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This 4 page paper offers a very brief introduction to management assessment centers. The major part of the paper identifies the typical methods and techniques used in management assessment centers, e.g., role-playing. Bibliography lists 3 sources.
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4 pages (~225 words per page)
File: MM12_PGmgtct.rtf
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officers were selected based on tests and simulations (Waldron and Joines, 1994). The processes, procedures and methods at each assessment center may differ somewhat but there are significant commonalities between
and among them. For example, some centers use individual assessment techniques, such as tests (Gunderson and Haynes, 2000) and some do not (Waldron and Joines, 1994). The actual process also
differs based on the purpose of the center, which would include selection of a person to fill a specific open position, diagnosis, or determining who has management potential, and development,
which is the opportunity for individuals to develop managerial skills (Waldron and Joines, 1994). The most typical methods and activities at management assessment centers include the following. * Evaluations, assessments
and ratings of participants are based on observations by multiple highly-trained observers (Waldron and Joines, 1994; Gunderson and Haynes, 2000). This essential component of an assessment center is reflective of
the 360 degree feedback assessment process. Raters "observe the behaviors of participants as they interact with other people, solve problems, and act on their analyses" (Gunderson and Haynes, 2000). Centers
have an established process for integrating the separate observations and ratings to arrive at a unified evaluations of the individuals strengths and weaknesses and their potential to be a successful
and effective manager (Gunderson and Haynes, 2000). * Some centers use individual tests or other assessment techniques but some authors argue tests are not used in assessment centers (Waldron and
Joines, 1994). Assessment instruments include personality variables, skills assessments, learning styles, preferred working environment, e.g., is the individual a team-player (Gunderson and Haynes, 2000). Situational exercises, i.e., role-plays are the
mainstay of the centers (Gunderson and Haynes, 2000; Corporate Psychology Resources, 2004). Situational exercises place the participant in numerous types of situations where the participant must accomplish specific
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