MANAGING: A COMPETENCY

BASED APPROACH

Developing Managerial Competencies

 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
 Introductory Concepts: What Are
Managerial Competencies?

 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

Chapter 1: PowerPoint 1.2

 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 1.3
 Communication
Competency
Planning and
Teamwork
Administration
Competency
Managerial Competency
Effectiveness
Strategic
Multicultural
Action
Competency Self-Management Competency
Competency
Chapter 1: PowerPoint 1.4 (Adapted
from Figure 1.1)
 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 11
 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 1.6
 Making decisions to guide the organization
through planning, organizing, leading, and
controlling

 Getting tasks done through people

Chapter 1: PowerPoint 1.7

 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 1.8
 (cont’d)

 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

 Many Other types of managers

Chapter 1: PowerPoint 1.9
 Functions and Levels of Management:
What Are the Basic Managerial Functions?

Organizing

Planning Leading

Controlling
Chapter 1: PowerPoint 1.10 (Adapted
from Figure 1.2)
 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

 Discussed in depth in Chapter 7 & 8

Chapter 1: PowerPoint 1.11
 What Are the Basic Managerial
Functions?

Snapshot

“The success you’ve enjoyed over time leads you

into a rut. It’s time to challenge managers to
think out of the box. Strategic planning is one
way to get managers to think out of the box.”

Kenneth Chenault, CEO, American Express

Chapter 1: PowerPoint 1.12
 What Are the Basic Managerial
Functions?: Organizing

 Process of deciding where decisions will be made, who

will perform what jobs and tasks, and who will report
to whom in the company
 Includes creating departments and job descriptions

Chapter 1: PowerPoint 1.13

 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 1.14
 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 1.15
 Top
Managers

Middle Managers

First-Line Managers

Nonmanagers
Chapter 1: PowerPoint 1.16 (Adapted
from Figure 1.3)
 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 1.17
 What Are the Basic Levels of
Management?: Middle Managers

 Responsible 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
 Responsible for coordinating activities of first-line
managers
 Establish target dates for products/services to be delivered
 Need to coordinate with others for resources
 Ability to develop others is important
 Rely on communication, teamwork, and planning and
administration competencies to achieve goals
Chapter 1: PowerPoint 1.18
 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 1.19
 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 1.20
 Communication Competency
 Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
 Informal Communication
 Used to build social networks and good
interpersonal relations
 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 1.21
 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
 Time management
 Budgeting and financial management
Chapter 1: PowerPoint 1.22
 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 1.23
 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 1.24
 Snapshot

“Sony must sell off businesses that don’t fit

its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.”

Howard Stringer, CEO, Sony

Chapter 1: PowerPoint 1.25
 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 1.26
 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 1.27
 Self-Management Competency

Snapshot

“My strengths and weaknesses haven’t

changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.”

Anne Mulcahy, CEO, Xerox

Chapter 1: PowerPoint 1.28
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

Chapter 1: PowerPoint 1.29 (Adapted

from Figure 1.4)