MANAGERIAL EFFECTIVENESS AND COMPETENCY

Definitions of competences and competencies

Competence is judged on performance of an individual in a specific job role. The
competences required in each job role are defined through means of a functional analysis
- a ‘top-down’ process resulting in four levels of description:

Elements of competence

Elements are broken down into performance criteria, which describe the characteristics of
competent performance, and range statements, which specify the range of situations or
contexts in which the competence should be displayed. recent work has indicated the
importance of behavioural characteristics such as self-confidence, sensitivity,
proactivity and stamina(personal characteristics) Of particular interest, this study notes
that HRD practitioners in Singapore top ten competencies needed
in aKBE as:

1.Adaptability to changes
2.Ability to see the “big picture”
3.Communication skills
4.Visioning skills
5. Knowledge of own strengths and weaknesses
6. Creative thinking skills
7. Relationship building skills
8. Leadership skills
9.Consulting skills
10. Understanding of improvement in human performance.

Managerial effectiveness is a combination of these four critical factors, Organisational

Climate, Managerial Styles, Job Requirements and the Individual Competencies that the
manager brings to the job.

The essential abilities a manager should have – which may be regarded as threshold
competencies .Abilities that set managers’ apart – which may be regarded as
competencies associated with more effective performance
.
A manager’s reaction to environmental changes – the awareness of the environment and
the flexibility and adaptability to change behavior in an appropriate way

The analysis shows that the beliefs and opinions of those participating do not fall neatly
into any existing managerial competencies model. Though the behaviours described often
share similarities with existing models as would be expected from groups of individuals
already familiar with one or more of the modern
‘accepted thinking’
HA/MCBER DUELWICZ STADA NTA THIS STUDY
Achievement Achievement Achievement
Orientation Motivation /Results Oriented

Developing Understanding of improvement in human

Others performance Team Leadership
Assertiveness & Accountability &
Directive ness Decisiveness Responsibility
Impact and
Influence Persuasiveness Communication skills, Consulting skills Communication
Cultural
Interpersonal Interpersonal Relationship building skills Sensitivity

Understanding Sensitivity Communication

Professionalism & Creative thinking skills Independent

Judgment
Ability to see the “big picture” Knowledge of own Executive
Organizational Strategic Perspective strengths and weaknesses Maturity

Awareness
Team
Leadership Leadership skills Team Leadership
Adaptability &
Adaptability & Adaptability to changes Flexibility

Resilience

Visioning skills Proactive,Passion

Descriptor Behaviour D/B

Achieves the business results (goals, sales targets, financial
targets) B
Achievement / Completes tasks or targets on time B
Results Sets own and others’ goals or targets D

Shows strong commitment to organisation B

Prepared to make tough decisions and see them through B
Help to grow the business and grow with the business
Accountability (intellectually and behaviourally) B
and Able to stand on own feet to make decisions B
Resppnsibility Take accountability and responsibility for decisions made D

Executive Positive thinker B

 Eye for detail B
Resourceful B
Analytical B
Maturity Attuned to own potential and limitations B
Prepared to learn from mistakes and open to continuous
self-learning B
Unafraid of criticism or feedback B

Aware of ‘face’ or ‘guan xi’ issues in dealing with people

from different races B
Works around cultural barriers B
Adopts and adapts the way business is conducted B
Respects different mindsets B
Cultural Enjoys mixed cultural environments and working in a
Sensitivity ‘melting-pot’ D
Works well with foreigners and locals D

Invests time in building both formal and informal

relationships B
Good at identifying others’ strengths and weaknesses B
Earns trust B
Develops and uses skills in influencing, networking and
Building and customer satisfaction D
Managing Getting along upwards, downwards and laterally D

Able to package and present message B

Actively listens to others B
Shows strong interpersonal skills and always ready to
Communication understand other’s view B

Recognises, understands and uses team dynamics, social

structure, culture,strengths and weaknesses B
Works and relates well with people around and aligned with
the company cultureand builds consensus B
Fits in and wants to belong and contribute B
Open communication style B
Supports and knows where to gain support B
Team Teaches or coaches others D
Leadership Motivates others and inspires team members D

Self-motivated B
Seek new opportunities to build the business D
Think and act in putting company first D
Deliberately keep an eye on the internal and external
environments and act quickly to the benefit of the
Proactive organisation D

Independent Plans and organises work B

Manages and coordinates resources available to realise B
successful achievement of goals
 Manages own time B
Manages expectations and establishing priorities B
Overcomes crisis, problems D
Is unrestricted in finding new approaches to problems and
thinks out-of-the-box or creatively D

Shows ‘Fire-in-the-belly’, hunger, drive to succeed and add

value D
Willing to take risks to help company grow D
Wants to excel D
Focussed energy and drive D
Thrives on challenging self D
Passion Shows perseverance and great resilience D

Quick to adapt to any kind of environment (company

culture, different management styles, faster-paced
business cycles D
Thrives on challenges, especially during turbulent times D
Adapts to context of internal or external environment and
Adaptability shows ability to adopt appropriate personal style to address
/Flexibility the situation at the time D