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Managing in a Managing in a Dynamic Dynamic

EnvironmentEnvironment

Hellriegel, Jackson, and SlocumMANAGEMENT: A Competency-Based ApproachSouth-Western College PublishingCopyright © 2002

A Model of Managerial Competencies

Adapted from Figure 1.1

TeamworkCompetency

CommunicationCompetency

Planning and Administration Competency

Global Awareness

Competency

Strategic Action

CompetencySelf-

Management Competency

ManagerialManagerialEffectivenessEffectiveness

1.2


Characteristics of Functional & General Managers

Example

Scope of Subordinates Job

Technical Skills

“Big Picture” Thinking

VP of Finance

Low

High

Low

FunctionalFunctionalManagersManagers

GeneralGeneralManagersManagers

Store Manager

High

Low

High

1.3


Basic Managerial Functions

Organizing

Planning Leading

Controlling

1.4


Basic Levels of Management

Top ManagersTop Managers

Middle ManagersMiddle Managers

First-Line ManagersFirst-Line Managers

NonmanagersNonmanagers

1.5


Dimensions of Communication Competency

Informal Communication• Flexible and varies approach in different situations

Formal Communication• Writes clearly, concisely and effectively, using

traditional as well as electronic media

Negotiation• Skilled at developing relationships and exercising

influence in all directions

1.6


Dimensions of Planning & Administration Competency

Information Gathering, Analysis, and Problem Solving

• Takes calculated risks and anticipates consequences in a timely manner

Planning and Organizing Projects

• Plans, schedules, prioritizes tasks, delegates

responsibilities

Time Management

• Knows when to permit interruptions and when to screen them out

Budgeting and Financial Management

• Understands budgets, cash flows, financial reports, and annual reports and regularly uses such information

1.7


Dimensions of Teamwork Competency

Designing Teams • Formulates clear objectives that

inspires team members

Creating a Supportive Environment• Acts as a coach, counselor, and mentor,

being patient with team members as they learn

Managing Team Dynamics • Utilizes strengths and weaknesses and brings

conflict into the open

1.8


Dimensions of Strategic Action Competency

Understanding the Industry• Anticipates changes of competitors

and strategic partners

Understanding the Organization• Understands the distinctive competencies of

the organization

Taking Strategic Actions• Considers the long-term implications

of actions in order to sustain and furtherdevelop the organization

1.9


Dimensions of Global Awareness Competency

Cultural Knowledge and Understanding• Stays informed of political, social and

economic trends and events around the world

• Recognizes the impact of global events on the organization

Cultural Openness and Sensitivity• Recognizes variation of cultures and avoids

stereotyping

• Is sensitive to cultural cues and is able to adopt quickly in novel situations

• Adjusts own behavior when interacting with people of diverse backgrounds

1.10


Dimensions of Self-Management Competency

Integrity and Ethical Conduct• Has clear personal standards of integrity and ethics

• Accepts responsibility for own actions

Personal Drive and Resilience• Seeks responsibility, shows perseverance in the face of

obstacles, and bounces back from failure

Balancing Work and Life Issues• Strikes a reasonable balance between work and other life

activities

Self-Awareness and Development• Has clear personal and career goals and knows own

values, feelings, and areas of strengths and weakness

• Analyzes and learns from work and life experiences

1.11


The Evolving Structure of Organizations

19801980

19901990

20002000

1.12

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