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ORGANIZATIONAL
AWARENESS
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Organizational
Awareness: Understanding business plan
goals.
Behaviours:
|
Administrative
Support
|
Professional
|
Managers
|
Executive
Managers
|
| Demonstrates
understanding of formal and informal structure. |
Demonstrates
understanding of climate and culture. |
Demonstrates
understanding of organization's informal relationships. |
Demonstrates
understanding of underlying organizational issues. |
| Recognizes
or uses the surface structure and/or informal relationships
of own or others' organizations. Knows who
to ask for what, and when (i.e. "chain of command",
positional power, rules and regulations). |
Recognizes
unspoken organizational limitations - what is and
is not possible at certain times or in certain positions. Incorporates
into actions when needed. |
Understands,
describes and works with ongoing informal relationships
within own or others' organizations, with a clear
sense of their organizational impact. |
Understands
and addresses the long term reasons (internal / external
or formal / informal forces) for ongoing problems
within the organization. |
DEVELOPING
COMPETENCE IN ORGANIZATIONAL AWARENESS
- TIPS FOR STAFF
| Behaviour |
Ideas
for On-the-Job Competency Development
|
| Demonstrate
understanding of formal and informal structure. |
- Seek
out a resident "expert" to act as your mentor. This
person can describe the formal rules, and clue
you in to the unwritten rules of the organization
as well.
- Get
to know your peers cross-functionally. Find
out what they do and what processes or rules
they follow, especially those that may have an
impact on you or your group.
- Keep
a file of the people you contact, so you will
know whom to call when you need advice or support.
- Study
the goals and strategies of your department and
identify how your work and the work of your work
unit supports those goals and strategies.
|
| Demonstrate
understanding of climate and culture. |
- Initiate
a meeting or lunch with a seasoned manager or
co-worker. Ask this person to share his
or her knowledge of the organization history,
how decisions are made, what is important, etc.
- Look
for opportunities to lunch or socialize with
others outside the normal work environment, or
perhaps after hours when informal discussions
about the organization take place.
|
| Demonstrate
understanding of organization's informal relationships. |
- Ask
an experienced person to act as your coach or
mentor. Ask this person:
- Who
are the people who can make things happen? In
each group?
- Who
are the key players in a particular group? What
are the dynamics of that group?
- What
is important to the key players?
- Of
whom do you have to be careful?
- Connect
with the informal communications system by making
it your job to keep people informed.
- Develop
relationships with individuals throughout the
organization. Take note of who has influence
and the support of their peers at all levels
of the organization.
|
| Demonstrate
understanding of underlying organizational issues. |
- Read
the department's business plan. Ask your
supervisor to explain the context of any goals
you don't understand.
- Ask
your supervisor to use you as a "stand-in" when
he or she is unable to attend key meetings.
- Compile
a list of the things you would like to find out
about the department that would help you perform
more effectively. Seek individuals or documents
that can provide the information you need.
- Volunteer
to participate on cross-functional teams or other
workgroups that will expose you to areas beyond
your own work unit.
- List
three things you can do personally to help the
department achieve its business plan goals. Discuss
these with your supervisor.
|
DEVELOPING
COMPETENCE IN ORGANIZATIONAL
AWARENESS
- TIPS FOR SUPERVISORS
| Type
of Support |
Ideas
for
Developing Staff
|
| Coaching |
- Assign
the employee to work with a coach or mentor who
can provide the appropriate advice.
- Meet
with staff to discuss business plan goals and
how those goals can be achieved.
- Review
work plans and progress on those work plans regularly
with staff.
- Encourage
informal discussion around organizational climate
and culture.
|
| Development |
- Encourage
participation in cross-functional activity and
interdepartmental initiatives, so employees can
learn more about the "bigger picture".
- Ask
the employee to stand in for you when you cannot
attend key meetings.
|
| Role
Modeling |
- Ensure
you maintain good relationships within and outside
the department, so you can share information,
ideas and contacts with employees.
|
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
- Describe
the culture of your organization and give an example
of how you work within this culture to achieve a goal.
- Describe
the things you consider and the steps you take in assessing
the viability of a new idea or initiative.
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