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Electronic International Interdisciplinary Conference 2012
IPLIN CONF
EIIC
ARY
2012
ER
ENCE
September, 3. - 7. 2012
Abstract A managerial competency is more than just Till now among the experts in the field of
knowledge and skills. It involves the ability to meet complex management competencies there is not a congruence in the
demands, by drawing on and mobilising psychosocial resources understanding of this concept. The problem is the discrepancy
(including skills and attitudes) in a particular context. in the expression of what the competence creates and what
Managerial competencies are becoming one of the key building
not.
blocks of success of the company to achieve both the mission and
vision in creating added value and improve business performance We will try to explain a simple and transparent way
and especially the development of their own people. Perhaps each the problems of managerial competence. Often the meaning of
company wishes to have the most capable managers. The road to managerial competence links with the profession respectively,
success with these people is much easier. More and more with working activity. In particular, the meaning of the word
businesses are beginning to realize the value of their workers. used to refer powers to take decisions because of the power
entails responsibility for the consequences of decisions taken.
[1]
Keywords- ability, managerial competency, components of
competency, typical managerial competencies
Under F. Hronk, the term "competence" is understood the
direction to the formulation of labor standards, which are
I. INTRODUCTION formulated qualifications, without which the performance of
work at that position (function) non-standard. These standards
Managerial competencies play today an important role in may be minimal and optimal levels, with emphasis on a clear
different types of organizations. The aim of enterprises is definition of the minimum level. [2]
move the performance of their employees still further and
further. The Competencies can detect the differences between
average and excellent managers. Perhaps the potential power J. Prokopenko, M. Kubr say - "competence is the ability to
of organization is to possess excellent or above average perform the function or feature set and achieve a certain level
employees, they eliminate the average employees with of performance." [3]
incessantly education and development of their personality.
Although there are a lot of theoretical knowledge and
concepts, the introduction of a competency approach is not S. Whiddett and S. Hollyford define managerial competencies
quite simple process. At first it means a change, which the aim as "sets of behaviors that individuals demonstrate the effective
is the improving performance across the organization. And performance of tasks within the organization." [4]
these facts require a change for each employees.
N. Rankin says that "competencies are essentially the
II. DEFINITION OF MANAGERIAL COMPETENCIES definition of expected performance, which should as a whole
provide a complete picture of the most valuable behavior,
The issue of D. C. McClellands article resulted a values and roles required for the success of the organization."
realization of a large number of studies, created a lot of studies [5]
about what is managerial competence. Moreover it was also
created a lot of competency models. However, between the
authors still lack consensus in what is managerial competence The authors of this article beneath managerial competence
and what creates managerial competence. perceive the ability, which effectively raises the characteristic
behavior of the manager, whose results can be achieved above
average performance for the manager position.
SC
Electronic International Interdisciplinary Conference 2012
IPLIN CONF
EIIC
ARY
2012
ER
ENCE
September, 3. - 7. 2012
SC
Electronic International Interdisciplinary Conference 2012
IPLIN CONF
EIIC
ARY
2012
ER
ENCE
September, 3. - 7. 2012
for the manager at the operational, tactical or strategic level. [4] WHIDDETT, S. HOLLYFORDE, S., A practical guide to
competencies: How to enhance individual and organizational
Therefore is necessary to shape managerial competence in
performance. London: CIPD, 2003,
varying degrees and quality.
[5] BASSI, L. RUSS-EFT, D. What Works: Assessment, Development a
Measurement. Alexandria: ASTD, 1997,