Lecture 27: 46. Developing Managerial Competencies

Lecture 27: 46. Developing Managerial Competencies 47. Stress Management and Employee Counselling

Principles of ManagementMGT 301Muhammad Jameel Qazi

Management: A Competency Base Approach

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Chapter 1Managing in a Dynamic Environment

Learning ObjectivesDefine Managers And Management.Explain What Managers Do.Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.

Introductory Concepts: What Are Managerial Competencies?Competency a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectivenessManagerial Competencies sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

Why are Managerial Competencies Important?You need to use your strengths to do your bestYou need to know your weaknessesYou need developmental experiences at work to become successful leaders and address your weaknessYou probably like to be challenged with new learning opportunitiesOrganizations do not want to waste human resourcesGlobalization deregulation, restructuring, and new competitors add to the complexity of running a business

A Model of Managerial Competencies(adapted from Figure 1.1)TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetency

A Model of Managerial Competencies(adapted from Figure 1.1)TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetencyManagerialEffectiveness

What Is An Organization?A formal and coordinated group of people who function to achieve particular goalsThese goals cannot be achieved by individuals acting aloneAn organization has a structure, discussed in depth in Chapter 11

Characteristics of an OrganizationAn organization has a structure.

An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.

ManagementOrganizationTwo or more people who work together in a structured way to achieve a specific goal or set of goals.

GoalsPurpose that an organization strives to achieve; organizations often have more than one goals, goals are fundamental elements of organization.

The Role of ManagementTo guide the organizations towards goal accomplishment

- People responsible for directing the efforts aimed at helping organizations achieve their goals. - A person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organizations goals.

ManagementManagement refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.The process of reaching organizational goals by working with and through people and other organizational resources.

Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or productionFocus on technical areas of expertiseUse communication, planning and administration, teamwork and self-management competencies to get work doneFunction: A classification referring to a group of similar activities in an organization like marketing or operations.

General Managers: responsible for the operations of more complex unitsfor example, a company or divisionOversee work of functional managersResponsible for all the activities of the unitNeed to acquire strategic and multicultural competencies to guide organization(contd)Many Other types of managers

Basic Managerial Functions (adapted from Figure 1.2)

Management Process and Goal Attainment

Management and Organizational Resources

Planning involves tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.

PlanningDetermining organizational goals and means to reach themManagers plan for three reasonsEstablish an overall direction for the organizations futureIdentify and commit resources to achieving goalsDecide which tasks must be done to reach those goalsDiscussed in depth in Chapter 7 & 8

Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action.

OrganizingProcess of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the companyIncludes creating departments and job descriptions

Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.

Leading

Getting others to perform the necessary tasks by motivating them to achieve the organizations goalsCrucial element in all functionsDiscussed throughout the book and in depth in Chapter 15Dynamics of Leadership

1. Gather information that measures recent performance2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards

Controlling

Process by which a person, group, or organization consciously monitors performance and takes corrective action

Discussed in depth in Chapter 10

Basic Levels of Management (adapted from Figure 1.3)Top Managers

Middle Managers

First-Line Managers

Nonmanagers

Top ManagersResponsible for providing the overall direction of an organizationDevelop goals and strategies for entire organizationSpend most of their time planning and leadingCommunicate with key stakeholdersstockholders, unions, governmental agencies, etc., company policiesUse of multicultural and strategic action competencies to lead firm is crucial

Levels of Management

First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisorsMiddle Managers:Coordinate employee activitiesDetermine which goods or services to provideDecide how to market goods or services to customersAssistant Manager, Manager (Section Head)Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President

First-line ManagersDirectly responsible for production of goods or servicesEmployees who report to first-line managers do the organizations workSpend little time with top managers in large organizationsTechnical expertise is importantRely on planning and administration, self-management, teamwork, and communication competencies to get work done

Middle ManagersResponsible for setting objectives that are consistent with top managements goals and translating them into specific goals and plans for first-line managers to implementResponsible for coordinating activities of first-line managersEstablish target dates for products/services to be deliveredNeed to coordinate with others for resourcesAbility to develop others is importantRely on communication, teamwork, and planning and administration competencies to achieve goals

Management Level and Skills

Introductory Concepts: What Are Managerial Competencies?Competency a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectivenessManagerial Competencies sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

Six Core Managerial Competencies:What It Takes to Be a Great ManagerCommunication CompetencyPlanning and Administration CompetencyTeamwork CompetencyStrategic Action CompetencyMulticultural CompetencySelf-Management Competency

Communication CompetencyAbility to effectively transfer and exchange information that leads to understanding between yourself and othersInformal CommunicationUsed to build social networks and good interpersonal relationsFormal CommunicationUsed to announce major events/decisions/ activities and keep individuals up to dateNegotiationUsed to settle disputes, obtain resources, and exercise influence

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 doneInformation gathering, analysis, and problem solving from employees and customersPlanning and organizing projects with agreed upon completion datesTime managementBudgeting and financial management

Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordinationDesigning teams properly involves having people participate in setting goalsCreating a supportive team environment gets people committed to the teams goalsManaging team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members strengths

Strategic Action CompetencyUnderstanding the overall mission and values of the organization and ensuring that employees actions match with themUnderstanding how departments or divisions of the organization are interrelatedTaking key strategic actions to position the firm for success, especially in relation to concern of stakeholdersLeapfrogging competitors

SnapshotSony must sell off businesses that dont fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.Howard Stringer, CEO, Sony

Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nationsCultural knowledge and understanding of the events in at least a few other culturesCultural openness and sensitivity to how others think, act, and feelRespectful of social etiquette variationsAccepting of language differencesMulticultural Competency

Self-Management Competency Developing yourself and taking responsibility Integrity and ethical conduct Personal drive and resilience Balancing work and life issuesSelf-awareness and personal development activities

SnapshotMy strengths and weaknesses havent changed a lot in 51 years. The important thing is to recognize the things you dont do well and build a team that reflects what you know the company needs.Anne Mulcahy, CEO, XeroxSelf-Management Competency

Learning Framework for ManagingPart I: Overview of ManagementPart II: Managing the EnvironmentPart III: Planning and ControlPart IV: OrganizingPart V; Leading

Learning ObjectivesDefine Managers And Management.Explain What Managers Do.Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

Managers and ManagingCompetency - A combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness.Managerial Competencies - Sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of managerial jobs and various types of organizations.

Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

A Model of Managerial Competencies(adapted from Figure 1.1)Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetency

A Model of Managerial Competencies(adapted from Figure 1.1)Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetencyManagerialEffectiveness

Characteristics of an OrganizationAn organization has a structure.

An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.


Managers and ManagementA manager is a person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organizations goals.Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

PlanningPlanning involves defining organizational goals and ways to meet them. Managers plan for three reasonsEstablish an overall direction for the organizations future.Identify and commit resources to achieving goals.To decide which tasks must be performed to reach those goals.


OrganizingOrganizing is the process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company.


LeadingLeading involves getting others to perform the necessary tasks by motivating them to achieve the organizations goals.


ControllingControlling is the process by which a person, group, or organization consciously monitors performance and tracks corrective action.Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

Basic Levels of Management (adapted from Figure 1.3)Copyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*Top Managers

Middle Managers

First-Line Managers

Nonmanagers

Levels of Management

First-line Managers: have direct responsibility for producing goods or servicesMiddle Managers:Coordinate employee activitiesDetermine which goods or services to provideDecide how to market goods or services to customersTop Managers: provide the overall direction of an organizationCopyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

What It Takes To Be A Great ManagerCommunication CompetencyPlanning and Administration CompetencyTeamwork CompetencyStrategic Action CompetencyGlobal Awareness CompetencySelf-Management Competency


Planning and Administration CompetencyInformation gathering, Analysis, and Problem SolvingPlanning and Organizing ProjectsTime ManagementBudgeting and Financial ManagementCopyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

Teamwork CompetencyDesigning TeamsCreating Supportive EnvironmentManaging Team Dynamics


Self-Management CompetencyIntegrity and Ethical ConductPersonal Drive and ResilienceBalancing Work and Life IssuesSelf-Awareness and DevelopmentCopyright 2005 by South-Western, a division of Thomson LearningAll rights reserved*

Competency Approach to Human Resource Management

What do we mean when we say COMPETENCY ?

A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance in a given job, role or a situation.

Competencies are seen mainly as inputs.

They consist of clusters of knowledge, attitudes and skills that affect an individuals ability to perform.

Hayes (1979)

Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job.

Albanese (1989) Competencies are personal characteristics that contribute to effective managerial performance.

UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job.

What is Common in the definitions?Competenciesunderlying characteristic of a persons inputs.clusters of knowledge, attitudes and skillsgeneric knowledge motive, trait, social role or a skillpersonal characteristicsset of skills, related knowledge and attributesJobsuperior performance in a given job, role or a situationindividuals ability to perform.linked to superior performance on the job.contribute to effective managerial performancesuccessfully perform a task or an activity within a specific function or job

Set of SKILLSRelates to the ability to do, Physical domainAttributeRelates to qualitative aspectspersonal Characteristics or traitsKNOWLEDGERelates to informationCognitive DomainCOMPETENCYOutstanding Performance of tasks or activities

Behaviour IndicatorsA Competency is described in terms of key behaviours that enables recognition of that competency at the work place.

These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.

Example of a Competency

Analytical Thinking The ability to break problems into component parts and consider or organize parts in a systematic way; the process of looking for underlying causes or thinking through the consequence of different courses of action.

Key Behaviour IndicatorsIndependently researches for information and solutions to issues

Ability to know what needs to be done or find out (research) and take steps to get it done

Ask questions when not sure of what the problem is or to gain more information.

Able to identify the underlying or main problem.

Shows willingness to experiment with new things.

Develops a list of decision making guidelines to help arrive at logical solutions.

What is a Competency Model?

Competency ModelA competency model is a valid, observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context.

Typically A competency model includesCompetency titles Definitions of those titlesKey Behaviour indicators

Competency - Broad CategoriesGeneric Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc.

Managerial CompetenciesCompetencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

Competency - Broad CategoriesTechnical / Functional

Specific competencies which are considered essential to perform any job in the organisation within a defined technical or functional area of work.

e.g.: Finance, environmental management,etc

Competency modeling begins the process of building tools to link employee performance to the mission and goals of the organisation .

Why Competencies ?

Traditional Job Analysis Vs Competency ApproachJob Analysis leads to long lists of tasks and the skills / knowledge required to perform each of those tasksData generation from subject matter experts; job incumbentsEffective Performance Competency model leads toA Distilled set of underlying personal characteristicsData generation from outstanding performers in addition to subject matter experts and other job incumbentsOutstanding Performance

Distinguish Superior From Merely Satisfactory Performance The approach allows executives and angers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion

Behaviour Indicators Based upon what outstanding individuals actually doThe competency definitions are based upon outstanding current performance in the organization.

These competencies do not reflect someone's management theory or an academic idea of what it takes to do the job well, but rather are based on what works within the organization and most directly contributes to top performance.

The Competencies are Behaviour Specific It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No".

Holistic Application Competencies

Help companies raise the bar of performance expectations.

Help teams and individuals align their behaviours with key organisational strategy.

Each employee understand how to achieve expectations.

Alignment of HR systemsCompetency ModelRecruitment and selectionPerformance ManagementTraining & DevelopmentCompensation

Competency based recruitment Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job

Competency based Performance Appraisal Competencies Enable

Establishment of clear high performance standards.

Collection and proper analysis of factual data against the set standards.

Conduct of objective feedback meetings.

Direction with regard to specific areas of improvement.

Competency based TrainingCompetency based appraisal process leading to effective identification of training needs.

Opportunity to identify/ develop specific training programmes - Focused training investment. Focused Training enabling improvement in specific technical and managerial competencies

Competency based DevelopmentCompetencies

Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development.

Give the line managers a tool to empower them to develop people

Competency based Pay Provide an incentive for employees to grow and enhance their capabilities.

Methodology?

Steps in Model BuildingBackground information about the organisationDecide on the Occupation / Job Position(s) that require competency Model(s)Discuss the application of the competency modelSelect a data collection method and plan the approachOrganize Data collectedIdentify main themes or patternsBuild the model - Defining specific behaviour IndicatorsReview the model

Data Collection MethodsResource / Expert Panels

Structured process to get the participants (Job holders, managers HR / training staff) to think systematically about the job, skills and personal characteristics needed for success.

Critical Event Interviews

Structured interviews with superior performers which involves in-depth probing of a large number of events and experiences.

Data Collection MethodsGeneric competency Dictionaries Conceptual frameworks of commonly encountered competencies and behaviour indicators.Serve as a starting point to the model building team.Can be used in resource panel by asking the participants to select a set of generic competencies related to the job and rate the importance

Competency model buildingA detailed approach

A Detailed ApproachInfo about the company.Decision on the job position(s) .Discussion on the CM application.Basic data collection on the job responsibilities(using customized menu)Focus groupReview job descriptionunderstand performance criteriaDiscuss specific behavioursList top ten competencies

A Detailed ApproachCritical incident technique - interviewing top performers

incidents that lead to effective performanceincidents that lead to in effective performanceDiscuss specific behavioursList behavioursList competencies

A Detailed ApproachContent Analysis

Group behavioursMatch behaviours to competencies using competency dictionary as a guidelineEvolve new set of competencies if anyMatch behaviour indicators identified through CIT to the top 10 competencies identified by the focus groupReview the model and make corrections

COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

ORGANISATION STRUCTURE ROLES, POSITIONS, JOBS THROUGH

COMPETENCY MAPPING PROCESS1.0 DESIGNING THE QUESTIONNAIREWhile designing the questionnaire following factors are to be taken into consideration:1.1 Part - I 1.1.1 Purpose of the job.1.1.2 Critical Success Factors1.1.3 Key Result Areas1.1.4 Key Activities

Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.Each Key Result Area (KRA) is the end result of multiple Key Activities.

1.1.5 Relationship.1.1.6 Organization Structure.1.1.7 Empowerment of the position.1.1.8 Challenges in the job.1.1.9 Changes expected in the technology, product, process etc in the next 2-3 years.1.1.10 Budget and Controls.1.1.11 Investment Plan.DESIGNING THE QUESTIONNAIRE CONTINUED

DESIGNING THE QUESTIONNAIRE1.2 PART - II1.2.1Academics, KnowledgeSkills SetsExperience1.2.2Competencies

2.0 DATA COLLECTION2.1Clarity of Organisation Direction2.2Clarity of Organisation Structure.2.3Interview Job Holder.2.4Interview Job Holder's Reporting Officer.2.5Discuss with the Focus Group if the job are of the same family.

3.0 C0MPETENCY DRAFTING3.1Rank Order of the list of competencies .- Guided / Unguided.

3.2Comparing good performer and average performer with select list of competencies.

3.3Use research data and assign competencies to positions.

4.0FINALISE ROLE DESCRIPTION AND COMPETENCIES - JOB WISE

5.0 FINALISING CORE COMPETENCIES FOR Front Line Management Middle Management Senior Management / Top Management

6.0PURPOSE OF COMPETENCY MAPPING "Effectiveness of an organisation is the summation of the required competencies in the organisation". Gap Analysis Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning.

Any Questions ???

Stress Management

WHAT IS STRESS?Stress is your mind and bodys response or reaction to a real or imagined threat, event or change.The threat, event or change are commonly called stressors. Stressors can be internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).

LEVELS OF STRESS

EUSTRESS Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.

DISTRESS Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.

STAGES OF STRESS

ALARM STAGE As you begin to experience a stressful event or perceive something to be stressful psychological changes occur in your body. This experience or perception disrupts your bodys normal balance and immediately your body begins to respond to the stressor(s) as effectively as possible.

EXAMPLESCardiac - increased heart rateRespiratory - increased respirationSkin - decreased temperatureHormonal - increased stimulation of adrenal genes which produce an adrenal rush.

RESISTANCE STAGE During this stage your body tries to cope or adapt to the stressors by beginning a process of repairing any damage the stressor has caused. Your friends, family or co-workers may notice changes in you before you do so it is important to examine their feedback to make sure you do not reach overload.

EXAMPLESBehavior indicators include: lack of enthusiasm for family, school, work or life in general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue.

Cognitive Indicators include: poor problem solving, confusion, nightmares, hyper-vigilance.

RESISTANCE STAGE MORE EXAMPLES Emotional indicators include: tearfulness fear anxiety panic guilt agitation depression overwhelmed.

EXHAUSTION STAGE During this stage the stressor is not being managed effectively and the body and mind are not able to repair the damage.

EXAMPLES Digestive disorders, withdrawal, headaches, tension, insomnia, loss of temper.

INTERPRETING YOUR SCORE

Less than 150 points : relatively low stress level in relation to life events 150 - 300 points : borderline range Greater than 300 points : high stress in relation to life events

Note: From Girdano, D.A., Everly, G. S., Jr., & Dusek, D. E. (1990). Controlling stress and tension (3rd edition), ENnglewood Cliffs, NJ: Prentice Hall.

MORE STRATEGIESWhat is Stress Web Site. http//www.teachhealth.comHow to reduce and relieve stress Web Site. http//www.family.comStress Relievers Web Site. http//www.residentassistant.comMassage Downing, G. (1972). Massage Book. New York: Random House.Aromatherapy Web Site. http//www/aromaweb.com/articles/wharoma.asYoga Web Site. http//www.kevala.co.uk/yoga/overview.htr

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Lecture 27: 46. Developing Managerial Competencies