EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Cente...
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Measuring managerial competencies in management program

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Measuring managerial competencies in management program

  1. 1. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Measuring Managerial Competencies in Management ProgramDepartment of Business Administration, Jubail University College Female branch, P.O Box 10074,* Corresponding author Email:AbstractGlobal applicants to graduate management schools are increasingly as diverse as the program offerings .Last year,women made up a progressive record worldwide of those taking the standardprograms. This momentum has also been gaining by leaps and bounds even in Islamic country like Kingdom ofSaudi Arabia. Management colleges havemanagerial competency for the competitive advantagerepresentatives of core dimensions of the five basic managerial competenciesPlanning and Administration Competency (c) TManagement Competency in university female students of Eastern province of Saudi Arabia. Students benefit byhaving their managerial competencies defined and develop self awareness by self assesresearch will be a value addition in Saudi scenario as it will help universities integrate managerial competencies intothe program by developmental exercises which will enhance professional development of studentscommunity needs of advancement. Selfstudent while they were above average in Communication, Planning and Administration, Teamwork, andMulticultural Competency.Keywords: Managerial competency, Pl1. IntroductionWith the advancement of globalization, the number of opportunities for the skilled and competent has growntremendously. As a consequence, management programs in world areacclaimed management personalities of the world have graduated from the best management schools in world. Thisitself is testimony to the outstanding teaching andprogressive record worldwide of pursuing management programs(momentum has been gaining by leaps and bounds even in Saudi Arabia .The Kingdom having strict Islamic valueshas brought with it increasing opportunities for women in both education and employment . One of the mainobjectives of management program is to contribute to the development and prosperity of Saudi society throughopenness to the developed world while observing the principthat formal training will offer a more efficient and effective means of acquiring the necessary competencies requiredto enact managerial roles. (Pfeffer & Fong, 2002). But the university college managcriticized by various organizational stakeholders as outmost critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. Dierd2009).A number of scholars have strongly urged management schools to seriously reconsider their current approach tomanagement education (Bennis &O’Toole, 2005; Ghoshal, 2005; Khurana, 2007; Mintzberg, 2004; Pfeffer & Fong,2002).Management colleges have therefore been challenged with the task of developing students into outstandingmanagers by inculcating a list of core competencies for the competitive advantageThe degree of competency development during the managemand competencies like planning, result orientation, networking, organizational awareness,technology in particular. "Managerial competencies " are sets of knowledge, skills, behaperson needs to be effective in a wide range of managerial jobs and various types of organizations(2008 ) .Competencies can be developed (Richard E. Boyatzis, 2009).This research assessed the students in fivecompetencies relevant to their needs which include:Administration Competency (c) Teamwork Competency (d) Multicultural Competency (e) SelfCompetency. These competencies are featured throughout text matinstruments will help them gain insight into the current area of strength and be alerted to areas most needingamic Management and Business1719 (Paper) ISSN 2222-2863 (Online)138Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgMeasuring Managerial Competencies in Management ProgramDr. Asha Alexander* Farah A. Al-Moaibedof Business Administration, Jubail University College Female branch, P.O Box 10074,City 31961, Kingdom of Saudi Arabia.Corresponding author Email: alexandera@ucj.edu.sa, asha_alexander@sify.comGlobal applicants to graduate management schools are increasingly as diverse as the program offerings .Last year,women made up a progressive record worldwide of those taking the standardized entrance test for managementmomentum has also been gaining by leaps and bounds even in Islamic country like Kingdom ofanagement colleges have therefore been challenged with the task of developing students withial competency for the competitive advantage. This research aims to measure characteristics that arerepresentatives of core dimensions of the five basic managerial competencies (a) Communication Competency (b)Planning and Administration Competency (c) Teamwork Competency (d) Multicultural Competency and (e) SelfManagement Competency in university female students of Eastern province of Saudi Arabia. Students benefit byhaving their managerial competencies defined and develop self awareness by self assesresearch will be a value addition in Saudi scenario as it will help universities integrate managerial competencies intothe program by developmental exercises which will enhance professional development of studentsity needs of advancement. Self-Management Competency scores were found to be highest among thestudent while they were above average in Communication, Planning and Administration, Teamwork, andManagerial competency, Planning and administration, Communication, Teamwork, MulticulturalWith the advancement of globalization, the number of opportunities for the skilled and competent has growntremendously. As a consequence, management programs in world are mushrooming at a rapid pace. Some of the wellacclaimed management personalities of the world have graduated from the best management schools in world. Thisitself is testimony to the outstanding teaching and training offered at these institutes. Women toprogressive record worldwide of pursuing management programs(Jennifer Lewington 2013,Widget Finnmomentum has been gaining by leaps and bounds even in Saudi Arabia .The Kingdom having strict Islamic valuest increasing opportunities for women in both education and employment . One of the mainobjectives of management program is to contribute to the development and prosperity of Saudi society throughopenness to the developed world while observing the principles of Islam. The logic behind management programs isthat formal training will offer a more efficient and effective means of acquiring the necessary competencies requiredto enact managerial roles. (Pfeffer & Fong, 2002). But the university college managvarious organizational stakeholders as out-of-touch with the real world. Further it has been said that themost critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. DierdA number of scholars have strongly urged management schools to seriously reconsider their current approach tomanagement education (Bennis &O’Toole, 2005; Ghoshal, 2005; Khurana, 2007; Mintzberg, 2004; Pfeffer & Fong,therefore been challenged with the task of developing students into outstandingmanagers by inculcating a list of core competencies for the competitive advantage ( Camuffo, ArnaldoThe degree of competency development during the management program enhances career advancement in generaland competencies like planning, result orientation, networking, organizational awareness,technology in particular. "Managerial competencies " are sets of knowledge, skills, behaperson needs to be effective in a wide range of managerial jobs and various types of organizations() .Competencies can be developed (Richard E. Boyatzis, 2009).This research assessed the students in fiveetencies relevant to their needs which include: (a) Communication Competency (b) Planning andAdministration Competency (c) Teamwork Competency (d) Multicultural Competency (e) SelfThese competencies are featured throughout text material in the management program .instruments will help them gain insight into the current area of strength and be alerted to areas most needingwww.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)Measuring Managerial Competencies in Management Programof Business Administration, Jubail University College Female branch, P.O Box 10074, Jubail Industrialasha_alexander@sify.comGlobal applicants to graduate management schools are increasingly as diverse as the program offerings .Last year,ized entrance test for managementmomentum has also been gaining by leaps and bounds even in Islamic country like Kingdom oftherefore been challenged with the task of developing students withmeasure characteristics that are(a) Communication Competency (b)eamwork Competency (d) Multicultural Competency and (e) Self-Management Competency in university female students of Eastern province of Saudi Arabia. Students benefit byhaving their managerial competencies defined and develop self awareness by self assessment inventory. Thisresearch will be a value addition in Saudi scenario as it will help universities integrate managerial competencies intothe program by developmental exercises which will enhance professional development of students and satisfyManagement Competency scores were found to be highest among thestudent while they were above average in Communication, Planning and Administration, Teamwork, andCommunication, Teamwork, MulticulturalWith the advancement of globalization, the number of opportunities for the skilled and competent has grownmushrooming at a rapid pace. Some of the wellacclaimed management personalities of the world have graduated from the best management schools in world. ThisWomen too have made up a2013,Widget Finn 2012).Thismomentum has been gaining by leaps and bounds even in Saudi Arabia .The Kingdom having strict Islamic valuest increasing opportunities for women in both education and employment . One of the mainobjectives of management program is to contribute to the development and prosperity of Saudi society throughles of Islam. The logic behind management programs isthat formal training will offer a more efficient and effective means of acquiring the necessary competencies requiredto enact managerial roles. (Pfeffer & Fong, 2002). But the university college management programs are oftentouch with the real world. Further it has been said that themost critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. Dierdorff,A number of scholars have strongly urged management schools to seriously reconsider their current approach tomanagement education (Bennis &O’Toole, 2005; Ghoshal, 2005; Khurana, 2007; Mintzberg, 2004; Pfeffer & Fong,therefore been challenged with the task of developing students into outstandingCamuffo, Arnaldo etal 2009 ).ent program enhances career advancement in generaland competencies like planning, result orientation, networking, organizational awareness, system thinking and use oftechnology in particular. "Managerial competencies " are sets of knowledge, skills, behaviors and attitudes that aperson needs to be effective in a wide range of managerial jobs and various types of organizations(Hellriegel etal) .Competencies can be developed (Richard E. Boyatzis, 2009).This research assessed the students in five(a) Communication Competency (b) Planning andAdministration Competency (c) Teamwork Competency (d) Multicultural Competency (e) Self-Managementerial in the management program .Self-assessmentinstruments will help them gain insight into the current area of strength and be alerted to areas most needing
  2. 2. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)improvement. The advisory program of college also counsel students in overcoming the areas of we2. Literature ReviewDavid McClelland (1973) is credited with initiating the idea of "competency" and implementing it into the humanresource literature (Dubois, 1993). Boyatzis (1982) is credited with popularizing the term in his book “TheCompetent Manager” as a combination of a motive, trait, skill aspect of ones selfrelevant knowledge. Cooper and Graham (2001) identified fifty seven core competencies while Liles and Mustian(2004) identified seven core competencies as critical to successful performance of extension workers. According toGlenn M. McEvoy( 2005) the traits and motives identified as critical to success in an HR career were adaptability,proactively, respect conscientiousness, quick study courcategories of skills were cognitive , communication , collaborative , and consulting .Research published over the last 30 years shows us that outstanding leaders, managers, advancedprofessionals and people in key jobs from sales to bank tellers, appear to require three clusters of behavioral habitsnamely (1) expertise and experience (2) knowledge (3) an assortment of basic cognitive competencies, such asmemory and deductive reasoning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencerand Spencer, 1993; Goleman, 1998; Goleman et al., 2002). Competencies are a behavioral approach to emotional,social, and cognitive intelligence be it bank executives,further indicates that these competencies can be developed in adults and there were no significant differencesbetween male and female leaders in their demonstration of emotional and social inteM. Hopkins etal 2008). Research studies by Liu Yah Olan (2012) on midChansiri (2009) on public university supportinginvestigation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis ofhospital managers in South Africa, KakCanadian hotel general managers has depCorporate recruiters routinely assert that management programs could be more relevant by doing more to inculcate“soft skills” such as leadership, communication, and interperso2006).Research also shows that students increasingly harbor negative attitudes toward learning such soft skills(Rynes et al., 2003). In recognition of theAmerican Association of Collegiate School of Management also identified competencies in their eligibilityprocedures and standard for management accreditation (AACSB International 2006). The Competencies understudywas at par with them.Planning & administration competency involves deciding what tasks need to be done, determining how they can bedone, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done.Teamwork competency requires accresponsible and whose work is interdependent. Multicultural competency is performing managerial work for anorganization that utilizes human, financial, and material resources from multipspan multiple cultures Self-management competency refers to taking responsibility for your life at work and beyond(Hellriegel et al 2009). A Muslim manager in any organization is characterizedfearing. He incorporates Islamic principles in management from both moral and spiritual dimensions. The mostcrucial principles are knowledge, commanding good and forbidding bad, amanah (trust), justice, shura(consultation),brotherhood, moral and ethical behavior, responsibility (trustworthiness),and, motivation (Mohamad Johdi Salleh,2012possess Islamic management skills to survive in the competitivebecome a successful leader (Syed Mohammad Ather, 2007).The only study on competencies in Saudi Arabia include the possible relationship between Saudi students firstlanguage Arabic and second languageliterature gap on measuring managerial competencies among female management students in Saudi Arabia, so asmall attempt has been made by researchers in this area with the following obcharacteristics that is representatives of core dimensions of the five basic managerial competencies namelyCommunication Competency, Planning and Administration Competency, Teamwork Competency, MulticulturalCompetency and Self-Management Competency.(2)Competency, Planning and Administration Competency, Teamwork Competency, Multicultural Competency andamic Management and Business1719 (Paper) ISSN 2222-2863 (Online)139Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgimprovement. The advisory program of college also counsel students in overcoming the areas of weDavid McClelland (1973) is credited with initiating the idea of "competency" and implementing it into the humanresource literature (Dubois, 1993). Boyatzis (1982) is credited with popularizing the term in his book “Thetent Manager” as a combination of a motive, trait, skill aspect of ones self-image or social role, or a body ofrelevant knowledge. Cooper and Graham (2001) identified fifty seven core competencies while Liles and Mustianetencies as critical to successful performance of extension workers. According toGlenn M. McEvoy( 2005) the traits and motives identified as critical to success in an HR career were adaptability,proactively, respect conscientiousness, quick study courage , integrity, energy level, and selfcategories of skills were cognitive , communication , collaborative , and consulting .Research published over the last 30 years shows us that outstanding leaders, managers, advancedprofessionals and people in key jobs from sales to bank tellers, appear to require three clusters of behavioral habitsnamely (1) expertise and experience (2) knowledge (3) an assortment of basic cognitive competencies, such asning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencerand Spencer, 1993; Goleman, 1998; Goleman et al., 2002). Competencies are a behavioral approach to emotional,social, and cognitive intelligence be it bank executives, public school principals, R&D managers or military pilots. Itfurther indicates that these competencies can be developed in adults and there were no significant differencesbetween male and female leaders in their demonstration of emotional and social intelligence competenciesM. Hopkins etal 2008). Research studies by Liu Yah Olan (2012) on mid-level managers in Sichuan, Wittayapublic university supporting-line administrators in Thailand, Neda Tiraieyari etal (2010)ation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis ofKak etal (2001) studies on Healthcare Providers and Candace Blayney (2009)Canadian hotel general managers has depicted that competencies required by employee’s are job and sector specific.Corporate recruiters routinely assert that management programs could be more relevant by doing more to inculcate“soft skills” such as leadership, communication, and interpersonal skills (Eberhardt ,McGee, & Moser, 1997; GMAC,2006).Research also shows that students increasingly harbor negative attitudes toward learning such soft skills(Rynes et al., 2003). In recognition of the importance of helping Management students developof Collegiate School of Management also identified competencies in their eligibilityprocedures and standard for management accreditation (AACSB International 2006). The Competencies understudyPlanning & administration competency involves deciding what tasks need to be done, determining how they can bedone, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done.Teamwork competency requires accomplishing tasks through small groups of people who are collectivelyresponsible and whose work is interdependent. Multicultural competency is performing managerial work for anorganization that utilizes human, financial, and material resources from multiple countries and serves markets thatmanagement competency refers to taking responsibility for your life at work and beyondA Muslim manager in any organization is characterized by being AllahHe incorporates Islamic principles in management from both moral and spiritual dimensions. The mostcrucial principles are knowledge, commanding good and forbidding bad, amanah (trust), justice, shural and ethical behavior, responsibility (trustworthiness), muhasabahMohamad Johdi Salleh,2012 ). The Muslim managers of global business world must not onlypossess Islamic management skills to survive in the competitive market but continuously upgrade these skills tobecome a successful leader (Syed Mohammad Ather, 2007).The only study on competencies in Saudi Arabia include the possible relationship between Saudi students firstlanguage Arabic and second language English writings (Alnufaie, M., and Grenfell, M. 2012). Thus there exists aliterature gap on measuring managerial competencies among female management students in Saudi Arabia, so asmall attempt has been made by researchers in this area with the following objective understudy:(1)To measurecharacteristics that is representatives of core dimensions of the five basic managerial competencies namelyCommunication Competency, Planning and Administration Competency, Teamwork Competency, MulticulturalManagement Competency.(2)To analyze the Association betweenCompetency, Planning and Administration Competency, Teamwork Competency, Multicultural Competency andwww.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)improvement. The advisory program of college also counsel students in overcoming the areas of weakness.David McClelland (1973) is credited with initiating the idea of "competency" and implementing it into the humanresource literature (Dubois, 1993). Boyatzis (1982) is credited with popularizing the term in his book “Theimage or social role, or a body ofrelevant knowledge. Cooper and Graham (2001) identified fifty seven core competencies while Liles and Mustianetencies as critical to successful performance of extension workers. According toGlenn M. McEvoy( 2005) the traits and motives identified as critical to success in an HR career were adaptability,age , integrity, energy level, and self-esteem and the fourResearch published over the last 30 years shows us that outstanding leaders, managers, advancedprofessionals and people in key jobs from sales to bank tellers, appear to require three clusters of behavioral habitsnamely (1) expertise and experience (2) knowledge (3) an assortment of basic cognitive competencies, such asning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencerand Spencer, 1993; Goleman, 1998; Goleman et al., 2002). Competencies are a behavioral approach to emotional,, R&D managers or military pilots. Itfurther indicates that these competencies can be developed in adults and there were no significant differenceslligence competencies (Margaretlevel managers in Sichuan, WittayaNeda Tiraieyari etal (2010)ation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis ofHealthcare Providers and Candace Blayney (2009) onicted that competencies required by employee’s are job and sector specific.Corporate recruiters routinely assert that management programs could be more relevant by doing more to inculcatenal skills (Eberhardt ,McGee, & Moser, 1997; GMAC,2006).Research also shows that students increasingly harbor negative attitudes toward learning such soft skillsof helping Management students develop competencies theof Collegiate School of Management also identified competencies in their eligibilityprocedures and standard for management accreditation (AACSB International 2006). The Competencies understudyPlanning & administration competency involves deciding what tasks need to be done, determining how they can bedone, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done.omplishing tasks through small groups of people who are collectivelyresponsible and whose work is interdependent. Multicultural competency is performing managerial work for anle countries and serves markets thatmanagement competency refers to taking responsibility for your life at work and beyondby being Allah-conscious and Allah-He incorporates Islamic principles in management from both moral and spiritual dimensions. The mostcrucial principles are knowledge, commanding good and forbidding bad, amanah (trust), justice, shuramuhasabah (accountability),The Muslim managers of global business world must not onlymarket but continuously upgrade these skills toThe only study on competencies in Saudi Arabia include the possible relationship between Saudi students firstwritings (Alnufaie, M., and Grenfell, M. 2012). Thus there exists aliterature gap on measuring managerial competencies among female management students in Saudi Arabia, so ajective understudy:(1)To measurecharacteristics that is representatives of core dimensions of the five basic managerial competencies namelyCommunication Competency, Planning and Administration Competency, Teamwork Competency, MulticulturalTo analyze the Association between CommunicationCompetency, Planning and Administration Competency, Teamwork Competency, Multicultural Competency and
  3. 3. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Self-Management Competency.3.Research MethodologyThe data were collected by self-University Colleges in the Eastern province of Kingdom of Saudi Arabia.academic years plus one academic year for the preparatory puniversity college are typically known as the freshman, sophomore, junior and senior .prepared in English. A two-sided two pages selfcharacteristics that are representative of the core dimensions of the five managerial competenciesquestionnaire was to determine the current level of student’s attainment in thesefive managerial competencies under study are shown in Figure .1. In total, there were thirtywere grouped into categories based on the five management competencies.clarifying the nature and the purpose of the study.To ensure full understanding of the questions and to get more accurate results the questionnaire was fully explainedto the students in their classes. The respondents were required to indicate on a fiveeach statement that applied best to them .managerial competency. Participants were invited to participate on a voluntary basis; the nonconvenience sample was selected as direct access to students was available yielding high response rate. From 125questionnaires distributed, 102 responses were received. The responses obtained were analyzed using SPSS(Statistical Package for Social Science) software for window for rThe scores of managerial Competencies for the female students were calculated as per Hellriegel etal (2008).Theaverage score for each competency was multiplied by 20 to obtain a total score out of 1interpret these scores which include:competency, 40-59 means the student is generally weak in this competency but is performing satisfactory or ba few characteristics, 60-74 means the student is about average in this competency and above average or better onsome characteristics, 75-89 means the student is above average in this competency and outstanding on a number ofcharacteristics, and 90-100 means the student is outstanding in this competency. The dimension of strategiccompetency was not found feasible so was not included in the study.4. Results and DiscussionA pilot study was conducted to determine the usability of the instrvalidity of the instrument. The reliability information is depicted in Figure. 2.coefficient is to1.0 the greater the internal consistency of the items in the scale. George anthe following rules of thumb: “_ > .9Poor, and_ < .5 – Unacceptable”. All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which shthe the test conducted was reliable and valid.Figure.3. summarizes descriptive analysis in terms of mean and standarddeviation. The sample size was 102.The overall mean for managerial competencies was 3.79.The mean scoremeasurement less than 3.39 is described as low, 3.40under study, mean of communication was highest while that of planning and administration was least. Figure. 4.Indicates the correlation between all managerial compethat there is a strong relationship between all variables.correlation between variables and the Sig (2relationship between communication competency and planning and administration (r = .841, P < 0.001) .There isalso significant relationship between self management and other competencies under study namely comm(r = .737, P < 0.001), planning and administration (r = .820, P < 0.001), team work (r = .755, P < 0.001) andmulticultural (r = .710, P < 0.001). Thus all managerial competencies are related to each other.Figure.5. depicts the scores of Managerial competencies for university college female management students.Communication Competency which includesnegotiation had score of 70. Planning and Administration Competency witanalysis, and problem solving, planning and organizing projects and time management had score of 72.Competency with dimensions designing and managing team dynamics had score of 73.3 andCompetency with dimensions cultural knowledge, openness and sensitivity had score of 64.8. All these scores fallamic Management and Business1719 (Paper) ISSN 2222-2863 (Online)140Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgcted by self-administered questionnaires distributed to female management students ofUniversity Colleges in the Eastern province of Kingdom of Saudi Arabia. The duration of each program is fouracademic years plus one academic year for the preparatory program. The four years spent asuniversity college are typically known as the freshman, sophomore, junior and senior .sided two pages self-assessment questionnaire was designed that lcharacteristics that are representative of the core dimensions of the five managerial competenciesquestionnaire was to determine the current level of student’s attainment in these competencies.anagerial competencies under study are shown in Figure .1. In total, there were thirtywere grouped into categories based on the five management competencies. Each questionnaire included a cover letterpurpose of the study.To ensure full understanding of the questions and to get more accurate results the questionnaire was fully explainedto the students in their classes. The respondents were required to indicate on a five-pointeach statement that applied best to them .Each of the statements describes a level of attainment on a dimension of amanagerial competency. Participants were invited to participate on a voluntary basis; the nonted as direct access to students was available yielding high response rate. From 125questionnaires distributed, 102 responses were received. The responses obtained were analyzed using SPSS(Statistical Package for Social Science) software for window for reliability and descriptive statistics and correlations.The scores of managerial Competencies for the female students were calculated as per Hellriegel etal (2008).Theaverage score for each competency was multiplied by 20 to obtain a total score out of 100 and a scale was given tointerpret these scores which include: 20-39 means the student has little relevant experience and are quite weak in thismeans the student is generally weak in this competency but is performing satisfactory or bmeans the student is about average in this competency and above average or better onmeans the student is above average in this competency and outstanding on a number ofmeans the student is outstanding in this competency. The dimension of strategiccompetency was not found feasible so was not included in the study.A pilot study was conducted to determine the usability of the instrument. The findings demonstrate the reliability andvalidity of the instrument. The reliability information is depicted in Figure. 2. The closer Cronbach’s alphacoefficient is to1.0 the greater the internal consistency of the items in the scale. George anthe following rules of thumb: “_ > .9 – Excellent, _ > .8 – Good, _ > .7 – Acceptable, _ > .6All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which shthe the test conducted was reliable and valid.Figure.3. summarizes descriptive analysis in terms of mean and standarddeviation. The sample size was 102.The overall mean for managerial competencies was 3.79.The mean scoredescribed as low, 3.40-3.79 as moderate and 3.80 as high. Of all the competenciesstudy, mean of communication was highest while that of planning and administration was least. Figure. 4.Indicates the correlation between all managerial competencies under study. Here Pearson’s r is close to 1.that there is a strong relationship between all variables. .Pearson’s r is positive (+) this means there a positivecorrelation between variables and the Sig (2-Tailed) value is 0.000. This means that there is significant positiverelationship between communication competency and planning and administration (r = .841, P < 0.001) .There isalso significant relationship between self management and other competencies under study namely comm(r = .737, P < 0.001), planning and administration (r = .820, P < 0.001), team work (r = .755, P < 0.001) andmulticultural (r = .710, P < 0.001). Thus all managerial competencies are related to each other.s of Managerial competencies for university college female management students.Communication Competency which includes dimensions informal communication, formal communication, andnegotiation had score of 70. Planning and Administration Competency with dimensions Information gathering,analysis, and problem solving, planning and organizing projects and time management had score of 72.designing and managing team dynamics had score of 73.3 andcultural knowledge, openness and sensitivity had score of 64.8. All these scores fallwww.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)administered questionnaires distributed to female management students ofThe duration of each program is fourThe four years spent as an undergraduate at auniversity college are typically known as the freshman, sophomore, junior and senior .The questionnaire wasassessment questionnaire was designed that listed a number ofcharacteristics that are representative of the core dimensions of the five managerial competencies. The focus of thiscompetencies. The dimensions ofanagerial competencies under study are shown in Figure .1. In total, there were thirty-nine questions thatEach questionnaire included a cover letterTo ensure full understanding of the questions and to get more accurate results the questionnaire was fully explainedpoint rating scale provided forEach of the statements describes a level of attainment on a dimension of amanagerial competency. Participants were invited to participate on a voluntary basis; the non-probabilityted as direct access to students was available yielding high response rate. From 125questionnaires distributed, 102 responses were received. The responses obtained were analyzed using SPSSeliability and descriptive statistics and correlations.The scores of managerial Competencies for the female students were calculated as per Hellriegel etal (2008).The00 and a scale was given tomeans the student has little relevant experience and are quite weak in thismeans the student is generally weak in this competency but is performing satisfactory or better onmeans the student is about average in this competency and above average or better onmeans the student is above average in this competency and outstanding on a number ofmeans the student is outstanding in this competency. The dimension of strategicument. The findings demonstrate the reliability andThe closer Cronbach’s alphacoefficient is to1.0 the greater the internal consistency of the items in the scale. George and Mallery (2003) provideAcceptable, _ > .6 – Questionable, _ > .5 –All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which showsthe the test conducted was reliable and valid.Figure.3. summarizes descriptive analysis in terms of mean and standarddeviation. The sample size was 102.The overall mean for managerial competencies was 3.79.The mean score3.79 as moderate and 3.80 as high. Of all the competenciesstudy, mean of communication was highest while that of planning and administration was least. Figure. 4.Here Pearson’s r is close to 1.This means.Pearson’s r is positive (+) this means there a positiveeans that there is significant positiverelationship between communication competency and planning and administration (r = .841, P < 0.001) .There isalso significant relationship between self management and other competencies under study namely communication(r = .737, P < 0.001), planning and administration (r = .820, P < 0.001), team work (r = .755, P < 0.001) andmulticultural (r = .710, P < 0.001). Thus all managerial competencies are related to each other.s of Managerial competencies for university college female management students.dimensions informal communication, formal communication, andh dimensions Information gathering,analysis, and problem solving, planning and organizing projects and time management had score of 72. Teamworkdesigning and managing team dynamics had score of 73.3 and Multiculturalcultural knowledge, openness and sensitivity had score of 64.8. All these scores fall
  4. 4. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)between (60 to 74) category. This shows that the students are average in the competency namely communication,planning and administration, teamwork and mManagement competency coveredbalancing work and life issue and selfwhich fall in (75-89) category. This means that the students are above average in this competency and outstandingon a number of characteristics. Students can compare their development stages for each of the competencies ustudy, with the Principles of Islamic management. The most important one includes whether the ultimate goal oftheir life is harmoniously linked with the worldly aims,the religious value of work is integrated in the workperformed, the Islamic ethical values are internalized , self criticism is exercised periodically both at individuallyand at all levels and Time is well invested or wasted. Thus the students benefit by having their competencies definedand clarified to foster early success in theopenness to growth and development.5. ConclusionFor two decades management schools have claimed they want to attract more women, butthe numbers enrolling remain disappoinshowed a positive trend so are the Saudi women entering into management program. The management program inUniversity College is committed to Islamic principles and work values. All Manaare a crucial vantage point for undergraduate managementcorrelated .The students are above average in four of the competencies which are Communication Competency,Planning and Administration, Teamwork, and Multicultural Competency. The students obtained slightly higher scoresin Self-Management Competency. Besides learning about their current strength and development needs, studentsgain an appreciation for the importancerecommended that universities should deliberate more effort to develop these managerial competencies in studentsfor succeeding in today’s global organization.ReferencesAACSB International. ( 2006). Accreditation. Retrieved from www.aacsb.edu/accreditation, March 7.Alnufaie, M. and Grenfell, M. (2012). EFL students’ writing strategies in Saudi Arabian ESP writing classes:Perspectives on learning strategies in self407-422.Boyatzis, R.E. (1982).The Competent Manager: A Model for Effective Performance, John Wiley &Sons, New York,NY.Bray, D.W., Campbell, R.J. and Grant, D.L.(1974). Formative Years in ManagementManagerial Lives, John Wiley & Sons, New York, NY.Bennis, W. G., & O’Toole, J. (2005), How management schools lost their Way,104.Campbell, J.P., Dunnette, M.D., Lawler, E.E. III and Weick, K.E. JEffectiveness, McGraw-Hill, New York, NY.Camuffo,Arnaldo; Gerli, Fabrizio; Borgo, Silvia;careers and compensation: A competencyDevelopment, Volume 28, Number 9, pp. 839CandaceBlayney,(2009).Management Competencies: Are They Related to hotel Performance?International Journalof Management and Marketing Research, Vol. 2, No. 1Cooper, A. and Graham, D. (2001). Competencies needed to be successful county agents and county supervisors.Journal of Extension [On-line], 39(1). Available at:Dubois, D. D. (1993).Competency-basMA: HRD Press, Inc.Eberhardt, B. J., McGee, P., & Moser, S.(1997).Management concerns regarding MBA education: Effects onrecruiting. Journal of Education for Management,George, D. and Mallery, P. (2003).ed.). Boston: Allyn & Bacon.amic Management and Business1719 (Paper) ISSN 2222-2863 (Online)141Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgbetween (60 to 74) category. This shows that the students are average in the competency namely communication,planning and administration, teamwork and multicultural and above average or better on some characteristicsfour dimensions: integrity and ethical conduct, personal drive and resilience,balancing work and life issue and self-awareness. The average scores in Self-Management Competency is 75.4389) category. This means that the students are above average in this competency and outstandingon a number of characteristics. Students can compare their development stages for each of the competencies uof Islamic management. The most important one includes whether the ultimate goal oftheir life is harmoniously linked with the worldly aims,the religious value of work is integrated in the workal values are internalized , self criticism is exercised periodically both at individuallyand at all levels and Time is well invested or wasted. Thus the students benefit by having their competencies definedand clarified to foster early success in their career and implement a balanced approach between traditional values andopenness to growth and development.For two decades management schools have claimed they want to attract more women, butthe numbers enrolling remain disappointing. In 2011, statistics with regard to women inshowed a positive trend so are the Saudi women entering into management program. The management program inUniversity College is committed to Islamic principles and work values. All Managerial Competencies under studyare a crucial vantage point for undergraduate management students. All these competencies are positivelycorrelated .The students are above average in four of the competencies which are Communication Competency,g and Administration, Teamwork, and Multicultural Competency. The students obtained slightly higher scoresManagement Competency. Besides learning about their current strength and development needs, studentsgain an appreciation for the importance of continual self assessment throughout their career. It is thereforerecommended that universities should deliberate more effort to develop these managerial competencies in studentsfor succeeding in today’s global organization.ational. ( 2006). Accreditation. Retrieved from www.aacsb.edu/accreditation, March 7.Alnufaie, M. and Grenfell, M. (2012). EFL students’ writing strategies in Saudi Arabian ESP writing classes:Perspectives on learning strategies in self-access language learning. Studies in Self-Access Learning Journal, 3(Boyatzis, R.E. (1982).The Competent Manager: A Model for Effective Performance, John Wiley &Sons, New York,Bray, D.W., Campbell, R.J. and Grant, D.L.(1974). Formative Years in Management: A Long Term AT&T Study ofManagerial Lives, John Wiley & Sons, New York, NY.Bennis, W. G., & O’Toole, J. (2005), How management schools lost their Way, Harvard Management Review,Campbell, J.P., Dunnette, M.D., Lawler, E.E. III and Weick, K.E. Jr (1970).Managerial Behavior,Performance, andHill, New York, NY.Borgo, Silvia; Somià, Tatiana,(2009).The effects of management education oncareers and compensation: A competency-based study of an Italian MBA programme The Journal of ManagementNumber 9, pp. 839-858(20).CandaceBlayney,(2009).Management Competencies: Are They Related to hotel Performance?International Journalof Management and Marketing Research, Vol. 2, No. 1, pp. 59-71.Cooper, A. and Graham, D. (2001). Competencies needed to be successful county agents and county supervisors.line], 39(1). Available at: http://www.joe.org/joe/2001february/rb3.html.based performance improvement: A strategy for organizational change Amherst,Eberhardt, B. J., McGee, P., & Moser, S.(1997).Management concerns regarding MBA education: Effects onEducation for Management, 72: 293–296.George, D. and Mallery, P. (2003). SPSS for Windows step by step: A simple guide and reference. 11.0 updatewww.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)between (60 to 74) category. This shows that the students are average in the competency namely communication,and above average or better on some characteristics. Self-four dimensions: integrity and ethical conduct, personal drive and resilience,Management Competency is 75.4389) category. This means that the students are above average in this competency and outstandingon a number of characteristics. Students can compare their development stages for each of the competencies underof Islamic management. The most important one includes whether the ultimate goal oftheir life is harmoniously linked with the worldly aims,the religious value of work is integrated in the workal values are internalized , self criticism is exercised periodically both at individuallyand at all levels and Time is well invested or wasted. Thus the students benefit by having their competencies definedand implement a balanced approach between traditional values andFor two decades management schools have claimed they want to attract more women, butting. In 2011, statistics with regard to women in management schoolshowed a positive trend so are the Saudi women entering into management program. The management program ingerial Competencies under study. All these competencies are positivelycorrelated .The students are above average in four of the competencies which are Communication Competency,g and Administration, Teamwork, and Multicultural Competency. The students obtained slightly higher scoresManagement Competency. Besides learning about their current strength and development needs, studentsof continual self assessment throughout their career. It is thereforerecommended that universities should deliberate more effort to develop these managerial competencies in studentsational. ( 2006). Accreditation. Retrieved from www.aacsb.edu/accreditation, March 7.Alnufaie, M. and Grenfell, M. (2012). EFL students’ writing strategies in Saudi Arabian ESP writing classes:Access Learning Journal, 3(4),Boyatzis, R.E. (1982).The Competent Manager: A Model for Effective Performance, John Wiley &Sons, New York,: A Long Term AT&T Study ofHarvard Management Review, 96–r (1970).Managerial Behavior,Performance, andSomià, Tatiana,(2009).The effects of management education onThe Journal of ManagementCandaceBlayney,(2009).Management Competencies: Are They Related to hotel Performance?International JournalCooper, A. and Graham, D. (2001). Competencies needed to be successful county agents and county supervisors.http://www.joe.org/joe/2001february/rb3.html.ed performance improvement: A strategy for organizational change Amherst,Eberhardt, B. J., McGee, P., & Moser, S.(1997).Management concerns regarding MBA education: Effects onSPSS for Windows step by step: A simple guide and reference. 11.0 update (4th
  5. 5. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Ghoshal, S.( 2005). Bad management theories are destroying good management practices.Learning & Education, 4: 75–91.Glenn M. McEvoy,James C. Hayton ,Alan P. Warnick,Troy V. Mumford,Steven H. Hanks,Mary Jo Blahna,(2005).A competency-based model for developing human resource professionals, Journal of Management EducationGoleman, D. (1998). Working with Emotional Intelligence, Bantam Books, New York, NY.Goleman, D., Boyatzis, R.E. and McKee, A. (2002). Primal Leadership: Realizing the Power of EmotionalIntelligence, Harvard Management School Press, Boston, MA.Graduate Management Admission Council (GMAC).(2006).report.Hellreigel, D., Jackson, S. E., & Slocum, J. W. (2002).Cincinnati, OH: Southwestern.Howard, A. and Bray, D. (1988).Managerial Lives in Transition: Advancing Age and Changing Times, GuilfordPress, New York, NY.Janet M. Bennett and Riikka SalonenCommunication and the New American Campus EFL Students’ Writing Strategies in Saudi Arabian ESP WritingClasses: Perspectives on Learning Strategies in SelfJennifer Lewington,(2013).Women taking MBA admission test in record numbers, Management School NewsPublished Wednesday, Feb. 27 2013, 4:41 PM EKak, Neeraj, Bart Burkhalter, and MerriOperations Research Issue Paper 2 (1), Published for USAID, Bethesda, Maryland: Quality Assurance Project.Khurana, R. (2007). from higher aimsand unfulfilled promise of management as a profession.Kotter, J.P. (1982). the General Managers, Free Press, New York, NY.Luthans, F., Hodgetts, R.M. and Rosenkrantz, S.A.(1988).Real Managers, Ballinger Press,Cambridge, MA.Liles, R. T., & Mustian, R. D. (2004).development in Extension. Paper presented at Association for20th Annual Conference, Dublin, Ireland.Liu Yah Olan ,Bhawana Sainger ,Ilham Sentosa ,Chee Wei Ming,(2012). An Empirical Testing of ManagerialCompetencies of Industrial Managers in Sichuan Province of Cand Studies Vol. 1, No.1; Jan 2012.Margaret M. Hopkins, Diana Bilimoria, (2008).Social and emotional competencies predicting success for male andfemale executives, Journal of Management Development, VMcClelland, D. C. (1973).Testing for competence rather than intelligence.Mintzberg, H. (2004).Managers not MBAs, A hard look at the soft practice of managing and managementdevelopment. London: Prentice Hall.Mohamad Johdi Salleh & Nazifah Alwani Mohamad, (2012).Islamic Principles of Administration: Implications onPractices in Organization ,Technology, Science, Social Sciences and Humanities International Conference2012, Universiti Teknologi MARA Kedah. One Helang Hotel, Lankawi. 14 & 15 November 2012.Neda Tiraieyari, Khairuddin Idris, Jegak Uli and Azimi Hamzah,(2010).Workers’ Job Performance in Relation to the Good Agricultural Practices in MalaysiaSciences 7 (10): 1379-1386.Pfeffer, J. and Fong, C. T. (2002). The end of management schools? Less success than meets the eye.Management Learning & Education,Pfeffer, J. and Fong, C. T. (2002). The endManagement Learning and EducationRichard E. Boyatzis, (2009).Competencies as a behavioral approach to emotional intelligence, Journal ofManagement Development, Vol. 28 Iss:Robert S. Rubin and Erich C. Dierdorff. (2009). How Relevant Is the MBA? Assessing the Alignment of RequiredCurricula and Required Managerial Competencies208–224.Rousseau, D. M. (2006). Is there such a thing as ‘evidence31: 256–269.amic Management and Business1719 (Paper) ISSN 2222-2863 (Online)142Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgGhoshal, S.( 2005). Bad management theories are destroying good management practices.Glenn M. McEvoy,James C. Hayton ,Alan P. Warnick,Troy V. Mumford,Steven H. Hanks,Mary Jo Blahna,(2005).based model for developing human resource professionals, Journal of Management Education(1998). Working with Emotional Intelligence, Bantam Books, New York, NY.Goleman, D., Boyatzis, R.E. and McKee, A. (2002). Primal Leadership: Realizing the Power of EmotionalIntelligence, Harvard Management School Press, Boston, MA.dmission Council (GMAC).(2006).MBA Alumni Perspectives Survey: Comprehensive dataHellreigel, D., Jackson, S. E., & Slocum, J. W. (2002). Management: A competency).Managerial Lives in Transition: Advancing Age and Changing Times, GuilfordRiikka Salonen,(2007). Change: The Magazine of Higher LCommunication and the New American Campus EFL Students’ Writing Strategies in Saudi Arabian ESP WritingClasses: Perspectives on Learning Strategies in Self-access Language Learning. Volume 39Jennifer Lewington,(2013).Women taking MBA admission test in record numbers, Management School NewsPublished Wednesday, Feb. 27 2013, 4:41 PM EST.Kak, Neeraj, Bart Burkhalter, and Merri-Ann Cooper,(2001).Measuring the Competence of Health Care Providers,2 (1), Published for USAID, Bethesda, Maryland: Quality Assurance Project.from higher aims to hired hands: The social transformation of American management schoolsand unfulfilled promise of management as a profession. Princeton, NJ: Princeton University Press.Kotter, J.P. (1982). the General Managers, Free Press, New York, NY.dgetts, R.M. and Rosenkrantz, S.A.(1988).Real Managers, Ballinger Press,Cambridge, MA.Liles, R. T., & Mustian, R. D. (2004). Core competencies: A system approach for training and organizationalPaper presented at Association for International Agricultural and Extension EducationIreland.Liu Yah Olan ,Bhawana Sainger ,Ilham Sentosa ,Chee Wei Ming,(2012). An Empirical Testing of ManagerialCompetencies of Industrial Managers in Sichuan Province of China, International Journal of Independent ResearchMargaret M. Hopkins, Diana Bilimoria, (2008).Social and emotional competencies predicting success for male andfemale executives, Journal of Management Development, Vol. 27 Iss: 1, pp.13 – 35.McClelland, D. C. (1973).Testing for competence rather than intelligence. American PsychologistManagers not MBAs, A hard look at the soft practice of managing and managementrentice Hall.Mohamad Johdi Salleh & Nazifah Alwani Mohamad, (2012).Islamic Principles of Administration: Implications on,Technology, Science, Social Sciences and Humanities International Conferenceologi MARA Kedah. One Helang Hotel, Lankawi. 14 & 15 November 2012.Neda Tiraieyari, Khairuddin Idris, Jegak Uli and Azimi Hamzah,(2010). Competencies Influencing ExtensionRelation to the Good Agricultural Practices in Malaysia. American Journal of AppliedPfeffer, J. and Fong, C. T. (2002). The end of management schools? Less success than meets the eye.Management Learning & Education, 1: 78–95.Pfeffer, J. and Fong, C. T. (2002). The end of management schools? Less success than meets the eye.Management Learning and Education, 1, 78-95.Richard E. Boyatzis, (2009).Competencies as a behavioral approach to emotional intelligence, Journal ofManagement Development, Vol. 28 Iss: 9, pp.749 – 770.Robert S. Rubin and Erich C. Dierdorff. (2009). How Relevant Is the MBA? Assessing the Alignment of RequiredCurricula and Required Managerial Competencies Academy of Management Learning & Education(2006). Is there such a thing as ‘evidence-based management’? Academy of Management Review,www.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)Ghoshal, S.( 2005). Bad management theories are destroying good management practices. Academy of ManagementGlenn M. McEvoy,James C. Hayton ,Alan P. Warnick,Troy V. Mumford,Steven H. Hanks,Mary Jo Blahna,(2005).based model for developing human resource professionals, Journal of Management Education,29; 383.(1998). Working with Emotional Intelligence, Bantam Books, New York, NY.Goleman, D., Boyatzis, R.E. and McKee, A. (2002). Primal Leadership: Realizing the Power of EmotionalMBA Alumni Perspectives Survey: Comprehensive dataManagement: A competency-based approach (9th ed.).).Managerial Lives in Transition: Advancing Age and Changing Times, Guilford,(2007). Change: The Magazine of Higher Learning InterculturalCommunication and the New American Campus EFL Students’ Writing Strategies in Saudi Arabian ESP WritingVolume 39, Issue 2, pages 46-50.Jennifer Lewington,(2013).Women taking MBA admission test in record numbers, Management School NewsAnn Cooper,(2001).Measuring the Competence of Health Care Providers,2 (1), Published for USAID, Bethesda, Maryland: Quality Assurance Project.to hired hands: The social transformation of American management schoolsPrinceton, NJ: Princeton University Press.dgetts, R.M. and Rosenkrantz, S.A.(1988).Real Managers, Ballinger Press,Cambridge, MA.Core competencies: A system approach for training and organizationalInternational Agricultural and Extension EducationLiu Yah Olan ,Bhawana Sainger ,Ilham Sentosa ,Chee Wei Ming,(2012). An Empirical Testing of Managerialhina, International Journal of Independent ResearchMargaret M. Hopkins, Diana Bilimoria, (2008).Social and emotional competencies predicting success for male andAmerican Psychologist, 28, 1-14.Managers not MBAs, A hard look at the soft practice of managing and managementMohamad Johdi Salleh & Nazifah Alwani Mohamad, (2012).Islamic Principles of Administration: Implications on,Technology, Science, Social Sciences and Humanities International Conference – TeSSHIologi MARA Kedah. One Helang Hotel, Lankawi. 14 & 15 November 2012.Competencies Influencing ExtensionAmerican Journal of AppliedPfeffer, J. and Fong, C. T. (2002). The end of management schools? Less success than meets the eye. Academy ofof management schools? Less success than meets the eye. Academy ofRichard E. Boyatzis, (2009).Competencies as a behavioral approach to emotional intelligence, Journal ofRobert S. Rubin and Erich C. Dierdorff. (2009). How Relevant Is the MBA? 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  6. 6. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Rubin Pillar, (2008). Managerial competencies of hospital managers in South Africa: a survey of managers in thepublic and private sectors Human ResouRynes, S. L., Trank, C. Q., Lawson, A. M., & Ilies, R. (2003).Behavioral coursework in management education:Growing evidence of a legitimacy crisis.Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007, October). The very separate worlds of academic and practitionerperiodicals in human resource management: Implications for evidenceJournal, 50(5), 987-1008.Spencer, L.M. Jr and Spencer, S.M. (1993).Competence at Work: Models for Superior Performance, John Wiley &Sons, New York, NY.Syed Mohammad Ather and Farid Ahammad Sobhani,(2008).Studies, Vol. – 4, April 2008 (p 7-24)Widget Finn, (22 Nov 2012).MBA womenWittaya Chansiri and Boonchom SrisaAdministrators in Thailand. The Social Sciences, 4: 128Figure.1. Dimensions of Managerial Competencies• Communication-informal communicat• Teamwork-Designing teams properly, creating a supportive team environment, and managing teamdynamics appropriately.• Self-Management-Integrity and ethical conduct; Personal drive & resilience; Balancing work and lissues; Self-awareness and development.• Planning and administrationorganizing projects; time management; and budgeting and financial management.• Multicultural-Cultural knowledge and unFigure.2.ReliabilityStatisticsCommunicationCompetencyCronbachsAlpha.799Figure. 3.DescriptiveStatisticsCommunicationcompetencyMean 3.9059StandardDeviation.43745amic Management and Business1719 (Paper) ISSN 2222-2863 (Online)143Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.org, (2008). Managerial competencies of hospital managers in South Africa: a survey of managers in theHuman Resources for Health, 6:4 http://www.human-resources-Rynes, S. L., Trank, C. Q., Lawson, A. M., & Ilies, R. (2003).Behavioral coursework in management education:Growing evidence of a legitimacy crisis. Academy of Management Learning & Education,Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007, October). The very separate worlds of academic and practitionerperiodicals in human resource management: Implications for evidence-based management. Academy of ManagementSpencer, L.M. Jr and Spencer, S.M. (1993).Competence at Work: Models for Superior Performance, John Wiley &Syed Mohammad Ather and Farid Ahammad Sobhani,(2008). Managerial Leadership: An Islamic Perspective,24)women: breaking down barriers at management school,Wittaya Chansiri and Boonchom Srisa-ard, (2009). Core Competency of Public Universities SupportingThe Social Sciences, 4: 128-132.Figure.1. Dimensions of Managerial Competenciesinformal communication, formal communication and negotiationsDesigning teams properly, creating a supportive team environment, and managing teamIntegrity and ethical conduct; Personal drive & resilience; Balancing work and lawareness and development.Planning and administration-Information gathering, analysis, and problem solving; planning andorganizing projects; time management; and budgeting and financial management.Cultural knowledge and understanding; Cultural openness and Understanding.Planning andadministrationcompetencyTeam workcompetencyMulticulturalcompetency.760 .678 .705Planning andadministrationcompetencyTeam workcompetencyMulticulturalcompetency3.1637 3.5889 3.5461.30662 .33826 .3971www.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB), (2008). Managerial competencies of hospital managers in South Africa: a survey of managers in the-health.com/content/6/1/4Rynes, S. L., Trank, C. Q., Lawson, A. M., & Ilies, R. (2003).Behavioral coursework in management education:Education, 2: 269–283.Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007, October). The very separate worlds of academic and practitionerbased management. Academy of ManagementSpencer, L.M. Jr and Spencer, S.M. (1993).Competence at Work: Models for Superior Performance, John Wiley &Managerial Leadership: An Islamic Perspective, IIUCmanagement school, Telegraph.ard, (2009). Core Competency of Public Universities Supporting-Lineion, formal communication and negotiationsDesigning teams properly, creating a supportive team environment, and managing teamIntegrity and ethical conduct; Personal drive & resilience; Balancing work and lifeInformation gathering, analysis, and problem solving; planning andorganizing projects; time management; and budgeting and financial management.derstanding; Cultural openness and Understanding.MulticulturalcompetencySelfcompetency.705 .775MulticulturalcompetencySelfcompetency3.5461 3.7779.39719 .39026
  7. 7. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Figure .4. CorrelationsCommunicationCompetencyCommunicationCompetency1Planning andadministrationCompetency.841**.000TeamworkCompetency.520**.000MulticulturalCompetency.556**.000SelfmanagementCompetency.737**.000amic Management and Business1719 (Paper) ISSN 2222-2863 (Online)144Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgFigure .4. CorrelationsCommunicationCompetencyPlanning andadministrationCompetencyTeamworkCompetencyMultiCulturalcompetency.841**.520**.556**.000 .000 .0001 .659**.587**.000 .000.659**1 .639**.000 .000.587**.639**1.000 .000.820**.755**.710**.000 .000 .000www.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)MultiCulturalcompetencySelf ManagementCompetency.737**.000.820**.000.755**.000.710**.0001
  8. 8. EJBM-Special Issue: Islamic Management and BusinessISSN 2222-1719 (Paper) ISSN 2222Vol.5 No.11 2013Co-published with Center for Research on Islamic Management and Business (CRIMB)Figure .5. Scores of Managerial Competencies for students59.7870.34…80.90.0010.0020.0030.0040.0050.0060.0070.0080.0090.00100.00SD below Meanamic Management and Business1719 (Paper) ISSN 2222-2863 (Online)145Center for Research on Islamic Management and Business (CRIMB)http://www.crimbbd.orgFigure .5. Scores of Managerial Competencies for students60.25 60.5451.9972.09 73.3164.8083.92 86.0777.61SD below Mean Mean SD above Meanwww.iiste.org2863 (Online)Center for Research on Islamic Management and Business (CRIMB)64.7575.4377.6186.11

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