ABSTRACT
This chapter focuses on certain methods that give people feedback about their skills and capabilities: assessment centers, computerized testing and assessment, and simulations. It explains the case study of Christine Monroe, a 24-year-old account executive in an international corporate software company, was in her second year of a management development program. Christine recently attended a 3-day assessment center with eleven other high-potential managers during which she completed personality and career interest inventories and participated in several business simulations. Assessment centers use short business games and simulations. The assessment center includes such exercises as the in-basket, an interview, business games, a leaderless group discussion, and a variety of psychological and achievement tests. Although assessment centers and 360-degree feedback outputs are similar, their surveys differ in several respects. The Boeing Company studied whether assessment center ratings used for selecting first-level managers are related to 360-degree evaluations used for managerial development.
