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Managerial competencies: what makes a manager effective

Posted: Sun Dec 22, 2024 7:51 am
by Mimakte
What are we talking about? Managerial competencies are a concept that includes not only hard skills, such as education, professional skills, knowledge and abilities. Soft skills — personal factors of improvement and development are also part of this term.

Which ones are important? The competencies of a modern manager have long been described and highlighted. However, their priority changes depending on the changes in the external environment and corporate standards. What was mega-relevant five years ago fades into the background and gives way to hard and soft skills that are in demand today.



In this article:

The concept of managerial competencies
How important is the competence of effective goal setting for a manager?
Communication skills of a manager singapore business email list and work with key employees
Managerial competencies in time management
Why the ability to relax is one of the key competencies of a leader
4 methods of assessing managerial competencies
Reasons for changing priorities in managerial competencies
How a manager can develop key competencies
Frequently asked questions about manager competencies

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The concept of managerial competencies
Scientific books now provide many interpretations of the terms "competence", "competence", and also "competence approach". B.D. Elkonin said something interesting about this. The psychologist compared the competence theory to a ghost that no one has seen, but everyone talks about.

The concept of managerial competencies

Source: shutterstock.com

Let's look at some opinions on what competencies managers should have.

Scientists believe that competence is a subject area that a person knows well and is ready to work in, and competency is a characteristic of personal qualities that is the result of a person’s training to work in a specific area.

That is, we can say that competence is a theory, and competency is skills. Competences differ from the concept of "qualification" in that, in addition to work skills and knowledge that characterize qualifications, they imply such qualities as the ability to work in a team, initiative, communication skills, logical thinking, learning ability, teamwork, and the ability to find and apply information.

Business practitioners consider the professional skills and competencies of a manager as his ability to perform work based on the requirements of the job description. That is, he must perform professional tasks, observing the standards used in the company.

This opinion coincides with the point of view of specialists from the English school of labor psychology, who are supporters of the functional approach, which interprets professional competencies as the ability to conduct activities in accordance with developed standards.

With this position, the emphasis is not on personality traits, but on the standards of professional activity, based on the description of tasks and planned results. While specialists of the American school of labor psychology, on the contrary, focus on the personal approach.

That is, they believe that the basis is formed by personal characteristics that allow a person to achieve success in work. From their point of view, the competencies that a manager should have can be described by KSAO standards, including:

knowledge;

skills;

abilities;

other characteristics (others).

According to experts, the use of this formula to characterize the main competencies of a manager is associated with difficulties in defining and diagnosing two components: knowledge and skills are much easier to determine than abilities and other characteristics, including because the latter are abstract in nature.

Moreover, different authors interpreted the letter “A” differently (for example, attitude), and the letter “O” was completely excluded from the abbreviation (it is used to denote behavior, physical condition, etc.).

However, the main focus should be on abilities and skills for the following reasons:

they are of great importance for ensuring the competitiveness of the enterprise headed by this manager;

universities do not teach this at all, or it is isolated and taught in entrepreneurial universities. As a result, the educational services market has many offers for training and training aimed at compensating for the gaps in higher education. It is worth noting that corporate universities teach not only special programs related to the specifics of the profession, but also train soft skills. There is also another expression: life skills. These are, for example, negotiation skills, as well as