COMPETENCY-BASED MANAGEMENT 11 th Edition Chapter 1—Developing Managerial Competencies Prepared by Argie Butler Texas A&M University John W. Slocum, Jr. Susan E. Jackson Don Hellriegel

Chapter 1: PowerPoint 1.1 Developing Managerial Competencies Learning Goals 1.Explain why managerial competencies are important 2.Discuss the basic functions and levels of management 3.Describe the competencies used in managerial work and assess your current competency levels

Chapter 1: PowerPoint 1.2 Introductory Concepts: What Are Managerial Competencies?  Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Knowledge- Knowledge is defined as facts, information, and skills acquired by a person through experience or educationexperienceeducation

Competency…………. Skill - A skill is the ability or talent to perform a task well Behavior- Behavior refers to the actions or reactions of an object usually in relation to the environment.actions reactionsobjectrelationenvironment Attitudes - Attitude is an individual's like or dislike for an item. Attitudes are positive, negative or neutral views of an "attitude object": i.e. a person, behaviour or event.person Effectiveness - Effectiveness is completing activities in right way

Effectiveness and Efficiency in Management

Managerial Competencies  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

Chapter 1: PowerPoint 1.3 Why are Managerial Competencies Important?  You need to use your strengths to do your best  You need to know your weaknesses  You need developmental experiences at work to become successful leaders and address your weakness  You probably like to be challenged with new learning opportunities  Organizations do not want to waste human resources  Globalization deregulation, restructuring, and new competitors add to the complexity of running a business

Chapter 1: PowerPoint 1.4 (Adapted from Figure 1.1) Teamwork Competency Communication Competency Planning and Administration Competency Multicultural Competency Self-Management Competency Strategic Action Competency Managerial Effectiveness

Chapter 1: PowerPoint 1.5 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, discussed in depth in Chapter 16

Chapter 1: PowerPoint 1.6 What Is A Manager?  A person who plans, organizes, leads and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals  What sets managers apart from individual employees?  Managers are evaluated on how well the people they direct do their jobs

Chapter 1: PowerPoint 1.7  Making decisions to guide the organization through planning, organizing, leading, and controlling  Getting tasks done through people

Chapter 1: PowerPoint 1.8  Functional Managers: supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production  Focus on technical areas of expertise  Use communication, planning and administration, teamwork and self- management competencies to get work done

Chapter 1: PowerPoint 1.9  General Managers: responsible for the operations of more complex units—for example, a company or division  Oversee work of functional managers  Need to acquire strategic and multicultural competencies to guide organization (cont’d)  Many Other types of managers

Chapter 1: PowerPoint 1.10 (Adapted from Figure 1.2) Functions and Levels of Management: What Are the Basic Managerial Functions? LeadingPlanning Organizing Controlling

Chapter 1: PowerPoint 1.11 What Are the Basic Managerial Functions?: Planning  Determining organizational goals and means to reach them  Managers plan for three reasons 1.Establish an overall direction for the organization’s future 2.Identify and commit resources to achieving goals 3.Decide which tasks must be done to reach those goals DD iscussed in depth in Chapter 7 & 8

Chapter 1: PowerPoint 1.13 What Are the Basic Managerial Functions?: Organizing PP rocess of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company II ncludes creating departments and job descriptions

Chapter 1: PowerPoint 1.14 What Are the Basic Managerial Functions?: Leading  Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals  Crucial element in all functions  Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership

Chapter 1: PowerPoint 1.15 What Are the Basic Managerial Functions?: Controlling  Process by which a person, group, or organization consciously monitors performance and takes corrective action  Discussed in depth in Chapter 10

Chapter 1: PowerPoint 1.16 (Adapted from Figure 1.3) Top Managers Middle Managers First-Line Managers Nonmanagers

Chapter 1: PowerPoint 1.17 What are the Basic Levels of Management?: First-line Managers  Directly responsible for production of goods or services  Employees who report to first-line managers do the organization’s work  Spend little time with top managers in large organizations  Technical expertise is important  Rely on planning and administration, self-management, teamwork, and communication competencies to get work done

Chapter 1: PowerPoint 1.18 What Are the Basic Levels of Management?: Middle Managers RR esponsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement RR esponsible for coordinating activities of first-line managers EE stablish target dates for products/services to be delivered NN eed to coordinate with others for resources AA bility to develop others is important RR ely on communication, teamwork, and planning and administration competencies to achieve goals

Chapter 1: PowerPoint 1.19 What Are the Basic Levels of Management?: Top Managers  Responsible for providing the overall direction of an organization  Develop goals and strategies for entire organization  Spend most of their time planning and leading  Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies  Use of multicultural and strategic action competencies to lead firm is crucial

Chapter 1: PowerPoint 1.20 Six Core Managerial Competencies: What It Takes to Be a Great Manager  Communication Competency  Planning and Administration Competency  Teamwork Competency  Strategic Action Competency  Multicultural Competency  Self-Management Competency

Chapter 1: PowerPoint 1.21 Communication Competency AA bility to effectively transfer and exchange information that leads to understanding between yourself and others  Informal Communication Used to build social networks and good interpersonal relation  Formal Communication Used to announce major events/decisions/ activities and keep individuals up to date  Negotiation Used to settle disputes, obtain resources, and exercise influence

Chapter 1: PowerPoint 1.22  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  Information gathering, analysis, and problem solving from employees and customers  Planning and organizing projects with agreed upon completion dates TT ime management  Budgeting and financial management

Chapter 1: PowerPoint 1.23  Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination  Designing teams properly involves having people participate in setting goals  Creating a supportive team environment gets people committed to the team’s goals  Managing team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members’ strengths

Chapter 1: PowerPoint 1.24 Strategic Action Competency  Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them  Understanding how departments or divisions of the organization are interrelated  Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders  Leapfrogging competitors

Chapter 1: PowerPoint 1.26  Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations  Cultural knowledge and understanding of the events in at least a few other cultures  Cultural openness and sensitivity to how others think, act, and feel  Respectful of social etiquette variations  Accepting of language differences

Chapter 1: PowerPoint 1.27 Self-Management Competency  Developing yourself and taking responsibility  Integrity and ethical conduct  Personal drive and resilience  Balancing work and life issues  Self-awareness and personal development activities

Chapter 1: PowerPoint 1.29 (Adapted from Figure 1.4) Learning Framework for Managing Part I: Overview of Management Part II: Managing in Turbulent Environments Part III: Planning and Control Part IV: Organizing Competence Leading