Fixation Exercise - Module 2 Introduction to competency - based management

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Painel / Meus cursos / Introduction to competency-based management
/ Module 2: Systemic Process, Description of Competency and Case Study
/ Fixation Exercise - Module 2
Iniciado em terça, 24 ago 2021, 14:03
Estado Finalizada
Concluída em terça, 24 ago 2021, 14:04
Tempo
empregado 1 minuto 7 segundos
https://mooc.escolavirtual.gov.br/my/
https://mooc.escolavirtual.gov.br/course/view.php?id=6927
https://mooc.escolavirtual.gov.br/course/view.php?id=6927#section-2
https://mooc.escolavirtual.gov.br/mod/quiz/view.php?id=166644
Questão 1
Correto
Atingiu 1,00 de 1,00
Analyse the figure below and select the best alternative to complete it.
COMPETENCY-BASED MANAGEMENT MODEL
I. Establish indicators and goals;
II. Map the competency gap;
III. Compare results achieved with expected results;
IV. Identify the organizational competencies needed for achieving
the objectives;
V. Calculate the degree of necessity for competency development;
VI. Establish new institutional goals.
Select the alternative that contains the items that would complete the
figure: 
Choose one:
 
a. II, IV e VI
b. I, II e III 
c. IV, V e VI
d. II, IV e V
e. II, III e IV
Your answer is correct.
Answer key: b. I, II e III
Feedback: The Competency-based Management Model starts with the
identification of the strategy, objectives, goals and institutional indicators.
The process therefore begins with the definition of what the institution aims
to achieve. Once the competencies that the institution needs to achieve its
objectives have been defined and identified as competencies that the
institution already has, the competency gap can be determined by the
difference between the competencies needed to achieve the institutional
objectives and the competencies that the institution already has. Once
measures have been adopted to remedy or minimize the gap, it is possible
to assess whether the results achieved are close to those desired.
Questão 2
Correto
Atingiu 1,00 de 1,00
Considering the competency described below, analyse the statements:
Developing institutional assessment indicators, quarterly, using the BSC
methodology.
I. The phrase "quarterly" is the criterion for the competency;
II. The phrase "using the BSC methodology" is the condition for the
competency;
III. The competency lacks a criterion;
IV. The competency lacks a condition;
V. The phrase "quarterly" is the condition for the competency;
VI. The phrase "using BSC methodology" is the criterion for the
competency.
Select the alternative with the correct statements:
Choose one:
 
a. V and VI
b. III and IV
c. I and II 
d. II and III
e. III and V
Your answer is correct.
Answer key: c. I e II
Feedback: Based on the quality standard desired by the institution, the
condition indicates the tool, technique or procedure that must be followed
or used for the performance to be satisfactory. The competency criteria, in
turn, are desired standards or levels of performance considered satisfactory
by the institution (MAGER, 1981). Traditionally, criteria are described in
terms such as speed, accuracy, quality, quantity, deadline, frequency.
Questão 3
Correto
Atingiu 1,00 de 1,00
Select the alternative that best describes the difference between
competency and complexity:
Choose one:
 
a. Complexity describes the differences between jobs, while skills
describe deliverables;
b. Complexity describes knowledge, skills and attitudes, while
competencies describe types of behaviour;
c. Complexity describes the difficulty of accomplishing the task,
while competency describes the activity;
d. Complexity describes the experience that the individual must
have, while competency describes the deliverables expected of him;
e. Complexity describes the deliverable expected of the individual,
while competency describes the types of behaviour that the
individual must display. 
Your answer is correct.
Answer key: e. Complexity describes the deliverable expected of the
individual, while competency describes the types of behaviour that the
individual must display.
Feedback: As discussed in chapter 6.3, a competency may have different
degrees of complexity, depending on the repertoire of knowledge, skills,
attitudes and experience that needs to be mobilized in a particular
organizational space or position (DUTRA, 2004). In this way, the competency
description puts forward the types of behaviour expected of the individual in
a way that is aligned with the strategic objectives of the organization. In
turn, the level of complexity specifies the deliverables expected of each
individual, according to the complexity of the job or position he occupies.
Questão 4
Correto
Atingiu 1,00 de 1,00
According to the text of the discipline, what reasons were given for the
adoption of the bureaucratic administration model by most
democracies in the nineteenth century?
 
a. Administrative decentralization and control by results
b. Legalism and impersonality
c. Immobilization of procedures and routines
d. Patrimonialism and clientelism 
e. Regulation and Legalism
Your answer is correct.
Answer key: d. Patrimonialism and clientelism
Correction Key: With democracy being adopted in many countries
throughout the world in the nineteenth century, the adoption of the
bureaucratic administration model was the choice made to combat
patrimonialism and clientelism present in monarchic cultures. In this
administrative model, rigid laws, procedures and routines governed all
services provided to the citizen in a highly centralized and hierarchical State.
The regulations had to take the place of decision-making and it was up to
the public servant to follow them closely.
Questão 5
Correto
Atingiu 1,00 de 1,00
To circumvent the adverse effects of monarchism, nineteenth-century
democracies adopted the bureaucratic management model. According
to the text, what advantages did this model have when compared to
monarchism?
 
a. Regulation and Legalism
b. Immobilization of procedures and routines
c. Legalism and impersonality 
d. Administrative decentralization and control by results
e. Patrimonialism and clientelism
Your answer is correct.
Answer key: c. Legalism and impersonality
Since in this administrative model, the rigid laws, procedures and routines
governed all services rendered to the citizen in a highly centralized and
hierarchical State, the employees had to follow strictly the regulations which
took the place of decisions. In this way it was possible to offer service to the
citizen in a legalistic and impersonal way.
Questão 6
Correto
Atingiu 1,00 de 1,00
According to the text, even after the adoption of the bureaucratic
model, the public administration was not able to fulfil the country's
desires. Select the alternative that best describes the reasons for the
inefficiency of the bureaucratic management model.
 
a. Regulation and Legalism
b. Immobilization of procedures and routines 
c. Patrimonialism and clientelism
d. Administrative decentralization and control by results
e. Legalism and impersonality
Your answer is correct.
Answer key: b. Immobilization of procedures and routines
The rigidity of the set of procedures and routines that had to be followed,
rendered the provision of services to the citizen inefficient.
Questão 7
Correto
Atingiu 1,00 de 1,00
Finally, the managerial management model was regarded by many
democracies as more suitable to respond to the needs of the citizen.
Select the alternative that best describes it:
 
a. Regulation and Legalism
b. Patrimonialism and clientelism
c. Legalism and impersonality
d. Administrative decentralization and control by results 
e. Immobilization of procedures and routines
Your answer is correct.
Answer key: d. Administrative decentralization and control by results
Contrary to the excess of centralization and rigidity of procedures, the
managerial administration model sets out from the premise that the
services offered by the State can be better provided by a broad delegation of
authority, imbuing the employee withgreater autonomy, but demanding
results later.