MSO Competencies

Definitions
Competency
An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job or situation. (Spencer and Spencer, 1993, Competence at Work: Models for Superior Performance)
- or -
An underlying characteristic of an individual that predicts behavior in a variety of situations and results in effective or outstanding performance.
Competency Model
A competency model is a description of key competencies required for outstanding performance in a given job or category of jobs. It consists of a set of competencies that have been selected through a detailed research process that demonstrates their importance for success on the job.
MSO Competency Model
A study conducted in 2003-04 determined that the following six competencies were key to MSO positions:

Leadership
Business and Financial Analysis
Analysis and Planning
Human Resource Development
Community Building
Communication
Leadership
Has a vision of an effective and inclusive organization; understands and actively supports organizational mission and goals; understands the importance of cultivating relationships across the organization to accomplish work and meet customer needs; breaks down barriers between functions/areas; manages relationships by creating "win-win" situations and seeking mutual benefit for all involved; gains support and commitment from others and mobilizes them to take action; actively supports the organization's commitment to multiculturalism and diversity; understands the implications of personal and managerial actions; conveys personal credibility.
Creates a vision of achievement; is motivated to seek and meet challenging goals with measurable results and empowers others to do the same; has an orientation for finding better and faster ways of doing things; embraces technology to help meet goals; and measures performance and encourages discussion of expectations and standards; aligns own actions and priorities to achieve long-term organizational decisions.
Business and Financial Analysis
Understands the role of the MSO and how it fits into the larger organization; believes that an MSO facilitates the business of the organization being accomplished for the greater good of all; understands that the MSO supports academic and non-academic endeavors; understands academic governance and policies, decision-making, organizational traditions, hierarchy and constraints; responds to change quickly and integrates changes into the ways work is accomplished.
Has extensive knowledge of financial planning and budget analysis demonstrated through education or equivalent experience, knowledge of office and/or business administration.
Demonstrates skills and knowledge of the principles and practices of business management to effectively and ethically manage and oversee a complex academic department in the areas of, space and facility requirements, information technology, and teaching/research laboratory needs. Uses strong decision-making and problem-solving skills. Organizes work effectively to achieve timely progress on multiple simultaneous projects, distributes effort appropriately among the projects, meets deadlines and maintains a high level of productivity.
Understands, interprets, and applies Federal/State/University laws, regulations and policies governing business and accounting activities, health and safety issues, facilities and space usage and maintenance, confidentiality of records and information, and technology.
Analysis and Planning
Includes analyzing and evaluating information and situations; considers cause and effect in decision-making; synthesizes ideas and integrates information resulting in comprehensive versus fragmented perspective and action; investigates to get the root cause of issues; considers both short-term and long-term implications of decisions; demonstrates flexibility in thinking about and framing issues.
Demonstrates strategic planning, analytical and program evaluation skills to effectively provide sound recommendations, continually examines systems and develops or revises to accommodate change requirements. Has skills to research, identify and validate trends and issues related to department operational and business activities and research programs. Performs program and facilities analysis and evaluation of technical and non-technical operations. Analyzes complex information or problems in an objective manner and derives logical conclusions to provide a sound basis for establishing priorities, selecting appropriate courses of action for pursuit or recommendations to others, and to resolve conflicts.
Human Resource Development
Views people as the organization's core assets; creates the structure and practices that allow for staff and self to continuously upgrade capabilities; establishes formal and informal relationships with others to provide feedback, information, support and resources to help them develop new or higher levels of skill and ability; derives satisfaction from developing others.
Demonstrates skills and knowledge of the principles and practices of human resource management, personnel policies and procedures, multiculturalism and diversity to effectively and ethically manage and oversee a complex academic department. Has awareness of own "style" and its effect on others; strives to adjust own behavior or approach as appropriate in order to have effective relationships with those who have different perspectives, cultural styles and values.
Community Building
Actively builds constructive and effective relationships with colleagues at all levels; advances the campus Principles of Community (http://principles.ucdavis.edu); strives to maintain an environment of justice and respect; advises and collaborates with others to develop a stronger team and enhance workplace spirit; believes that people want to do their best; shares knowledge and resources and encourages the same of others; encourages others to have fun at work.
Demonstrates supervisory and team building skills to effectively recruit, train, evaluate, motivate, resolve problems/conflicts, and build effective service-oriented, team environment. Uses principles of performance management, multiculturalism and diversity, coaching skills to enhance staff contributions to department mission. Assesses performance and communication skills to provide accurate and timely feedback.
Communication
Believes that communication empowers people and should be distributed widely and appropriately; knows that listening is essential to understanding; can give and receive constructive feedback; chooses the appropriate medium for the message; relates to a broad range of people; understands the power of information and possession of it.
Uses strong interpersonal and communication skills to clearly and effectively interact with diverse groups and individuals, secure and/or provide information to clarify situations, resolve problems, and negotiate services and/or agreements and memorandums of understanding (MOUs) with other departments or external agencies.

MSOs for the Future: A Development Program


	MSO Competencies Definitions Competency An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job or situation. (Spencer and Spencer, 1993, Competence at Work: Models for Superior Performance) - or - An underlying characteristic of an individual that predicts behavior in a variety of situations and results in effective or outstanding performance. Competency Model A competency model is a description of key competencies required for outstanding performance in a given job or category of jobs. It consists of a set of competencies that have been selected through a detailed research process that demonstrates their importance for success on the job. MSO Competency Model A study conducted in 2003-04 determined that the following six competencies were key to MSO positions: Leadership Business and Financial Analysis Analysis and Planning Human Resource Development Community Building Communication Leadership Has a vision of an effective and inclusive organization; understands and actively supports organizational mission and goals; understands the importance of cultivating relationships across the organization to accomplish work and meet customer needs; breaks down barriers between functions/areas; manages relationships by creating "win-win" situations and seeking mutual benefit for all involved; gains support and commitment from others and mobilizes them to take action; actively supports the organization's commitment to multiculturalism and diversity; understands the implications of personal and managerial actions; conveys personal credibility. Creates a vision of achievement; is motivated to seek and meet challenging goals with measurable results and empowers others to do the same; has an orientation for finding better and faster ways of doing things; embraces technology to help meet goals; and measures performance and encourages discussion of expectations and standards; aligns own actions and priorities to achieve long-term organizational decisions. Business and Financial Analysis Understands the role of the MSO and how it fits into the larger organization; believes that an MSO facilitates the business of the organization being accomplished for the greater good of all; understands that the MSO supports academic and non-academic endeavors; understands academic governance and policies, decision-making, organizational traditions, hierarchy and constraints; responds to change quickly and integrates changes into the ways work is accomplished. Has extensive knowledge of financial planning and budget analysis demonstrated through education or equivalent experience, knowledge of office and/or business administration. Demonstrates skills and knowledge of the principles and practices of business management to effectively and ethically manage and oversee a complex academic department in the areas of, space and facility requirements, information technology, and teaching/research laboratory needs. Uses strong decision-making and problem-solving skills. Organizes work effectively to achieve timely progress on multiple simultaneous projects, distributes effort appropriately among the projects, meets deadlines and maintains a high level of productivity. Understands, interprets, and applies Federal/State/University laws, regulations and policies governing business and accounting activities, health and safety issues, facilities and space usage and maintenance, confidentiality of records and information, and technology. Analysis and Planning Includes analyzing and evaluating information and situations; considers cause and effect in decision-making; synthesizes ideas and integrates information resulting in comprehensive versus fragmented perspective and action; investigates to get the root cause of issues; considers both short-term and long-term implications of decisions; demonstrates flexibility in thinking about and framing issues. Demonstrates strategic planning, analytical and program evaluation skills to effectively provide sound recommendations, continually examines systems and develops or revises to accommodate change requirements. Has skills to research, identify and validate trends and issues related to department operational and business activities and research programs. Performs program and facilities analysis and evaluation of technical and non-technical operations. Analyzes complex information or problems in an objective manner and derives logical conclusions to provide a sound basis for establishing priorities, selecting appropriate courses of action for pursuit or recommendations to others, and to resolve conflicts. Human Resource Development Views people as the organization's core assets; creates the structure and practices that allow for staff and self to continuously upgrade capabilities; establishes formal and informal relationships with others to provide feedback, information, support and resources to help them develop new or higher levels of skill and ability; derives satisfaction from developing others. Demonstrates skills and knowledge of the principles and practices of human resource management, personnel policies and procedures, multiculturalism and diversity to effectively and ethically manage and oversee a complex academic department. Has awareness of own "style" and its effect on others; strives to adjust own behavior or approach as appropriate in order to have effective relationships with those who have different perspectives, cultural styles and values. Community Building Actively builds constructive and effective relationships with colleagues at all levels; advances the campus Principles of Community (http://principles.ucdavis.edu); strives to maintain an environment of justice and respect; advises and collaborates with others to develop a stronger team and enhance workplace spirit; believes that people want to do their best; shares knowledge and resources and encourages the same of others; encourages others to have fun at work. Demonstrates supervisory and team building skills to effectively recruit, train, evaluate, motivate, resolve problems/conflicts, and build effective service-oriented, team environment. Uses principles of performance management, multiculturalism and diversity, coaching skills to enhance staff contributions to department mission. Assesses performance and communication skills to provide accurate and timely feedback. Communication Believes that communication empowers people and should be distributed widely and appropriately; knows that listening is essential to understanding; can give and receive constructive feedback; chooses the appropriate medium for the message; relates to a broad range of people; understands the power of information and possession of it. Uses strong interpersonal and communication skills to clearly and effectively interact with diverse groups and individuals, secure and/or provide information to clarify situations, resolve problems, and negotiate services and/or agreements and memorandums of understanding (MOUs) with other departments or external agencies.
MSOs for the Future: A Development Program