Measuring managerial competencies in management program

EJBM-Special Issue: Islamic Management and Business
ISSN 2222-1719 (Paper) ISSN 2222
Vol.5 No.11 2013
Co-published with Center for Research on Islamic Management and Business (CRIMB)
Measuring Managerial Competencies in Management Program
Department of Business Administration, Jubail University College Female branch, P.O Box 10074,
* Corresponding author Email:
Abstract
Global 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 standard
programs. This momentum has also been gaining by leaps and bounds even in Islamic country like Kingdom of
Saudi Arabia. Management colleges have
managerial competency for the competitive advantage
representatives of core dimensions of the five basic managerial competencies
Planning and Administration Competency (c) T
Management Competency in university female students of Eastern province of Saudi Arabia. Students benefit by
having their managerial competencies defined and develop self awareness by self asses
research will be a value addition in Saudi scenario as it will help universities integrate managerial competencies into
the program by developmental exercises which will enhance professional development of students
community needs of advancement. Self
student while they were above average in Communication, Planning and Administration, Teamwork, and
Multicultural Competency.
Keywords: Managerial competency, Pl
1. Introduction
With the advancement of globalization, the number of opportunities for the skilled and competent has grown
tremendously. As a consequence, management programs in world are
acclaimed management personalities of the world have graduated from the best management schools in world. This
itself is testimony to the outstanding teaching and
progressive record worldwide of pursuing management programs(
momentum has been gaining by leaps and bounds even in Saudi Arabia .The Kingdom having strict Islamic values
has brought with it increasing opportunities for women in both education and employment . One of the main
objectives of management program is to contribute to the development and prosperity of Saudi society through
openness to the developed world while observing the princip
that formal training will offer a more efficient and effective means of acquiring the necessary competencies required
to enact managerial roles. (Pfeffer & Fong, 2002). But the university college manag
criticized by various organizational stakeholders as out
most critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. Dierd
2009).
A number of scholars have strongly urged management schools to seriously reconsider their current approach to
management 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 outstanding
managers by inculcating a list of core competencies for the competitive advantage
The degree of competency development during the managem
and competencies like planning, result orientation, networking, organizational awareness,
technology in particular. "Managerial competencies " are sets of knowledge, skills, beha
person 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 five
competencies relevant to their needs which include:
Administration Competency (c) Teamwork Competency (d) Multicultural Competency (e) Self
Competency. These competencies are featured throughout text mat
instruments will help them gain insight into the current area of strength and be alerted to areas most needing
amic Management and Business
1719 (Paper) ISSN 2222-2863 (Online)
138
Center for Research on Islamic Management and Business (CRIMB)
http://www.crimbbd.org
Dr. Asha Alexander* Farah A. Al-Moaibed
of 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.com
women made up a progressive record worldwide of those taking the standardized entrance test for management
momentum has also been gaining by leaps and bounds even in Islamic country like Kingdom of
anagement colleges have therefore been challenged with the task of developing students with
ial competency for the competitive advantage. This research aims to measure characteristics that are
representatives 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) Self
having their managerial competencies defined and develop self awareness by self asses
the program by developmental exercises which will enhance professional development of students
ity needs of advancement. Self-Management Competency scores were found to be highest among the
Managerial competency, Planning and administration, Communication, Teamwork, Multicultural
tremendously. As a consequence, management programs in world are mushrooming at a rapid pace. Some of the well
itself is testimony to the outstanding teaching and training offered at these institutes. Women to
progressive record worldwide of pursuing management programs(Jennifer Lewington 2013,Widget Finn
t increasing opportunities for women in both education and employment . One of the main
openness to the developed world while observing the principles of Islam. The logic behind management programs is
to enact managerial roles. (Pfeffer & Fong, 2002). But the university college manag
various organizational stakeholders as out-of-touch with the real world. Further it has been said that the
most critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. Dierd
therefore been challenged with the task of developing students into outstanding
managers by inculcating a list of core competencies for the competitive advantage ( Camuffo, Arnaldo
The degree of competency development during the management program enhances career advancement in general
and competencies like planning, result orientation, networking, organizational awareness,
technology in particular. "Managerial competencies " are sets of knowledge, skills, beha
person 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 five
etencies relevant to their needs which include: (a) Communication Competency (b) Planning and
Administration Competency (c) Teamwork Competency (d) Multicultural Competency (e) Self
These competencies are featured throughout text material in the management program .
www.iiste.org
2863 (Online)
of Business Administration, Jubail University College Female branch, P.O Box 10074, Jubail Industrial
asha_alexander@sify.com
ized entrance test for management
momentum has also been gaining by leaps and bounds even in Islamic country like Kingdom of
therefore been challenged with the task of developing students with
measure characteristics that are
(a) Communication Competency (b)
eamwork Competency (d) Multicultural Competency and (e) Self-
having their managerial competencies defined and develop self awareness by self assessment inventory. This
the program by developmental exercises which will enhance professional development of students and satisfy
Management Competency scores were found to be highest among the
Communication, Teamwork, Multicultural
mushrooming at a rapid pace. Some of the well
Women too have made up a
2013,Widget Finn 2012).This
t increasing opportunities for women in both education and employment . One of the main
les of Islam. The logic behind management programs is
to enact managerial roles. (Pfeffer & Fong, 2002). But the university college management programs are often
touch with the real world. Further it has been said that the
most critical competencies are least represented in management curriculum. (Robert S. Rubin and Erich C. Dierdorff,
therefore been challenged with the task of developing students into outstanding
Camuffo, Arnaldo etal 2009 ).
ent program enhances career advancement in general
and competencies like planning, result orientation, networking, organizational awareness, system thinking and use of
technology in particular. "Managerial competencies " are sets of knowledge, skills, behaviors and attitudes that a
person 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 and
Administration Competency (c) Teamwork Competency (d) Multicultural Competency (e) Self-Management
erial in the management program .Self-assessment

Vol.5 No.11 2013
improvement. The advisory program of college also counsel students in overcoming the areas of we
2. Literature Review
David McClelland (1973) is credited with initiating the idea of "competency" and implementing it into the human
resource literature (Dubois, 1993). Boyatzis (1982) is credited with popularizing the term in his book “The
Competent Manager” as a combination of a motive, trait, skill aspect of one's self
relevant 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 to
Glenn M. McEvoy( 2005) the traits and motives identified as critical to success in an HR career were adaptability,
proactively, respect conscientiousness, quick study cour
categories of skills were cognitive , communication , collaborative , and consulting .
Research published over the last 30 years shows us that outstanding leaders, managers, advanced
professionals and people in key jobs from sales to bank tellers, appear to require three clusters of behavioral habits
namely (1) expertise and experience (2) knowledge (3) an assortment of basic cognitive competencies, such as
memory and deductive reasoning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencer
and 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 differences
between male and female leaders in their demonstration of emotional and social inte
M. Hopkins etal 2008). Research studies by Liu Yah Olan (2012) on mid
Chansiri (2009) on public university supporting
investigation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis of
hospital managers in South Africa, Kak
Canadian hotel general managers has dep
Corporate recruiters routinely assert that management programs could be more relevant by doing more to inculcate
“soft skills” such as leadership, communication, and interperso
2006).Research also shows that students increasingly harbor negative attitudes toward learning such soft skills
(Rynes et al., 2003). In recognition of the
American Association of Collegiate School of Management also identified competencies in their eligibility
procedures and standard for management accreditation (AACSB International 2006). The Competencies understudy
was at par with them.
Planning & administration competency involves 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.
Teamwork competency requires acc
responsible and whose work is interdependent. Multicultural competency is performing managerial work for an
organization that utilizes human, financial, and material resources from multip
span 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 characterized
fearing. He incorporates Islamic principles in management from both moral and spiritual dimensions. The most
crucial 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,2012
possess Islamic management skills to survive in the competitive
become a successful leader (Syed Mohammad Ather, 2007).
The only study on competencies in Saudi Arabia include the possible relationship between Saudi students' first
language Arabic and second language
literature gap on measuring managerial competencies among female management students in Saudi Arabia, so a
small attempt has been made by researchers in this area with the following ob
characteristics that is representatives of core dimensions of the five basic managerial competencies namely
Communication Competency, Planning and Administration Competency, Teamwork Competency, Multicultural
Competency and Self-Management Competency.(2)
Competency, Planning and Administration Competency, Teamwork Competency, Multicultural Competency and
139
improvement. The advisory program of college also counsel students in overcoming the areas of we
tent Manager” as a combination of a motive, trait, skill aspect of one's self-image or social role, or a body of
etencies as critical to successful performance of extension workers. According to
proactively, respect conscientiousness, quick study courage , integrity, energy level, and self
categories of skills were cognitive , communication , collaborative , and consulting .
ning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencer
social, and cognitive intelligence be it bank executives, public school principals, R&D managers or military pilots. It
between male and female leaders in their demonstration of emotional and social intelligence competencies
M. Hopkins etal 2008). Research studies by Liu Yah Olan (2012) on mid-level managers in Sichuan, Wittaya
public university supporting-line administrators in Thailand, Neda Tiraieyari etal (2010)
ation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis of
Kak 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.
“soft skills” such as leadership, communication, and interpersonal skills (Eberhardt ,McGee, & Moser, 1997; GMAC,
(Rynes et al., 2003). In recognition of the importance of helping Management students develop
of Collegiate School of Management also identified competencies in their eligibility
Teamwork competency requires accomplishing tasks through small groups of people who are collectively
organization that utilizes human, financial, and material resources from multiple countries and serves markets that
management competency refers to taking responsibility for your life at work and beyond
A Muslim manager in any organization is characterized by being Allah
He incorporates Islamic principles in management from both moral and spiritual dimensions. The most
l and ethical behavior, responsibility (trustworthiness), muhasabah
Mohamad Johdi Salleh,2012 ). The Muslim managers of global business world must not only
possess Islamic management skills to survive in the competitive market but continuously upgrade these skills to
become a successful leader (Syed Mohammad Ather, 2007).
language Arabic and second language English writings (Alnufaie, M., and Grenfell, M. 2012). Thus there exists a
small attempt has been made by researchers in this area with the following objective understudy:(1)To measure
Management Competency.(2)To analyze the Association between
www.iiste.org
2863 (Online)
improvement. The advisory program of college also counsel students in overcoming the areas of weakness.
image or social role, or a body of
etencies as critical to successful performance of extension workers. According to
age , integrity, energy level, and self-esteem and the four
ning. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982;Campbell et al., 1970; Spencer
, R&D managers or military pilots. It
lligence competencies (Margaret
level managers in Sichuan, Wittaya
Neda Tiraieyari etal (2010)
ation on Malaysian extension workers at the department of agriculture, Rubin Pillay (2008), analysis of
Healthcare Providers and Candace Blayney (2009) on
icted that competencies required by employee’s are job and sector specific.
nal skills (Eberhardt ,McGee, & Moser, 1997; GMAC,
of helping Management students develop competencies the
of Collegiate School of Management also identified competencies in their eligibility
omplishing tasks through small groups of people who are collectively
le countries and serves markets that
management competency refers to taking responsibility for your life at work and beyond
by being Allah-conscious and Allah-
He incorporates Islamic principles in management from both moral and spiritual dimensions. The most
muhasabah (accountability),
The Muslim managers of global business world must not only
market but continuously upgrade these skills to
writings (Alnufaie, M., and Grenfell, M. 2012). Thus there exists a
jective understudy:(1)To measure
To analyze the Association between Communication

Vol.5 No.11 2013
Self-Management Competency.
3.Research Methodology
The 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 p
university college are typically known as the freshman, sophomore, junior and senior .
prepared in English. A two-sided two pages self
characteristics that are representative of the core dimensions of the five managerial competencies
questionnaire was to determine the current level of student’s attainment in these
five managerial competencies under study are shown in Figure .1. In total, there were thirty
were 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 explained
to the students in their classes. The respondents were required to indicate on a five
each statement that applied best to them .
managerial competency. Participants were invited to participate on a voluntary basis; the non
convenience sample was selected as direct access to students was available yielding high response rate. From 125
questionnaires distributed, 102 responses were received. The responses obtained were analyzed using SPSS
(Statistical Package for Social Science) software for window for r
The scores of managerial Competencies for the female students were calculated as per Hellriegel etal (2008).The
average score for each competency was multiplied by 20 to obtain a total score out of 1
interpret these scores which include:
competency, 40-59 means the student is generally weak in this competency but is performing satisfactory or b
a few characteristics, 60-74 means the student is about average in this competency and above average or better on
some characteristics, 75-89 means the student is above average in this competency and outstanding on a number of
characteristics, and 90-100 means the student is outstanding in this competency. The dimension of strategic
competency was not found feasible so was not included in the study.
4. Results and Discussion
A pilot study was conducted to determine the usability of the instr
validity 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 an
the following rules of thumb: “_ > .9
Poor, and_ < .5 – Unacceptable”. All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which sh
the the test conducted was reliable and valid.Figure.3. summarizes descriptive analysis in terms of mean and standard
deviation. The sample size was 102.The overall mean for managerial competencies was 3.79.The mean score
measurement less than 3.39 is described as low, 3.40
under study, mean of communication was highest while that of planning and administration was least. Figure. 4.
Indicates the correlation between all managerial compe
that there is a strong relationship between all variables.
correlation between variables and the Sig (2
relationship between communication competency and planning and administration (r = .841, P < 0.001) .There is
also 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) and
multicultural (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 includes
negotiation had score of 70. Planning and Administration Competency wit
analysis, 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 and
Competency with dimensions cultural knowledge, openness and sensitivity had score of 64.8. All these scores fall
140
cted by self-administered questionnaires distributed to female management students of
University Colleges in the Eastern province of Kingdom of Saudi Arabia. The duration of each program is four
academic years plus one academic year for the preparatory program. The four years spent as
university college are typically known as the freshman, sophomore, junior and senior .
sided two pages self-assessment questionnaire was designed that l
characteristics that are representative of the core dimensions of the five managerial competencies
questionnaire 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 thirty
were grouped into categories based on the five management competencies. Each questionnaire included a cover letter
purpose of the study.
to the students in their classes. The respondents were required to indicate on a five-point
each statement that applied best to them .Each of the statements describes a level of attainment on a dimension of a
managerial competency. Participants were invited to participate on a voluntary basis; the non
ted as direct access to students was available yielding high response rate. From 125
(Statistical Package for Social Science) software for window for reliability and descriptive statistics and correlations.
average score for each competency was multiplied by 20 to obtain a total score out of 100 and a scale was given to
interpret these scores which include: 20-39 means the student has little relevant experience and are quite weak in this
means the student is generally weak in this competency but is performing satisfactory or b
means the student is about average in this competency and above average or better on
means the student is above average in this competency and outstanding on a number of
means the student is outstanding in this competency. The dimension of strategic
competency 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 and
validity of the instrument. The reliability information is depicted in Figure. 2. The closer Cronbach’s alpha
coefficient is to1.0 the greater the internal consistency of the items in the scale. George an
the following rules of thumb: “_ > .9 – Excellent, _ > .8 – Good, _ > .7 – Acceptable, _ > .6
All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which sh
described as low, 3.40-3.79 as moderate and 3.80 as high. Of all the competencies
study, 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 positive
correlation between variables and the Sig (2-Tailed) value is 0.000. This means that there is significant positive
also significant relationship between self management and other competencies under study namely comm
s of Managerial competencies for university college female management students.
Communication Competency which includes dimensions informal communication, formal communication, and
negotiation 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 and
cultural knowledge, openness and sensitivity had score of 64.8. All these scores fall
www.iiste.org
2863 (Online)
administered questionnaires distributed to female management students of
The duration of each program is four
The four years spent as an undergraduate at a
university college are typically known as the freshman, sophomore, junior and senior .The questionnaire was
assessment questionnaire was designed that listed a number of
characteristics that are representative of the core dimensions of the five managerial competencies. The focus of this
competencies. The dimensions of
anagerial competencies under study are shown in Figure .1. In total, there were thirty-nine questions that
Each questionnaire included a cover letter
point rating scale provided for
Each of the statements describes a level of attainment on a dimension of a
managerial competency. Participants were invited to participate on a voluntary basis; the non-probability
ted as direct access to students was available yielding high response rate. From 125
eliability and descriptive statistics and correlations.
00 and a scale was given to
means the student has little relevant experience and are quite weak in this
means the student is generally weak in this competency but is performing satisfactory or better on
means the student is about average in this competency and above average or better on
means the student is above average in this competency and outstanding on a number of
means the student is outstanding in this competency. The dimension of strategic
ument. The findings demonstrate the reliability and
The closer Cronbach’s alpha
coefficient is to1.0 the greater the internal consistency of the items in the scale. George and Mallery (2003) provide
Acceptable, _ > .6 – Questionable, _ > .5 –
All Cronbach’s alpha values listed in figure .2. are greater than 0.6 .which shows
3.79 as moderate and 3.80 as high. Of all the competencies
study, 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 positive
eans that there is significant positive
also significant relationship between self management and other competencies under study namely communication
s of Managerial competencies for university college female management students.
dimensions informal communication, formal communication, and
h dimensions Information gathering,
analysis, and problem solving, planning and organizing projects and time management had score of 72. Teamwork
designing and managing team dynamics had score of 73.3 and Multicultural
cultural knowledge, openness and sensitivity had score of 64.8. All these scores fall

Vol.5 No.11 2013
between (60 to 74) category. This shows that the students are average in the competency namely communication,
planning and administration, teamwork and m
Management competency covered
balancing work and life issue and self
which fall in (75-89) category. This means that the students are above average in this competency and outstanding
on a number of characteristics. Students can compare their development stages for each of the competencies u
study, with the Principles of Islamic management. The most important one includes whether the ultimate goal of
their life is harmoniously linked with the worldly aims,the religious value of work is integrated in the work
performed, the Islamic ethical values are internalized , self criticism is exercised periodically both at individually
and at all levels and Time is well invested or wasted. Thus the students benefit by having their competencies defined
and clarified to foster early success in the
openness to growth and development.
5. Conclusion
For two decades management schools have claimed they want to attract more women, but
the numbers enrolling remain disappoin
showed a positive trend so are the Saudi women entering into management program. The management program in
University College is committed to Islamic principles and work values. All Mana
are a crucial vantage point for undergraduate management
correlated .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 scores
in Self-Management Competency. Besides learning about their current strength and development needs, students
gain an appreciation for the importance
recommended that universities should deliberate more effort to develop these managerial competencies in students
for succeeding in today’s global organization.
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for succeeding in today’s global organization.
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Figure.1. Dimensions of Managerial Competencies
• Communication-informal communicat
• Teamwork-Designing teams properly, creating a supportive team environment, and managing team
dynamics appropriately.
• Self-Management-Integrity and ethical conduct; Personal drive & resilience; Balancing work and l
issues; Self-awareness and development.
• Planning and administration
organizing projects; time management; and budgeting and financial management.
• Multicultural-Cultural knowledge and un
Figure.2.
Reliability
Statistics
Communication
Competency
Cronbach's
Alpha
.799
Figure. 3.
Descriptive
Statistics
Communication
competency
Mean 3.9059
Standard
Deviation
.43745
143
, (2008). Managerial competencies of hospital managers in South Africa: a survey of managers in the
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24)
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Wittaya Chansiri and Boonchom Srisa-ard, (2009). Core Competency of Public Universities Supporting
The Social Sciences, 4: 128-132.
Figure.1. Dimensions of Managerial Competencies
informal communication, formal communication and negotiations
Designing teams properly, creating a supportive team environment, and managing team
Integrity and ethical conduct; Personal drive & resilience; Balancing work and l
awareness and development.
Planning and administration-Information gathering, analysis, and problem solving; planning and
Cultural knowledge and understanding; Cultural openness and Understanding.
Planning and
administration
competency
Team work
competency
Multicultural
competency
.760 .678 .705
Planning and
administration
competency
Team work
competency
Multicultural
competency
3.1637 3.5889 3.5461
.30662 .33826 .3971
www.iiste.org
2863 (Online)
, (2008). Managerial competencies of hospital managers in South Africa: a survey of managers in the
-health.com/content/6/1/4
Education, 2: 269–283.
based management. Academy of Management
Managerial Leadership: An Islamic Perspective, IIUC
management school, Telegraph.
ard, (2009). Core Competency of Public Universities Supporting-Line
ion, formal communication and negotiations
Designing teams properly, creating a supportive team environment, and managing team
Integrity and ethical conduct; Personal drive & resilience; Balancing work and life
Information gathering, analysis, and problem solving; planning and
derstanding; Cultural openness and Understanding.
Multicultural
competency
Self
competency
.705 .775
Multicultural
competency
Self
competency
3.5461 3.7779
.39719 .39026

Vol.5 No.11 2013
Figure .4. Correlations
Communication
Competency
Communication
Competency
1
Planning and
administration
Competency
.841**
.000
Teamwork
Competency
.520**
.000
Multicultural
Competency
.556**
.000
Self
management
Competency
.737**
.000
144
Figure .4. Correlations
Communication
Competency
Planning and
administration
Competency
Teamwork
Competency
Multi
Cultural
competency
.841**
.520**
.556**
.000 .000 .000
1 .659**
.587**
.000 .000
.659**
1 .639**
.000 .000
.587**
.639**
1
.000 .000
.820**
.755**
.710**
.000 .000 .000
www.iiste.org
2863 (Online)
Multi
Cultural
competency
Self Management
Competency
.737**
.000
.820**
.000
.755**
.000
.710**
.000
1

Vol.5 No.11 2013
Figure .5. Scores of Managerial Competencies for students
59.78
70.34
…
80.9
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
SD below Mean
145
Figure .5. Scores of Managerial Competencies for students
60.25 60.54
51.99
72.09 73.31
64.80
83.92 86.07
77.61
SD below Mean Mean SD above Mean
www.iiste.org
2863 (Online)
64.75
75.4377.61
86.11

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