Here are a few tips when completing the case study this week. The case study includes two parts:

Part A: The scenario describes both competences ("organisational knowledge" and "learning and strategic systems thinking"). At the end of the case, there is a table that includes four (4) elements that should be included when describing a competence. You must explain if you believe the corporation in the case did a good job explaining the skill using the four-item checklist for both capabilities. What does the company include, and what does it exclude?

Part B: For each competency, you must construct a 5-point graphic rating system. Make sure you explain why you put up the 5-point scale the way you did. Give your reasoning to back up your decision. You must explain what each point implies. The rater should understand what behaviours would be noticed in order to rate the employee as a "1."

Measuring Competencies at the Department of Transportation The Department of Transportation (DOT) of a large midwestern the mission of each individual work unit and the importance of state uses core competencies to measure performance in its the time between them to make the entire operation whole. organization. Two of its core competencies on which all Acquires new skills and competencies and can explain how they employees are measured are "organizational knowledge and benefit the DOT. Regularly takes all transportation forms (i.e., "learning and strategic systems thinking." Organizational bicycle, light rail, highway, etc.) into account planning and knowledge is defined as follows: Understands the DOT's problem solving. Seeks information and ideas from multiple culture. Accurately explains the DOT's organizational structure, sources. Freely and intentionally shares ideas with others." major products/services, and how various parts of the organiza- Using the accompanying table as a guide, evaluate tion contribute to one other. Gets work done through formal each of these two competencies, and place a check mark next channels and informal networks. Understands and can explain to each of the components of a good competency description the origin and reasoning behind key policies, practices, and if the component is present. procedures. Understands, accepts, and communicates political Next, using the organizational knowledge and learning realities and implications." Learning and strategic systems and strategic systems thinking competencies, create a five- thinking is defined as follows: "Accepts responsibility for point graphic rating scale for each indicator using anchors of continued improvement/learning. Appreciates and can explain frequency, amount, agreement, or evaluation. In describing a competency, the following components must be present: Definition Description of specific behavioral indicators that can be observed when someone demonstrates a competency effectively Description of specific behaviors that are likely to occur when someone does not demonstrate a competency effectively (what a competency is not) List of suggestions for developing the competency in