Study note on management competencies

Study note on management competencies

References with extracted contents

Chong, E. 2013. "Managerial competencies and  career advancement: A comparative study of managers in two countries" Journal of Business Research 66 (2013) 345–353.

"Boyatzis (1982) defines managerial competencies as characteristics that are causally related to effective and/or superior job performance. An individual's performance is assessed in terms of specific actions or behavioral indicators";

"Bergenhenegouwen (1996) combines the American and British competency approaches, arguing that managers must possess a range of personal competencies as well as task-specific competences for effective job performance. Cheng, Dainty, and Moore (2005) propose that, in addition to competencies and competences, managerial performance also requires the enactment of a role which emerges through social interaction with others at work. Competency is demonstrated in the ability to effectively manage the varying perceptions and expectations of others";

"Competencies peculiar to the high advancement  British managers are risk taking and decisiveness, competencies valued in the private sector where quick decisions involving risks are required to capitalize on business opportunities. Competencies distinct to high advancement Singaporean managers are problem analysis, written communication, oral expression and oral presentation. Public sector decision-making requires more consultation with various stakeholders. The competencies associated with clarifying issues and communicating possible solutions are critical in getting agreement from different stakeholders";

Koenigsfeld, J.P., S.H. Kim, J.M. Cha, J. Perdue and R.F. Cichy. 2012. "Developing a competency model for private club managers" International Journal of Hospitality Management 31 (2012) 633– 641.

"A competency model and/or competency framework has been used for various types of organizations, including those in the hospitality industry. A competency model is defined as “a descriptive tool that identifies the knowledge, skills, abilities, and behaviors needed to perform effectively in an organization” .... Numerous researchers have listed advantages of using competency models. These advantages include: developing training programs tailored to improving management and staff performance ...; selecting, rewarding, and promoting managers ...; predicting individual job performance ..., unit-level performance (Russell, 2001), and organizational performance ...; planning professional development and career progression ...; and empowering staff members to make managerial decisions";

"Managerial competencies, in particular, refer to skills, knowledge and behaviors to be demonstrated at a specific level of proficiency by managers (Evers et al., 1998). Boyatzis (1982) was one of pioneer researchers to address the topic of managerial competencies by developing a comprehensive list of competencies that relate to managers’ performance effectiveness, regardless of the types of organizations. While many management competencies can be similar across all industry segments, managers and leaders in different occupations may display different behavior characteristics and skill sets (Zagar et al., 1983). Jirasinghe and Lyons (1995) also argued that competencies need to be generated by studying a profession or a particular position";

"In terms of practical applications, competencies have also been used in the hospitality industry to develop sets of core competencies for companies (Roberts, 2003). Both Marriott International and Choice Hotels International are examples of hotel companies that have used the competency approach to build and assess leadership capabilities among their senior-level managers ..... The Buckhead Beef Company, a food service supplier, used core competencies to develop a competency model that was used by the company to develop a structural interview in order to hire excellent sales performers";

"Competencies are grouped into clusters or domains to keep similar managerial tasks linked together (Pickett, 1998). Katz (1955) believed that administrator success was based on three skills domains: technical skills, human skills, and conceptual skills. Sandwith (1993) expanded Katz’s domains to include leadership, administrative, and interpersonal domains";

Cathy Burgess (2017) Managerial Competencies for U.K. Hotel Financial Controllers: Are They Hospitality Managers or Accountants?, The Journal of Hospitality Financial Management, 25:1, 27-43.

"Cardy and Selvarajan (2006) argued that management competencies are individual to the particular role and industry context, with Giousmpasoglou (2014) identifying hotel ownership specifically as affecting on manager’s roles. Authors such as Asree and colleagues (2010), People1st (2014) and Weber and colleagues (2013) have shown a link between competencies and profitability, and Cheng and Wong (2015) said also that this will therefore improve the status and reputation of the industry";

".... the combination of education and experience is invaluable for developing skilled managers ..., as understanding the industry context is critical .... Therefore, in addition to the generic competencies, authors such as Quinn (2013) or Walsh and colleagues (2015) have stressed the importance of a service orientation, and in particular the benefits of operational experience and understanding the specific hospitality industry context";

Yaw A. Debrah & George Ofori (2005) Emerging managerial competencies of professionals in the Tanzanian construction industry, The International Journal of Human Resource Management, 16:8, 1399-1414.

"There is some confusion in the literature as to what actually constitute competencies. Armstrong (2001), in tracing the origins of the concept of competencies, contends that it is derived from a hybrid approach which incorporates aspects of both competency and competence. Armstrong (2001) argues, however, that, although variously defined and often used interchangeably and differently in the literature, there is no clear-cut distinction between the two concepts: competency and competence .... Some writers, however, see competency as the abilities and capabilities needed to perform a role or function, and competence as what a person who works in a given occupation should be capable of doing/performing";

"Firms have realized the importance of improving employee competencies because competent people are more likely to meet performance goals and objectives. ...... In recent years, Meyer and Semark (1996) and Meyer (1996) have thrown a spotlight on the role of organizational competencies, which cover technical as well as occupational and managerial competencies, in enhancing organizational performance";