What is competence? Everyone puts their own meaning into this concept, but according to Wikipedia, competence is “the ability to apply knowledge and skills, to act successfully on the basis of practical experience in solving various tasks" Too streamlined to be accurately defined. However, this term has other interpretations and this is exactly what they describe professional competence much more detailed. If we talk about the competence of a leader, it includes a huge number of points. The most important of them is the ability to manage other people. If a leader knows how to manage, then he is already quite competent. But this is absolutely not enough to become a successful manager. The ability to give orders in a commanding voice does not make a person a leader, despite the fact that he nominally is one.
If we take a middle manager as an example, it turns out that his competencies largely coincide with the professional skills of higher-ranking managers. However, many similarities can also be found by comparing his competencies and the skills of managers occupying more modest positions in the company structure. What qualities does an experienced leader have, regardless of what position he works in? Both the department manager and the vice president of the firm have many of the same competencies, without which they would never become managers. They are worth taking a closer look at.
Professionalism– this is extensive experience and a store of universal knowledge that allows a manager to work effectively in a certain area of activity of a company or organization.
Delegation of authority. One of the qualities of a true manager is the ability to delegate part of the work to other people. A good leader knows and can do a lot, but he understands that he cannot waste his time on solving secondary problems. His subordinates can easily handle them. Choosing the right performer who will exactly follow all the manager’s instructions is a very important skill for a successful manager.
Communication skills. A competent leader knows how to communicate with people in the “superior-subordinate” format without slipping into familiarity. The ability to keep your distance and at the same time maintain good and trusting relationships with the team is a skill that is developed over years of hard work.
Achieving your goals. One of the most important competencies of a manager. A manager must be able to turn problems into tasks, be responsible for the result and have complete control over the entire work process. Many inexperienced managers often lose their bearings while doing insignificant things. A good leader always calculates the situation several moves ahead and never loses sight of the main goal.
The core competencies of a manager also include:
It is customary to distinguish between corporate and managerial competencies. Since the manager works on the company’s staff, he must comply with corporate rules and be as loyal as possible to the organization’s policies. Just like other employees, he must constantly improve his skills, have a good relationship with colleagues, be purposeful and maintain team spirit.
But along with corporate competencies, the position of leading manager imposes additional obligations on a person. To meet the level of his position, a manager must have the appropriate competencies. If this does not happen, and any manager sooner or later reaches the limit of his capabilities, both intellectual and physical, then the person risks losing his job.
And this happens quite regularly. According to the Peter Principle, in a hierarchical system any individual can rise to the level of his or her incompetence. This means that the manager will move up career ladder until he takes up a post in which he cannot cope with the responsibilities assigned to him. That is, he will turn out to be incompetent.
To prevent this from happening, the manager must constantly work on his skills. The level of competence is increased not only by constant practice - today managers must regularly attend seminars and trainings, where they can learn new approaches to personnel management. Without advanced training, it is very easy to pass the threshold of your own incompetence, since in many companies promotion is closely related to length of service. Thus, the new position may be the last in the work of a poorly prepared manager.
It is important for any manager to have a clear understanding of what type of managers he views. There are managers-leaders and managers-managers. You can become successful regardless of your psychotype - it is only important to transform your most bright features character in tools effective management staff.
The disadvantages of leading managers include an overly optimistic vision of the company's future: they are excellent speakers, but their charisma often hinders them, since it is not always possible to advance far on motivation alone - they need long, painstaking work on each stage of the current project. It is difficult for a leader to concentrate on routine work; he is focused on achieving the goal as quickly as possible and is inclined to trust the solution of routine tasks to his subordinates. This approach can sometimes be flawed, as personnel who do not receive clear instructions can make many mistakes.
The manager-manager is focused mainly on work matters - for him, it is much more important to systematically move forward, strictly adhere to deadlines and follow approved instructions. It cannot be said that managers who belong to this type are in any way worse than their fellow leaders. Not at all. It's all about what business approaches the manager uses. He may not be able to speak brightly and figuratively, but he always has other tools at his disposal to motivate staff. Significant increase wages very often works better than the most fiery speech.
So it doesn’t matter what type the leader is - if he is competent enough, it will not be difficult for him to cope with all the responsibilities assigned to him. Different managers use different approaches - in business and in the art of managing people there are no clear rules and immutable laws. If the chosen strategy is correct, and the tactics work to achieve intermediate results, then such a leader has all the necessary competencies to rightfully occupy his post.
Leadership skills. What should a leader be able to do to be successful, respected, in demand, and authoritative? How to earn authority? A good boss, what is he like? (10+)
Management competencies. What does a good, successful leader do?
For guidance. A good middle manager is someone who can be entrusted with a task, spending a minimum of time on setting it up, be sure that the person will plan correctly and ask for realistic deadlines and resources necessary to implement the project, will not bother about trifles, but will promptly inform about the progress project, successes and difficulties, will complete the task on time.
For staff. A good leader will formulate goals, plan, and organize work so that there are no rush jobs and overloads. He will not let you start the business, he will regularly monitor, push and help, monitor the progress of things. Will lead the project to successful completion. Will appreciate the contribution. Organizes incentives.
The employee wants to know where we are going, which road we are going to take, and how we will navigate our way. The employee wants to believe that we will get there.
To motivate employees, you don’t need to be eloquent, charismatic, fiery, artistic, you don’t need to constantly communicate with every employee, you just need to be a good leader, possess the necessary skills, qualifications, and management competencies.
There are only five of them:
Employees must know where we are going, when we are supposed to arrive, how we will know that we have arrived, and what will happen there. We need a clear goal setting. A deadline needs to be determined. We need to understand why each employee needs us to achieve this goal. Will there be bonuses or moral satisfaction? You need to make sure that employees understand the goal and deadlines.
If you are currently your only employee, then you still need a goal, a deadline, an answer to the question “Why?”
The path should be divided into small steps, understandable in terms of the amount of work and deadlines. Every employee must know what and when he must do. It is ideal when employees themselves take part in drawing up the plan. Then they share responsibility for the plan. But it is not always possible to do this. In any case, employees must agree to the plan.
For yourself, in matters where only you are involved, you also need a plan.
We must regularly check the plan and understand where we are. If someone is behind, something is done at the wrong time, then this is an emergency. It needs to be discussed, measures taken, and the situation corrected immediately.
I can say from life that best leader- the one who doesn’t let things get started, regularly checks and hammers. Such leaders are called ideal by more than 80% of anonymous respondents. Everything is very simple. If a person is not controlled, then he is inclined to kick, procrastinate, pull, and net. As a result, a lot of things accumulate, all the work begins, hassle, discomfort from overload, failures, mistakes, failures. But a person is never inclined to blame himself. It's always someone else's fault. Usually the leader. And if the manager regularly monitors, then the pile does not accumulate, everything goes smoothly, everything succeeds, wages and ratings grow. An excellent leader, it is easy and pleasant to work under such leadership. And the secret is regular monitoring.
There are people who categorically resist planning and executing a plan. It is best to try to convince such a person personally, because there are many arguments in favor of planning and regular monitoring. Your management regularly monitors you, you must report according to plan.
If the arguments do not work, you should fire without regret, even if it is a very competent and well-read person. He'll ruin the whole thing. If it is not yet possible to fire, then you need to specifically, emphatically not include this person in the plan, deprive him of participation in the common cause and, accordingly, the joy of success and material bonuses. The position in this case should be this: If you don’t want to work according to plan, I won’t work with you. If I can, I’ll fire you; if not, I’ll simply not include you in the work. Receive a salary, since this is how things have turned out, I can’t fire you yet, but no bonuses, no incentives, no thanks, no financial assistance. You simply do not exist, you are an empty place for me if you cannot get things done on time.
Understanding the essence of the project, its feasibility, steps and expected results is in itself a strong motivating factor. If you have already successfully done something with this team, then faith in you will create additional motivation. Also, care about people, value and respect them. Remember that they are not only employees, they are spouses, parents, travelers, photographers, etc. They have activities, concerns and interests outside of work.
Recognize and thank people for their support, achievements, and implementation of the plan publicly and privately, as well as in the presence of higher authorities. Remember, the success of your subordinate in the eyes of your superiors is also your success. Don't be afraid to show yours best shots before management. But at the same time, do not create a competitor for yourself in the eyes of management - you do not need to encourage only one person all the time. There should be several "stars".
The project must be provided with resources. There must be enough people, equipment, raw materials, etc. There are isolated emergency situations, of course, and sometimes you have to make an oscilloscope yourself, but people should not constantly live at work and ruin their health.
It is not necessary to demonstrate the listed skills in a leadership position. In any workplace, in any business, work or personal life, a person is his own manager. If you want to become a boss, grow in your career, or just be successful person, constantly function as a successful manager, demonstrate management skills. This will simply make your life easier, free up time, and bring additional income.
There is a theory that I have personally tested many times. If a person wants to become someone, then he must look, speak and behave like that someone. As soon as he begins to fit like a key to a lock, he will immediately find himself on in the right place. So look, talk, think, act like a leader, and you will quickly become one.
If you need individual advice on career issues, career advancement, effective project and general management, please contact.
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Boss is discordant with boss (folk wisdom)
The topic is no longer new, but still relevant: the success of an organization depends on the competence of its leaders. Not only in times of crisis is it very important to rely on the ability of managers to concentrate on efficiency in achieving goals; during periods of government complications, the need for the skill of managing the emotional state of the team (emotional intelligence) is added to the skill of efficiency. These skills are important at any time, but now without them it is especially difficult to achieve any results.
And at the same time, a large percentage of managers cannot always clearly formulate a goal, let alone evaluate the effectiveness of the process of achieving it. I'm not even talking about having emotional intelligence. Unfortunately, until recently, Ukrainian companies paid little attention to the development of management skills of managers. Perhaps it's time to grow.
If you think the same, let's discuss the ideal image of a Leader that any company would like to have. Of course, there are characteristics of managers in different industries (a production manager will be different from a sales or service department manager), and the requirements for a top-level manager and a middle-level manager will be different. Therefore, I propose to discuss now only general trends using the example of a middle manager. Depending on the job level or industry requirements, this competency model can be expanded or simplified.
First of all, the manager must be a professional in his field and possess professional knowledge . It is for his professionalism that his subordinates will respect him. Therefore, it is often professionals in their field who are promoted to managers. Like, “he does well himself, he can organize others well.” Unfortunately, this rule does not always work. Because professional and managerial skills are on different levels. And sometimes the ability to organize a process well is more important than skills good performance separate subprocesses.
A weak leader is a potential threat to the company: Not only can he not improve the efficiency of the department, he often finds it difficult to maintain the level of productivity that was before him. Sometimes a newly appointed manager begins to use sharply authoritarian methods - issuing commands and instructions, which greatly demotivates his subordinates. Sometimes, on the contrary, the manager is afraid to complicate relations with subordinates and follows their lead. I often meet managers who are so afraid of losing the personnel transferred to them that as a result they fall under “control” through the manipulations of lower-level employees. It is clear that when a company needs to make changes, or revise processes, or reduce the number of operations (which can lead to layoffs of people), such managers actively impede the changes being carried out. Weak leaders are afraid to make decisions and take responsibility and, accordingly, delay or sabotage necessary changes, which can lead to financial losses for the entire company. And finally, weak leaders are afraid of appearing weak - often they are not ready to learn from their colleagues; they rather compete and strive to show that their colleagues are wrong. This leads to an unhealthy competitive environment within the company and increases the losses described above.
How to improve the health of your team and strengthen your leaders? Firstly, we need to clearly understand what kind of managers we want to see in our company, and for this we can use a manager’s competency model.
So, in addition to mastering his profession, a good middle manager must know :
— basics of financial literacy and economics. He must understand what turnover, profit, payroll, ROI, EBITDA, etc. are...
— tools for analyzing the “present situation” and planning the “desired”
The leader must apply the following skills :
— planning skill (the depth of planning depends on the business, the structure of the company and the place of the manager in the structure) and budgeting upcoming periods;
—process organization skills achieving your goals. This skill includes, but is not limited to:
- setting goals
— control and feedback to the employee
— adjustment of plans
- making decisions
— skill of achieving expected results with optimal resource consumption. This skill also includes time management and self-management skills.
— people management skills:
— formation of an efficient unit (making effective personnel decisions, selection, development, communications management)
— motivation and inspiration of subordinates, choosing the right management style
- communication skills
— for external communications: holding negotiations, meetings, presentations
— and for internal ones: holding meetings, building interpersonal relationships, interaction with other company structures
And finally a good leader has the following personal qualities :
- he is responsible – accepting a task, he takes responsibility for its implementation, for finding all the resources to complete it, he clearly outlines the deadlines for completing the task, focusing on real possibilities;
- he is proactive and result-oriented (and not on the process). This means that he is looking for ways to achieve his goals, offers new solutions and ways to implement them, at the moment when he encounters complications - he changes tactics, but does not change the goal;
- he is flexible and thinks positively , which means that in any situation he is ready to see opportunities for his development and the development of his unit. Such a person is ready for change and constant self-improvement and learning;
- he is a team player -he knows the goals of his colleagues, he prioritizes team goals above his own, is ready to establish working connections between departments, values and provides mutual assistance;
- he has highly developed emotional intelligence – he understands the feelings of his colleagues, manages his emotions, choosing constructive ones for a given situation, knows how to give and receive feedback and influences the emotional state of his colleagues.
Of course, these are not all the necessary skills for a leader. Each organization may have its own Additional requirements to the leaders. Also beyond the scope of the review were such qualities as honesty, decency, etc.
And, looking at this list of skills and personal qualities, the question naturally arises: “where can I get one like that?” In the following articles, we will look at the principles of selecting managers and ways to develop them within the company.
Expert comments:
Marina well revealed the key competencies of a leader.
I would like to add a little detail to the “professionalism” competency.
I like to call this competency a little differently – “Excitement at work.” I believe that a leader should love his work more than life. For him, the desire to realize his career should come first life priority. Why is that? A leader must have more energy than all his employees. He should be their “wind in their sails.”
This does not necessarily have to mean that the manager spends more than 12 hours at work. But such a leader will really think about work 24 hours a day, 7 days a week.
Mikhail Pritula,
And about. HR- director of STB
This article perfectly reflects the general portrait of a middle manager.
I agree with the author that a manager is, first of all, a leader who knows how to think strategically and lead a team. And secondly, he is a good professional in his field. Not every highly qualified specialist will be able to competently set a task, motivate colleagues and thereby achieve positive results. To do this, he must have personal qualities that allow him to do this successfully. Is it possible to develop leadership qualities in yourself? That's another question.
Marina also emphasizes the importance Emotional intelligence for the leader. And in this point of view I am ready to support the author. After all, a manager, being a decision maker, regularly faces situations that require control emotional state own and subordinates.
It is worth adding that the instability of the country’s current economic situation requires today’s managers to develop crisis management skills. He must have not just good analytical thinking, but the ability to quickly make decisions in difficult situation, the ability to “listen and hear” interlocutors in conflict situations and are not afraid to make unpopular tough decisions.
Yulia Kirillova
senior consultant
ANCOR Personnel Ukraine
The question of having deep professional knowledge in one’s specialty for a manager is rhetorical and does not have the only the right decision. Perhaps it all depends on the field of activity. For example, in a leadership position in the technical or IT field, it is difficult to imagine a person who does not have deep subject knowledge. After all, on the one hand, he needs to be able to assess the effectiveness of the work of his subordinates, and this is impossible without professional knowledge, on the other hand, to gain their authority, and on the third hand, to act as an intermediary between his department and others, which, as a rule, do nothing do not understand the specifics of the work of technical specialists. Such a manager sometimes has to act as an advocate for his subordinates and explain to other departments the full significance of the work of his department. At the same time, there are functional areas in which the communication and management skills of the manager play a much greater role. In our practice, there was an example of a very successful head of the legal department, who had slightly less knowledge of the law than his subordinates. But at the same time, this manager was able to structure their work very competently, take into account the interests of all stakeholders and make sure that the internal client was satisfied, and this can be very difficult to do on a large scale big company where are the interests various groups and departments may contradict each other. He is the epitome of a brilliant communicator and negotiator.
In addition, it is very important that the manager is well versed in the company’s business and understands how the work of his department affects the picture as a whole. The leader must be flexible and very responsive to any changes external environment. He must be ready to make non-standard and sometimes unpopular decisions in a highly competitive and rapidly changing environment.
There are several types of leaders (Adizes wrote about this and not only). Some have a very strong process-management component. This type of leader is needed by a company during a period of stable, calm growth, when it is necessary to ensure the consistency and orderliness of all processes. In others, the innovative component is very pronounced. You cannot do without such people when a company needs to reach new horizons or overcome a crisis. Based on the company's goals, the manager's competencies will be somewhat different. The scope of his leadership also leaves its mark on the requirements for a leader. For example, a sales director or financial director will have in their profile both general managerial competencies and those that will be dictated by the specifics of the profession.
Maria Mikhailyuk
Senior consultant
Recruiting agency PERSONNEL Executive
What strategies for developing competencies exist, what are the advantages and limitations of each of them, how to improve staff skills in the most effective ways, the site told the portalYulia Sinitsyna, Director of Consulting, Talent Q.
What are competencies?
In 1973, David K. McClelland published an article arguing that traditional aptitude and knowledge testing and educational credentials did not predict success in work and life. He called for looking for “competencies” in a person’s properties, motivation and behavior, which would determine the basic qualities of an individual that predetermine effective human behavior at work. Everyone knows situations when an excellent professional and recognized expert is put in charge of colleagues, but he cannot cope with new tasks. This is exactly the case when, despite having professional knowledge and skills, a person does not have managerial behavior patterns (competencies).
In his book The Competent Manager (1982), Richard Boyatzis defined competence as: “a basic characteristic of a person that may be motivated,
personality trait, skill, aspect of self-image, social role or knowledge..." In other words, competence is the result of the interaction of such employee qualities as:
Capabilities
Knowledge and skills
Motivation
We can offer a universal model that contains competencies related to three areas:
Relationship management - reflects how a person interacts with others.
Task management - reflects a person’s approach to organizing activities and solving business problems.
Self-management reflects the characteristics of the emotional-volitional and motivational spheres.
Development of competencies and strategies for their development
Each person is individual. However, there is a certain similarity in the fact that it is not easy for each of us to realize and agree with the need for changes in habitual behavior - our “image of ourselves” is supported and strengthened by habitual ideas.
The company can provide quite valuable methodological information on the development of competence. However, it is important to understand that it is the employee who bears full responsibility for his own development.
When you are going to develop one of the competencies (or some component part of it), it is first of all important to assess how acutely the employee feels the lack of development of this competency for efficient work or career development.
The fact is that motivation is the “engine of competence”, without which it is impossible to “go” anywhere. Motivation is practically not developed. The easiest way is to acquire and master new knowledge and skills. Personal characteristics and abilities are also developed, but to a lesser extent.
As a rule, the process of developing competence takes 2 years at its active use at work, but you can develop individual components, in particular those related to knowledge and skills (for example, an algorithm for setting goals), in a shorter period.
Developing competence from a minimum level to the required level, much less bringing it to automaticity, is a very difficult task. There are several strategies for developing competencies, each of which has its own advantages and limitations:
Competency development strategies
1. Development weaknesses
Peculiarities:
Improving the least developed competencies in order to “pull them up” to the level necessary for the effective performance of professional tasks makes it possible to reduce the likelihood of critical errors in work.
Restrictions:
It is not applicable for competencies that are difficult to develop, in which the predominant role is played by such a component as “Motivation”.
2. Compensating for weaknesses through the active use of strengths
Peculiarities:
Competencies developed at a high level are used to compensate for the lack of development of other competencies.
Restrictions:
The tendency to adhere to a familiar style of behavior limits the ability to adapt to changing conditions.
The predominance of behavioral manifestations of any one competency carries risks (described in detail in Appendix No. 1 “Typical risks of excessive concentration on the development of competence” and Appendix No. 2 “Career destructors”).
3. An integrated approach to competency development
Peculiarities:
The combination of actions to “tighten up” weaknesses and compensate for them using the most developed competencies makes it possible to achieve best results through balance in improving all competencies.
Thus, a comprehensive strategy is the most effective, since it allows you not only to rely on your strengths, but also to work on the least developed competencies, achieving balance and harmony in development, as well as efficiency in behavior.
FIRST Development Principles
In order for the competency development process to be effective, it is necessary to adhere to the FIRST principle of continuous development:
Focus on priorities(focus on priorities) - define development goals as precisely as possible, choose a specific area for improvement;
Implement something every day(practice regularly) - regularly perform actions that contribute to development, applying new knowledge and skills in practice, solving more complex tasks, going beyond the “comfort zone”;
Reflectonwhathappens(evaluate progress) - constantly monitor the changes occurring in your behavior, analyze your actions and results achieved, the reasons for successes and failures;
Seek feedback and support(look for support and feedback) - use feedback and support in learning from experts, experienced colleagues, listen to their opinions and recommendations;
Transferlearningintonextsteps(set yourself new goals) - continuously improve, constantly set new development goals for yourself, do not stop there.
Competency development methods
Competencies can be developed using several methods. In order for the improvement of competencies to occur most effectively, it is necessary to use development methods from three main categories, each of which involves its own way of mastering models of successful behavior, is characterized by its own advantages, as well as some limitations:
1. Tell (the study of theory) - identifying models of successful behavior in the process self-study theoretical material(business literature, video courses, searching for materials on the Internet, etc.), as well as during participation in thematic educational programs (trainings, seminars, courses, obtaining a second higher education in another specialty, MBA degrees and other educational programs) .
2. Show (learning from the experience of others) - identifying models of successful behavior by observing people in work situations who have a high level of development of these competencies, discussing with them ways and techniques that allow them to achieve high results; as well as improving competencies with the involvement of a coach, mentor, and receiving feedback from experienced people.
3. Do (application in practice) - mastering models of successful behavior through regular application of acquired theoretical knowledge in real activities, both when performing tasks that are part of the employee’s direct responsibilities, and when performing special tasks and projects that are additional to the main responsibilities or not related to professional activities.
Advantages and limitations of use various methods development
1. Tell (study of theory)
1.1. Self-education
(business literature, video courses, Internet, etc.)
Advantages:
Provides an opportunity to obtain the theoretical knowledge necessary for development at a convenient time
Allows you to deeply understand and work through the theoretical material necessary for development.
Regularity of self-education activities is a test of personal motivation
Restrictions:
There is not always enough time to independently study theoretical material.
It is difficult to assess the urgency of self-development due to the lack of feedback from other people.
It is not always clear how this or that technique or approach can be applied in real life.
1.2. Attending trainings, seminars and other educational programs
Advantages:
Allows you to gain basic knowledge and skills on a topic of interest.
Provides the opportunity to consult with teacher trainers who are experts in this field.
Helps to organize the knowledge and skills that you already possess.
Restrictions:
During the training, tasks are used that simulate specific work situations, but do not reflect the complexity of real problems.
During the training, new skills are not fully consolidated; they need to be practiced in real practical activities.
2.1. Observing the actions of others
Advantages:
The opportunity to obtain information about specific practical techniques that are effective in real business situations (including in your company).
The ability to master models of successful behavior by observing the behavior of people with a high level of competence development, regardless of whether they are employees of the company.
Allows you to consult with experienced colleagues, ask for their opinions and specific recommendations on the best ways to do the job.
Restrictions:
It is not always possible to find people in your environment who are the standard in the area in which you are focused on developing.
More experienced colleagues or other ideal models of behavior may achieve success using methods that are not suitable for you personally, and you will not be able to apply them.
Experienced performers are not always able to talk in detail about the methods and techniques that they use to achieve success, or explain the scheme of actions.
2. Show (learning from the experience of others)
2.2. Receiving feedback, development with the involvement of a mentor, coaching development with the involvement of a mentor, coach
Advantages:
Allows you to find out the opinions of the people with whom you most often interact in professional activity, about your behavior (colleagues, subordinates, manager).
The opportunity to discuss and, together with an experienced mentor or coach, develop action plans that correspond to the specifics of your activity.
It involves an individual approach and provides the opportunity for more precise adjustments to your competencies.
Restrictions:
Feedback received from colleagues may not always be objective.
Your inner willingness to hear critical assessments is necessary.
It can be difficult to find employees within the company who will help you develop on a systematic and regular basis,
provide mentoring.
3. Do (Practical Application)
3.1. Development in the workplace
Advantages:
Provides an opportunity to consolidate the knowledge and skills you have acquired through independent study of literature, completing trainings and educational programs, observing the behavior of other people, etc.
Allows you to regularly practice the necessary skills and styles of behavior in familiar work situations.
Provides high involvement in development, because You can notice an increase in work results when you apply new knowledge and skills.
Restrictions:
It will not be effective enough without prior theoretical preparation.
Effective when used in combination with other methods of individual development.
Using insufficiently developed and practiced skills in real work situations can lead to errors and temporarily reduce efficiency.
Your current job responsibilities and tasks may not always allow you to practice new knowledge and skills in practice.
3.2 Special assignments/projects
Advantages:
Provides an opportunity to practice the necessary skills and behavior when there are no suitable conditions for this in your professional activity.
Allows you to practice the necessary skills and behavior in atypical situations.
Restrictions:
Such a project must be necessary and useful to the organization or to you personally.
Special assignments and projects do not allow you to regularly practice skills, because... appear from time to time.
Introduction
Chapter 1. general characteristics effective leader
1 Criteria for effective management activities
2 Professional competence of a manager as the basis for the quality of management activities
Chapter 2. Increasing the competitiveness of an organization based on managerial competence head
1 Models of managerial competence of a leader
2 Principles of managerial competence of a leader
Conclusion
List of sources and literature used
Introduction
The relevance of the study is due to the fact that modern stage Russia's development is characterized by innovative economic growth, processes of production modernization, development and application of the latest technologies, implementation of the results of research and development work. Enterprise managers are faced with the issue of ensuring high level competitiveness of manufactured products (services). Solving the assigned tasks will require the introduction of innovative management approaches used when working with the team, intellectual potential, and knowledge of the directions of modern scientific and technological progress. During this period, the manager is assigned the role of a key link through which all subsequent actions are carried out and decisions are made. modern problems management.
In life, a manager often has to deal with a situation where a pile of problems is constantly growing, as subordinates, partners, competitors, government bodies put forward more and more new tasks, and huge flows of information fall on the manager, which leads to a tense state, constant fear that -to forget, or to miss time and not make appropriate decisions. Symptoms of chronic time deficiency are nervousness, irritability, loss of the ability to prioritize among emerging tasks and problems.
It is known that the key to the efficiency of the entire company, the competitiveness of the entire enterprise, is the competent management of subordinates. However, sometimes a manager has to redo the work of his subordinates, eliminate shortcomings, rebuild the organizational management structure, and change the rules of the game. Sometimes you just have to put up with it or look for new, ideal subordinates. However, it is better to follow the line of improving your managerial qualifications and achieve better results by managing ordinary people, with whom we have already had to work. It is known that the behavior of 80% of subordinates depends entirely on the quality of the manager’s operational management.
All of the above determines the relevance of the study.
The subject of the study is the works of scientists devoted to the managerial competence of a leader.
The object of the study is the professional competence of managers and specialists of modern organizations.
The purpose of the study is to consider the managerial competence of the manager.
To achieve this goal, it is necessary to solve the following tasks:
explore the criteria for effective management activities;
consider the professional competence of a manager as the basis for the quality of management activities;
analyze models of managerial competencies of a manager;
consider the principles of managerial competencies of a leader.
Chapter 1. General characteristics of an effective leader
.1 Criteria for effective management activities
Socio-economic transformations in Russia have exacerbated the problem of insufficient professional competence of managers of various enterprises or organizations. In this regard, more high requirements to the professional skills, knowledge, abilities and skills of managers. Management practice shows that managers with an insufficient level of competence experience uncertainty when solving professional problems, which leads to indecisive and incorrect actions in making management decisions and reducing the effectiveness of management influence.
A manager is a person who is officially entrusted with the functions of managing a team and organizing activities.
Currently, the need for scientific research professional competence. Competence is the potential readiness to solve problems with knowledge, constant updating of knowledge, possession of new information for the successful application of this knowledge in specific conditions.
Many researchers in this field of knowledge have studied professional competence, but in modern scientific literature there is no unity in the definition of this phenomenon. Modern approaches the interpretation of the concept of “professional competence” is different.
Based on interpretation different views Researchers of professional competence can interpret the concept of “professional competence” from the position of management. Professional competence of a manager is an integral characteristic of the professional and personal qualities of a manager based on the knowledge, abilities, skills and experience acquired by him in professional activities, which contribute to effective management decisions organizational tasks.
The effectiveness of a manager’s managerial activity depends on his ability to quickly and wisely solve a number of professional problems, and the quality of a manager’s managerial activity depends on the set of necessary competencies or qualities that he possesses in his professional managerial activities.
To judge how effective a leader is, certain criteria are needed. This was most fully formulated by A.I. Kitov, who believes that “the activity of a leader cannot be assessed only by some of its own parameters. The true criterion for its evaluation is the final result of the work of the entire team, in which the results of the work of both the manager and the performers are organically combined.” In order to truly effectively manage a team, a leader must have personal and business qualities. The most frequently mentioned in studies personality traits A leader can be classified as: dominance, self-confidence, emotional balance, resistance to stress, creativity, desire to achieve a goal, enterprise, responsibility, reliability, independence, sociability. The business qualities required by a successful leader include: long-term foresight, determination, the ability to clearly formulate goals, willingness to listen to the opinions of others, impartiality, selflessness, loyalty, and the ability to use one’s time correctly.
Depending on the degree of compatibility of these and many other qualities inherent in each leader, scientists have identified three classic style leadership: authoritarian, democratic, neutral. The authoritarian (directive) style is characterized by rigid individual decision-making, as well as weak interest in the employee as an individual. With a democratic (collegial) management style, the leader strives to develop collective decisions, while demonstrating interest in the informal, human aspect of relations. Neutral (permissive) style means the leader’s complete withdrawal from the affairs of the team. Naturally, they do not always appear in a pure, so to speak, “academic” form.
The question of the connection between leadership styles and group effectiveness (in various studies, parameters such as group productivity and job satisfaction of its members were most often taken) has been studied by many domestic and foreign scientists. The general result that the researchers came to is this: as a rule, democratic and authoritarian (these styles are mainly studied and compared) leadership result in approximately equal productivity indicators, but when it comes to job satisfaction, the advantage here is with the democratic leadership style.
Important characteristic a leader should be considered his influence among the people around him, i.e. his authority. The following three forms of leader authority are distinguished.
Formal (official, official) authority is determined by the set of powers and rights that the position he holds gives the manager. It is clear that the capabilities in this regard of managers of different ranks and in different organizations are very different and the range of their manifestations is quite wide. Regarding the ability to influence his subordinates, official authority is capable of providing no more than 65% of such influence. A manager can receive 100% return from an employee only by additionally relying on his psychological authority, consisting of moral and functional authorities. The foundations of moral authority are ideological and moral qualities leader's personality. The core of functional authority consists of a person’s competence, his various business qualities, and his attitude towards his professional activities.
But the psychological authority of a leader is not only a condition for the effectiveness of his work. This is at the same time the result of his personal, stylistic and other life (organizational) manifestations in the team he leads, one of the indicators of his managerial effectiveness.
Three important variables form the basis of the psychological portrait of a leader: personality, leadership style, and authority. To be accepted by others as an individual and to feel important to them is the goal that any leader should strive for.
1.2 Professional competence of a manager as the basis for the quality of management activities
One of the criteria for effective management activities of a manager is to increase his professional competence by accumulating important personal and business qualities.
Most experts who study the effectiveness of managerial activities agree that the personality of a manager is, first of all, the personality of a leader, because the inability to demonstrate leadership capabilities in certain situations clearly leads to a decrease in the authority and effectiveness of professional activities.
There are three main concepts of origin leadership qualities leader. According to the first - charismatic - a person is born with the makings of a leader, he is prescribed to lead people. The second concept, trait theory, insists that personality itself acquires necessary set leadership qualities: high intelligence, extensive knowledge, common sense, initiative, strong self-confidence, determination and responsibility combined with freedom and self-determination.
The two named “extreme” concepts were combined into a “synthetic” theory, according to which the effectiveness of leadership is determined not so much by the personal qualities of the leader, but by the style of his behavior in relation to subordinates, formed on the basis of the necessary individual properties, and reflects accumulated life experience. However, the effectiveness and quality of management depend on the personality of the manager himself, his abilities, qualities, ability to find mutual language with subordinates and organize work.
A strong leader is distinguished by a high degree of heterogeneity in the management techniques and methods used, and management skills. The ability to perform managerial activities presupposes the presence of a number of managerial traits and skills inherent in strong leaders. This is the ability to solve non-standard problems, think big, the ability to ensure positive self-regulation of the management system, and improve the functional placement of personnel. Psychological qualities can also be highlighted: the ability to dominate in a team, self-confidence, emotional balance, responsibility, sociability and independence.
If all these qualities are present, the manager will be able to become a leader and authority for his subordinates, properly organize the work process, build the structure of the organization, establish the circulation of information and the communication process, and find ways to provide the organization with the necessary resources and technologies.
In management theory, attention is paid to the study of factors influencing the achievement of positive management results. Here we will talk about factors that influence the productivity of management activities. These objective factors include the size of the organization (enterprise) and the number of its employees. These also include features of production activities. An industrial enterprise, a stock exchange, an agricultural cooperative, a department store or a research institute objectively differ in the nature of labor, the quality of the workforce, and the specifics of management mechanisms. Management is influenced by the characteristics of the production tasks being performed, the conditions for their implementation, methods and means of activity. Speaking about the factors that influence the productivity and quality of management activities, one cannot fail to mention the results of the activities of the entire team, which are a criterion for its immediate productivity, where the professional competence of the manager plays an important role.
Table 1
Interpretation of the concept of “professional competence”
AuthorsApproachesInterpretation of the concept of “professional competence” A.A. Derkach Functional-activity The main component of the subsystems of professionalism of personality and activity, the scope of professional competence, the range of issues to be resolved, the constantly expanding system of knowledge that allows performing professional activities with high productivity. E.F. ZeerThe degree and type of professional training of the employee, the presence of knowledge, skills and abilities necessary to perform a certain job. V.G. GorbProfessional and status opportunities for a person to exercise state, social and personal powers in professional activities.G.A. Bronevitsky Professional preparedness and ability of the subject of labor to perform the tasks and responsibilities of the position held. A.G. Pashkov Personal-activity Integral characteristic of a specialist’s business and personal qualities, reflecting the level of knowledge, abilities, skills, experience sufficient to achieve the goals of professional activity and the social and moral position of the individual. A.K. Markova A mental state that allows one to act independently and responsibly, a person’s possession of the ability and ability to perform certain labor functions, which consist in the results of human labor. K.M. KodzhaspirovaPossession by a specialist of the necessary amount of knowledge, skills and abilities that represent the basis for the formation of professional activity, communication and personality of a specialist - the bearer of certain values, ideals, consciousness.E.P. Tongonogaya Integral personality qualities, a fusion of experience, knowledge, abilities and skills. A.V. KhutorskoyA set of interrelated personality qualities (knowledge, abilities, skills, methods of activity), specified in relation to a certain range of objects and processes and necessary to act in a qualitatively productive manner in relation to them. N.I. ZaprudskyA system of knowledge, abilities and skills, professionally significant personality qualities that provide the opportunity to perform professional duties at a certain level.
Rice. 1. Key competencies components of professional competence
Thus, to summarize Chapter 1, the following should be noted.
The definition of professional competence includes a number of interrelated characteristics, such as: gnostic or cognitive, reflecting the presence of the necessary professional knowledge; regulatory, which allows you to use existing professional knowledge to solve professional problems; reflexive-status, which gives the right, through recognition of authority, to act in a certain way; normative characteristics reflecting the terms of reference, the scope of professional vision; communicative characteristics, because replenishment of knowledge or practical activity is always carried out in the process of communication or interaction.
The professional competence of a manager is the most important criterion quality of management activities and is understood as the ability and readiness of a manager for management activities, based on professionally significant and personal qualities.
professional managerial competence competitiveness
Chapter 2. Increasing the competitiveness of an organization based on the managerial competence of the manager
.1 Models of managerial competence of a leader
A manager who is aimed at achieving set goals and successfully implementing developed plans inevitably faces the question of how to achieve what is planned. The experience of outstanding managers demonstrates that many of them achieved success by relying only on their strength, intelligence and intuition.
Currently, a large number of works on management and personal effectiveness of managers describe the experience of great managers such as Lee Iacocca, Henry Ford, Akio Morita, etc. The example of the best Western and domestic managers shows that success comes to those who do not just set tasks for subordinates and achieves their implementation, and at the same time has the ability to inspire staff, unite general idea, form a team of like-minded people. Each manager in his management activities relies on his own resources - psychological characteristics personality, charisma, his inherent style of interaction with subordinates and, of course, personal experience and learned techniques.
Along with this, to solve the tasks assigned to him and the team entrusted to him, the manager uses the resources of his subordinates, his team: the characteristics of the company’s organizational culture, the trust of subordinates, common values and the system of relationships that have developed in the team. More detailed description these resources are presented in table. 2.
table 2
Manager Resources
Manager's resourcesIndividualGroupPsychological: what is inherent to the individual; What is used automatically, often not realized Charisma, health, intelligence, Leadership potential, Communication style Personal qualities Skills of delegation, planning, time management, etc. Relationship system Desire to work in a team Cohesion Trust Informal leadership Technological techniques, techniques, methods, etc. P.; Something that is used completely consciously and can be learned Communication technologies Techniques of influence Positioning of a leader Value system common goal Rules of interaction in a group Norms of organizational culture
According to such researchers of modern management as M.B. Kurbatova, M.I. Magura and V.V. Travin, successful leadership is based on three key factors: desire, understanding and opportunity.
Desire is associated with motivation to improve the performance of the entire organization, with the desire to achieve set goals.
Understanding is knowing what and how to do to achieve your goals. It comes both from the experiences people gain while working in an organization and from training. Knowing the basic patterns of people's behavior in an organization and what management should be like to get the most out of staff allows leaders to work purposefully, laying the foundation for future victories.
Opportunities are, on the one hand, the presence of purely material opportunities (finance, intellectual potential of the team, unique technologies, etc.), and on the other, the level of trust and cooperation between management and employees.
Desire, understanding and opportunity are not just the context in which the management process takes place, but the basis for future success, formed and purposefully laid by management and personnel management specialists, taking into account the goals facing the organization. To successfully perform this work, consistent familiarization with the rules, principles and technologies of people management is necessary.
Speaking about the potential of a manager, about his ability in the future to solve more complex management problems than those he has encountered, first of all it is necessary to assess the level of development of management competencies. The most important management competencies, which largely determine the professional success of a manager, are presented in Table. 3.
Table 3
Model of management competencies
The breadth of vision required to be well informed Sees limitations; Creates and maintains networks and formal communication channels within the company and with the outside world; Monitors the activities of competitors; It has general idea what is happening and what is about to happen. The acuity of analysis and perception necessary for clear understanding Sees clearly common task; grasps information accurately and quickly; Relates disparate information; Sees casual, unstable relationships; Gets to the root of the problem; Takes into account all factors influencing the issue; Sees limitations; Adapts to changes that arise as a result of receiving new information. Organized to ensure work productivity Determines priorities; Plans “from the end” from the moment the project is due; Defines the components of tasks; Distributes their execution over time; Anticipates resource needs; Distributes resources among tasks; Sets goals for employees; Manages your time and theirs Confidence needed to go your own way Expresses and communicates confidence in own strength; Ready to make and support decisions; Communicates confidently with managers; Seeks to take calculated risks; Ready to admit my mistake; Receives criticism with dignity; Knows in which areas he does not have enough experience; Desire to achieve results; Willing to take risks to achieve results; Determines the moment of decision making in time; Innovates or adapts existing procedures to achieve results; Takes on problem solving; Personally worries about solving problems; Offers new ideas; Sets challenging goals; Sets own high goals; Sees areas in which self-development is necessary; Acquires new knowledge and skills
.2 Principles of managerial competence of a manager
One of the resources of a manager, allowing him to achieve goals set by creative organization the activities of subordinates, interaction and communication with colleagues and partners, of course, is a process of delegation. As the range of management tasks expands and becomes more complex, an objective need arises to delegate to the organization’s employees not only individual works and functions, but also the range of powers and responsibilities, including the ability to act and make decisions independently.
Delegation is the transfer by a manager of part of his official functions to subordinates without active interference in their actions. This optimization technique is usually called the method of delegation of powers, the role of which in management is so great that many researchers and practitioners tend to consider it as a separate management principle.
The principle of delegation of authority consists in the transfer by the manager of part of the powers, rights and responsibilities assigned to him to his competent employees. The manager retains responsibility for general scheme management. Delegation can be carried out for a long period or limited to one-time assignments.
In this case, it is necessary to comply following conditions: selection of appropriate employees (the employee must have competencies that will contribute to solving the task); providing them with tasks, goals, required results, means and deadlines; distribution of responsibilities; coordinating the implementation of assigned tasks; stimulating and consulting subordinates; regular feedback (assessment of employee successes and failures); suppression of attempts at reverse delegation.
Usually delegated the following types work: routine; specialized activities; private and minor issues; preparatory
Not subject to delegation: establishing strategic and long-term goals of the organization; development and adoption of strategic decisions; development of organizational policy; employee management and motivation; high-risk tasks; tasks of a strictly confidential nature.
Advantages of delegation of authority: the ability to engage in tasks that require the personal participation of the manager; focusing on strategic objectives and long-term plans organization development; delegation process - The best way motivation of creative and active workers; the delegation process is one of effective way training; the process of delegation is a way to develop a professional career.
The principle of delegation of authority will be effective if: subordinates really know and understand what new responsibilities have been transferred to them. An employee’s affirmative answer to the question of whether he understands everything is not always truthful: he may be mistaken, or he may be afraid to admit that he did not understand everything; the employee to whom authority is delegated is prepared to perform new functions in advance, there is confidence in his ability to complete the task, and the incentive and motivation mechanism is ensured; the performer knows his rights and obligations clearly and fully; the performer is free in his actions: the less noticeable the manager’s participation in choosing ways to implement the assigned tasks, the better.
A person who has received authority must know that he will have to account not only for his decisions, but also for his inaction. This provision is especially important when there is extreme situations, in times of crisis, when human factor acquires special significance. Thus, summing up Chapter 2, it is necessary to note the following.
The competency model makes it possible to create a set of criteria that directly relates wide range specific types activities with the management of the organization. Each competency is a set of related behavioral indicators that are combined into one or several blocks depending on the semantic scope of the competency.
The competencies listed above do not cover the entire content of a manager’s job. In some cases, the work of a manager may require additional competencies related to the specific activities of the organization or the department headed.
The practical value of the principle of delegation is that the manager frees his time from less complex everyday affairs, routine operations and can concentrate his efforts on solving problems at a more complex management level; at the same time, which is very important for the manager, compliance with the controllability norm is ensured. Along with this, the use of the principle of delegation is a purposeful form of improving the skills of employees, contributes to the motivation of their activities, the manifestation of initiative and independence.
Conclusion
The managerial competence of a manager to improve the competitiveness of an enterprise is predetermined by a combination of a number of components. The manager needs to get rid of rush jobs and stress associated with chronic lack of time. Instead of trying to keep up with everything in an ever-growing flow of information, you need to learn to separate the important from the secondary, and then set clear priorities to focus your efforts and the actions of your subordinates. This helps to increase the manageability of the organizational structure, as well as satisfaction with the process and results of work.
The managerial competence of a leader also depends on the ability to conduct interviews and assess motivating factors for each subordinate.
A leader should have the necessary persistence, which is characterized by a self-confident and assertive desire to achieve strategic goals.
All these fundamental points related to the management of an organization, and aimed at ensuring a clear and organized work the entire team, called upon to implement the set strategic goals in practice, must be present in the practice of forming human potential in each organization. And the ability to use it rationally will certainly allow you to achieve high levels of production efficiency and add certain competitive advantages. If enterprise managers and their personnel management services master modern tools for the formation and effective use of human potential, then the problem of building relationships and promoting the organization in competition will be solved much more effectively.
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