Developing Managers for an International Business

Vincent, Edgar

doi:10.1108/eb051694

Cited by 3 publications

(3 citation statements)

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“…A growing number of researchers have agreed on the importance of certain competencies, which were also promoted by senior management firms as SHL [63], Schroder [64] and Vincent [65]. This indicates that it is possible to create a universal competency model for assessing managers.…”

Section: Brief Description and Measurability Of Management Competenciesmentioning

confidence: 99%

Exploring the Relationship between Cultural Intelligence (CQ) and Management Competencies (MC)

Garamvölgyi

Rudnák

2023

Sustainability

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The aim of this study is to demonstrate the importance of Cultural Intelligence (CQ) in management performance through measurable performance assessment. In an empirical study, “Cultural Intelligence and Management Competencies”, managers provided a self-assessment and their subordinates also reported on their performance. Correlation analysis of the results of this study was used to examine the relationship between managers’ CQ and their Management Competencies. Among the factors examined (CQ, gender, origin, age, work experience, position and education), the level of CQ of managers correlates significantly with their management competencies. Our findings indicate that managers with higher CQ are more effective in their leadership roles, and we conclude that the CQ of leaders contributes to a more positive perception of leadership performance in teams that are characterized by significant cultural diversity.

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Section: Brief Description and Measurability Of Management Competenciesmentioning

confidence: 99%

Exploring the Relationship between Cultural Intelligence (CQ) and Management Competencies (MC)

Garamvölgyi

Rudnák

2023

Sustainability

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“…Many authors have subsequently explored the concept and two approaches appear to have found favour. The first approach placed emphasis on the behavioural aspect of a competency by defining it as a set of behaviour patterns that the incumbent needs to bring to a position in order to perform its tasks and functions with competence (Human & Human, 1989;Meyer, 1996;Schroder, 1989;Vincent, 1988;Woodruffe, 1993). Central to this view is the notion that a competency is a dimension of overt and manifest behaviour that allows a person to perform competently, incorporating both the desire and the ability to behave in a competent way.…”

Section: Bongani Mbokazi Deléne Visser Linda Fouriementioning

confidence: 99%

“…Corresponding with the overwhelming emphasis on the competency approach to management development and along with it, its increased acceptability, several taxonomies of managerial competence have been put forward (Analoui, 1995;Cockerill, Hunt & Schroder, 2000;Education Review Office, 1995;Katz, 1974;Mann & Staudenmier, 1991;Mintzberg, 1980;Peter, 1984;Profiles International, 2000;SHL, 1994;Williamson, 1981). These theories indicate a myriad of key competencies, which are briefly summarised in Table 1. Increasing consensus, backed by authorities such as SHL (1993), Schroder (1989) and Vincent (1988), has built up over the years suggesting that it is possible to create a universal or core competency model for the assessment of managers. Three broad domains of managerial competence appear to emerge: Firstly, the competency to manage the task; secondly, the competency to manage people and thirdly, the competency to manage the "self".…”

Section: Management Competenciesmentioning

confidence: 99%

Management perceptions of competencies essential for middle managers

2004

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The momentous changes that have occurred throughout the world over the past decades -the overall economic decline, globalisation, the rapid advances in information technology, looming social disasters such as HIV/AIDS, wide-spread famine, wars and profound political developments across the globe -are enormous by any standard. What is perhaps not always appreciated is that these changes have forever transformed the environment within which organisations have to function (McLagan, 1992: Nel;. These changes, in turn, require that everyone needs to undergo significant transformation of the ways in which they used to operate. Within an organisational context, it appears crucial to develop competent managers who can be entrusted with the responsibility to transform their organisations accordingly. Boyatzis (1982) maintained that it is the competence of managers that, to a large extent, determines the returns that organisations realise from their human capital. Managementespecially middle management -creates the vital link between the desired economic progress, the required organisational effectiveness and the actual performance of the people involved (Labbaf, Analoui & Cusworth, 1996;Miller, 1991).It is clear that management as a process is becoming increasingly dynamic and complex. Middle management in particular comes under enormous pressure to deal with the ever-changing direction from top management on the one hand, and the continuously changing aspirations of society on the other hand. In addition, the immediate organisational environment within which the middle manager has to fulfil his role has also undergone significant changes. Modern day information technology has made information easier to access and share, replacing the middle manager's role as a link in the communication chain. Flatter organisation structures, outsourcing, empowerment and dwindling numbers of middle managers have further transformed the corporate model of management of the past (Galagan, 1990). Job security is being replaced by continuous employability, which is only possible if the skills, knowledge and experience of the person remain up to date (Carretta, 1992).Given the crucial role of the middle manager and the challenges facing this level of management in particular, a key question evolves: What competencies are crucial or essential for middle managers to survive and be effective in these challenging times?Although research over the past two decades has contributed some wisdom as to the competencies required of managers in general (Bennis & Nanus, 1985;Bollinger, 1994;Bounds & Dobbins, 1993;Boyatzis, 1982;Davison, 1994;Hite & McDonald, 1995;Kouzes & Posner, 1995;Rhinesmith, 1993;Rost, 1991; Saville & Holdsworth Ltd. (SHL), 1993;Senge, 1993), conceptual understanding of the particular relationship between management at the top, middle and operational levels is far from clear. Whilst it has been argued that middle management may need a different set of, or emphasis on, specific competencies (Chang, 1996;Ishizaka, 1996), limited literat...

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The high‐potential fast‐flying achiever: themes from the English language literature 1976‐1995

Altman

1997

Career Development International

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Examines the discourse on high‐flyers in business (management) in academic and practitioner literature (journals and books), published in English in Anglo‐Saxon countries in the past 20 years, with a stress on the last decade (1986‐1995). Ideas, examples and experiences reported are (in descending order of emphasis) from the USA, the UK and Canada; with a token representation for other Anglo‐Saxon countries. Following an outline of the key imagery employed, analyses the literature in terms of the meaning of the said phenomenon: high‐flying (fast track, achieving, high potential) for the individuals and organizations concerned, as well as its wider societal ramifications. Discusses issues pertaining to human resource management, in particular women’s careers.

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Developing Managers for an International Business

Cited by 3 publications

References 0 publications

Exploring the Relationship between Cultural Intelligence (CQ) and Management Competencies (MC)

Exploring the Relationship between Cultural Intelligence (CQ) and Management Competencies (MC)

Management perceptions of competencies essential for middle managers

The high‐potential fast‐flying achiever: themes from the English language literature 1976‐1995

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