Facilitating the acquisition of strategic skills

Abstract

Access to this document was granted through an Emerald subscription provided by emerald-srm:403714 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate whether managers can acquire strategic skills using management education methods in lieu of experience. It demonstrates that experienced-based pedagogical methods can be effective in developing traditional skills or "hard" skills and "soft" skills such as interpersonal communication, which then facilitate the acquisition of strategic skills. Design/methodology/approach -The paper uses data from questionnaires and achievement scores from capstone classes to determine whether exposure to an experiential technique called large-scale simulation can lead students to acquire traditional, soft and strategic managerial skill sets. Findings -The results show that soft and traditional skills are complementary and together lead to better acquisition of strategic skills and also imply that mastering soft skills may enhance the mastery of traditional skills. Research limitations/implications -A limitation of the research stems from the use of students as research subjects. While this limits generalizability, it is important to remember that many such students go on to be successful managers in large and small organizations, partly due to their educational background. Replicating these findings with graduate and executive students is required. Practical implications -A key practical implication is that organizations may be able to effectively supplement their own experienced-based developmental efforts for their managerial personnel with course-based learning. Originality/value -The paper's findings support an option for many firms, although this has not received much direct empirical support. Additionally, the results support the increasing emphasis placed on soft skills, suggesting that development of strategic skills may help managers grasp the bigger-picture implications.

An Interdisciplinary Approach To Education As A Basis For Urban Development Management

“…Previously, it was believed that the employee's effective work is provided by this category. Nevertheless, in the last decade more and more attention has been paid to soft skills, that is, the ability to work in a team and argue to defend one's point of view and resolve conflicts (Parente et al, 2012). The personnel training system should simultaneously develop both categories of skills in students; this approach is reflected in a combination of different methods of conducting classes.…”

Competencies for superior performance across management levels in the provincial government executive offices

“…In particular, they can focus on designing courses related to leadership, team work and strategic thinking competencies, as top priority for investment in upper level of management. However, most competencies in this cluster are not cognitive in nature; hence, selecting such learning methods as experience-based in a group/team environment could be consider to ensure the achievement of learning outcomes (Parente et al. , 2012).…”

Managerial Competencies and Downward Accountability of Relief Aid Organisations in Western Uganda

“…The same applies to relief aid organisations, whose competent staff are able to institute and implement accountability mechanisms aimed at satisfying both the donor and the beneficiary. Meanwhile a study by Parente, Stephan, & Brown, (2012), established that managerial competencies lead to accountability. Additionally, Bakalikwira et al, (2017) in their study conducted in the health sector in Uganda found a positive and significant relationship between managerial competencies and accountability.…”