Identification of clusters of managerial skills for increased effectiveness: the case of the steel industry in Iran

Abstract

Managerial skills are viewed as being of fundamental importance for improved managerial performance and effectiveness as the whole. Recent developments in the field point to the presence of three paramount and overlapping categories of managerial skills namely, task-, people-and self-related, that play a crucial role towards increasing the effectiveness of the senior managers in both private and public sector organisations. The results of a survey of executive and senior managers in the steel industry of Iran point to the emergence of distinct patterns delineating clusters of skills with various degrees of generalisability to the universe of managerial skills. It is concluded that while people-related skills are strongly interrelated, and should be regarded as an integrated set of skills, the same does not apply, at least to the same extent, to the other two categories of skills. People-related skills, however, constitute the most important category for the increased effectiveness of senior managers, irrespective of their position in the hierarchy.Ì Farhad Analoui is a Senior Lecturer on Human Resource Management and

The managers' characteristics and their strategy development in the Palestinian NGOs

“…Argote and Ingram (2000) argue that the creation and transfer of knowledge are a basis for competitive advantage in firms. Analoui andKarami (2003, 2007) and Karami et al (2006) also claim that CEOs should be helped (trained) to build up and acquire wider awareness of the significance of the environment and the market in which their organizations work. This will be useful for achieving the needed flexibility inside the processes of their strategic organizational decision making so that changes in the environment can be reacted to rapidly and proactively.…”

The Effects of Management Skills on Job Satisfaction at Different Organizational Levels in Banks: The Role of Social Support and SelfEfficacy

“…The 21-item questionnaire of Analoui, Labbaf, and Noorbakhsh (2000) was used to measure management skills. These items were rated on a five-point Likert scale from 1 for 'the least important' to 5 for 'the most important'.…”

Efek Keadilan Remunerasi, Kompetensi Atasan dan Kohesivitas Kelompok terhadap Withholding Effort

“…Dari berbagai penelitian pendukung yang mendasari model kompetensi umum dapat ditemukan beberapa kategorisasi yang menggabungkan kompetensi dengan kategori yang mirip atau yang serupa (Gibbons et al [29], Mumford et al [30], Arthur et al [31]). Kompetensi terbagi atas tiga yakni kompetensi yang berkaitan dengan pekerjaan, sosial, dan diri sendiri (Analoui et al [32], Hsieh et al [33]). Ini berarti semakin kompeten seorang atasan dinilai oleh bawahannya, maka semakin menurun kecenderungan melakukan withholding effort.…”