File:Bell telephone magazine (1922) (14753829054).jpg

Identifier: belltelephonemag4344amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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s a part of a simulated manu-facturing organization and concerns him-self with matters such as production,inventory, and supply; 3) work situationtests: a selection of letters, reports, pa-pers for signature, etc., which are appro-priate for a specific management job arepresented to the candidate in the formof an in-basket; the material is to behandled as it would be under job condi-tions; 4) an interview by a staff memberwhich provides background on each ofthe candidates and explores subjects suchas career goals as well as clarifying anyconfusions the candidate might have re- 19 Assessment Centers garding the assessment program. Thesetechniques have been designed by pro-fessionals with an eye toward their useby management people. What Qualities Are Assessed? In this program the major aim Ls toevaluate the candidate on variables whichare considered to be relevant to successin management. The emphasis is on thosemanagement variables which are notreadily observable when the man is work-
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ing in a craft assignment. Since thesequalities are those about which a linesupervisor would have the least informa-tion, the Per.sonnel Assessment Programis viewed as being supplementary to lineorganization and as being one more toolavailable in considering the promotion ofmen to management positions. A surveyof line supervisors yielded a list of man-agement variables best suited to evalua-tion at an assessment center. This listincluded such qualities as scholastic ap-titude, oral communication skills, leader-ship skills, etc. There are 20 such qualitiesgenerally measured and each has fourcharacteristics: 1) it should be animportant management attribute; 2) itshould be simple enough to be defined inbehavioral terms; 3) it should be observ-able enough at a center to make reason-ably accurate predictions about thecandidates future behavior; and 4) thecharacteristic should be relatively stableso that future predictions are worthwhileand valid. Who Does The Assessing? The quality of eval

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