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Junior Manager

This test concerns the psychological skills of managerial abilities connected with the fulfillment of basic managerial functions at the lowest level in the organization.

Managing is a process of achieving organizational goals and objectives with and through other people. So, managers are people whose primary mission is to achieve business goals by using of human resources of the organization. Junior Managers are responsible for supervising and coordinating the work of the contractors. Examples of first-level leaders are: the brigadier or master at the production plant, Head of the Laboratory at the research institution or Departament Manager at the office. Often they are named as a "supervisors".

The first-level manager is a person who is in direct contact with workers or contractors and is often exposed to the stress resulting from difficulties in reconciling the expectations of senior managerial cadre and the subordinate workers. Certainly that person should be characterized by the following skills:
   - planning,
   - managing,
   - solving conflicts,
   - controlling,
   - goal orientation.

We have to remember that not everyone could work as a Junior Manager. Becoming a supervisor you need to possess a highly developed soft competencies.

Based on our own experience, but also on the basis of the advertisements that appear in the labor market we have prepared for you a special package of 9 psychological skills related with the work as Junior Manager or First-Level Manager.

If you want to check only the team management skills, we invite you to the test which is located at following link Team management.

The test is a compilation of a single personality questionnaires that you can find at our Website.

Questions to answer: 90
Time to test: 35 min
Test price: 17.10 EUR
  • Managing (10)
    The scale is used to determine the extent to which the people can effectively manage a team; the extent to which they use these skills to motivate and inspire the commitment of other team members; the extent to which they manifest a tendency to play an important managerial role. Whether they have the ability to influence others and the ability to control and organise group activities.
  • Communicability (10)
    The scale is used to determine the extent to which people are talkative and sociable; if they are able to establish and maintain contacts with other people; the extent to which they use assertiveness; the use of the principles of correct communication, enabling effective communication with colleagues and building satisfying relationships at work.
  • Coordinating (10)
    The scale is used to determine the extent to which people create effective plans of action; how effectively they assign others to tasks and have control over the running of activities and relevant information flow; the extent to which they have the ability to integrate the activities of employees within the company’s structure to achieve the target; the extent to which they can optimize and take advantage of employees’ skills in achieving the set objectives; how they use their own competencies and relationships with others to improve their work.
  • Planning (10)
    The scale is used to determine the extent to which people have the ability to plan their own work which contributes to the effective implementation of the objectives; whether have the ability to create a vision of the desired state; whether they have skills to create tasks; how they manage tasks in the organization which require long-term planning.
  • Dealing with conflicts (10)
    The scale is used to determine how people are able to settle a dispute with difficult partners; whether they are able to express constructive criticism; ability to control the influence of emotions in the process of reaching an agreement; the extent to which - despite the incompatibility of certain opinions – they are able to maintain good relationships with colleagues.
  • Independence and autonomy (10)
    This scale is used to determine the extent to which people are independent in their opinions and activities; the extent to which they work without supervision and control; whether they are afraid to make independent decisions and take responsibility for their actions; to what extent they could operate without help from others.
  • Time management at work (10)
    This scale is used to determine the extent to which people can cope with setting priorities, and planning and implementing tasks in a prescribed timeframe.
  • Relationship-Building Skills (10)
    The scale is used to measure how people communicate with others; how they manage to make contacts; how they cope with difficult situations; if they apply rules of effective communication; the extent to which they apply techniques of building professional relationships.
  • Coping with stress (10)
    This scale is used to determine how effectively people can cope with difficult situations; what attitudes they present when they experience challenges in life; the extent to which they can maintain their psychological balance; whether they have the ability to work under high emotional pressure; the extent to which they utilise their skills to prevent the negative effects of stress; whether they have the ability to relax after a period of prolonged stress.