Report

                       on

                the 1999 Survey

          of the Managerial Competency

              ...
Report on the 1999 Survey of the Managerial Competency
                     and Management Training Needs of Managers and ...
Executive Summary



        The Committee on Management and Supervisory Training (CMST) conducted a
sampled survey on com...
ii



8.       As for performance, managers in the ‘Manufacturing’ sector working in Hong Kong
were found lower in compete...
iii



Management Training Options Desired by Companies

13.     Survey findings indicated that companies were looking for...
PART I : INTRODUCTION


1.0    The Committee

         The Committee on Management and Supervisory Training (CMST) of the ...
2



1.4    Presentation of Survey Findings

1.4.1          To make it possible to compare with similar surveys conducted ...
3



PART II : MANAGERIAL COMPETENCY LEVEL


2.0    Method of Analysis

2.0.1          There were two sections in the ques...
4



2.0.7           To make it easy for identifying the ones with major impact on the performance
of managers and supervi...
5



2.1.1.1      The core competencies for managers in Hong Kong were ‘Customer Concern’,
‘Crisis Management’, ‘Efficienc...
6



2.1.2.3           No competencies were found with substantial score disparity reflecting little
pressing training nee...
7



2.1.4           Management Competency of Supervisors in the Mainland

        Table 2.1.4: Competency Ranking and Sco...
8



2.1.5.1         Apart from providing comments on management competency in Part II of the
questionnaire, the responden...
9



2.2       Management Competency of Managers and Supervisors by Sector


2.2.1              Management Competency of M...
10



   Table 2.2.1.4: Competency Rankings & Scores of Supervisors in Manufacturing
                   in Hong Kong


   ...
11



                Table 2.2.1.7: Competency Ranking & Scores of Managers
                               in Manufacturi...
12



              Table 2.2.1.10: Competency Ranking and Scores of Supervisors
                              in Manufact...
13




2.2.2           Management Competency of Managers and Supervisors in Electricity, Gas &
Water

        Table 2.2.2....
14



                Table 2.2.2.4: Competency Ranking & Scores of Supervisors
                               in Electric...
15



       Table 2.2.2.7: Competency Ranking & Scores of Managers in Electricity,
                      Gas & Water in t...
16



2.2.2.10      Feedback on the impact of the competency on the performance of supervisors
working in the Mainland and...
17



2.2.3.3           There were no competencies found with substantial score disparity indicating
little pressing needs...
18



      Table 2.2.3.7: Competency Ranking & Scores of Managers in Construction
                     in the Mainland


...
19



     Table 2.2.3.10: Competency Ranking & Scores of Supervisors in Construction
                     in the Mainland...
20



2.2.4          Management Competency of Managers and Supervisors in Wholesale, Retail &
Import/Export Trade

       ...
21



       Table 2.2.4.4: Competency Ranking & Scores of Supervisors in Wholesale,
                      Retail & Import...
22



       Table 2.2.4.7: Competency Ranking & Scores of Managers in Wholesale,
                      Retail & Import/Ex...
23



    Table 2.2.4.10: Competency Ranking and Scores of Supervisors in Wholesale,
                     Retail & Import/...
24



2.2.5        Management Competency of Managers and Supervisors in Transport, Storage
& Communication

       Table 2...
25



       Table 2.2.5.4: Competency Ranking & Scores of Supervisors in Transport,
                      Storage & Commu...
26



       Table 2.2.5.7: Competency Ranking & Scores of Managers in Transport,
                      Storage & Communic...
27



      Table 2.2.5.10: Competency Ranking & Scores of Supervisors in Transport,
                      Storage & Commu...
28



2.2.6          Management Competency of Managers and Supervisors in Finance, Insurance,
Real Estates & Business Serv...
29



  Table 2.2.6.4: Competency Ranking & Scores of Supervisors in Finance, Insurance,
                 Real Estates & B...
30



   Table 2.2.6.7: Competency Ranking & Scores of Managers in Finance, Insurance,
                  Real Estates & Bu...
31



  Table 2.2.6.10: Competency Ranking and Scores of Supervisors in Finance, Insurance,
                 Real Estates ...
32




2.2.7          Management Competency of Managers and Supervisors in Community, Social
& Personal Services

        ...
33



      Table 2.2.7.4: Competency Ranking & Scores of Supervisors in Community,
                     Social & Personal...
34



       Table 2.2.7.7: Competency Ranking & Scores of Managers in Community,
                      Social & Personal ...
35



     Table 2.2.7.10: Competency Ranking & Scores of Supervisors in Community,
                     Social & Personal...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Report on the 1999 Survey of the Managerial Competency and ...
Upcoming SlideShare
Loading in...5
×

Report on the 1999 Survey of the Managerial Competency and ...

659

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
659
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
23
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Report on the 1999 Survey of the Managerial Competency and ..."

  1. 1. Report on the 1999 Survey of the Managerial Competency and Management Training Needs of Managers and Supervisors Committee on Management and Supervisory Training Vocational Training Council
  2. 2. Report on the 1999 Survey of the Managerial Competency and Management Training Needs of Managers and Supervisors Table of Contents Section Paragraph Page Executive Summary 0 – 18 i – iii I Introduction 1.0 – 1.4.2 1–2 II Managerial Competency Level 2.0 – 2.3.4.1 3 – 45 III Management Training Practices and Requirements 3.0 – 3.18.3 46 – 64 of Firms Operating in Hong Kong IV Recommendations 4.0 – 4.5.1 65 – 67 Appendices 1 Membership List of the Committee on 68 – 68 Management and Supervisory Training 2 Terms of Reference of the Committee on 70 Management and Supervisory Training 3 Survey Questionnaire 71 – 87 4 Sample Coverage and Sampling Plan 88 – 89 5 Analysis of Results of Enumeration 90 6 The Managerial Competencies and the Descriptive 91 – 93 Task Statements 7 Computation of Average Weighted Score for the 94 Competencies 8 Observations in the Analysis of the Survey 95 – 97 Statistical Tables Tables 3.1a – 3.18 98 – 129
  3. 3. Executive Summary The Committee on Management and Supervisory Training (CMST) conducted a sampled survey on companies employing ten or more people in the third quarter of 1999 to study the managerial competency and management development needs of managers and supervisors working in Hong Kong and the Mainland. Skills and Competencies Needed by Managers and Supervisors 2. The core (i.e. regarded as most important) competencies for managers in Hong Kong were found to be: ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Team Building’, ‘Decision Making’ and ‘Stress Management’. Overall, managers were found to have performed at a level between ‘fair’ and ‘good’ in all competencies. There was no pressing need for training in any particular competency area for managers in Hong Kong. 3. For supervisors in Hong Kong, their core competencies were similar to those of their managers, except with the omission of ‘Decision Making’. Their performance in seven competencies (‘Leadership’, ‘Team Membership’, ‘Results’, ‘Efficiency’, ‘Managing Change’, ‘Crisis Management’, and ‘Creativity’), however, was rated as ‘less than satisfactory’. When linked to importance, though, there was no urgent need for making up their deficiencies. 4. The core competencies for managers working in the Mainland were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Results’, and ‘Team Building’. Their performance in four areas – ‘Crisis Management’, ‘Efficiency’, ‘Results’, and ‘Creativity’ – was rated ‘less than satisfactory’. Taking into account of the discrepancy between importance and performance, the first three competencies were found in need of training. 5. ‘Customer Concern’, ‘Efficiency’, ‘Crisis Management’, ‘Personal Drive’, ‘Leadership’, and ‘Team Building’ were regarded as most important for supervisors working in the Mainland were. They were rated as ‘less than satisfactory’ in eight competencies: ‘Efficiency’, ‘Crisis Management’, ‘Results’, ‘Managing Change’, ‘Decision Making’, ‘Coaching & Counselling’, ‘Team Membership’, and ‘Creativity’. Among the deficiencies, ‘Efficiency’ was found with substantial need for improvement. 6. As for general skills and knowledge required by managers and supervisors working in the Mainland, ‘Proficiency in Putonghua’ and ‘Understanding of Mainland customs and culture’ topped the scale, closely followed by ‘Ability to plan for uncertainty’ and ‘Knowledge and skills in people management’. 7. The importance of the managerial competencies ascribed to managers tended to be higher than that of supervisors for all sectors, with the exception of supervisors working in the Mainland in the ‘Restaurants and Hotels’ sector.
  4. 4. ii 8. As for performance, managers in the ‘Manufacturing’ sector working in Hong Kong were found lower in competence than other sectors. As for supervisors working in Hong Kong, those in ‘Manufacturing’, ‘Electricity, Gas & Water’ and ‘Construction’ were rated lower in competence than others. For managers working in the Mainland, those employed in ‘Wholesale, Retail, Import/Export Trades’ and ‘Manufacturing’ were ranked lower in managerial competence than their counterparts in other sectors. Supervisors working in the ‘Manufacturing’, ‘Community, Social & Personal Services’ and ‘Wholesale, Retail, Import/Export Trades’ sectors in the Mainland had most competencies rated as ‘less than satisfactory’. 9. Taking into consideration of the importance ascribed to the managerial competencies by the companies surveyed, managers and supervisors working in the Mainland generally had a more pressing need for enhancing their managerial competencies than their Hong Kong counterparts. Mainland managers in the ‘Construction’, ‘Manufacturing’ and ‘Community, Social & Personal Services’ needed reinforcement in almost all competencies. Those in ‘Electricity, Gas & Water’ and those in ‘Wholesale, Retail, Import/Export Trades’ were the next group in high need of competency improvement. Supervisors in ‘Restaurants & Hotels’, ‘Construction’ and ‘Transport, Storage & Communication’ industries needed competency enhancement almost across the board. As for supervisors working in Hong Kong, those in the ‘Electricity, Gas & Water’ sector needed training in most of the competencies. Management Training Provision and Needs 10. The survey found that close to one half of the companies recruited supervisors and managers not having had prior training in management, and that around the same percentage of companies did not provide them with management training after appointment. The Committee is also concerned that almost three-quarters of the companies did not have training plans for their managers, and the situation was even worse for supervisors. 11. Relatively few (around 10%) companies regularly organized management programmes for their supervisors and managers. ‘In-company training’ and sponsoring staff to attend ‘external evening programmes’ were the two most common forms of training provided by companies. Finance (training budget) was the main internal resource available, while external trainers constituted the major source of expertise in implementing management training within these organizations. For those not arranging management training, the main hurdles given were ‘cannot release staff’ and ‘inadequate resources’. 12. The brighter picture, however, was that majority companies were willing to sponsor their supervisors and managers to attend relevant management training programmes, by reimbursing them for the fees paid and/or releasing them to attend training during office hours.
  5. 5. iii Management Training Options Desired by Companies 13. Survey findings indicated that companies were looking for management training programmes that may lead to some qualifications. Workshops and seminars were also popular among companies. For shorter programmes, companies preferred ones that lasted within a week, while for longer programmes, they did not expect them to drag on for more than twelve months. The most preferred ‘format combination’ would be one held once a week, on weekdays, after office hours, conducted either in Cantonese or bilingual (Cantonese and English). Recommendations 14. Based on the above findings, the Committee recommends employers, their human resource units and local training providers to incorporate the above- identified core competencies into their management development programmes. For companies considering sponsoring their managers and supervisors to attend external programmes, they should look for ones that help build the specific core and deficient competencies of their respective sectors. 15. The CMST is aware that for Hong Kong to maintain its competitiveness and succeed in the new millennium, organisations need to have their managers and supervisors well equipped new skills and competencies. As organisations get slimmer and the management hierarchy gets flatter, releasing staff to attend traditional classroom-based courses is getting difficult. Consequently, individual learner-centred on-demand type of learning options that offer flexibility in time, place, pace and level matching is in increasing need. To minimise costs, and to effectively and promptly cope with this emerging need, the Committee recommends closer collaboration among local training providers in sharing their expertise and resources and jointly developing courseware. 16. In view of its impartial role, The Management Development Centre of Hong Kong (MDC) is encouraged to take initiative and play a more active role in liasing with local training providers and co-ordinating the proposed collaborations. 17. Training providers and the MDC are also urged to expend resources to promote the importance of management development in enabling companies to maintain their competitiveness, to innovate and to succeed, and to publicise the availability of different options in the market place. 18. Besides continuing on conducting large scale sampled surveys every few years, to closely monitor the fast changing environment and the resultant needs, the Committee will flexibly carry out smaller scale studies employing different methodologies as and when appropriate in the future.
  6. 6. PART I : INTRODUCTION 1.0 The Committee The Committee on Management and Supervisory Training (CMST) of the Vocational Training Council is appointed by the Chief Executive of the Hong Kong Special Administrative Region Government to be responsible for determining the manpower situation and training needs of managers and supervisors and to recommend to the Vocational Training Council measures to meet the demand for trained personnel. The Committee comprises members nominated by professional bodies, trade associations, education/training institutions and government departments. The membership list and terms of reference of the Committee are listed in Appendices 1 and 2. 1.1 Purpose of the Survey 1.1.1 The Committee conducted this survey in July 1999 with the objectives to assess the managerial Competency and Management training needs of managers and supervisors in all sectors and identify major management concerns encountered and training plans for managers and supervisors. 1.1.2 The survey findings would be used by the Committee for public consultations in formulating courses of actions to tackle the identified management problems and training needs. 1.2 The Data Collection Tool A survey questionnaire consisting of three parts was used. Part I of the questio nnaire recorded the basic reference data of the responding organisation; Part II measured the respondent’s (the officer/manager/owner of the organisation) views on managerial competencies; while Part III studies the current practices and requirements in the areas of supervisory and managerial training and development. The survey questionnaire is at Appendix 3. 1.3 Coverage of the Survey The survey covered about 1 300 randomly selected companies with 10 or more employees in eight major sectors. These sectors are manufacturing; electricity/gas and water; construction; wholesale/import/export; transport/storage/ communication; finance/insurance/ real estates; and community/social services. Companies with less than 10 employees were not covered because from experience of previous surveys, managers and supervisors of such relatively small establishments were mostly owner managers and sole proprietors. The coverage and sample selection plan is at Appendix 4. The survey achieved an effective response rate of 99%. The analysis of responses is at Appendix 5. The survey data have been extrapolated to give an overall picture.
  7. 7. 2 1.4 Presentation of Survey Findings 1.4.1 To make it possible to compare with similar surveys conducted by the CMST in previous years and to ensure consistency, only effective responses from firms whose total employment exceeded ten were reported in this report. For the small number of firms whose employment size dropped below the “cut-off” level of ten at the time of the survey, the general situation was a closer resemblance with the characteristics as disclosed amongst smaller-sized firms. 1.4.2 A summary of the survey findings is in Part II and Part III. The Committee’s recommendations are in Part IV.
  8. 8. 3 PART II : MANAGERIAL COMPETENCY LEVEL 2.0 Method of Analysis 2.0.1 There were two sections in the questionnaire. Section A focused on the impact of the management competencies on the performance of managers and supervisors, whereas Section B explored how well the managers and the supervisors had performed. 2.0.2 Taking reference of the Managerial Capability Framework published by the Management Development Centre of Hong Kong, a set of fifteen managerial competencies were used in the questionnaire. These competencies covered: ‘Leadership’, ‘Communication’, ‘Customer Concern’, ‘Team Building’, ‘Team Membership’, ‘Results’, ‘Personal Drive’, ‘Planning’, ‘Efficiency’, ‘Decision Making’, ‘Coaching & Counselling’, ‘Managing Change’, ‘Stress Management’, ‘Crisis Management’, and ‘Creativity’. 2.0.3 Instead of listing out the definitions of these fifteen competencies, three task statements describing the necessary actions demonstrating each of the competencies were provided. The same forty-five task statements were used in both Sections A and B. The definition of the competencies and the linkage between each competency and the relating task statements are provided in Appendix 6. 2.0.4 While each of the three task statements was developed primarily in relation to one specific competency, some individual statements however were found relevant for indication of the performance of another one or two competencies as well. Hence, in the computation of the score for each competency, the rating given to any relevant statement(s) was considered in addition to the rating given to the three specifically developed statements. Thus, a weighted average score was worked out for each competency. The computation is illustrated in Appendix 7. 2.0.5 The respondents were asked to rate for each statement from 1 to 6 in ascending order to indicate the importance of each task that impact upon the performance of their managers and supervisors in section A; and in section B about the level of performance that they thought their managers and supervisors managed to achieve. The task statements helped to present the questionnaire in a more user- friendly format as they provided some familiar day-to-day management activity perspectives instead of management terms possibly abstract to the respondents. Other observations in the analysis of the survey are provided in Appendix 8. 2.0.6 The survey asked the respondents using the same scale of 1 – 6 (‘1’ being the bottom and ‘6’ the top of the scale) to rate the task statements reflecting both the importance level of the competencies and the performance level of their managers and supervisors in the competencies. Taking the ratings for the importance level and performance level as comparable, a score disparity was worked out, with the former minusing the latter. A positive figure would indicate a ‘performance gap’, or room for improvement. The larger the score disparity, the greater it reflects the need for improvement in a competency.
  9. 9. 4 2.0.7 To make it easy for identifying the ones with major impact on the performance of managers and supervisors, the lists of competencies are tabulated in accordance with the score given to the importance level for each in descending order by location (‘Hong Kong’ and ‘Mainland’) and/or by sector. The competencies with the top five scores are considered the ‘core competencies’ as they were ranked among the top one-third of the fifteen competencies. In cases where there were top competencies carrying equal scores, the list of ‘core competencies’ could be more than five. 2.0.8 Meanwhile, the score given to the performance level and the score disparity are provided in the table to reflect the achievement and the extent of need for improvement in the respective competencies. While majority of the scores given to the importance level were found ranging from 4 to 5, a competency with score disparity at 0.70 or above would be considered substantial and indicates a high need for training. 2.1 Management Competency of Managers and Supervisors in Hong Kong and the Mainland 2.1.1 Management Competencies of Managers in Hong Kong Table 2.1.1: Competency Ranking and Scores for Managers in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.00 4.53 0.47 Crisis Management 4.92 4.24 0.68 Team Building 4.80 4.28 0.52 Efficiency 4.80 4.17 0.63 Decision Making 4.77 4.27 0.50 Stress Management 4.77 4.26 0.49 Results 4.76 4.17 0.59 Leadership 4.73 4.18 0.55 Personal Drive 4.73 4.23 0.50 Managing Change 4.71 4.23 0.48 Coaching & Counselling 4.69 4.23 0.46 Planning 4.68 4.20 0.48 Creativity 4.68 4.09 0.59 Communication 4.68 4.28 0.44 Team Membership 4.59 4.10 0.49
  10. 10. 5 2.1.1.1 The core competencies for managers in Hong Kong were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Team Building’, ‘Decision Making’ and ‘Stress Management’. 2.1.1.2 The managers were reckoned to have performed at a level between ‘fair’ and ‘good’, with their competencies earning a score between 4 and 5 on the performance scale, where 4 = fair and 5 = good. 2.1.1.3 No competencies were found with substantial score disparity reflecting the managers had little pressing need for training in any particular competency. 2.1.2 Management Competencies of Supervisors in Hong Kong Table 2.1.2: Competency Ranking and Scores of Supervisors in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.74 4.31 0.43 Crisis Management 4.67 3.99 0.68 Team Building 4.65 4.11 0.54 Efficiency 4.65 3.98 0.67 Stress Management 4.63 4.09 0.54 Personal Drive 4.61 4.08 0.53 Decision Making 4.57 4.06 0.49 Planning 4.56 4.05 0.51 Results 4.55 3.99 0.56 Leadership 4.53 3.97 0.46 Managing Change 4.51 3.98 0.53 Creativity 4.47 3.87 0.60 Communication 4.45 4.05 0.40 Coaching & Counselling 4.45 4.03 0.42 Team Membership 4.43 3.94 0.49 2.1.2.1 The core competencies for the supervisors in Hong Kong were ‘Customer Concern’, ‘Crisis Management’, ‘Team Building’, ‘Efficiency’, and ‘Stress Management’. 2.1.2.2 The supervisors were said to have performed ‘less than satisfactory’ with scores less than 4 given to the performance level in seven competencies, i.e. ‘Leadership’, ‘Team Membership’, ‘Results’, ‘Efficiency’, ‘Managing Change’, ‘Crisis Management’, and ‘Creativity’.
  11. 11. 6 2.1.2.3 No competencies were found with substantial score disparity reflecting little pressing training needs for the supervisors in any particular competency. 2.1.3 Management Competency of Managers in the Mainland Table 2.2.3: Competency Ranking and Scores of Managers in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.95 4.33 0.62 Crisis Management 4.72 3.94 0.76 Efficiency 4.71 3.97 0.74 Results 4.66 3.96 0.70 Team Building 4.62 4.06 0.56 Stress Management 4.61 4.05 0.56 Personal Drive 4.59 4.05 0.46 Leadership 4.57 4.00 0.57 Communication 4.57 4.04 0.53 Planning 4.56 4.03 0.53 Managing Change 4.56 4.00 0.56 Coaching & Counselling 4.53 4.05 0.48 Decision Making 4.52 4.03 0.49 Creativity 4.51 3.90 0.61 Team Membership 4.47 4.92 0.55 2.1.3.1 The core competencies for managers working in the Mainland were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Results’, and ‘Team Building’. 2.1.3.2 The managers had performed at a ‘less than satisfactory’ level with scores less than 4 given to four competencies, i.e. ‘Crisis Management’, ‘Efficiency’, ‘Results’, and ‘Creativity’. 2.1.3.3 Three competencies were found with substantial score disparity indicating the need for training. They were ‘Crisis Management’, ‘Efficiency’, and ‘Results’.
  12. 12. 7 2.1.4 Management Competency of Supervisors in the Mainland Table 2.1.4: Competency Ranking and Scores of Supervisors in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.68 4.26 0.42 Efficiency 4.68 3.91 0.77 Crisis Management 4.58 3.90 0.68 Personal Drive 4.56 4.07 0.49 Leadership 4.52 4.00 0.52 Team Building 4.52 4.11 0.41 Results 4.50 3.91 0.59 Planning 4.47 4.01 0.46 Managing Change 4.47 3.97 0.50 Stress Management 4.47 4.08 0.39 Decision Making 4.45 3.98 0.47 Coaching & Counselling 4.45 3.97 0.48 Communication 4.41 4.00 0.41 Team Membership 4.35 3.97 0.48 Creativity 4.31 3.82 0.49 2.1.4.1 The core competencies for the supervisors working in the Mainland were ‘Customer Concern’, ‘Efficiency’, ‘Crisis Management’, ‘Personal Drive’, ‘Leadership’, and ‘Team Building’. 2.1.4.2 The supervisors had performed at a level ‘less than satisfactory’ in eight competencies i.e. ‘Efficiency’, ‘Crisis Management’, ‘Results’, ‘Managing Change’, ‘Decision Making’, ‘Coaching & Counselling’, ‘Team Membership’, and ‘Creativity’. 2.1.4.3 Only one competency i.e. ‘Efficiency’ was found with substantial score disparity indicating training need in the competency for the supervisors working in the Mainland. 2.1.5 Areas of Skill and Knowledge Required for Managers and Supervisors Working in the Mainland.
  13. 13. 8 2.1.5.1 Apart from providing comments on management competency in Part II of the questionnaire, the respondents were asked in Part I to indicate the areas of skill and knowledge required for their Hong Kong managers and supervisors working in the Mainland. ‘Proficiency in Putonghua’ was considered by a majority of the respondents as the most essential skill and knowledge, followed by ‘Understanding of Mainland customs and culture’. Figure 2.1.5 shows the findings. Figure 2.1.5: Distribution of Areas of Skill and Knowledge Required (a) Understanding of Mainland customs 72.7% 75.4% and culture 46.9% (b) Understanding of ethical standards 49.1% 63.5% (c) Ability to plan for uncertainty 69.9% 50.1% (d) Ability to analyse training needs 54.1% 54.3% (e) Ability to analyse training needs 55.8% Skill Knowledge 59.8% (f) Ability to coach subordinates 60.0% (g) Knowledge and skills in people 60.7% 63.6% management (h) Knowledge and skills in projector 46.6% management 54.0% (i) Knowledge and skills in time 45.5% management 49.6% 39.3% (j) Report writing skills 43.7% 76.7% (k) Proficiency in Putonghua 78.5% 1.4% (l) Others 1.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% For Supervisors For Managers % of Responding Companies
  14. 14. 9 2.2 Management Competency of Managers and Supervisors by Sector 2.2.1 Management Competency of Managers and Supervisors in Manufacturing Table 2.2.1.1: Competency Ranking & Scores of Managers in Manufacturing in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.97 4.32 0.65 Crisis Management 4.82 4.12 0.70 Efficiency 4.72 3.93 0.79 Team Building 4.67 4.01 0.66 Decision Making 4.67 4.02 0.65 Results 4.66 3.92 0.74 Personal Drive 4.66 4.06 0.60 Stress Management 4.66 4.01 0.65 Planning 4.65 3.96 0.69 Coaching & Counselling 4.60 4.06 0.54 Communication 4.57 3.96 0.61 Leadership 4.56 3.94 0.62 Managing Change 4.55 3.93 0.62 Creativity 4.55 3.88 0.67 Team Membership 4.44 3.84 0.60 2.2.1.1 The core competencies for managers in Hong Kong in Manufacturing were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Team Building’, and ‘Decision Making’. 2.2.1.2 Given a score of below 4 for the performance level, the managers were thought of having performed at a ‘less than satisfactory’ level in eight competencies, i.e. ‘Leadership’, ‘Communication’, ‘Team Membership’, ‘Results’, ‘Planning’, ‘Efficiency’, ‘Managing Change’, and ‘Creativity’. 2.2.1.3 Three competencies i.e. ‘Crisis Management’, ‘Efficiency’, and ‘Results’ were found with substantial score disparity indicating training needs in the three competencies.
  15. 15. 10 Table 2.2.1.4: Competency Rankings & Scores of Supervisors in Manufacturing in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Stress Management 4.59 3.89 0.70 Efficiency 4.57 3.78 0.79 Customer Concern 4.53 4.08 0.45 Team Building 4.53 3.73 0.66 Personal Drive 4.50 3.94 0.56 Crisis Management 4.50 3.87 0.63 Planning 4.49 3.90 0.59 Results 4.48 3.80 0.68 Coaching & Counselling 4.48 3.92 0.56 Decision Making 4.45 3.87 0.58 Leadership 4.40 3.77 0.63 Managing Change 4.38 3.77 0.61 Team Membership 4.33 3.87 0.60 Creativity 4.33 3.71 0.62 Communication 4.23 3.78 0.45 2.2.1.4 The core competencies for supervisors in Hong Kong in the Manufacturing sector were ‘Stress Management’, ‘Efficiency’, ‘Customer Concern’, ‘Team Building’, ‘Personal Drive’, and ‘Crisis Management’. 2.2.1.5 The supervisors were commented to have performed at a ‘less than satisfactory’ level in all except one competency – ‘Customer Concern’. 2.2.1.6 Two competencies, ‘Stress Management’ and ‘Efficiency’, were found to have substantial score disparity indicating the supervisors had training needs in these areas.
  16. 16. 11 Table 2.2.1.7: Competency Ranking & Scores of Managers in Manufacturing in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.99 4.46 0.53 Crisis Management 4.85 4.01 0.84 Efficiency 4.84 3.98 0.86 Stress Management 4.74 3.97 0.77 Communication 4.73 3.97 0.76 Creativity 4.70 4.14 0.56 Team Building 4.69 3.95 0.74 Personal Drive 4.69 4.11 0.58 Leadership 4.66 3.77 0.89 Planning 4.61 4.08 0.53 Decision Making 4.60 3.97 0.63 Results 4.57 3.85 0.72 Coaching & Counselling 4.56 3.94 0.62 Managing Change 4.53 3.99 0.54 Team Membership 4.48 3.75 0.73 2.2.1.7 The core competencies for managers working in the Mainland in the Manufacturing sector were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Stress Management’, and ‘Communication’. 2.2.1.8 The managers were said to have performed at a ‘less than satisfactory’ level in ten competencies, including ‘Efficiency’, ‘Stress Management’, ‘Communication’, ‘Team Building’, ‘Leadership’, ‘Decision Making’, ‘Results’, ‘Coaching & Counselling’, ‘Managing Change’, and ‘Team Membership’. 2.2.1.9 The eight competencies found with substantial score disparity indicating need for training were ‘Crisis Management’, ‘Efficiency’, ‘Stress Management’, ‘Communication’, ‘Team Building’, ‘Leadership’, ‘Results’, and ‘Team Membership’.
  17. 17. 12 Table 2.2.1.10: Competency Ranking and Scores of Supervisors in Manufacturing in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.56 4.05 0.51 Team Building 4.51 3.93 0.58 Efficiency 4.51 3.72 0.79 Planning 4.44 3.92 0.52 Results 4.43 3.85 0.58 Personal Drive 4.43 3.93 0.50 Crisis Management 4.42 3.89 0.53 Leadership 4.34 3.72 0.62 Coaching & Counselling 4.29 3.82 0.47 Decision Making 4.27 3.87 0.40 Managing Change 4.26 3.81 0.45 Stress Management 4.24 3.93 0.31 Communication 4.22 3.77 0.45 Team Membership 4.21 3.76 0.45 Creativity 4.14 3.78 0.36 2.2.1.10 The core competencies for the supervisors working in the Mainland in Manufacturing were ‘Customer Concern’, ‘Team Building’, ‘Efficiency’, ‘Planning’, ‘Results’, and ‘Personal Drive’. 2.2.1.11 The supervisors had performed at a ‘less than satisfactory’ level (with a score less than 4 given to the performance level) in all except ‘Customer Concern’. 2.2.1.12 There was only one competency, i.e. ‘Efficiency’, found with substantial score disparity indicating a strong training need in this area.
  18. 18. 13 2.2.2 Management Competency of Managers and Supervisors in Electricity, Gas & Water Table 2.2.2.1: Competency Ranking & Scores of Managers in Electricity, Gas & Water in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Crisis Management 4.86 4.29 0.57 Leadership 4.84 4.10 0.74 Communication 4.82 4.24 0.58 Decision Making 4.78 4.35 0.43 Managing Change 4.72 4.10 0.62 Results 4.67 4.31 0.36 Efficiency 4.67 4.29 0.38 Planning 4.63 4.21 0.42 Personal Drive 4.62 4.18 0.46 Stress Management 4.62 4.29 0.33 Coaching & Counselling 4.57 4.22 0.35 Creativity 4.52 4.05 0.57 Customer Concern 4.48 4.24 0.24 Team Building 4.48 4.24 0.24 Team Membership 4.48 4.07 0.41 2.2.2.1 The core competencies for the managers in Hong Kong in the Electricity, Gas & Water were ‘Crisis Management’, ‘Leadership’, ‘Communication’, ‘Decision Making’, and ‘Managing Change’. 2.2.2.2 The managers in this sector had achieved a ‘fair’ level of performance with all the competencies given a score of higher than 4 on performance level. 2.2.2.3 One competency – ‘Leadership’ – was found with substantial score disparity indicating a strong training need for managers in this sector.
  19. 19. 14 Table 2.2.2.4: Competency Ranking & Scores of Supervisors in Electricity, Gas & Water in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Leadership 4.92 3.79 1.13 Customer Concern 4.81 4.38 0.43 Decision Making 4.69 3.88 0.81 Efficiency 4.67 3.81 0.86 Stress Management 4.62 3.86 0.76 Communication 4.61 4.00 0.61 Team Membership 4.57 3.63 0.94 Personal Drive 4.56 3.93 0.63 Coaching & Counselling 4.55 3.82 0.73 Team Building 4.52 3.95 0.57 Creativity 4.47 3.57 0.90 Managing Change 4.45 3.59 0.86 Planning 4.42 3.90 0.52 Results 4.39 3.86 0.53 Crisis Management 4.34 3.62 0.72 2.2.2.4 The core competencies for the supervisors in Hong Kong in Electricity, Gas & Water were ‘Leadership’, ‘Customer Concern’, ‘Decision Making’, ‘Efficiency’, and ‘Stress Management’. 2.2.2.5 All except two competencies, i.e. ‘Customer Concern’ and ‘Communication’, were given scores below 4 to the performance level, indicating the supervisors in the Electricity, Gas & Water sector in Hong Kong had performed at a ‘less than satisfactory’ level. 2.2.2.6 Nine competencies: ‘Leadership’, ‘Decision Making’, ‘Efficiency’, ‘Stress Management’, ‘Team Membership’, ‘Coaching & Counselling’, ‘Creativity’, ‘Managing Change’, and ‘Crisis Management’ were found with substantial score disparity indicating training needs in them.
  20. 20. 15 Table 2.2.2.7: Competency Ranking & Scores of Managers in Electricity, Gas & Water in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Crisis Management 6.00 4.00 2.00 Communication 5.30 4.10 1.20 Results 5.14 5.00 0.14 Customer Concern 5.10 5.00 0.10 Personal Drive 4.92 4.25 0.67 Planning 4.90 4.60 0.30 Leadership 4.89 3.56 1.33 Coaching & Counselling 4.86 4.14 0.72 Team Building 4.67 4.67 0 Efficiency 4.67 4.33 0.34 Decision Making 4.64 4.00 0.61 Team Membership 4.38 4.00 0.38 Managing Change 4.43 4.14 0.29 Stress Management 4.33 4.33 0 Creativity 4.33 4.00 0.33 2.2.2.7 The views about the impact of the competency on performance and how well the managers in the Mainland had performed were contributed by a respondent from an organisation with over 100 employees. The core competencies suggested included ‘Crisis Management’, ‘Communication’, ‘Results’, ‘Customer Concern’, and ‘Personal Drive’. 2.2.2.8 The managers were said to have performed at a ‘fair’ to ‘good’ level with a score ranging from 4 to 5 given to the performance level of all except one competency. In ‘Leadership’ they were considered to have performed at a ‘less than satisfactory’ level with a score below 4, where 3 = less than satisfactory, 4 = fair, and 5 = good. 2.2.2.9 Four competencies found with substantial score disparity indicating there existed training needs were ‘Crisis Management’, ‘Communication’, ‘Leadership’, and ‘Coaching & Counselling’.
  21. 21. 16 2.2.2.10 Feedback on the impact of the competency on the performance of supervisors working in the Mainland and their achievement of performance were not available. The respondent apparently had not sent any supervisors working in their operation to the Mainland. 2.2.3 Management Competency of Managers and Supervisors in Construction Table 2.2.3.1: Competency Ranking & Scores of Managers in Construction in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.01 4.66 0.35 Crisis Management 4.88 4.17 0.17 Team Building 4.78 4.45 0.33 Personal Drive 4.77 4.33 0.44 Efficiency 4.76 4.07 0.69 Stress Management 4.76 4.25 0.51 Results 4.75 4.23 0.52 Decision Making 4.75 4.24 0.51 Leadership 4.72 4.16 0.56 Planning 4.72 4.22 0.50 Communication 4.69 4.29 0.40 Managing Change 4.69 4.19 0.50 Coaching & Counselling 4.68 4.09 0.59 Team Membership 4.62 4.10 0.48 Creativity 4.57 3.98 0.59 2.2.3.1 The core competencies for managers in Hong Kong in the Construction sector were ‘Customer Concern’, ‘Crisis Management’, ‘Team Building’, ‘Personal Drive’, ‘Stress Management’ and ‘Efficiency’. 2.2.3.2 The managers had performed to a ‘fair’ level with scores at more than 4 achieved on their performance level in all competencies except ‘Creativity’.
  22. 22. 17 2.2.3.3 There were no competencies found with substantial score disparity indicating little pressing needs for training in any particular competency. Table 2.2.3.4: Competency Ranking & Scores of Supervisors in Construction in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Coaching & Counselling 4.54 3.87 0.58 Stress Management 4.54 4.00 0.54 Crisis Management 4.54 3.79 0.75 Personal Drive 4.49 3.98 0.51 Planning 4.48 3.94 0.54 Team Building 4.45 4.08 0.37 Efficiency 4.44 3.81 0.63 Decision Making 4.43 3.96 0.47 Results 4.37 3.92 0.45 Customer Concern 4.36 4.17 0.19 Team Membership 4.32 3.77 0.55 Leadership 4.31 3.83 0.48 Managing Change 4.29 3.82 0.47 Creativity 4.24 3.70 0.54 Communication 4.22 3.81 0.41 2.2.3.4 The core competencies for the supervisors in Hong Kong in the Construction sector were ‘Coaching & Counselling’, ‘Stress Management’, ‘Crisis Management’, ‘Personal Drive’, and ‘Planning’. 2.2.3.5 The supervisors had performed at a ‘fair’ level in ‘Stress Management’, ‘Team Building’, and ‘Customer Concern’, but were ‘less than satisfactory’ in the other twelve competencies. 2.2.3.6 Only one competency i.e. ‘Crisis Management’ was found with substantial score disparity indicating a stronger training need in this competency.
  23. 23. 18 Table 2.2.3.7: Competency Ranking & Scores of Managers in Construction in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.94 4.76 1.18 Team Building 5.76 4.15 1.61 Crisis Management 5.76 4.29 1.47 Results 5.75 4.19 1.56 Managing Change 5.72 4.11 1.61 Planning 5.70 4.57 1.13 Leadership 5.68 4.47 1.21 Personal Drive 5.68 4.56 1.12 Decision Making 5.68 4.59 1.09 Communication 5.67 4.61 1.06 Team Membership 5.60 4.08 1.52 Efficiency 5.59 4.57 1.02 Coaching & Counselling 5.57 4.73 0.84 Stress Management 5.55 4.12 1.43 Creativity 5.51 3.57 1.94 2.2.3.7 The core competencies for managers working in the Mainland in the Construction sector were ‘Customer Concern’, ‘Team Building’, ‘Crisis Management’, ‘Results’, and ‘Managing Change’. In comparison the competency had a greater impact on the performance of managers in the Mainland than in Hong Kong as the score given to the importance level for the former was higher than the latter in every competency. See the difference between Table 2.2.3.1 and Table 2.2.3.7. 2.2.3.8 Managers in the Mainland were commented to have performed to a ‘fair’ level, with all but ‘Creativity’ earning a performance score of more than 4. 2.2.3.9 All the fifteen competencies were found with substantial score disparity indicating the managers in the Mainland were in need of training in all the competency areas.
  24. 24. 19 Table 2.2.3.10: Competency Ranking & Scores of Supervisors in Construction in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Coaching & Counselling 5.59 4.64 0.95 Decision Making 5.58 4.88 0.70 Results 5.57 4.68 0.87 Crisis Management 5.57 4.80 0.77 Personal Drive 5.54 4.80 0.74 Leadership 5.41 4.66 0.75 Planning 5.37 4.85 0.52 Customer Concern 5.36 4.89 0.47 Team Membership 5.36 4.26 1.10 Efficiency 5.34 4.65 0.69 Team Building 5.24 4.53 0.71 Creativity 5.22 4.39 0.83 Communication 5.16 4.45 0.71 Stress Management 5.11 4.76 0.35 Managing Change 4.95 4.74 0.21 2.2.3.10 The core competencies for the supervisors working in the Mainland in Construction were ‘Coaching & Counselling’, ‘Decision Making’, ‘Results’, ‘Crisis Management’, and ‘Personal Drive’. Similarly the competency had a greater impact on the performance of the supervisors working in the Mainland than in Hong Kong as the score given to the importance level for the former was general higher than the latter in every competency. 2.2.3.11 The supervisors had performed at a ‘fair’ level in all competencies except ‘Creativity’. 2.2.3.12 Ten competencies were found with substantial score disparity indicating training needs for the supervisors. They were: ‘Coaching & Counselling’, ‘Decision Making’, ‘Results’, ‘Crisis Management’, ‘Personal Drive’, ‘Leadership’, ‘Team Membership’, ‘Team Building’, ‘Creativity’, and ‘Communication’.
  25. 25. 20 2.2.4 Management Competency of Managers and Supervisors in Wholesale, Retail & Import/Export Trade Table 2.2.4.1: Competency Ranking & Scores of Managers in Wholesale, Retail & Import/Export Trades in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.00 4.49 0.51 Crisis Management 4.93 4.15 0.78 Team Building 4.75 4.20 0.55 Efficiency 4.74 4.10 0.64 Decision Making 4.70 4.20 0.50 Leadership 4.69 4.15 0.54 Results 4.69 4.08 0.61 Managing Change 4.67 4.22 0.45 Stress Management 4.67 4.19 0.48 Communication 4.63 4.25 0.38 Creativity 4.63 4.03 0.63 Personal Drive 4.61 4.15 0.52 Planning 4.60 4.14 0.46 Coaching & Counselling 4.59 4.17 0.54 Team Membership 4.52 4.05 0.50 2.2.4.1 The core competencies for the managers in Hong Kong in Wholesale, Retail & Import/Export Trades were ‘Customer Concern’, ‘Crisis Management’, ‘Team Building’, ‘Efficiency’, and ‘Decision Making’. 2.2.4.2 The managers had performed at a ‘fair’ level in all competencies. 2.2.4.3 Substantial score disparity was found in ‘Crisis Management’ indicating training need in this competency for managers in Hong Kong.
  26. 26. 21 Table 2.2.4.4: Competency Ranking & Scores of Supervisors in Wholesale, Retail & Import/Export Trades in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.80 4.31 0.49 Crisis Management 4.71 3.91 0.80 Efficiency 4.63 3.94 0.69 Team Building 4.58 4.07 0.51 Personal Drive 4.57 4.01 0.56 Stress Management 4.54 4.02 4.52 Results 4.53 3.98 0.55 Decision Making 4.52 4.02 0.50 Managing Change 4.52 3.99 0.53 Leadership 4.51 3.97 0.18 Planning 4.51 4.02 0.49 Coaching & Counselling 4.47 4.00 0.47 Creativity 4.45 3.84 0.61 Communication 4.41 4.07 0.34 Team Membership 4.37 3.96 0.41 2.2.4.4 The core competencies for the supervisors in Hong Kong in Wholesale, Retail & Import/Export Trades were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Team Building’, and ‘Personal Drive’. 2.2.4.5 The supervisors had performed at a ‘less than satisfactory’ level in ‘Leadership’, ‘Team Membership’, ‘Results’, ‘Efficiency’, ‘Managing Change’, ‘Crisis Management’, and ‘Creativity’. The score given to the performance level of these seven competencies were below 4. 2.2.4.6 Substantial score disparity was found in ‘Crisis Management’ indicating that, just as managers, supervisors in Hong Kong had training need in this competency.
  27. 27. 22 Table 2.2.4.7: Competency Ranking & Scores of Managers in Wholesale, Retail & Import/Export Trades in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.03 4.23 0.80 Crisis Management 4.77 3.92 0.85 Results 4.72 3.97 0.75 Efficiency 4.70 3.93 0.77 Team Building 4.66 3.99 0.67 Leadership 4.63 4.01 0.62 Stress Management 4.60 4.02 0.58 Communication 4.59 3.98 0.70 Personal Drive 4.59 3.97 0.62 Managing Change 4.57 3.97 0.60 Planning 4.55 3.93 0.62 Creativity 4.54 3.85 0.69 Decision Making 4.53 3.99 0.54 Coaching & Counselling 4.53 4.03 0.50 Team Membership 4.48 3.90 0.58 2.2.4.7 The core competencies for managers working in the Mainland in Wholesale, Retail & Import/Export Trades were ‘Customer Concern’, ‘Crisis Management’, ‘Results’, ‘Efficiency’, and ‘Team Building’. 2.2.4.8 The Mainland managers had performed at a ‘less than satisfactory’ level with an earned score of less than 4 on their performance in more than two-thirds of the competency areas, including ‘Communication’, ‘Team Building’, ‘Team Membership’, ‘Results’, ‘Personal Drive’, ‘Planning’, ‘Efficiency’, ‘Decision Making’, ‘Managing Change’, ‘Crisis Management’, and ‘Creativity’. 2.2.4.9 Five competencies were found with substantial score disparity indicating training needs for the Mainland managers in ‘Customer Concern’, ‘Crisis Management’, ‘Results’, ‘Efficiency’, and ‘Communication’.
  28. 28. 23 Table 2.2.4.10: Competency Ranking and Scores of Supervisors in Wholesale, Retail & Import/Export Trades in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 4.79 4.18 0.61 Crisis Management 4.62 3.78 0.84 Efficiency 4.60 3.84 0.76 Leadership 4.58 3.97 0.61 Personal Drive 4.53 3.97 0.56 Team Building 4.52 4.00 0.52 Results 4.49 3.86 0.63 Managing Change 4.45 3.88 0.57 Communication 4.44 3.94 0.50 Decision Making 4.42 3.83 0.59 Planning 4.39 3.84 0.55 Stress Management 4.39 3.94 0.45 Coaching & Counselling 4.37 3.86 0.51 Creativity 4.34 3.70 0.64 Team Membership 4.28 3.79 0.49 2.2.4.10 The core competencies for supervisors working in the Mainland in Wholesale, Retail & Import/Export Trades were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Leadership’, and ‘Personal Drive’. 2.2.4.11 The supervisors had performed at a ‘less than satisfactory’ level in thirteen competencies. These included ‘Leadership’, ‘Communication’, ‘Team Membership’, ‘Results’, ‘Personal Drive’, ‘Planning’, ‘Efficiency’, ‘Decis ion Making’, ‘Coaching & Counselling’, ‘Managing Change’, ‘Stress Management’, ‘Crisis Management’, and ‘Creativity’. 2.2.4.12 ‘Crisis Management’ and ‘Efficiency’ were found with substantial score disparity indicating training need for the Mainland supervisors in these two competencies.
  29. 29. 24 2.2.5 Management Competency of Managers and Supervisors in Transport, Storage & Communication Table 2.2.5.1: Competency Ranking & Scores of Managers in Transport, Storage & Communication in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.04 4.61 0.34 Crisis Management 4.98 4.26 0.72 Efficiency 4.93 4.28 0.61 Stress Management 4.91 4.32 0.59 Results 4.89 4.28 0.61 Team Building 4.88 4.20 0.68 Decision Making 4.86 4.32 0.54 Leadership 4.84 4.31 0.53 Personal Drive 4.80 4.31 0.49 Coaching & Counselling 4.80 4.16 0.64 Communication 4.78 4.35 0.43 Managing Change 4.78 4.20 0.58 Team Membership 4.77 4.12 0.65 Creativity 4.74 4.03 0.71 Planning 4.67 4.22 0.45 2.2.5.1 The core competencies for the managers in Hong Kong in Transport, Storage & Communications were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Stress Management’, and ‘Results’. 2.2.5.2 The managers had performed at a ‘fair’ level in all competencies with an earned performance score mostly within the lower half of the 4 – 5 range. 2.2.5.3 ‘Crisis Management’ and ‘Creativity’ were found with substantial score disparity indicating training need for the managers in these two competencies.
  30. 30. 25 Table 2.2.5.4: Competency Ranking & Scores of Supervisors in Transport, Storage & Communication in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.02 4.48 0.54 Team Building 4.83 4.13 0.70 Stress Management 4.76 4.26 0.50 Results 4.75 4.10 0.65 Efficiency 4.73 4.14 0.59 Decision Making 4.72 4.16 0.56 Communication 4.71 4.15 0.56 Personal Drive 4.71 4.23 0.48 Crisis Management 4.70 4.06 0.64 Leadership 4.69 4.12 0.57 Coaching & Counselling 4.69 4.05 0.64 Managing Change 4.65 4.03 0.62 Planning 4.61 4.08 0.53 Team Membership 4.57 3.98 0.59 Creativity 4.57 3.96 0.61 2.2.5.4 The core competencies for the supervisors in Hong Kong in Transport, Storage & Communication were ‘Customer Concern’, ‘Team Building’, ‘Stress Management’, ‘Results’, and ‘Efficiency’. 2.2.5.5 The supervisors had performed at a ‘less than satisfactory’ level with a rated score of below 4 on their performance level in ‘Team Membership’ and ‘Creativity’. Their performance in the other thirteen competencies was at a ‘fair’ level with scores within the lower range of 4 – 5, where 4 = fair and 5 = good. 2.2.5.6 ‘Team Building’ was found with substantial score disparity indicating a higher training need for Hong Kong supervisors in this competency.
  31. 31. 26 Table 2.2.5.7: Competency Ranking & Scores of Managers in Transport, Storage & Communication in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Efficiency 4.99 4.40 0.59 Creativity 4.97 4.46 0.51 Customer Concern 4.94 4.68 0.26 Team Building 4.94 4.47 0.47 Managing Change 4.90 4.49 0.41 Crisis Management 4.89 4.28 0.61 Results 4.86 4.38 0.48 Communication 4.84 4.54 0.30 Stress Management 4.84 4.42 0.42 Leadership 4.83 4.49 0.34 Team Membership 4.83 4.38 0.45 Personal Drive 4.81 4.42 0.39 Decision Making 4.81 4.43 0.38 Coaching & Counselling 4.80 4.54 0.26 Planning 4.70 4.41 0.29 2.2.5.7 The core competencies for managers working in the Mainland in Transport, Storage & Communication were ‘Efficiency’, ‘Creativity’, ‘Customer Concern’, ‘Team Building’, and ‘Managing Change’. 2.2.5.8 The Mainland managers had performed generally at a ‘fair’ level with a performance score of more than 4 in all competencies. In general they achieved a higher score than their counterpart in Hong Kong for every competency when comparing the performance scores between Table 2.2.5.1 and Table 2.2.5.7. 2.2.5.9 No competencies were found with substantial score disparity indicating little pressing need for training in any particular competency for the Mainland managers.
  32. 32. 27 Table 2.2.5.10: Competency Ranking & Scores of Supervisors in Transport, Storage & Communication in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.00 4.00 1.00 Team Membership 5.00 4.00 1.00 Efficiency 5.00 4.00 1.00 Stress Management 5.00 4.00 1.00 Crisis Management 5.00 4.00 1.00 Creativity 5.00 4.00 1.00 Decision Making 4.91 3.91 1.00 Coaching & Counselling 4.86 4.00 0.86 Managing Change 4.86 4.00 0.86 Leadership 4.67 4.00 0.67 Team Building 4.67 4.00 0.67 Personal Drive 4.50 4.00 0.50 Communication 4.40 4.00 0.40 Planning 4.40 4.00 0.40 Results 4.14 4.00 0.14 2.2.5.10 The core competencies for supervisors working in the Mainland in Transport, Storage & Communication were ‘Customer Concern’, ‘Team Membership’, ‘Efficiency’, ‘Stress Management’, ‘Crisis Management’, and ‘Creativity’. These six competencies were regarded as having a ‘high’ impact on the performance of the Mainland supervisors with a score of 5 ascribed to the importance level. 2.2.5.11 The Mainland supervisors had performed at a ‘less than satisfactory’ level in ‘Decision Making’ and achieved ‘fair’ rating in all other competencies. The scores given to the performance level of all except one competency were at 4. It was probably due to only 1 out of the limited number of respondents provided his or her view. 2.2.5.12 Substantial score disparity was found in nine competencies indicating training need for the supervisors in ‘Customer Concern’, ‘Team Membership’, ‘Efficiency’, ‘Stress Management’, ‘Crisis Management’, ‘Creativity’, ‘Decision Making’, ‘Coaching & Counselling’, and ‘Managing Change’.
  33. 33. 28 2.2.6 Management Competency of Managers and Supervisors in Finance, Insurance, Real Estates & Business Services Table 2.2.6.1: Competency Ranking & Scores of Managers in Finance, Insurance, Real Estates & Business Services in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.08 4.76 0.32 Crisis Management 5.03 4.53 0.50 Efficiency 4.93 4.39 0.54 Stress Management 4.92 4.51 0.41 Decision Making 4.91 4.48 0.43 Personal Drive 4.88 4.52 0.36 Planning 4.87 4.40 0.47 Managing Change 4.86 4.45 0.41 Creativity 4.86 4.38 0.48 Results 4.85 4.34 0.51 Coaching & Counselling 4.84 4.41 0.43 Team Building 4.83 4.40 0.43 Communication 4.81 4.44 0.37 Leadership 4.77 4.25 0.52 Team Membership 4.76 4.22 0.54 2.2.6.1 The core competenc ies for the managers in Hong Kong in Finance, Insurance, Real Estate & Business Services were ‘Customer Concern’, ‘Crisis Management’, ‘Efficiency’, ‘Stress Management’, and ‘Decision Making’. 2.2.6.2 The managers had performed at a ‘fair’ level with a score above 4 earned for their performance in all competencies. 2.2.6.3 No competencies were found with substantial score disparity indicating little pressing need for training in any particular competency.
  34. 34. 29 Table 2.2.6.4: Competency Ranking & Scores of Supervisors in Finance, Insurance, Real Estates & Business Services in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Efficiency 4.82 4.10 0.72 Personal Drive 4.75 4.22 0.53 Stress Management 4.73 4.21 0.52 Planning 4.72 4.10 0.62 Crisis Management 4.72 4.12 0.60 Customer Concern 4.71 4.47 0.24 Team Building 4.68 4.15 0.53 Decision Making 4.66 4.12 0.54 Coaching & Counselling 4.63 4.06 0.57 Communication 4.60 4.08 0.52 Results 4.58 4.03 0.55 Managing Change 4.57 4.07 0.50 Creativity 4.57 3.99 0.58 Team Membership 4.54 3.93 0.61 Leadership 4.52 3.93 0.59 2.2.6.4 The core competencies for the supervisors in Hong Kong in Finance, Insurance, Real Estates & Business Services were ‘Efficiency’, ‘Personal Drive’, ‘Stress Management’, ‘Planning’, and ‘Crisis Management’. 2.2.6.5 The supervisors had performed at a ‘less than satisfactory’ level in ‘Leadership’, ‘Team Membership’, and ‘Creativity’, with a performance score of below 4, whereas the other twelve competencies were at a ‘fair’ level. 2.2.6.6 ‘Efficiency’ was found with substantial score disparity indicating the Hong Kong supervisors were in need of training in this competency.
  35. 35. 30 Table 2.2.6.7: Competency Ranking & Scores of Managers in Finance, Insurance, Real Estates & Business Services in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Efficiency 4.60 4.07 0.53 Stress Management 4.54 4.17 0.37 Planning 4.53 4.35 0.18 Customer Concern 4.52 4.64 -0.12 Personal Drive 4.47 4.32 0.15 Managing Change 4.47 4.11 0.36 Coaching & Counselling 4.45 4.19 0.26 Results 4.37 3.94 0.43 Crisis Management 4.34 3.88 0.46 Decision Making 4.32 4.16 0.16 Communication 4.29 4.27 0.02 Team Building 4.29 4.38 -0.09 Team Membership 4.29 4.07 0.22 Creativity 4.16 3.91 0.25 Leadership 4.14 4.07 0.07 2.2.6.7 The core competencies for managers working in the Mainland in Finance, Insurance, Real Estates & Business Services were ‘Efficiency’, ‘Stress Management’, ‘Planning’, ‘Customer Concern’, and ‘Personal Drive’. 2.2.6.8 The Mainland managers had performed at a ‘less than satisfactory’ level in ‘Results’, ‘Crisis Management’, and ‘Creativity’; but achieved a ‘fair’ level in the other twelve competencies. 2.2.6.9 No competencies were found with substantial score disparity indicating little pressing need for training for the managers. The score disparity of ‘Customer Concern’ and ‘Team Building’ was negative, indicating their performance was high in these two less important competency areas.
  36. 36. 31 Table 2.2.6.10: Competency Ranking and Scores of Supervisors in Finance, Insurance, Real Estates & Business Services in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Stress Management 4.73 4.47 0.26 Managing Change 4.60 4.21 0.39 Efficiency 4.56 4.08 0.48 Planning 4.53 4.42 0.11 Personal Drive 4.45 4.36 0.09 Coaching & Counselling 4.41 4.30 0.11 Team Membership 4.30 4.11 0.19 Decision Making 4.30 4.30 0 Communication 4.27 4.31 -0.04 Team Building 4.24 4.62 0.38 Results 4.24 3.88 0.36 Crisis Management 4.15 3.94 0.21 Leadership 4.13 4.15 -0.02 Customer Concern 4.05 4.64 0.59 Creativity 3.95 4.05 -0.10 2.2.6.10 The core competencies for the supervisors working in the Mainland in Finance, Insurance, Real Estates & Business Services were ‘Stress Management’, ‘Managing Change’, ‘Efficiency’, ‘Planning’, and ‘Personal Drive’. ‘Creativity’ was given a score below 4 to the importance level suggesting it had a ‘less than average’ impact on their performance. 2.2.6.11 The supervisors had performed at a ‘less than satisfactory’ level in ‘Results’ and ‘Crisis Management’; and at a ‘fair’ level in the other thirteen competencies. 2.2.6.12 No competencies were found with substantial score disparity indicating little pressing need for training for the supervisors. The score disparity of ‘Communication’, ‘Leadership’, and ‘Creativity’ were worked out in negative, i.e. scores achieved in the performance level were higher than the importance level.
  37. 37. 32 2.2.7 Management Competency of Managers and Supervisors in Community, Social & Personal Services Table 2.2.7.1: Competency Ranking & Scores of Managers in Community, Social & Personal Services in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Team Building 4.97 4.46 0.51 Leadership 4.96 4.31 0.65 Crisis Management 4.93 4.29 0.64 Efficiency 4.92 4.31 0.61 Customer Concern 4.91 4.47 0.44 Results 4.91 4.34 0.57 Decision Making 4.89 4.42 0.47 Coaching & Counselling 4.86 4.44 0.42 Stress Management 4.85 4.30 0.55 Communication 4.84 4.50 0.34 Managing Change 4.80 4.33 0.47 Personal Drive 4.76 4.37 0.42 Planning 4.78 4.36 0.42 Team Membership 4.69 4.22 0.47 Creativity 4.66 4.15 0.51 2.2.7.1 The core competencies for managers in Hong Kong in Community, Social & Personal Services were ‘Team Building’, ‘Leadership’, ‘Crisis Management’, ‘Efficiency’, ‘Customer Concern’, and ‘Results’. 2.2.7.2 The managers had performed in general at a ‘fair’ level with the scores given to the performance level were all between 4 and 5. 2.2.7.3 No competencies were found with substantial score disparity indicating little pressing need in training in any particular competency.
  38. 38. 33 Table 2.2.7.4: Competency Ranking & Scores of Supervisors in Community, Social & Personal Services in Hong Kong Competency Scores for Scores for Score Importance Performance Disparity Team Building 4.85 4.29 0.56 Leadership 4.84 4.16 0.68 Customer Concern 4.79 4.24 0.55 Efficiency 4.75 4.14 0.61 Crisis Management 4.75 4.16 0.59 Stress Management 4.74 4.17 0.57 Personal Drive 4.71 4.23 0.48 Coaching & Counselling 4.71 4.21 0.50 Decision Making 4.70 4.21 0.49 Results 4.66 4.15 0.51 Communication 4.65 4.28 0.37 Planning 4.64 4.24 0.40 Managing Change 4.60 4.08 0.52 Team Membership 4.52 4.05 0.47 Creativity 4.48 3.95 0.53 2.2.7.4 The core competencies for supervisors in Hong Kong in Community, Social & Personal Services were ‘Team Building’, ‘Leader’, ‘Crisis Management’, ‘Efficiency’, ‘Customer Concern’, and ‘Results’. 2.2.7.5 The supervisors in Hong Kong had performed at a ‘less than satisfactory’ level in ‘Creativity’; and at a ‘fair’ level in the other fourteen competencies with a score below and above 4 given to the performance level of the respective competencies. 2.2.7.6 No competencies were found with substantial score disparity indicating little pressing need in training in any particular competency.
  39. 39. 34 Table 2.2.7.7: Competency Ranking & Scores of Managers in Community, Social & Personal Services in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.55 4.74 0.81 Communication 5.18 4.31 0.87 Efficiency 5.15 4.20 0.95 Team Building 5.09 4.32 0.77 Leadership 4.97 4.12 0.85 Crisis Management 4.87 3.96 0.91 Managing Change 4.77 3.91 0.86 Decision Making 4.74 4.32 0.42 Planning 4.69 4.33 0.36 Results 4.65 3.91 0.74 Coaching & Counselling 4.65 4.10 0.55 Stress Management 4.63 4.11 0.52 Personal Drive 4.61 4.28 0.33 Creativity 4.56 3.83 0.73 Team Membership 4.55 4.03 0.52 2.2.7.7 The core competencies for managers working in the Mainland in Community, Social & Personal Services were ‘Customer Concern’, ‘Communication’, ‘Efficiency’, ‘Team Building’, and ‘Leadership’. The first four had a ‘high’ and the fifth had an ‘above average’ impact on the performance of the managers with a score more than and just below 5 given to the performance level of the respective competency. 2.2.7.8 The Mainland managers had performed at a ‘less than satisfactory’ level in four competencies with a score of less than 4 given to the performance level for ‘Results’, ‘Managing Change’, ‘Crisis Management’, and ‘Creativity’. 2.2.7.9 Nine competencies, including ‘Customer Concern’, ‘Communication’, ‘Efficiency’, ‘Team Building’, ‘Leadership’, ‘Crisis Management’, ‘Managing Change’, ‘Results’, and ‘Creativity’, were found with substantial score disparity indicating the managers were in need of training in them.
  40. 40. 35 Table 2.2.7.10: Competency Ranking & Scores of Supervisors in Community, Social & Personal Services in the Mainland Competency Scores for Scores for Score Importance Performance Disparity Customer Concern 5.25 4.36 0.89 Leadership 4.44 3.71 0.73 Communication 4.40 3.89 0.51 Efficiency 4.16 3.83 0.33 Team Building 4.05 3.89 0.16 Results 3.67 3.55 0.12 Crisis Management 3.64 3.71 -0.07 Personal Drive 3.61 3.85 -0.24 Team Membership 3.57 3.62 -0.05 Planning 3.55 3.97 -0.42 Decision Making 3.52 3.83 -0.31 Coaching & Counselling 3.46 3.45 0.01 Creativity 3.35 3.58 -0.23 Managing Change 3.19 3.33 -0.14 Stress Management 3.14 3.93 -0.79 2.2.7.10 The core competencies for supervisors working in the Mainland in Community, Social & Personal Services were ‘Customer Concern’, ‘Leadership’, ‘Communication’, ‘Efficiency’, and ‘Team Building’. From the scores given where 3 = below average, 4 = above average and 5 = high, and 6 = very high, these five competencies were rated having an ‘above average’ to ‘high’ and the other ten were rated as having a ‘below average’ impact on the performance of the supervisors. 2.2.7.11 The Mainland supervisors had performed at a ‘less than satisfactory’ level with a score given for less than 4 in all except in ‘Customer Concern’. 2.2.7.12 ‘Customer Concern’ and ‘Leadership’ were found with substantial score disparity indicating training need for the supervisors in these two competencies. Eight competencies were found with negative score disparity i.e. the scores given to the performance level was higher than those ascribed to the importance level.

×