1. Management by Competencies
Summary

2. Previously on MbC Synergy Activity Order Trust Integration
Person
(human resources bearer)
Qualities
(the way we are)
Attitudes
(what we want, what we believe in)
Abilities
(what we know and can do)
altruism
oppression
egoism
self-destruction
Me=0
You=0
Cooperation
Me>0, You>0
Me=You
value
co-creation
Competition
Me>0, You<0
Me=-You
claiming
Destruction
Me<0, You<0
destruction
Yielding
Me<0, You>0
offering
Passivity
Me=0, You=0
DYNAMICS
STABILITY
EFFECTIVITY
USEFULNESS
Integration
Synergetization
Habilitation
Motivation
Orientation
Definition
Synergy
Activity
Order
Trust
Processes
Products
Services
Customers
Clients
Money
Resources PV

3. Agenda Theory of vitality Theory of constraints Competency rule
pyramids interaction
Theory of constraints
Competency rule
Roles and tasks
Troubleshooting
Management by Competencies PV

4. Strategy: Theory of vitality
crisis
Dynamics
Stability
Effectivity
Usefulness
Integration
Synergetization
Habilitation
Motivation
Orientation
Definition
eqi.
activity
stability
acceptation
processes
resources
structures
tasks
subjects
needs
products PV
(C) J. Plamínek

5. Tactics: Theory of Constraints
Dynamics? no
yes no
Dynamics!
Stability!
Consultation!
yes
Stability?
Usefulness?
yes no no
Effectiveness!
Usefulness!
yes
Effectiveness?
(C) J. Plamínek PV

6. Competency rule
Every success or failure of any company corresponds to the competencies of people responsible for company performance (R. Fišer)
competence= resources + labor
(C) J. Plamínek PV

7. Roles and tasks Role of Leader Role of Manager Role of Performer
strategic frame
monitoring
goals
ways
tasks
evaluation
internal
resources
products PV
(C) J. Plamínek

8. Leadership tasks PV215 - 13 2 tasks strategic frame definition
strategic frame “selling” PV

9. define tasks and competencies
Managerial tasks
tasks 12
define products
define processes
define resources
define structures
define feedbacks
define feedfwds
define tasks and competencies
orientate people
motivate people
habilitate people
synergetize people
integrate people PV

10. provision of special resources
Performer tasks
3 tasks
performance
provision of special resources
care of own resources PV

11. The Elements of Strategic Frame
Business hypothesis
Mission
Vision
Strategy
Values and Rules
(C) J. Plamínek PV

12. Operational Strategic Interval
Strategic continuum
Strategic frame
Business hypothesis
Mission
Vision
Strategy
Values and Rules
Operational Strategic Interval
First DSI*
Second DSI*
Third DSI*
Leaders
(define strategy)
defined
defining
training resources
Managers (design processes) -
Workers (performance)
realizing
* DSI – Developing Strategic Interval
here and now
(C) J. Plamínek PV

13. Troubleshooting cycle
competency rule I S H M O D
pyramid of culture
functional model !
theory of constraint !
theory of constraint
What
When
Who D S E U
realization project
(C) J. Plamínek
pyramid of vitality PV

14. Management by Competencies
Methodology
Tactics
Strategy
competency rule !
theory of constraint D S E U I H M O
theory of vitality PV
(C) J. Plamínek

15. Balanced Score Card Example Template
TOP management
financial indicators
revenues -> profit/loss < costs
management of
and marketing
sales
primary process,
management of
development,
logistics,
IT, ...
customer indicators
number of new customers
average size of order
new products ratio
number of loyal customers
...
internal processes indicators
average time to market
number of complaints – quality
product cost
service innovation pace
...
arrows stands for causality relationships
learning and growth indicators
competencies/resources
abilities attitudes qualities
all managers PV
Balanced Scorecard

16. Conclusion Importance of competencies Pyramids and their relationships
How to control company development
When to use MbC PV