...11/8/2013 1st meeting—Developing Managerial Competencies Managers have to cope with diverse and far‐reaching challenges FOR EXAMPLE 1. Strive to remain competitive in a dynamic and far reaching world 2. To keep pace with ever‐advancing technology 3. To find ways to incorporate the Internet and e‐business into their strategies and business model 1 2 2 Introductory Concepts: What Are Managerial Competencies? Communication Competency Teamwork Competency Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations 3 Managerial Effectiveness Self-Management Competency Planning and Administration Competency Strategic Action Competency 4 Multicultural Competency 1 11/8/2013 ?????? • to what extent we believe competencies are something we are "born with or can be learned." • So what !!!!!!!!!....... everyone can develop these competencies if we are motivated, although some competencies may "come easier" to certain individuals than to others. Do we agree? 5 What Is An Organization? A formal and coordinated group of people who function to achieve particular goals These goals cannot be achieved by individuals acting alone An organization has a structure. 6 What Is A Manager? A person who...
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... Job Title: Family: Phase: Date: Date of Last Updated Job Profile: Employee Group: Review Period (year): The purpose of the annual feedback and development process is to facilitate a dialogue that recognizes and appreciates successes while supporting continuous learning and development. Feedback is used to reach agreement on goals and a development plan for the upcoming year. The process is facilitated through a standard Performance Framework (see illustration). There are two components to performance: Accountabilities and Competencies. Accountabilities support the overall directions of the unit by defining what outcomes are expected in a specific job over the long term. Accountabilities need to be supplemented by annual measurable goals. Competencies are demonstrated behaviours (skills) which describe how an employee is expected to do their work to be consistent with the core values inherent in the directions of the organization. Using the Form — Steps to Ensure the Performance Dialogue is Effective: Step 1: Either the employee or supervisor completes the information at the top of this page. Step 2: Either the employee or supervisor inserts the accountability statements from the employee’s job profile (max: 25) into the section on page 2. For assistance developing accountability statements and job profiles please attend the Defining Accountabilities module as part of the Skill Development...
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...all staff members: • • • • • • • • What is an individual development plan? It’s a document created by you, the staff member, then discussed with your supervisor throughout the year. The ideal plan leverages your strengths/talents and provided new skills/knowledge that will help you perform well. Focus on weak areas if they will keep you from being successful in achieving your goals. Increase and/or expand skills and knowledge. Keep skills current. Reach one’s potential. Support the achievement of career goals. Leverage strengths. Address gaps in knowledge or skills needed in the job. Improve performance. Develop holistically through on-the-job development, self-learning, and training. Reasons for undertaking professional development • Leverage strengths. You were hired because your knowledge, skills and abilities. It makes sense to find opportunities to use these strengths within your job at the University. You feel especially energized and motivated to give extra effort when your strengths intersect with the needs of the organization. Close a gap. Each year you may identify performance goals as part of the planning process for the upcoming fiscal year. If there is a gap between what you are expected to do and what you currently know or are able to do, that skill is a possible area for development. Develop transferable skills. In addition to the technical or professional knowledge and skills you may need to do your specific job, you might want to further develop skills...
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...BUSM 1162 Management 1- Managing People Assignment 2 Individual Report Analysis and Critical Discussion of Competencies Based on CVF Framework Student ID: 3472503 Student Name: Xiaoli Sun Lecturer: Dr. Margaret Heffernan, O. A. M Tutor: Ashkan Khalili Due Date: 7th June 2015 Executive Summary As the Competing Values Framework (CVF) has been considered as an important construct for management in a business, managers use CVF to guide and examine employees’ performance. This report will take advantage of three tools: First, CVF Instrument, to examine current competencies like communicating and leading teams and competencies require further development like setting goals; the next two are Communication Styles Survey and Situational Leadership Style Questionnaire to find out strong skills like driver style and delegating style, and weak style like amiable style and coaching style. Then, related theories and concepts will be applied and interpreted to analyse the examined current competencies and skills and how to develop them further based on academic researches and articles. In this report, face negotiation theory, transformational theory and goal-setting theory are mainly used to have a detailed explanation about the competencies. Finally, a personal action plan will be made aimed to...
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...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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...understanding customer’s needs and developing and delivering distinctive characteristics that appeal to customers.” (Hellriegel & Slocum 542). Understanding that the company is structured around marketing tells us that Yolanda plays a major role in the direction of the company. As we investigate the nature of an average day of Yolanda, we begin to see whether she is doing the right things, or simply just doing things right. When trying to understand where Yolanda excels or comes up short as a manager we will look at the seven key competencies for individual, team, and organizational effectiveness. These competencies will shed some light on how to be an effective leader and help her organization prosper. From the textbook, “A competency is an interrelated cluster of knowledge, skills, and abilities needed by an individual, team, or organization for effective performance.” (Hellriegel & Slocum 8) Overall, there are seven of these competencies which include; self, diversity, across cultures, communication, teams, change, and ethics (with ethics being at the center of the other six categories)....
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...Career Management Guide In the current career environment, individuals with alternatives obtain more challenging and growth-oriented opportunities. Individuals with alternatives need not accept consequences, rather they create opportunities for themselves. Career Management Guide Section 1 Paaggee 11 SECTION 1: CAREERS TODAY Part 1 - The Environment, Career Issues and Trends The Importance of Education and Experience In the current economic environment, education is becoming increasingly critical to career success. While employment rose for Canadians with university and college educations, 651,000 fewer jobs existed for those people without high school qualifications. Unemployment rates in the U.S. exceed 10% for those with less than a high school diploma and approximately 2.5% for college graduates.1 When professional designations (i.e., accounting, engineering) are taken into account, the data on employability and income is skewed in favour of the professional, relative to those who possess only a post secondary educational background. However, in order to maintain a competitive edge, individuals must continue to invest in their development throughout their careers. Specifically, with respect to the future for business and accounting positions, “growth due to the increasing number and complexity of business operations will be offset somewhat by corporate restructuring and downsizing of management, resulting in average growth for executive, administrative and managerial...
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...Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) Pilots and Demonstration Team Division of Research and Evaluation Office of Policy Development and Research Employment and Training Administration U. S. Department of Labor January 29, 2008 Michelle R. Ennis Acknowledgements The author would like to thank Heidi M. Casta, Division Director, Research and Evaluation, and Jonathan Simonetta, Team Leader, Pilots and Demonstrations, for their thoughtful review of early versions of this paper and helpful feedback. 3 Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) For over 30 years, business and industry has utilized competency models to select employees. The trend to use competency-based approaches in education and training, assessment, and development of workers has experienced a more recent emergence. With the mobility of the workforce and retirement of the baby boomers, competency models are being used for succession planning as well. It is within the last few years that the Employment and Training Administration (ETA) has turned its focus on skills acquisition and assessment to the competency model process for determining the needs of business and employers and the requirements of skilled workers. Recently, ETA has been engaged with business, industry, and education/training leaders to develop competency models for targeted industries and broker...
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...Competencies for Senior Manager Roles Pradip N Khandwalla includes research articles that focus on the analysis and resolution of managerial and academic issues based on analytical and empirical or case research RESEARCH Executive Summary KEY WORDS Senior Managers Roles Managerial Competencies India This paper identifies competencies that may aid role effectiveness at senior managerial levels. It fills a research gap: while managerial roles and competencies have been studied fairly extensively, their relationships have not been demonstrated. The performance of senior level managers — and therefore of the organization — depends upon how well they play their varied roles. In this paper, the roles of senior managers have been categorized into nine strategic, nine operations-related, and nine leadership roles. Strategic roles relate to such matters of long-term and organization-wide import as policy formulation, setting of long-term objectives, articulation of a vision of excellence for the organization, contributing to the organization’s growth and diversification, procuring of strategic resources and intelligence, etc. Operations-related roles cover implementation of policies and changes, setting short-term targets, work allocation to staff, operating a control system, crisis management, etc. Leadership roles encompass inspiring subordinates, developing effective relationships, getting cooperation, emphasizing core values and norms, mentoring, fostering teamwork...
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...leadership skills are: * Describe a time when you had to lead a group to achieve an objective. * Describe a work based situation where you had to lead by example to achieve an objective. * Describe a situation where you inspired others to meet a common goal. * How do you motivate team members to do something they decide they do not want to do? Examples of decision making competency based questions are: * What is the toughest decision you have ever made? Why was this so difficult? * How do you come to conclusions? * Tell me about a decision you have made that has affected other people. * Do you find decisions difficult? * Give me an example of a bad decision you have made. Why was this a bad decision? * Describe a time when you had to lead a group to achieve an objective. * Describe a work based situation where you had to lead by example to achieve an objective. * Describe a situation where you inspired others to meet a common goal. * How do you motivate team members to do something they decide they do not want to do? Problem solving * How do you solve problems? * Give me an example of a problem you have faced in the past, either as part of a team or as an individual. How did you solve the problem? * What do you do when you can't solve a problem? * RClose Open WikiJob * Jobs * Study * Reasoning Tests * ------------------------------------------------- Psychometric Tests ...
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...Core competencies, however, are characteristics of the organization as a whole. Libraries can utilize core competencies as a tool to develop and provide superior services. A description and review of the concepts of core competencies are included and a framework for their development and use is given. The concept of core competencies was developed in the management field. Prahalad and Hamel (1990) introduced the concept in a Harvard Business Review article. They wrote that a core competency is "an area of specialized expertise that is the result of harmonizing complex streams of technology and work activity." As an example they gave Honda's expertise in engines. Honda was able to exploit this core competency to develop a variety of quality products from lawn mowers and snow blowers to trucks and automobiles. It is important to distinguish between individual competencies or capabilities and core competencies. Individual capabilities stand alone and are generally considered in isolation. Gallon, Stillman, and Coates (1995) made it explicit that core competencies are more than the traits of individuals. They defined core competencies as "aggregates of capabilities, where synergy is created that has sustainable value and broad applicability." That synergy needs to be sustained in the face of potential competition and, as in the case of engines, must not be specific to one product or market. So according to this definition, core competencies are harmonized, intentional constructions...
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...The Faculty of Business and Economics THE UNIVERSITY OF MELBOURNE Assignment Cover Sheet Student Name: Yu Liu Student Number: 608338 Subject Number: MGMT90140 Subject Name: Management Competencies Lecture day/time (Monday/ Tuesday/Wednesday/ Thursday) : Wednesday Assignment number: Final profile Word Count: 2680 IMPORTANT: Make and keep a copy of all assignments before submitting them for assessment; Marked essays will be returned in seminars unless your lecturer makes other arrangements. Plagiarism Plagiarism is the act of representing as one's own original work the creative works of another, without appropriate acknowledgment of the author or source. Collusion Collusion is the presentation by a student of an assignment as his or her own which is in fact the result in whole or in part of unauthorised collaboration with another person or persons. Collusion involves the cooperation of two or more students in plagiarism or other forms of academic misconduct. Both collusion and plagiarism can occur in group work. For examples of plagiarism, collusion and academic misconduct in group work please see the University’s policy on Academic Honesty and Plagiarism: http://academichonesty.unimelb.edu.au Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who engage in plagiarism and collusion as outlined in University policy. Proven involvement in plagiarism or collusion may be recorded on my academic file in accordance with Statute 13...
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...organisations - the individual employees. The performance of the organisation and its divisions are dependent on the collective functions of individual employees (Widener). Those employees represent the human capital which can grow within an organisation to increase productivity within organisation in order to make it more competitive against rivals in the local and global markets (Abu-Nahleh et al. 2010). A personal development plan integrated with an appraisal system will be a key took in making sure that each individual employee's potential is fully made used of towards the progress of the organisational goal (Taticchi et al. 2010). Job satisfaction, motivation and the general morale of the employees are not taken into account in a rewards or forced distribution performance management system. These factors may directly or indirectly impact on the organisational performance. For example, a high employee turnover rate, resulting from low morale to personal reasons, is costly to an organisation. Employees who resign will take away valuable knowledge, expertise and client networks with them. Furthermore, the organisation will have to spend on recruitment advertisements, temporarily replacements, and overtime for other staff, interviewing and re-training new employees for the vacated role (Mitchell et al. 2001). This paper will provide an analysis of the influence of PDPs on individual employee growth through skills and knowledge acquisition. As a result of this analysis, there will be...
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...Work-Life Balance Programs 1. Which key attributes of the diversity competency are illustrated in this case? Give specific example of each attribute identified. The key attributes of the diversity competency that were illustrated in this case are embracing and developing personal team or organizational tendencies and learning from individuals, teams, or organizations with different characteristics, experiences, perspectives, and backgrounds. Accenture incorporated these attributes by introducing Back-up Dependent Care, Lifework, and Future Leave programs. 2. Which key attributes of the self competency are illustrated by Christ Tserng in this case? Give a specific example of each attribute identified. The key attributes of the self competency that were illustrated by Chris Tserng are taking responsibility for managing oneself and career over time and through stressful circumstances; assessing and establishing one’s own developmental personal, and work-related goals. In the case, Chris had been at Accenture for ten years before she started a family. Once the baby was born, she planned to take her scheduled maternity leave and vacation time. During the time she was off, Chris hired a caregiver however; the caregiver could not start when Chris was ready to work. Chris took advantage of the Future Leave program. This program allows employees to address personal and family issues while preserving their careers. 3. Which key attributes of the change competency are illustrated in this...
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...Chapter 1 Formal performance appraisal plans are designed to meet three needs, one for the organization and two for the individual: 1. They provide systematic judgments to back up salary increases, promotions, transfers, and sometimes demotions and terminations. 2. They are a means of telling a subordinate how he is doing, and suggesting needed changes in his behavior, attitudes, skills, or job knowledge; they let him know "where he stands" with the boss. 3. They are also being increasingly used as a basis for the coaching and counseling of the individual by the superior. Before World War II, only a handful of companies and the military conducted regular formal performance appraisals concentrated more on an individual's personality and traits than on actual achievements against goals and formal analyses of the behaviors that produced those results. Peter Drucker's (MBO), moved from trait assessment to the development of a procedure that concentrated on goal setting, placed responsibility with the subordinate, and made the appraisal process a shared responsibility between subordinate and manager. McGregor's focus was on performance, not personality. Manager, he argues, must abandon the role of THERAPIST and become a coach. General Electric conducted a scientific study Called Work Planning and Review, this appraisal system combined aMBO with the conventional once-a-year, comprehensive, supervisor-controlled appraisal STUDY; analyzing the effects of the...
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