The first most important class of tasks worth before the chief is an estimation of intellectual opportunities of existing personnel of high and average link, and also the estimation of new workers being employed.
Only biocomputer technologies allow solving of this problem effectively.
It is enough to enter into the biocomputer a surname, a name and patronymic of a person and we receive his/its intellectual potential according to below-mentioned form.
Expert estimation of intellectual potential
|
Singular destination: |
Has |
|
Type of Reason: |
Cleared up |
|
Phenomenal capabilities: |
Totally 80 kinds |
|
Disclosing of phenomenal capability: |
6 % |
|
Charge of Reason bowl: |
69 % |
|
Degree of harmonic development: |
68 % |
|
Existence of complexes: |
72000 |
|
The opportunity of setting free of complexes: |
Is available |
Probability of success in firm (group, division):
- Small
- Average
- Large
- Super large
|
yes
yes
yes
is not available |
Personal features (in % from the greatest
possible value):
- Diligence
- Endeavour
- Firmness
- Initiative
- Reliability
- Understanding of tasks of the chief
- Understanding of a situation
- Readiness to the compromise
|
93 %
97 %
91 %
97 %
94 %
76 %
96 %
67 % |
Professionalism:
- In economic problems
- In technical sphere
- In organizational questions
- In legislation
|
74 %
98 %
93 %
76 % |
Skill to communicate:
- within a firm
- Outside of firm
|
76 %
94 % |
Ability to supervise:
- Group
- Department
- Firm
- Group of firms
- Inter-firm
|
Yes
Yes
Yes
Yes
Yes |
Honesty:
- Complex
- Financial
- Social
- With subordinated
- With the colleagues
- With the chief of firm
- With business partners
|
84 %
98 %
92 %
94 %
90 %
87 %
68 % |
Fidelity:
- To State laws
- To interests of firm
- To political views
- To religious norms
- To personal opinion
- To given word
|
71 %
73 %
79 %
37 %
97 %
91 % |
Stability to stress:
- State
- Business
- Personal (family)
|
72 %
24 %
91 % |
Propensity to mistakes:
- Does not make
- Makes a little
- Makes much
- Recognizes own mistakes
- Accuses for mistakes the others
|
No
7 %
No
35 %
44 % |
Propensity to transfer an information:
- To anybody
- To competitors
- To State bodies
|
No
No
No |
Style of behaviour:
- Propensity to conflicts
- Propensity to adventures
- Inadequate reactions
- Objectivity
- Passivity
- Propensity to command work
|
No
No
No
65 %
No
97 % |
Expedient terms of hiring:
|
No
No
Yes |
|
State of health (general): |
79 % |
|
Conformity of person’s character to a mode of firm’s activity: |
98 % |
Will create a danger to firm:
- For employees
- For partners
|
No
No |
The recommended form of encouragement:
- Salary + premium
- Share of profit
- Salary + share of profit
- Moral encouragement
|
No
No
Yes
Yes |
Recommended mode of work:
- Rigid control
- Free with periodic control
- Free based on results
|
No
No
Yes |
Also, an expert estimation of activity of board of high and other link chiefs on the basis of past year/other important period results is available.
Expert estimation of chief's activity
|
¹ |
Name of chief’s characteristics |
1-st
Chief |
2-nd
Chief |
3-rd
Chief |
4-th
Chief |
5-th
Chief |
6-th
Chief |
7-th
Chief |
8-th
Chief |
|
1. |
Professionalism |
67 |
78 |
84 |
98 |
61 |
78 |
92 |
76 |
|
2. |
Reliability in businesses |
87 |
81 |
80 |
92 |
29 |
73 |
86 |
93 |
|
3. |
Honesty in businesses |
73 |
92 |
54 |
90 |
86 |
90 |
84 |
87 |
|
4. |
Perspectivity |
3 |
7 |
4 |
36 |
2.5 |
0.01 |
17 |
75 |
|
5. |
Counteraction to a chief |
5 |
1 |
4 |
0 |
1 |
7 |
7 |
- |
|
6. |
Share of contribution to effect |
6 |
1 |
2 |
19 |
0.5 |
0.08 |
0.28 |
0.02 |
|
7. |
Actual total potential |
63 |
61 |
84 |
94 |
4 |
74 |
67 |
47 |
|
8. |
Conformity to new requirements of chief |
49 |
35 |
31 |
84 |
0.1 |
26 |
71 |
24 |
|
9. |
Probability of information outflow |
0 |
2 |
4 |
0 |
0 |
17 |
0 |
0 |
|
10. |
Interest in company’s development |
10 |
7 |
38 |
74 |
14 |
3 |
25 |
3 |
|
11. |
Feeling of owner |
8 |
2 |
6 |
59 |
0.5 |
0.05 |
6 |
0.1 |
|
12. |
Complex estimation of activity within 5-ball scale |
2 |
3- |
2 |
4- |
2 |
4- |
3 |
5 |
Such analysis enables the chief to understand, who from his/her team and at what stage of company development will be his/her colleague, adherent or who, being silent, will prevent transformations.
Expert estimation of chief's MAN-HOURS
|
¹ |
Name of parameters |
Chief’s MAN-HOURS in 2003, % |
|
The Director General |
1-st deputy |
2-nd dep. |
3-rd dep. |
4-th dep. |
5-th dep. |
Average value |
|
1. |
Work with the business partners and clients of firm |
8.9 |
9.7 |
8.4 |
9.5 |
6.9 |
7.3 |
7.3 |
|
2. |
Work with the Bodies of territorial management |
7 |
6.8 |
7.3 |
8.6 |
9.5 |
5.6 |
6.7 |
|
3. |
Forecasting, strategic planning |
8.7 |
9.3 |
6.7 |
7.4 |
5.6 |
7.5 |
6.6 |
|
4. |
Introduction and development of new technologies |
5.5 |
5.3 |
6.4 |
4.6 |
5.5 |
4.5 |
5.8 |
|
5. |
Work with the foreign partners and financial structures |
7.8 |
8.2 |
5.6 |
4.8 |
4.5 |
6.4 |
6.4 |
|
6. |
Interaction with other bodies of management of firm |
8.2 |
6.9 |
8.2 |
9.4 |
7.3 |
6.5 |
8.9 |
|
7. |
Current problems of firm’s management and divisions |
7.4 |
8.3 |
7.7 |
12.2 |
7.6 |
7.7 |
8.2 |
|
8. |
Search and attraction of potential clients |
7.8 |
5.2 |
6.3 |
1.6 |
5.4 |
6.6 |
6.0 |
|
9. |
Analysis of market information of firm’s services and results of marketing researches |
6.8 |
5.7 |
6.5 |
4.7 |
5.7 |
4.2 |
6.2 |
|
10. |
Control of work of firm and its divisions |
6.0 |
6.5 |
7.1 |
8.9 |
5 |
5.5 |
6.2 |
|
11. |
Self-improving |
5.3 |
4.4 |
4.5 |
4.1 |
12 |
6.2 |
5.3 |
|
12. |
Work with the staff |
4.7 |
4.2 |
4.2 |
2.8 |
5.4 |
6.8 |
6.2 |
|
13. |
Other businesses |
5.6 |
6.4 |
7.4 |
7.2 |
6.3 |
6.5 |
6.5 |
Such analysis opens a true picture of really carried out work by the assistants of the chief. More often the larger part of time they are engaged in the same problems as their chief, and thus, merit in decision making, they appropriate to themselves.
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