The OSU managerial framework delineates the competencies OSU expects of managers to deliver exceptional outcomes. This framework is specific, yet broad enough that it reflects the multi-faceted dimensions of academic, student, and administrative functions of a university committed to inclusive excellence. The competency framework cuts across all levels of management: senior, mid, and first-level/line and is applicable to managers in both academic and administrative units.
Each element of the framework is valuable to all managers at OSU. The level of focus on a given area may be greater or lesser depending on the scope and function of the specific managerial role.
Role Exemplars
Four exemplars have been created to demonstrate how the competencies outlined in the framework are integral in the organization’s and manager’s success. The exemplars are provided below for different levels of managerial oversight (supervisor, unit manager, director/head and senior leader). These exemplars illustrate how different elements of the model might be emphasized and prioritized when creating role expectations and when identifying professional development opportunities for managers in a specific managerial role within a specific unit at OSU. Competency areas of focus are tailored based on the specific duties and purpose of each role and can be used to both provide position- relevant training and to identify opportunities for continued growth most relevant to a manager.
Supervisor Unit Manager Director/Head Senior Leader
Supervisor Exemplar
Competency Focus: Intrapersonal Skills | Interpersonal Skills | Operational/Technical Skills
Supervisors at OSU are typically engaged in day-to-day supervision and task management of a single team or unit often while performing the work alongside direct reports. Supervisors may also assist in managing the functional unit. This can include both operational teams and academic/research teams.
Supervisors engaged in daily task management often oversee a high volume of team conflict/ relationship navigation, performance management, and operational decision-making for the team while also providing technical expertise to their teams. Supervisors may be responsible for managing unit, project, or grant budgets as well.
Supervisors engaged in daily task management are not only expected to maintain and continue developing technical expertise while understanding and enforcing OSU/ unit processes and procedures, but they are also expected to foster inclusive community building on their team, communicate feedback candidly, respectfully and timely with team members, and navigate complex interpersonal differences.
To be successful in this role, strong foundational intrapersonal, interpersonal and technical/ operational competencies are critical. When a frontline supervisor is deficient in one of these key areas, team conflict can continue unresolved and unchecked, leading to escalating performance deficiencies, employee complaints, turnover, and/ or technical errors.
Unit Manager Exemplar
Competency Focus: Leadership Skills | Operational/Technical Skills | Talent Development Skills
Unit managers at OSU are typically engaged in operational leadership of a program within a department, school, division, or center. Unit managers are located in both administrative and academic units.
Unit managers are responsible for more complex decision-making, planning and implementation of university and unit strategy. Unit managers must also develop teams and individual employees through ongoing workforce planning, performance management and providing appropriate development opportunities to enable both the long-term and short-term success of the unit. Unit managers facilitate the development of team culture, while aligning the operational needs of the team with OSU expectations and directives.
Unit managers are expected to demonstrate foundational intrapersonal and interpersonal competencies in interacting with peers and team members and providing mentorship/ coaching to others including other supervisors who report up to them. In addition to effectively communicating, managing change and the performance of their team, managers are expected to be engaged in increasingly complex planning work for their units including budgeting and forecasting, workforce planning, inclusive hiring and employee development. Effective collaboration and partnership with other units is expected in this role.
Failure in foundational or focus areas can significantly impede the program’s ability to fulfill its mission through lack of understanding of strategic direction, lack of alignment with the broader university’s goals, difficulty navigating change, and employee disenfranchisement.
Director/Head Exemplar
Competency Focus: Leadership Skills | Talent Development Skills
Directors/Heads at OSU are typically engaged in developing, planning and leading implementation strategy for single or multiple program areas. Directors/ Heads follow-through on commitments and projects, setting appropriate goals and holding themselves and others accountable for results. Directors/ Heads are found within both operational and academic units.
Directors/Heads make complex decisions, set direction for their programs and develop policies and procedures for their areas in alignment with university/ college strategic plans. Directors/Heads foster OSU culture within their programmatic areas, managing the ongoing growth and development of team members while engaging in inclusive strategic talent acquisition and management initiatives.
Directors/Heads are expected to demonstrate significant intrapersonal and interpersonal competencies in interacting with peers, team members, senior leaders and community partners. Directors/ Heads are expected to be able to respectfully disseminate complex ideas to others, including change management and critical performance feedback. In addition to effectively communicating, managing change and the performance of their team, Directors/Heads are expected to be effective in providing strategic direction for their units, collaborating with others across the university community, and ensuring the successful operations of their department/ program area.
Due to the broad scope and impact of Directors/Heads, failure in any area of OSU’s Management Competency Framework may result in the programs inability to succeed in its mission.
Senior Leader Exemplar
Competency Focus: Leadership (Strategy & Vision) Skills | Talent Development Skills
Senior Leaders are engaged in creating and implementing strategy for cross-organizational program areas with significant impact to the university community. Senior Leaders are found within both operational and academic units. Senior Leaders are instrumental in fostering a culture of inclusion, leading change and developing future leaders at OSU contributing to the future health and sustainability of OSU’s strategic vision.
Senior Leaders make highly complex decisions, set direction for the university and navigate both internal and external relationships of significant impact to the university. Senior Leaders establish OSU culture and community building within their programmatic areas, leading by example and providing an inclusive and equitable environment that fosters the ongoing growth and development of all team members.
Senior Leaders demonstrate significant competency in all areas of the Management Competency Framework and facilitate competency growth and development for other team members, including managers at other levels.
Senior Leaders are expected to be effective in providing vision, implementing and executing strategic and diversity plans, collaborating with others across the university community and public on broader initiatives, and holding oneself accountable to ensure their areas of oversight achieve short and long-term strategic goals.
Due to the significant internal and external impact of Senior Leaders at OSU, failure in any area of OSU’s Management Competency Framework would substantially hinder the university’s ability to succeed in its mission.