INTER
DI
SC
IPLIN CONF
EIIC
ARY
2012
ER
ENCE
Typical managerial competencies of successful
managers in industrial enterprises
Ing. Katarna Krajoviov
The Slovak University of Technology in Bratislava
The Faculty of Materials Science and Technology
Trnava, Slovakia
katarina.krajcovicova@stuba.sk
Abstract A managerial competency is more than just
knowledge and skills. It involves the ability to meet complex
demands, by drawing on and mobilising psychosocial resources
(including skills and attitudes) in a particular context.
Managerial competencies are becoming one of the key building
blocks of success of the company to achieve both the mission and
vision in creating added value and improve business performance
and especially the development of their own people. Perhaps each
company wishes to have the most capable managers. The road to
success with these people is much easier. More and more
businesses are beginning to realize the value of their workers.
Keywords- ability, managerial competency, components
competency, typical managerial competencies
I. INTRODUCTION
Managerial competencies play today an important role in
different types of organizations. The aim of enterprises is
move the performance of their employees still further and
further. The Competencies can detect the differences between
average and excellent managers. Perhaps the potential power
of organization is to possess excellent or above average
employees, they eliminate the average employees with
incessantly education and development of their personality.
Although there are a lot of theoretical knowledge and
concepts, the introduction of a competency approach is not
quite simple process. At first it means a change, which the aim
is the improving performance across the organization. And
these facts require a change for each employees.
II. DEFINITION OF MANAGERIAL COMPETENCIES
The issue of D. C. McClellands article resulted a
realization of a large number of studies, created a lot of studies
about what is managerial competence. Moreover it was also
created a lot of competency models. However, between the
authors still lack consensus in what is managerial competence
and what creates managerial competence.
INTERNATIONAL CONFERENCE
http://www.eiic.cz 1. Business Management
Electronic International Interdisciplinary Conference 2012
September, 3. - 7. 2012
doc. Ing. Milo ambl, CSc.
The Slovak University of Technology in Bratislava
The Faculty of Materials Science and Technology
Trnava, Slovakia
milos.cambal@stuba.sk
Till now among the experts in the field of
management competencies there is not a congruence in the
understanding of this concept. The problem is the discrepancy
in the expression of what the competence creates and what
not.
We will try to explain a simple and transparent way
the problems of managerial competence. Often the meaning of
managerial competence links with the profession respectively,
with working activity. In particular, the meaning of the word
used to refer powers to take decisions because of the power
entails responsibility for the consequences of decisions taken.
[1]
of
Under F. Hronk, the term "competence" is understood the
direction to the formulation of labor standards, which are
formulated qualifications, without which the performance of
work at that position (function) non-standard. These standards
may be minimal and optimal levels, with emphasis on a clear
definition of the minimum level. [2]
J. Prokopenko, M. Kubr say - "competence is the ability to
perform the function or feature set and achieve a certain level
of performance." [3]
S. Whiddett and S. Hollyford define managerial competencies
as "sets of behaviors that individuals demonstrate the effective
performance of tasks within the organization." [4]
N. Rankin says that "competencies are essentially the
definition of expected performance, which should as a whole
provide a complete picture of the most valuable behavior,
values and roles required for the success of the organization."
[5]
The authors of this article beneath managerial competence
perceive the ability, which effectively raises the characteristic
behavior of the manager, whose results can be achieved above
average performance for the manager position.
SECTION
- 74 -
 INTER
DI
SC
IPLIN CONF
EIIC
ARY
2012
ER
ENCE
Components of Competency
There are four major components of competency:
1. Skill: capabilities acquired through practice. It can be
a financial skill such as budgeting, or a verbal skill
such as making a presentation.
2. Knowledge: understanding acquired through learning.
This refers to a body of information relevant to job
performance. It is what people have to know to be
able to perform a job, such as knowledge of policies
and procedures for a recruitment process.
3. Personal attributes: inherent characteristics which are
brought to the job, representing the essential
foundation upon which knowledge and skill can be
developed.
4. Behavior : The observable demonstration of some
competency, skill, knowledge and personal attributes.
It is an essentially definitive expression of a
competency in that it is a set of action that,
presumably, can be observed, taught, learned, and
measured. [1]
III. KEY COMPETENCIES OF SUCCESSFUL MANAGERS
Every position is unique. Hiring supervisors need to
find the person who best meets the needs of the department for
each job opening. Hiring people who will be supervising
others can be an especially difficult task. They must have the
technical expertise required for your group, as well as possess
the interpersonal, organizational and communication skills
needed to effectively lead others. Good managers often have
many qualities in common.
Competency 1: Results Focus
Successful managers know that at the end of the day
it is not what you do but what you deliver that matters. Having
a results focus is about knowing what outcomes are required
and focusing yourself and those that you manage on delivering
the results. This results focus keeps you on track and reduces
the scope for distractions. [6]
Competency 2: Making Change
Leaders regularly set out requirements for change. It
might be in terms of process, people, service, ways of doing
things to name just a few. While leaders will set out the
overall direction, managers are the people who need to make
the change happen on the ground. This requires them to
overcome the obstacles that without doubt will appear as they
try to make change. [6]
Competency 3: Planning
Managers do not have the luxury of just having one
thing to do. They have to manage money, people, processes,
INTERNATIONAL CONFERENCE
http://www.eiic.cz 1. Business Management
Electronic International Interdisciplinary Conference 2012
September, 3. - 7. 2012
projects, customer relationships and themselves. This requires
them to be able to plan effectively so that they get the best
results possible. [6]
Competency 4: Team Development
Managers cannot do everything on their own. They
need a team around them that can help them to deliver results.
Successful managers recognise that team development is an
ongoing activity. People come and go from teams and the
dynamics that this creates need to be managed. Many team
members want to progress and so creating opportunities for
growth and development is important. [6]
Competency 5: Risk Management
All areas of business face threats and managers need
to become competent at identifying and responding to risk.
These risks can range from losing key staff to health and
safety issues. Successful managers recognise the importance
of identifying and proactively responding to risk. [6]
Competency 6: Decision Making
Until a decision is taken, nothing happens. Managers
who procrastinate are a source of frustration to staff. The staff
might not always like or agree with the decision that you have
made but they will prefer you to take a decision rather than
procrastinate. [6]
Competency 7: Communication
Successful managers are effective communicators in
3 areas. They are effective speakers and can put their points
forward clearly. They are also effective at getting their
message across in writhing whether it is an e-mail or report.
Finally, they are effective listeners. [6]
Competency 8: Customer Service Focus
Successful managers recognise that they have
customers, even if they are not working directly with the end
consumer or user of the product or service. Successful IT
Managers see the users of the systems as customers. Accounts
Department Managers see budget holders, employees whose
salaries they process and suppliers they pay as customers. [6]
Set of managerial competencies creates so-called
competency model. Today is a very important basis for
effective management of managers in organizations. Major
organizations are seeking to form these models for all
employees, particularly managers. According to F. Hronk, the
main problem of competency models is their insensitivity to
context. Therefore is important to consider more factors
(number of employees, organization strategy, etc.).
Managerial competencies are not fixed and should correspond
to the needs of the organization. Competencies are different
SECTION
- 75 -
 INTER
DI

SC
Electronic International Interdisciplinary Conference 2012

IPLIN CONF
EIIC

ARY
2012
ER
ENCE
September, 3. - 7. 2012

for the manager at the operational, tactical or strategic level. [4] WHIDDETT, S. HOLLYFORDE, S., A practical guide to
competencies: How to enhance individual and organizational
Therefore is necessary to shape managerial competence in
performance. London: CIPD, 2003,
varying degrees and quality.
[5] BASSI, L. RUSS-EFT, D. What Works: Assessment, Development a
Measurement. Alexandria: ASTD, 1997,

IV. CONCLUSION [6] http://ezinearticles.com/?Management---8-Key- Competencies-

of-Successful-Managers&id=1399699

Competencies provide a very valuable addition and

enhancement to the typical performance management process,
with benefits for both the employee and the organization.
For employees, the assessment provides
information on how their competencies support
and contribute to the organization's success as
well as a framework for planning learning and
development in their current role and also for
their advancement within the organization.
For the organization, the assessment of
competencies can provide valuable insights on
the skills and talent pool resident within the
organization, as well as the competency gaps
that need to be addressed to meet both current
and future needs.

As such, therefore, competency assessment when broadly

applied provides the foundation for making fundamental
human resource plans and decisions to move the organization
to higher levels of success.
So, why are some people more successful than others? The
answer is partially a function of the individual and partially a
function of how they fit in a particular role.
As McClelland showed, it is necessary to look beyond basic
skills and knowledge required to perform an adequate job and
into the deeply rooted competencies an individuals social
role, self-image, traits, and motives that can most
accurately determine high-potential candidates. In addition, an
individuals competencies must fit, or be able to fit through
development, those required to achieve outstanding
performance in a job.
When organizations make the effort to apply competencies to
select and develop individuals for key roles, they avoid the
collateral damagerecruiting costs, low morale, dissatisfied
customers, missed opportunitiesassociated with a bad hire.
And, most importantly, they greatly increase the odds that
selected individuals will perform at a very high level and help
drive the success of the company.
REFERENCES

[1] KUBE, M., SPILLEROV, D., KURNICK, R. Manaersk

kompetence: Zpsobilosti vjimench manaer. 1. vyd. Praha: Grada
Publishing, 2004.

[2] HRONK, F., Rozvoj a vzdlvn pracovnk. Praha:Grada Publishing,

2007,

[3] PROKOPENKO, J. KUBR, M., Vzdlvan a rozvoj manaer.

Praha:Grada Publishing, 1996,

INTERNATIONAL CONFERENCE SECTION

http://www.eiic.cz 1. Business Management - 76 -