A theoretical model to measure managerial competence was developed by evaluating two previous models with similar aims. In addition to the original eight management competencies, another eight competencies were identified and applied to determine the management competencies needed in the Fourth Industrial Revolution with its fast-changing business environment. The article narrows down eleven management competencies and develops measuring criteria for each; in total 42 criteria. The eleven business competencies are leading change, cultural intelligence, team building, conflict management, communication skills, a global leader mindset, emotional intelligence, career awareness, personal value system, and external and ethical influences. The model is a theoretical model and presents management competencies relevant to the modern business environment. The value of this study resides in a strong theoretical basis for postmodern business environmental skills that managers need to maintain completeness of their organizations as well as providing a sound point of departure for other researchers of managerial competence.
This paper explores a model to measure managerial and leadership competence of business school educated managers. It starts by reviewing the literature on general management and leadership, seeking to establish a broad theoretical framework to guide this study. After statistically ensuring that the respective theoretical measuring criteria selected do measure the specific management and leadership competency, the paper then presents a model to measure management and leadership competencies. The final model has a total of eleven management and leadership competencies.
The current paper has attempted to shed light on the concept of change and the prominent models that can be of value for managerial authorities to bring transformation in their business. the paper sheds light on change which is refers to the continuous modifications that an organisation or individuals make to deal with adjustments in any matter. The paper highlights that although there are no static models of change yet still, some prominent perspectives and frameworks can be considered for top management and decision making bodies to make sense of the concept of change and work on developing policies and practices to ensure they remain competitive. The article discusses the idea forwarded by Lewin for change which catered to three stages at the first place. Following to this, the article discusses Burke and Litwin model of change that has been widely considered for business sectors for change management. Towards the end, the article discusses the ADKAR model of change. Taken together, the article provides crucial information for change enthusiasts to get firsthand information to start learning about how organizations can bring about objective changes.
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