Chapter 2

Competencies

combinations of knowledge, skills, and types of behaviour and attitudes that contribute to personal effectiveness in a variety of areas

Management competencies

sets of knowledge, skills, behaviours, and attitudes that a person needs to be effective in a wide range of managerial jobs and various types of organisations

Managerial competencies skills

Conceptual

Interpersonal

Technical

Conceptual skills

the ability to think analytically and to solve complex problems

Interpersonal skills

the ability to work well in cooperation with other people

Technical skills

the ability to use specific knowledge, techniques, and resources to perform work

Managerial effectiveness (managerial competencies)

Communication competency

Planning and financial management competency

Strategic action competency

Emotional intelligence and self-management competency

Global awareness competency

Teamwork competency

Communication competency

the most fundamental competency, applicable to all levels of management, and heavily reliant on interpersonal skills, supported by technical knowledge and skill

Communicative competence components

Informal communication

Formal communication

Negotiation

Planning and financial management competency

involves deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done (heavily reliant on conceptual skills, supported by technical skills)

Dimensions of planning and financial management competency

Information-gathering, analysis and problem solving

Planning and organising projects

Time management

Budgeting and financial management

Investment and financial decisions

Managing dividend policies

Teamwork competency

Teamwork in organising settings is an important aspect of creating a well-oiled machine to get tasks and projects done

Dimensions of teamwork competency

Designing teams

Creating a supportive environment

Managing team dynamics

Strategic action competency

well-developed strategic action can diagnose and assess different types of managerial problems and issues that might arise

Dimensions of strategic action competency

Understanding the industry

Understanding the organisation

Taking strategic actions

Global awareness competency

carrying out an organisation’s managerial work by drawing on the human, financial, information, and material resources from multiple countries and serving markets that span multiple cultures

Dimensions of global awareness

Cultural knowledge and understanding

Cultural openness and sensitivity

Emotional intelligence and self-management competency

enables managers to process emotional information accurately and effectively and perceive, assimilate, understand and manage emotions

Dimensions of EI and self-management competency

Emotional intelligence

Integrity and ethical conduct

Personal drive and resilience

Balancing work and life issues

Self-awareness and development

Spiritual intelligence

Important 21st century skills

Complex problem solving and cognitive complexity

Critical thinking

Creativity

People management and communication

Service orientation

Coordinating and collaborating

EI

Judgment

Negotiation and cognitive flexibiity