ID-Management/Staff Operations – Methods to solve difficult management situations


The ID-Management/Staff Operations (Gci), previously National Society of Ocean Energy In-Basket Exercise (NSOE-IB), is used to assess the ability to react to management situations likely to be encountered in the context of a middle management position evolving in an administrative context and the dynamic approach taken by a manager.

Characteristics of our management test

Available languages

English | French

Required time

1 hour and 30 minutes


70 Questions | Multiple Choice

Target audience

Business owners or middle managers working in an administrative context and responsible for the internal customer assistance sector.

Skills assessed by HRID’s Management/Staff Operation test

Our standard report offers a complete portrait of an individual’s management skills

The test assesses the following competencies:

  • Problem-solving (conflict resolution skills);
  • Ability to mobilize (presentation skills);
  • Ability to develop others (interpersonal skills);
  • Ability to organize/orchestrate;
  • Ability to control;
  • Being client-oriented;
  • Being results-oriented (looking for a positive outcome).
The report includes an overall result for each measured item and detailed results for each of the competencies assessed.

Key points

  • Quickly identify managerial potential and talent in your candidates.
  • Customize your development plans.
  • Get instant results.

What is considered Management Staff?

Learn more about management / staff operations and HRID’s tests

Managers are those employees entrusted with managerial functions within the organization. Management functions involve planning, policymaking, strategizing, leading, and controlling.

Managers can be found at any level in an organization and in any division.


Top-level managers

They include managers who are entrusted to frame the vision and decide the overall policy of the organization as a group. A top manager may also be found to serve on the board of directors for a company. Examples of top-level management positions include Chief Executive Officer (CEO), Chief Financial Officer (CFO) etc.


Mid-level managers

Middle management employees oversee the specific department functions within an organization. They also oversee lower-level managers and serve as a liaison between top-level management and lower-level management. Examples of middle management roles include Director of operations, Director of finance, etc.


Lower-level managers

Supervisors typically have a supervisory role and oversee the functioning of smaller specific areas within an organization. They report to middle management and are responsible for smooth operation of daily business activities. Examples of lower-level management include, supervisors, supervisors, section leads, line manager on the production floor etc.


Basically, management employees oversee the working of groups of employees or specific groups of functions within an organization.

What skills do you need to properly handle an inconvenient situation or problematic behaviour?

Problem Solving and Decision-Making Process

To solve tough situations (troublesome behaviours, interpersonal issues) effectively you need to understand them well enough to know exactly what they are. After gathering information, if there’s time left, then gather more information. Use this information to interpret and evaluate it. Determine whether it is relevant to the situation at hand (e.g. if it is useful for you). Try to produce alternatives for responding to the situation. Selecting and committing to the best course of action means taking responsibility for your choices.

Consider the following questions when you encounter difficult situations:

  1. What is the most critical issue raised in this situation?
  2. What factors are most important to consider in deciding how to respond to the situation?
  3. What actions are likely to be most effective in dealing with the situation?

Planning and Evaluating

Planning starts with an accurate assessment of your roles and responsibilities, which requires a thorough understanding of each role. Think about what you'd like to accomplish, given the role you play in the company. Think about how your overall objectives fit into organizational goals.
After establishing goals, set priorities. Create a plan that will help you achieve your goals. Make sure that each step in your plan has a clear purpose and logical sequence. Establish resource requirements and set deadlines.
And finally, think about how you'd monitor your plans and evaluate whether they're working out for you.

Consider the following questions when you encounter difficult situations:

  1. What specific steps would you take to resolve the situation (with difficult employees for example)? Which of these steps would be your first?
  2. Which factor would be the greatest weight on your organization’s resources and have a negative impact?
  3. What resources would you require to resolve the situation? Are there any other situations that would compete for these same exact resources?
  4. What signals would provide the strongest evidence that the way you've been successful in dealing with the situation or getting this difficult conversation?

Managing and Organizing Information

Supervisors and managers often receive too much information on a daily basis. To maintain peak effectiveness, you need to be able to recognize while simultaneously discounting the inconsequential ones, regardless of your management style.

Consider the following questions when you encounter difficult situations:

  1. Does the information provide enough insight into the issues presented to you?
  2. Who else needs this information? How soon must you present this information to other people (such as human resources)?
  3. What should you do with this information once you're familiar with it? Do you need to share it with other individuals in your organization (such as human resources)? Should it be filed? Can you discard it?


Being able to effectively process one’s own time is a prerequisite for effective supervision or management. It is critical to be able to manage your time wisely, but not at the expense of quality. You need to be able to prioritize and identify what is most importants—the elements with a high payoff—in order to focus your time and attention on them.
Don't let yourself get distracted by urgent matters from your environment if they are trivial f. As the supervisor or manager, success also depends on taking initiative. You must also be able to set realistic expectations and follow through on them until they've been met. To do that, you need to be able to quickly and effectively study any situation that arises in your department.

Consider the following questions when you encounter difficult situations:

  1. What priority would you assign to each issue or situation?
  2. When must each situation be handled? Does the situation require immediate attention and response, or can you delay action?
  3. How long can you delay action if the situation does not require an immediate response?
  4. Should you handle this situation personally? If not, who on your staff should handle this response (select a talented employee with the best corresponding behaviour, soft skills, and effective communication skills to handle the conversation with care)?
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