ae & cowrnouiea sl aloe] alo ale} ol at als Bear par c. staoanoszeo a a | a] ell mo] oye See 8, aEWeRALLY REGULATED a ome amfm| tof m{ ole | ole Bef oe pane Po © necro we] e[ te || fae a wo {oe | as | | So [97 te Bef eae | ee »oenreoomeeron we | | oe | a0 | m Zs | 20 me | ez | oe | ae | dod sn | oe Bey Bo arp ot aot at enone owonnee deo | ae | ame | a0 |e | ae | ae its | Se | S| feo AS | a | iss Sea sat wm armartae auomnee om | am | «oo t | a fas | ea | dao | on | so | 9 io | Sapte tap oe [oe Pe no = 1 arwenaivr emavigh— five | aac | or | to | seo | 4 ae a a | Sn | Sem | os | to | 9] ie s wee Tora a | ACTUARIAL SPECUALIST SUPERVISOR KEY PUNCH 5 Rese at AREA MANAGER, VATE/ . A PRROBILES cuccervsussion voce POINTS: KH PS ac SUPERVISOR KEY PUNCH } ac TOTAL T= |s ‘> PERCENTAGES SOA 36-19-25 49-32-19 100% 41-23-36 100% 579