1. Management: A Competency Based
Approach

2. Managing in a Dynamic
Environment

3. Introductory Concepts: What Are
Managerial Competencies?
 Competency – a combination of knowledge,
skills, behaviors, and attitudes that contribute to
personal effectiveness
 Managerial Competencies – sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations

4. Why are Managerial Competencies
Important?
 You need to use your strengths to do your best
 You need to know your weaknesses
 You need developmental experiences at work to become
successful leaders and address your weakness
 You probably like to be challenged with new learning
opportunities
 Organizations do not want to waste human resources
 Globalization deregulation, restructuring, and new
competitors add to the complexity of running a business

5. A Model of Managerial
Competencies
Communication
Competency
Planning and
Teamwork
Administration
Competency
Competency
Global Strategic
Awareness Action
Competency Self-Management Competency
Competency

6. A Model of Managerial
Competencies
(adapted from Figure 1.1)
Communication
Competency
Planning and
Teamwork
Administration
Competency
Managerial Competency
Effectiveness
Global Strategic
Awareness Action
Competency Self-Management Competency
Competency

7. Management Level and Skills

8. Six Core Managerial Competencies:
What It Takes to Be a Great Manager
 Communication Competency
 Planning and Administration Competency
 Teamwork Competency
 Strategic Action Competency
 Multicultural Competency
 Self-Management Competency

9. Communication Competency
 Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
 Informal Communication
 Used to build social networks and good
interpersonal relations
 Formal Communication
 Used to announce major events/decisions/
activities and keep individuals up to date
 Negotiation
 Used to settle disputes, obtain resources,
and exercise influence

10.  The overall ability to use all the modes of
 transmitting, understanding, and receiving
 ideas, thoughts, and feelings—verbal,
 listening, nonverbal, written, electronic,
and the like—for accurately transferring
and exchanging information and emotions

11.  Conveying information, ideas and emotions to
others
 Providing constructive feedback to others
 Engaging in active listening
 Using and interpreting nonverbal
communication
 Engaging in verbal communication effectively
 Engaging in written communication effectively
 Using a variety of computer-based information
 resources

12. To be communicative competent
you need skills within the following areas:
Grammatical competence
 the ability to use the rules of the language to understand and produce the
language correctly
Discourse competence
 the ability to understand and produce coherent texts (written and oral)
within various genres
Pragmatic competence
 the ability to understand and produce utterances that are suitable for the
context in which they are uttered
Strategic competence
 the ability to efficiently use the skills available to you to get your message
across
Fluency :Interrelation between the elements of communicative
competence

13.  written and oral communication proficiencies
 sender and receiver
 speaking, listening, writing, and reading
 all communication is unique
 authentic communication is demanding in terms
of collaboration, and it’s unpredictable
 we communicate and understand communi-
cation based on the context in which it takes
place / in which we find ourselves

14.  Deciding what tasks need to be done, determining
how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
 Information gathering, analysis, and problem solving
from employees and customers
 Planning and organizing projects with agreed
upon completion dates
 Time management
 Budgeting and financial management

15.  Accomplishing tasks through small groups of
people who are collectively responsible and
whose job requires coordination
 Designing teams properly involves having
people participate in setting goals
 Creating a supportive team environment gets
people committed to the team’s goals
 Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members’ strengths

16. Strategic Action Competency
 Understanding the overall mission and values of
the organization and ensuring that employees’
actions match with them
 Understanding how departments or divisions of
the organization are interrelated
 Taking key strategic actions to position the firm
for success, especially in relation to concern of
stakeholders
 Leapfrogging competitors

17. Competing Effectively
Strategy
 Ideas, plans, and support that firms employ to
compete successfully against their rivals
Competitive Advantage
 Allows a firm to gain an
edge over rivals when
competing

18. Six Ingredients of Strategy
Vision
Value Planning &
Creation Administration
Strategy
Global
Awareness Stakeholders
Leveraging
Technology

19. Multicultural Competency
 Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
 Cultural knowledge and understanding of the
events in at least a few other cultures
 Cultural openness and sensitivity to how others
think, act, and feel
 Respectful of social etiquette variations
 Accepting of language differences

20. Across cultures competency
 The overall ability to recognize and
embrace similarities and differences
among nations and cultures and then
approach key organizational and strategic
 issues with an open and curious mind.

21. Foundation abilities of cultures
competency
 Understanding, appreciating unique cultural
 Characteristics of different cultures.
 Appreciating influence of work-related values
 Understanding and motivating employees with
 different values and attitudes
 Communicating in the local language
 Effectively working with those from foreign
 countries
 Utilizing a global mindset

22. Self-Management Competency
 Developing yourself and taking responsibility
 Integrity and ethical conduct
 Personal drive and resilience
 Balancing work and life issues
 Self-awareness and personal development
activities

23. Personal Drive & Resilience
 Seeks responsibility and is willing to
innovate and take risks
 Ambitious and motivated to achieve
objectives but does not put personal
ambition ahead of organisational goals
 Works hard to get things done
 Shows perseverance in the face of
obstacles and bounces back from failure

24. Balancing Work & Life Issue
 Strikes a reasonable balance between
work and other life activities so that
neither aspect is neglected
 Takes good care of self, mentally and
physically and uses constructive outlets to
vent frustration & reduce tension

25. Self-Awareness & Development
 Has clear personal and career goals and knows
values, feelings and areas of strengths and
weaknesses
 Uses strengths to advantage while seeking to
improve or compensate for weaknesses
 Accepts responsibility for continuous self-
development and learning, and develops plans
and seeks opportunities for personal long term
growth

26.  Analyses and learns from work and life
experiences.
 Willing to continually unlearn and relearn
as changed situations call for new skills
and perspectives

27. Ethics and value Competency
 The overall ability to incorporate
values and principles that distinguish
right from wrong in making decisions
and choosing behaviors.

28. Foundation abilities in the ethics
competency
 Identifying and describing ethical
principles
 Assessing the importance of ethical issues
 Applying laws, regulations, and rules in
 making decisions and taking action
 Demonstrating dignity and respect for
others
 Being honest and open in communication

29. Ethical decision making
 Act Responsibly
 Consider our Ethical Principles
 Trust your judgment
 I dentify Impact on Stakeholders
 Obey the Rules
 Notify Appropriate Persons

30. TATA Steel:
The Tata Group has always sought to be a
value-driven organisation. These values
continue to direct the Group's growth and
businesses. The five core Tata values
underpinning the way we do business are:
 Integrity
 Understanding
 Excellence
 Unity


31. SAIL (Steel Authority of
India):
 Tobe a respected world Class
Corporation and the leader in
Indian steel business in
quality, productivity, profitability
and customer satisfaction

32. Maruti Udyog:
We believe our core values drive us in every
endeavor:
 Customer obsession;
 fast,
 flexible and first mover;
 innovation & creativity;
 networking & partnership;
 openness & learning.

33. WIPRO:
The Spirit of Wipro is the core of Wipro… the
Spirit is rooted in current reality, but it also
represents what Wipro aspires to be – thus
making it future active.
The Spirit is an indivisible synthesis of all
three statements.
 Manifesting intensity to win,
 Acting with sensitivity and being
unyielding on integrity all the time.