That is, they believe that the basis is formed by personal characteristics that allow a person to achieve success in work. From their point of view, the competencies that a manager should have can be described by KSAO standards, including:
knowledge;
skills;
abilities;
other characteristics (others).
According to experts, the shareholder database use of this formula to characterize the main competencies of a manager is associated with difficulties in defining and diagnosing two components: knowledge and skills are much easier to determine than abilities and other characteristics, including because the latter are abstract in nature.
Moreover, different authors interpreted the letter “A” differently (for example, attitude), and the letter “O” was completely excluded from the abbreviation (it is used to denote behavior, physical condition, etc.).
However, the main focus should be on abilities and skills for the following reasons:
they are of great importance for ensuring the competitiveness of the enterprise headed by this manager;
Universities do not teach this at all, or it is isolated and taught in entrepreneurial universities. As a result, the educational services market has many offers for training and training aimed at compensating for the gaps in higher education. It is worth noting that corporate universities teach not only special programs related to the specifics of the profession, but also train soft skills. There is also another expression: life skills. These are, for example, negotiation skills, as well as communication skills.
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How important is the competence of effective goal setting for a manager?
The first most important competence is goal setting. General management, brand management or other management courses teach goal setting. But no courses teach personal and corporate identification, defining the meaning of life and the meaning of the organization's work, creating a value system both in personal life and in the functioning of the enterprise.
How important is the competence of effective goal setting for a manager?
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For this reason, a person may begin to experience a midlife crisis, when he begins to think about why he lives and what will remain after him, when he has already achieved a lot.
Regarding the company's work, Western specialists see the meaning of its actions in a certain mission. However, in Russia, the mission is often a formality created by hired image makers and posted on the organization's website. No one can even remember it, let alone voice it.
Such a mission does not promote motivation and is not a binding factor. It is impossible to implement a model of managerial competencies on its basis, aimed at setting motivating goals that can unite and ignite the team.
The most difficult task for the company's management is to organize the achievement of the tactical goals of the structural departments so that as a result the strategic objectives of the enterprise are achieved. But if neither the employees nor the manager know the strategic goals, then it is impossible to achieve them. Sometimes each top manager sees the strategic goals of the organization and the paths of its development in his own way. The lack of coordination and commonality of goals leads to the well-known situation of "the swa