3. 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
4. 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
5. A Model of Managerial
Competencies
Communication
Competency
Planning and
Teamwork
Administration
Competency
Competency
Global Strategic
Awareness Action
Competency Self-Management Competency
Competency
6. A Model of Managerial
Competencies
(adapted from Figure 1.1)
Communication
Competency
Planning and
Teamwork
Administration
Competency
Managerial Competency
Effectiveness
Global Strategic
Awareness Action
Competency Self-Management Competency
Competency
8. 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
9. 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
10. The overall ability to use all the modes of
transmitting, understanding, and receiving
ideas, thoughts, and feelings—verbal,
listening, nonverbal, written, electronic,
and the like—for accurately transferring
and exchanging information and emotions
11. Conveying information, ideas and emotions to
others
Providing constructive feedback to others
Engaging in active listening
Using and interpreting nonverbal
communication
Engaging in verbal communication effectively
Engaging in written communication effectively
Using a variety of computer-based information
resources
12. To be communicative competent
you need skills within the following areas:
Grammatical competence
the ability to use the rules of the language to understand and produce the
language correctly
Discourse competence
the ability to understand and produce coherent texts (written and oral)
within various genres
Pragmatic competence
the ability to understand and produce utterances that are suitable for the
context in which they are uttered
Strategic competence
the ability to efficiently use the skills available to you to get your message
across
Fluency :Interrelation between the elements of communicative
competence
13. written and oral communication proficiencies
sender and receiver
speaking, listening, writing, and reading
all communication is unique
authentic communication is demanding in terms
of collaboration, and it’s unpredictable
we communicate and understand communi-
cation based on the context in which it takes
place / in which we find ourselves
14. 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
15. 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
16. 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
17. Competing Effectively
Strategy
Ideas, plans, and support that firms employ to
compete successfully against their rivals
Competitive Advantage
Allows a firm to gain an
edge over rivals when
competing
18. Six Ingredients of Strategy
Vision
Value Planning &
Creation Administration
Strategy
Global
Awareness Stakeholders
Leveraging
Technology
19. Multicultural Competency
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
20. Across cultures competency
The overall ability to recognize and
embrace similarities and differences
among nations and cultures and then
approach key organizational and strategic
issues with an open and curious mind.
21. Foundation abilities of cultures
competency
Understanding, appreciating unique cultural
Characteristics of different cultures.
Appreciating influence of work-related values
Understanding and motivating employees with
different values and attitudes
Communicating in the local language
Effectively working with those from foreign
countries
Utilizing a global mindset
22. 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
23. Personal Drive & Resilience
Seeks responsibility and is willing to
innovate and take risks
Ambitious and motivated to achieve
objectives but does not put personal
ambition ahead of organisational goals
Works hard to get things done
Shows perseverance in the face of
obstacles and bounces back from failure
24. Balancing Work & Life Issue
Strikes a reasonable balance between
work and other life activities so that
neither aspect is neglected
Takes good care of self, mentally and
physically and uses constructive outlets to
vent frustration & reduce tension
25. Self-Awareness & Development
Has clear personal and career goals and knows
values, feelings and areas of strengths and
weaknesses
Uses strengths to advantage while seeking to
improve or compensate for weaknesses
Accepts responsibility for continuous self-
development and learning, and develops plans
and seeks opportunities for personal long term
growth
26. Analyses and learns from work and life
experiences.
Willing to continually unlearn and relearn
as changed situations call for new skills
and perspectives
27. Ethics and value Competency
The overall ability to incorporate
values and principles that distinguish
right from wrong in making decisions
and choosing behaviors.
28. Foundation abilities in the ethics
competency
Identifying and describing ethical
principles
Assessing the importance of ethical issues
Applying laws, regulations, and rules in
making decisions and taking action
Demonstrating dignity and respect for
others
Being honest and open in communication
29. Ethical decision making
Act Responsibly
Consider our Ethical Principles
Trust your judgment
I dentify Impact on Stakeholders
Obey the Rules
Notify Appropriate Persons
30. TATA Steel:
The Tata Group has always sought to be a
value-driven organisation. These values
continue to direct the Group's growth and
businesses. The five core Tata values
underpinning the way we do business are:
Integrity
Understanding
Excellence
Unity
31. SAIL (Steel Authority of
India):
Tobe a respected world Class
Corporation and the leader in
Indian steel business in
quality, productivity, profitability
and customer satisfaction
32. Maruti Udyog:
We believe our core values drive us in every
endeavor:
Customer obsession;
fast,
flexible and first mover;
innovation & creativity;
networking & partnership;
openness & learning.
33. WIPRO:
The Spirit of Wipro is the core of Wipro… the
Spirit is rooted in current reality, but it also
represents what Wipro aspires to be – thus
making it future active.
The Spirit is an indivisible synthesis of all
three statements.
Manifesting intensity to win,
Acting with sensitivity and being
unyielding on integrity all the time.