honey singh hrm 13 rs

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Term paper of human resource

management

SUBMITTED TO:

SUBMITTED BY: - HARISH KUMAR

ROLL NO: - RS1905A39

COURSE NO. : --

CLASS : -- M.B.A (Retail & Entrepreneurship)

TOPIC : -- MANAGEMENT ASSESMENT CENTER

ACKNOWLEDGEMENT:-


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The project is an illuminating journey to the world of management. Co-operation and co-ordination of various people is involved in the creationof a project. It is impossible to thank each of them individually, but I ammaking a humble effort thank some of them.

First of all I want to thank my lecturer Miss. for assigning me such agreat project. She not only assigned me a responsible role in the project

but also showed confidence in me throughout the project.

Content:-Objective of study

Introduction:


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Management Assessment Center Management Assessment & Development Centres

The use of Assessment Centres in Industry

USES of Assessment Centers

Why use an Assessment Center

Common Uses of Assessment Centers:- A Typical Assessment Center

360-Degree Assessments

Assessment Design

Assessment Benefits

Advantages and disadvantages of the assessment center

Conclusion

Bibliography


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Objective of Study:-

To know about the management assessment center and how it works in theorganization.

To know the Scope for management assessment center.

To know the management assessment center development process andmanagement assessment center Succession Planning.

To know the benefits of management assessment center.

To know the advantages and disadvantages of Management Assessment

Center .


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INTRODUCTION:-

The Priority Management Assessment Center is a web application that allows our clients on-line access to pre and post workshop assessments in support of thetraining programs right of way delivers. The Assessment Center offers quick andeasy access to high quality, cost effective assessments. Ultimately, you and your organization will benefit from the useful diagnostic information these assessmentsgenerate.

Management Assessment Center:-

On any given day, your first-line and second-line supervisors are the most critical people in your organization. Every day they solve operating problems and keep thework flowing smoothly. Every day they direct, support, and motivate your operating employees. In todays workplace, they have to be as highly people-oriented as they are task-oriented. It is a very difficult job that not everyone can dowell. Are you hiring and or promoting the right people into these positions. Areyour current supervisors as effective as they need to be?

ASE offers the Center for Management Assessment and Development- a proveninstrument for measuring the competencies of those individuals.

The Centers behavior-based approach puts the assessee through a series of fiverealistic work simulations, conducted by Trained Assessors, to observe key

behaviors in six behavioral dimensions, namely:

1) Problem Solving

2) Leadership


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3) Interpersonal Relations

4) Organizing and Planning Administrative Tasks

5) Handling Crises and Stress

6) Oral Communication

The assessees performance is observed by a minimum of four different assessorsduring the course of the one-day program. The assessors compare their individualobservations to arrive at consensus evaluations in each of the above dimensions.ASE will produce a detailed, narrative-style written feedback report of theassessees performance, along with behavioral recommendations, training

recommendations, and reading recommendations for the assessee to address his or her developmental needs

The Process (observed by assessors)

1. Asseesses analyse and plan.

2. Make and submit decisions.3. Decisions entered and impact simulated.4. Results returned to assesses.5. Comments on teams provided to assessors.6. Cycle repeated enough times for all assesses to manage group.

Typical Timetable

1. Pre-read simulation brief.2. Short briefing (explaining the simulation and assessment issues).3. Form assessees into groups of three or four.4. Run simulation for sufficient periods.5. Review the simulation's learning.6. Assessors meet to compare notes and discuss.


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Management Assessment & Development Centres

To:-

Identify management potential. Establish an individual's training & development needs.

Involves:

Groups of managers with potential (the assessees). Senior Managers (the assessors). Psychologists & Administration staffs.

Competencies Assessed

Competency Model 1 Competency Model 2 Competency Model 3

Analytical Ability * Breadth of Perspective * Critical Thinking *

Helicopter Ability * Incisiveness * Results Orientation *

Administrative Ability * Imagination * Team Working *

Business Sense * Organization + People Management

Written Communication Drive + Personal Effectiveness *

Oral Communication + Self Confidence * Strategic Focus *

Perceptive Listening * Sensitivity Leadership *


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Vigour * Co-operativness * Financial Awareness *

Emotional Adjustment * Patience *

Social Skill *

Ascendency *

Flexibility *

Subordinate Relations *

The use of Assessment Centres in Industry:-

Modern assessment centres in the UK tend now to follow the American formatalthough there are still some which have their roots in the public sector CivilService model. The growth of the use of assessment centres in the UK has beenrapid. In 1986, Robertson and Makin reported that slightly more than one quarter of organizations who employed 500 people or more used assessment centres, in 1989,Mabey reported that more than one third of companies employing over 1000 people

used them while most recently Boyle et al (1993) reported that 45% of organizations who responded used assessment centres and that their use was more

prevalent in the private sector and by larger organizations. We have also seen a risein the use of what we could term 'pure' development centres. The main reasons

behind this have been the realization that centres that have an element of selectiondecision making to them can have a demoralizing effect on those individuals whohave been deemed unsuccessful. Organizations have also come to realize that to becompetitive they must constantly invest in the development of their staff in order to

enable them to respond effectively to an increasingly uncertain marketplace. Thishas meant that rather than selecting new employees organizations are now investingmore in their existing workforce. Traditionally companies who wished to train their staff would send them on a training course external to the organization, indeedmany still do, but there has been an increasing emphasis placed on deliveringtraining that is relevant to the organizations needs and business objectives. A


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development centre run as part of an integrated training strategy is an excellent wayof ensuring that training is carried out in a context of organizational relevance. Afinal reason for the growth in use of development centres has been the widespreadadoption of the idea of behavioral competencies in the human resource field,

because development centres are designed around the job simulation format whichrequires the participant to actively do something. They are a naturally effective wayof assessing competencies in individuals.

USES of Assessment Centers:-

Selecting employees, identifying potential, measuring development needs,succession planning.

An effective Assessment Centre simulates the organizational level that participants aspire to reach.

A failing of many Assessment Centres is a one sided emphasis on assessinganalytical ability with too little focus on how participants would relate todirect reports in potentially confrontational situations.

Only in such exercises can leadership effectiveness be assessed.

Leadership of subordinates is quite different from leading in a meeting of peers.

Hence, group exercises are of limited use for assessing leadership of subordinates.

A group exercise cannot assess how people use or abuse authority over

others.

The classic problem of whether the best engineer will be the best manager isnot resolved using exercises that just look at analytical and generalinterpersonal skills.


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The point is to ensure that your Assessment Center is designed to assess theskills that will be critical in the target job.

Why use an Assessment Center:-

To take the guess works out of selection and development.

All businesses need to get more out of fewer people.

Competitive advantage depends on exceptional people

This means taking extra care to get the right people in the right roles.

Interviews alone are not as effective in assessing candidates as using avariety of challenging job simulations.

If your business really depends on hiring and developing the best people,

then effective assessment should be seen as a major investment.

Common Uses of Assessment Centers :-

Selection Diagnosis

Development


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Selection and Promotion1) Supervisors & managers.2) Self-directed team members.3) Sales.

Diagnosis

1) Training & development needs.

2) Placements.

Development

1) Skill enhancement through simulations.

A Typical Assessment Center

1) Candidates participate in a series of exercises that simulate on- the-jobSituations.

2) Trained assessors carefully observe and document the behaviours displayed bythe participants. Each assessor observes each participant at least once.

3) Assessors individually write evaluation reports, documenting their observations

of each participant's performance.

4) Assessors integrate the data through a consensus discussion process, led by thecenter administrator, who documents the ratings and decisions.

5) Each participant receives objective performance information from theadministrator or one of the assessors.


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360-Degree Assessments:-ASE uses a 360-degree assessment method in organizational and leadershipdevelopment. This approach gives individuals a chance to know how others see

them. It utilizes self ratings, peer review, and upward assessments to gather meaningful data for the individual. A 360-degree assessment generally has highemployee involvement and credibility. It can result in better working relations,

better communications, increased effectiveness and productivity of individuals andthe organization as a whole, a better understanding of organizational priorities, andgreater employee input in designing self-development plans.

Cultural Surveys:-

In every organization, decisions are made and actions are taken within the contextof a culture. Cultural surveys provide the tools to quantify key elements of anorganizations culture that can lead to better decisions and more effective actions. Acultural survey uses structured questions to identify the values, beliefs and

perceptions of employees in an organization that are otherwise difficult or impossible to assess. It provides valuable insights into the organization, can helpdetermine where to allocate resources, and can help you monitor changes in culture

over time. ASE will work with your organization to develop and test assumptionsabout the cultural characteristics of your organization and then map out a strategythat will improve organizational effectiveness.

Employee opinion survey:-

The management team that encourages two-way communication with employees isgoing to learn about issues that affect their morale sooner, understand them in moredepth, and act on them more wisely and with better results.The employee survey is a good way to strengthen this critical two-waycommunication relationship. A well-designed and well-executed survey will:


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1) Clarify broad areas of employee dissatisfaction that you can see but not pinpoint.

2) Identify morale-killing issues that would otherwise slip completely under your radar.

3) Identify operational issues that cause lost productivity.4) Provide base-line measures of employee satisfaction, which can be used to

measure changes in satisfaction levels over time, through repeat surveys.

ASE provides a variety of survey services, from complete management of thesurvey process including survey design, administration, report preparation, andfeedback to management and employees, to an a la carte approach, where ASEassists your in-house survey process with any combination of these services

H R Assessment:-ASEs Organization Development department offers a convenient and affordable

process that will give you an accurate overview of the strengths and needs of your current Human Resources practices. Using an interview format, an ASE staff member will take you through a list of more than 40 questions, addressing eightdifferent subject categories of HR practice. This two-hour process will not onlyidentify the key elements of your practices, but also help you evaluate their effectiveness in your organization. Following the interview, ASE will analyze theinformation you provide, and develop a comprehensive, written feedback report for you. The report will:

give you a list of need based practices for each subject category.identify areas of strength and areas for development in your Human

Resources function .

give you specific recommendations for improving your HR practices

If you are setting up your Human Resources function for the first time, or if you arelooking for a comprehensive analysis of your existing HR function, this assessmenttool will be of great use to you.


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Assessment Design :-

Meeting your assessment needs

As organisation strives to gain competitive advantage through their people,observing behaviours and matching them against an appropriate competence modeloffers a powerful way of understanding the fit between the organisation, and theindividual. It also provides objective data on an individuals strengths anddevelopmental needs relative to the organisations aims. We provide realisticsimulated business environments, enabling the relevant people from your organisation to observe key people operating in highly participative and demanding

business environments, in an innovative and challenging way. We can work with

you to develop bespoke centres with differing levels of complexity depending onthe needs of the individual, team and organisation. We have experience indeveloping assessment interventions for a wide variety of needs, including:

Recruitment. Succession planning. Identifying high potential. Suitability for International mobility. Working in key customer facing roles. Suitability for Headquarter roles.

Assessment Benefits:-
http://www.businesssimulationgames.co.uk/assessment/assessment-benefits


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Assessment will help increase your understanding of key individuals capabilities,in areas of core competence through:

sharing a common understanding of your corganisations core competencies. measuring key individuals against these competencies. identifying strengths and planning to optimise them. identifying developmental needs and planning to fulfil them. succession planning. creating a developmental culture in your organisation. motivating, by spending time understanding. Becoming a learning organisation.

At the same time, the provision of business learning, ensures your people make better decisions in a fast moving competitive environment.

Online Assessment Tools :-

Profiles International has developed a world class portfolio of assessments.Scientifically designed for business, these are practical on-line tools that measurethe relative strengths of individuals and teams. These tools help you:

Put the right people into the right jobs. Provide employees with effective training. Help managers become more effective. Promote people into positions where they will succeed. Retain top performers and know how to recruit more people like them

Assessment Center Methodology :-


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WHAT IS ASSESSMENT CENTER METHODOLOGY?

The validity and effectiveness of the assessment center method can be credited to

six basic underlying methodological concepts. During the past 21 years, manyorganizations have used these concepts to improve the effectiveness of personnel

procedures outside the traditional assessment center. Assessment center methodology has been applied in interviewing, job observation, and obtaining third-

party information .The six methodological concepts that give the assessment center method its validity are:-

1) Organize the assessment process around target dimensions.

One of the two keys to the job relatedness of assessment center methodology is thefocus of assessment center observations on dimensions that have been defined asimportant to success (or failure) in the target job. Dimensions are defined throughan analysis of the target job. This job analysis procedure usually involvesinterviewing incumbents and their supervisors to identify common factors that havea direct bearing on success and failure.

2) Use of behaviour to predict behaviour.

Assessors in assessment centers make decisions based on behaviour; they dont try

to psycho-analyze the individuals they observe. They connect behaviour in theassessment center exercises and behaviour required on the job. If the assessees

behaviour is similar to that required in the target job, that assessee receives a highrating. If the candidate does not use behaviours required in the target job, he or shereceives a low rating.

3) Have two or more individuals independently observe and evaluate.

Observations made by two or more trained observers provide multiple perspectiveson the meaning and importance of an assessees behaviour. This reduces the chancethat an assessees performance in one exercise will influence assessor evaluation inothers.

4) Develop a system that ensures all target dimensions are covered and thatuses inputs from multiple sources.


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Assessment centers are organized to force the evaluation of all target dimensions.Exercises are selected to provide the most complete coverage possible, with overlap

built in for the most important dimensions. But simulations may not provideinformation on all dimensions. Very seldom is a job so unidimensional that a singlesource of data can predict future behaviour. In reality, most jobs are extremelycomplicated in terms of the activities and dimensions necessary for success. For this reason, a variety of assessment sources, such as interview data and referencechecks, are needed.

5) Organize a discussion so two or more assessors systematically share anddebate their behavioural insights and relate these findings to each targetdimension prior to reaching an overall decision.

Research evidence and practical experience clearly indicate that, in most situations,a group process where data are shared and the judgments of several knowledgeableindividuals are polled enhances decision making. The assessment center really is anorganized group decision-making process that allows assessors systematically tocollect data, organize it, share observations, and come to a consensus. Theintegration session in assessment centers forces individuals to substantiate their ratings with examples of actual assessee behaviour, thus keeping subjectiveelements out of the discussion. The process also helps assessors focus on each key

job dimension prior to reaching overall decisions.

6) Use simulations to stimulate behaviour to be observed.

Simulations are an important method (but not the only method) of obtaining behavioural examples that can be used to predict future behaviour. Simulations giveorganizations a chance to see how a person would perform in a particular job prior to giving him/ her position. The next three sections deal with applications of

assessment center concepts in other personnel procedures such as interviewing, on-the-job observation of performance, and obtaining third-party information about anindividual. The section titled Developing Integrated Systems deals with assessmentmethodology as the basis for integrated personnel systems.

Assessment & Development Centres :-An Assessment & Development Centre (AC/DC) seeks to assess the competencies


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of individuals as desired by the client organization. It revolves around a process thatcomprises a number of exercises, simulations, business games etc, which arecustomized according to the industry and context of the client organization. An ACis designed to replicate the tasks and demands of the role for which an individual is

being considered. These exercises or simulations look at the person in an individualas well as a group setting. A group of trained assessors observe the individualduring the assessment process. The process culminates with giving feedback to theindividual and submitting a report to the client organization.

The table below presents a brief summary of the variousdefin itions of assessment centres:-

Allowscandidate todemonstrate

behavior/skills/Knowledge

Pooling of Judgement

througha statisticalIntegration

processEvaluation of Candidates

Behavior/skill/Knowledge


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ADVANTAGES AND DISADVANTAGES OF THE ASSESSMENT CENTER :-

ADVANTAGES:-

The main advantage of the assessment center is simple: it works. Taken together,the techniques used in an assessment center provides more information about thecandidate's probable success in an organization than anything else that's out there.

On the management side, that's good; that's what an interview is for.

On the employee side, the assessment center has been shown to provide greater opportunity for minorities than more traditional interview methods.

If the exercises are closely patterned on the real job, there can be other benefits.

The assessors may gain a new appreciation for what the position requires. Thecandidate can also get a good preview of the work. So if the candidates don't likewhat they see, they can quietly drop out of the competition.

DISADVANTAGES :-

Assessmentcenter

It is aStandardized

Procedure of Evaluation

Series of Exercises

(Situational & job

simulations )

Used for aVariety of HR

Decisions

Series of Exercises

(Situational & job

Simulations)

Designed to measureDimensions/competenci

esRequired to deliver

effectivePerformance in a given

job

Specially developedAssessmentsimulations

of future jobsituations


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The main drawback for the employer is cost. Typically, the assessment center willcost at least 500 to 1000 per candidate. The assessment center will take at leastthree days for each assessor: one day for training, at least one day for assessing, andone more for making a decision. On the other hand, the cost of this time may be

balanced by the reduction in the risk of hiring the wrong person.

When the assessment center is used as a hiring tool, the key element of organizational orientation is absent. This results in a loss of reciprocity in theinterview process.

The etymological meaning of "interview" is "seeing each other." The assessmentcenter should and usually does result in very accurate insights into candidates'abilities and potentials. The candidate acts and reacts. The assessors observe andrecord as impartially and impassively as possible. In its design, the assessment

center aims to approximate a one-way mirror. That's not "seeing each other."

This loss of reciprocity has several negative consequences. For one thing, itsometimes scares off the best candidates.

The lack of direct contact between assessor and candidate means that they have noidea how well they'll be able to communicate with each other. They don't knowchemistry.

Unless the assessment center is based on close-to-fact job situations, candidatescould walk away from a grueling day playing stressful and ambiguous games andnot have any better idea of what the job entailed, or what their potential boss waslooking for, than when they arrived.

Interviews should be reciprocal. The assessment center doesn't provide that kind of information. To that extent, it is not only unfair to job applicants; it's also a waste of their time.

Conclusion:-So after all this we present our final conclusions. Are assessment center methodsalways perfectly reliable, valid and non-discriminatory? Certainly not. But they dohave a solid track record of prediction, diagnosis, and development. Do assessorsratings from all assessment center method conform to the expectation are haveabout internal and external relationships certainly not. But many assessment


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centers provide valuable assessment of many dimension related to performanceeffectiveness in many jobs. Are assessment center methods the only, or the best,method of predicting employee success? Certainly not. But , assessment from themethod predict success in a variety of criteria in a variety of job over various time

period and they add incremental predictive power in combination with other method. Are assessment center method a panacea for all human resourcemanagement problems? Certainly not. But , the various instantiation of assessmentcenter are valuable intervention for a variety of human resources managementneeds. Assessment center are effective in predicting, diagnosing, and development

performance effectiveness in an organization.

BIBLIOGRAPHY:-

http://www.leadersdirect.com/assessment-centers

http://www.google.com/search?hl=en&safe=strict&ei=rx7ts8h3b4f6sgpfzjsrdw&sa=x&oi=spell&resnum=0&ct=result&cd=1&ved=0cbyqbsga&q=conc

http://www.jlarue.com/assessment_center.html

http://books.google.com/books?

id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&q =

http://www.management assessment center.

http://www.aseonline.org/OrganizationalbrnbspDevelopment/ManagementA ssessmentCenter.aspx

http://www.ipacweb.org/files/ac101.pdf
http://www.leadersdirect.com/assessment-centershttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://www.management/http://www.aseonline.org/OrganizationalbrnbspDevelopment/ManagementAssessmentCenter.aspxhttp://www.aseonline.org/OrganizationalbrnbspDevelopment/ManagementAssessmentCenter.aspxhttp://www.ipacweb.org/files/ac101.pdfhttp://www.leadersdirect.com/assessment-centershttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://www.google.com/search?hl=en&safe=strict&ei=rX7tS8H3B4f6sgPFzJSrDw&sa=X&oi=spell&resnum=0&ct=result&cd=1&ved=0CBYQBSgA&q=conchttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://books.google.com/books?id=urvmirh24r0c&pg=pa299&lpg=pa299&dq=conclusion+on+management+assessment+center&source=bl&ots=tqw1lma8zl&sig=ypi5ana4wevm_2iko_4l3yrrgbi&hl=en&ei=sh7ts_lemyn4sqoctvy-cg&sa=x&oi=book_result&ct=result&resnum=8&ved=0ceaq6aewbw#v=onepage&qhttp://www.management/http://www.aseonline.org/OrganizationalbrnbspDevelopment/ManagementAssessmentCenter.aspxhttp://www.aseonline.org/OrganizationalbrnbspDevelopment/ManagementAssessmentCenter.aspxhttp://www.ipacweb.org/files/ac101.pdf


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