Developing Managerial

Competencies

Presented By:
Ijaz Ahmad
Deputy Manager
Mechanical Maintenance Department
Competency Development Plan
Competency Development Plan
 The Management Process
Perspectives of Management

• A Social Science
Management

• A Group of People
Management

• A Process/Activity
Management
Management
BEHAVIORType Description

Traditional The process of achieving organizational

Modern The process of achieving organizational

The process of creating an environment in which

Planning/ Leading/
Directing
staffing The
Management
Function

Controllin Assuranc
g e
Measures of the Managerial
Process
Efficiency

Effectiveness

Sustainability
The Elements Of An Organization
• Owners
People • Managers
• Workers

• Hierarchy
Structure • Functionality

• Hardware
Technology • Software
Input, Transformation And
Output System
Internal & External Measures of
Organization Performance
• Morale/Motivation
• Productivity
Internal •
•
Absenteeism
Employee Turnover
•
Measures •
•
HRD Growth
Payments of Liabilities
Systems improvements

• Cost Advantage
• Quality Advantage
External •
•
Innovativeness Advantage
Market share
•
Measures •
•
Financial Soundness
Good Corporate Citizenship
Reputation
What is a Competency
 A set of skills, related knowledge and
attributes that allow an individual to
perform a task or an activity within a
specific function or job.
 A competency is demonstrated or mastered
in a job and could be easily transferred to
another job.
Competency Perspectives
SET OF SKILLS
Relates to the
ability to do,
Physical domain

RELATED ATTRIBUTES
KNOWLEDGE Relates to
qualitative aspects,
Relates to characteristics or
information, traits of the
Cognitive domain competency
Types Of Competencies
Managerial
• Competencies consider essential with managerial or supervisory
responsibility in any organization, i.e., analysis and planning, team
leadership, change management etc.

Generic
• Competencies which are considered essential regardless of their
function or level, i.e., communication, execution, supervision,
problem solving, decision making etc.

Technical
• Specific competencies which are considered essential to perform any
job in the organization within defined technical area of work, i.e.,
environmental management, industrial process sector, HR
management etc.
 Individual
Competencies

The Four-
Organizational Circle Model Job
climate
of Managerial Requirement

Effectiveness

Managerial
style
Achievement Orientation
Achievement orientation is a concern for a working well or
for surpassing a standard of excellence. The standard may be
one’s own past performance (striving for improvement); an
objective measure (result orientation); outperforming others
(competitiveness); challenging goals one has set.

This Person:
 Wants to do a job well
 Creates own measures of excellence
 Improves performance
 Sets and works to meet the goals
 Makes cost-benefit analysis
 Take calculated entrepreneurial risks
Developing Others
Developing others involves a genius intent to foster the long-
term learning or development of others with an appropriate
level of need analysis and other thought or effort. Its focus is
on the development intent and effect rather than a formal role
of training.

This Person:
 Express positive expectations of person
 Gives How-to directions
 Gives feedback to encourage
 Does longer-term coaching or training
Directiveness
Directiveness implies the intent to make others comply with
one’s wishes when personal power or the power of one’s
position is used appropriately and effectively, with the long
term good of the organization in mind. It includes a theme or
tone of “telling people what to do”

This Person:
 Gives directions
 Sets limits
 Demands high performance
 Maintain visible standards or performance
 Holds people accountable for performance
Impact And Influence
It implies an intention to persuade, convince, influence or
impress other in order to get them to go along with or support
your agenda. It based on the desire to have a specific impact
or effect on others, in which the person has his or her own
agenda.

This Person:
 States intention but takes no specific action
 Takes a single action to persuade
 Takes multiple actions to persuade
 Calculate the impact of one’s actions or words
 Use indirect influence
Interpersonal Understandings
It implies wanting to understand other people. It is the ability
to accurately hear and understand the unspoken or partially
expressed thoughts, feelings, and concerns of others.

This Person:
 Understands either emotion or content
 Understands both emotion and content
 Understands meanings
 Understands underlying issues
Organizational Awareness
It is the ability to understand and learn the power
relationships in one’s own organization or in other
organization (customers, suppliers etc.). This includes the
ability to identify the real decision makers and the individuals
who can influence them, and to predict how new events will
effect the individuals and groups within organization.

This Person:
 Understands formal & informal structure
 Understands climate and culture
 Understands organizational politics
 Understands underlying organizational issues
Team Leadership
It is the intention to take a role as leader of a team or other
group. It implies a desire to lead others. Team leadership is
generally, but certainly not always, shown from a position of
formal authority. It focuses on managing and influencing a
group of people and leading their overall directions.

This Person:
 Manages meetings well
 Keeps people informed
 Promotes team effectiveness
 Takes care of the group
 Positions self as the leader
Thank You All….
Queries Please???