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ɈɐȿɇɄɂ ɍɉɊȺȼɅȿɇɑȿɋɄɈɃ ɄɈɆɉȿɌȿɇɌɇɈɋɌɂ
ȽɈɋɍȾȺɊɋɌȼȿɇɇɕɏ ɋɅɍɀȺɓɂɏ
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DIAGNOSTIC TOOLS FOR ASSESSMENT OF CIVIL

SERVANTS’ MANAGERIAL COMPETENCE

Zelinsky S. E.
Candidate of Science (Technics), Associate Professor, Director, Center for retraining and professional skills improvement of
employees of state authorities, local authorities, public enterprises, institutions and organizations of Kirovograd Regional State
Administration (Ukraine), of. 801, 55,. Bolshay Pespektivnay str, Kirovograd, Ukraine, 25000, s_zel@ukr.net

Purpose. An important aspect of public service personnel management is the objectivity and transparency of man-
© Ɂɟɥɢɧɫɤɢɣ ɋ. ɗ., 2015

agement competencies of civil servants’ evaluation, which can be achieved by applying different test methods. It is impor-
tant to have a quantitative value of these estimates using the tools of evaluation of civil servants’ managerial competence
in standardized system of steps, for later comparison and analysis.
Methods. The study is based on the theory of statistical processing of data and test methods for determining compo-
nents of managerial competencies of civil servants.
Results and practical importance. Quantitative assessment of managerial competencies of a public servant, which
can be obtained on the basis of the proposed methodological tools, is part of the comprehensive assessment of public ser-
vants and provides transparency and objectivity when making personnel decisions in Government.

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Scientific novelty. The author proposed methodological tools for assessment of quantitative values of managerial
competencies of a civil servant. Application of multiple test techniques to determine the components of socio-personal
competencies provides a complexity assessment and increases its accuracy.

Key words: managerial competence, tests, management style, public servant, managerial skills, manager’s role

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Ɍɚɛɥɢɰɚ 1. ɇɨɪɦɚɥɢɡɚɰɢɹ ɛɚɥɥɨɜ ɬɟɫɬɚ «ɋɩɨɫɨɛɧɵ ɥɢ ȼɵ ɫɬɚɬɶ ɪɭɤɨɜɨɞɢɬɟɥɟɦ?»

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Ɍɚɛɥɢɰɚ 4. Ɉɰɟɧɤɢ ɬɟɫɬɚ «20 ɝɪɚɧɟɣ»

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69 Ɇɟɠɥɢɱɧɨɫɬɧɵɟɧɚɜɵɤɢ

əɊɄɈɜɵɪɚɠɟɧɚ ɋɊȿȾɇȿɜɵɪɚɠɟɧɚ ɋɅȺȻɈɜɵɪɚɠɟɧɚ

±ɛɚɥɥɚ ±ɛɚɥɥɚ ±ɛɚɥɥɚ

ȼɵɛɨɪɵɤɨɦɩɟɬɟɧɰɢɣɩɨɝɪɭɩɩɚɦ
ɍɩɪɚɜɥɟɧɱɟɫɤɢɟɧɚɜɵɤɢ
2 ɉɥɚɧɢɪɨɜɚɧɢɟɢɨɪɝɚɧɢɡɚɰɢɹ
13 ɍɩɪɚɜɥɟɧɢɟɥɸɞɶɦɢ
1 Ɋɚɡɜɢɬɢɟɩɨɞɱɢɧɟɧɧɵɯ
8 Ʌɢɞɟɪɫɬɜɨ
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9 Ɉɪɢɟɧɬɚɰɢɹɧɚɤɚɱɟɫɬɜɨ
6 ɇɚɰɟɥɟɧɧɨɫɬɶɧɚɪɟɡɭɥɶɬɚɬ
11 ɋɚɦɨɪɚɡɜɢɬɢɟ
ɇɚɜɵɤɢɩɪɢɧɹɬɢɹɪɟɲɟɧɢɣ
Ɋɢɫ. 1. ɉɪɢɦɟɪ
3 Ⱥɧɚɥɢɡɩɪɨɛɥɟɦ ɪɟɡɭɥɶɬɚɬɨɜ ɬɟɫɬɚ
18 ɋɛɨɪɢɧɮɨɪɦɚɰɢɢ «20 ɝɪɚɧɟɣ»

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Ɍɚɛɥɢɰɚ 5. Ɉɰɟɧɤɢ ɬɟɫɬɚ «Ⱥɧɚɥɢɡ ɫɜɨɢɯ ɨɝɪɚɧɢɱɟɧɢɣ»

ɋɬɟɧɵ 1 2 3 4 5 6 7 8 9
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Ɍɚɛɥɢɰɚ 6. Ɉɰɟɧɤɢ ɦɟɧɟɞɠɟɪɫɤɢɯ ɭɦɟɧɢɣ ɩɨ Ʉ. ȼɢɥɫɨɧɭ

ɋɬɟɧɵ 1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8–9 10

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