Professional Documents
Culture Documents
John Kenworthy
Annie Wong
GAINMORE™ Leadership Advantage
December 2003
Table of Contents
Acknowledgement
Purpose of Paper
Background
Research Aims
Research Questions
Managerial effectiveness and competency
Competence and Competency
Previous Research
The need to develop managerial competencies in Asia Pacific
Competences for International Management
Singapore Public Sector Manager Competences
Influence of Cultural differences
STADA NTU Study
Singaporeans abroad
Findings from this research study
Note on Research Method
Analysis
Results
Comparison with other research
Conclusions
Limitations
Further Research
References
colleagues and friends who gave up their time to join the discussions and tell us
their
stories and shared their experiences.
Thank you
Background
The Singapore media regularly generates and reflects on-going debate about
the Singapore Government’s policies on foreign workers. A recent NTU study
was lambasted by the Ministry of Manpower for suggesting, inaccurately, that
25% of new jobs created were taken up by Singaporeans (Channel News Asia,
2003). Frequently, the media also highlights discussion on the topics of ‘Foreign
Talent’ – non-Singaporeans who are attracted to work in Singapore as specialists
and managers. Typical arguments supporting the need to employ foreigners
suggest that local managers do not possess the abilities required by the
organisation to undertake the job and/or manage it effectively or successfully.
Research Aims
This research design attempts to clarify and update this current issue faced in
Singapore:
• What competencies make for an effective manager in Singapore? It is not
intended that this research be all-encompassing but to provide a solid
foundation that may be developed and refined.
invited individuals to represent their own opinions on the topic in one of three
groups:
Individual Managers – persons in a managerial role in a range of foreign and
locally owned, small, medium and large companies
Business Leaders – persons in a senior position with direct influence on local
strategy
Human resource Professionals – persons in a human resource management role
The research design leans to a social constructionist approach (Remenyi et al.,
1998) recognising that the critical independent variable (effectiveness) is
subject to wide interpretation.
Kelner (2001), cites a 1996 unpublished paper by the late David McClelland
were he performed a meta-analysis of executives assessed on competencies,
where McClelland discovered that only eight competencies could consistently
predict performance in any executive with 80 percent accuracy.
In the UK, the Management Charter Initiative sought to create a standard model
where competence is recognised in the form of job-specific outcomes. Thus
Elements are broken down into performance criteria, which describe the
characteristics of competent performance, and range statements, which specify
the range of situations or contexts in which the competence should be
displayed.
The model now includes personal competence, missing from the original,
addressing some of the criticisms levelled at the MCI standards. Though the
model tends to ignore personal behaviours which may underpin some
performance characteristics. Particularly in the area of management where
recent work has indicated the importance of behavioural characteristics such as
self-confidence, sensitivity, proactivity and stamina.
In his seminal work The Reflective Practitioner, Schon (1983) attempts to define
the nature of professional practice. He challenges the orthodoxy of “technical
rationality”, the belief that professionals solve problems by simply applying
specialist or scientific knowledge. Instead, Schon offers a new epistemology of
professional practice of “knowing in action” (a form of acquired tacit knowledge)
and “reflection (the ability to learn through and within practice). Schon argues
that reflection (both “reflection in action” and “reflection about action”) is vital
part of the process professionals go through in reframing and resolving day-to-
day problems that are not answered by the simple application of scientific or
technical principles.
There is however, some doubt about the practicability of breaking down the
entity of management into its constituent behaviours (Burgoyne, 1989). This
suggests that the practice of management is, by definition, almost an activity
that should be considered only from a holistic viewpoint.
The research uses the JCS model supplemented with suggested specific
competences for international managers derived from his literature review
including the consideration of the influence of cultural differences on the
conduct of international business. Citing the work of Hutton (1988) and
Hofstede (1980), Elashmawi and Harris (1993) and Adler (1986), Gay developed
three additional categories to supplement the JCS including Global Awareness,
Cross-border Cultural Awareness and Foreign Language Skills.
Singapore Public Sector Manager Competences
Chong (1997) builds upon a follow-up study in 1996 by Dulewicz and Herbert to
compare the managerial competences and performance of British managers
with Singaporean public sector managers. As with Gay’s research, this used the
Job Competency Survey. Chong used a proxy for performance – due to
restrictions on data access – of advancement incorporating a number of key
factors drawn from the literature that essentially uses age, number of years
tenure and level in the organisation to establish how advanced the individual
was. In the Singapore public service, such a proxy is suitable as advancement in
the service is largely driven by seniority with the exceptions usually attributed
to higher performance.
Chong’s findings reflect the anecdotal evidence and several media articles in
Singapore: “The key issue with Singaporean managers is that they avoid
assuming responsibility whenever possible”; “This is the land of ‘passing the
buck’”
These three studies suggest that a generic managerial competency model could
be used to assess both expatriate managers and what makes for a successful
manager in his or her own country – allowing for differences in culture
stemming from national cultures, the organisation culture and the individual’s
cultural heritage.
The three main studies reviewed above used Dulewicz’s Job Competency
Survey. The use of this instrument facilitates comparison with existing data of
UK managers and from these studies as well. Since Chong’s research in 1997, a
number of major global and local events have transpired from the Asia Crisis at
the end of 1997, the US-led global recession, the demise of the dot-com era, 9-
11, the Iraq crises and war and recently the SARS outbreak. These events only
serve to spur the need for Singapore especially to reinvent itself and find new
ways to be and become competitive again. Prof. Terry Garrisson in an interview
in 2001 in Singapore with the Business Times noted that “Singaporeans are
great do-ers… what they need to consider is how they will change from being
able to do things and become people who create things” (Teo, 2001).
Reviewing the results of Chong’s survey using the full JCS and Gay’s IM
instrument, three competencies noted in Chong’s study shown to be distinctive
competencies of Singapore public servants, Reading, Written Communication,
and Integrity are not included in Gay’s instrument. The UK managers showed
distinctive competencies in Business sense, self-management, achievement
orientation and tenacity. These distinctive competencies have face validity to
the author based on seven years experience in Singapore, and would be
expected to be drawn from the forum participants . Furthermore, the
STADA/NTU study below, suggests that important competencies for the new
economy in Singapore must include flexibility and creativity.
Of particular interest, this study notes that HRD practitioners in Singapore top
ten competencies needed in a KBE as:
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1Adaptability to changes
2Ability to see the “big picture”
3Communication skills
4Visioning skills
5Knowledge of own strengths and weaknesses
6Creative thinking skills
7Relationship building skills
8Leadership skills
9Consulting skills
10Understanding of improvement in human performance.
Mapping these across to the JCS, it is evident that Gay’s instrument for
International Managers lacks some of the competencies viewed by Singaporean
HRD practitioners as the most important for a KBE. Most notably, Flexibility and
Creativity – two words that are frequently mentioned in the Singapore press and
for Government officials as being [competencies] that Singaporeans need to
develop for the ‘New Economy’ and the new reality.
Singaporeans abroad
Whilst not in the same field of competency research as the others, Tsang (1997)
set out to discover what and how Singaporean companies learn from direct
investment in China (FDIs) and from conducting joint ventures with Chinese
companies. His research design involved a sample of 19 Singaporean
companies with business experience in China; he then carried out
approximately 80 interviews with Singaporean and Chinese managers working
fro these companies. Tsang also examined meeting records and reports. On the
basis of his data, he concluded that Singaporean companies rarely learn much
from their business links in China, although there was considerable evidence of
technological and managerial systems transfer to the Chinese partners. From
the evidence, Tsang inferred a number of reasons
1Singaporeans felt that their systems were superior to those in China and
therefore would learn little from their Chinese partners
2There was little transfer of learning back to the parent company because no
Analysis
The transcriptions from the sessions were subject to content analysis (Remenyi
et al., 1998) by two individuals, the authors, independently. The analysis was
not commenced until 3 weeks following the sessions to preserve as much
objectivity as possible. This approach allowed themes to emerge of common
understanding across the sessions and between individuals. The richness of the
data was meantime preserved to use as descriptors of the themes. These are
then compared with models from the literature to identify differences found in
emphasis and proposed changes to historical models of effective management.
The discussions in each session were wide-ranging and required minimal
prompting from the facilitator. Occasionally, participants were asked to clarify
their thoughts or provide examples of the behaviour exhibited in order to
ensure understanding. Broadly, discussions developed in three main areas in
each session:
The essential abilities a manager should have – which may be regarded as
threshold competencies
Abilities that set managers’ apart – which may be regarded as competencies
associated with more effective performance
A manager’s reaction to environmental changes – the awareness of the
environment and the flexibility and adaptability to change behaviour in an
appropriate way
The analysis shows that the beliefs and opinions of those participating do not
fall neatly into any existing managerial competencies model. Though the
behaviours described often share similarities with existing models as would be
expected from groups of individuals already familiar with one or more of the
modern ‘accepted thinking’.
It seems that from our study, an effective manager, at any level, should
demonstrate behaviours often previously associated with senior managers and,
in particular, behaviours that have been more traditionally associated with good
leadership. Notably, proactive behaviours (to some extent identified as
visioning skills by STADA/NTU) and passion. The latter cluster was identified
clearly through the terminology used frequently during the sessions and goes
beyond the leadership qualities usually associated with managers. The term is
more frequently found when describing the more successful CEOs and
entrepreneurs in the press than in academic literature.
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Hay/McBer Dulewicz Stada/NTU This Study
Achievement Achievement Achievement
Orientation Motivation /Results Oriented
Developing Understanding of Team Leadership
Others improvement in
human
performance
Directiveness Assertiveness & Accountability &
Decisiveness Responsibility
Impact and Persuasiveness Communication Communication
Influence skills Consulting
skills
Interpersonal Interpersonal Relationship Cultural Sensitivity
Understanding Sensitivity building skills Communication
The influence of culture cannot be understated within the context of this study.
Here we have generously placed cultural sensitivity alongside interpersonal
sensitivity. Rather than allowing (or adjusting) for cultural differences within
managerial competency models, it was clearly understood by all participants in
the research forums, that the ability to work with others, understand them and
be sensitive to their needs and wants, goes beyond recognising these at each
individual level, that managers need to be sensitive and work across cultures,
those of a national, racial, religious and organisational nature (Hofstede, 1980,
Hofstede, 1991, Sarawano, 1993, Schein, 1992, Trompenaars and Hampden-
Turner, 1993).
The discussions during the sessions though add further emphasis to the
dimension of Adaptability and Flexibility. Granted that the other dimensions are
as important, it is the ability of a manager to adapt to changing situations that
our research identifies as being of paramount importance. This reflects the
findings in Sarawano’s (Sarawano, 1993) research ten years ago, though
perhaps has a greater urgency for development as the world moves ever more
rapidly through economic cycles and crisis.
Further Research
The limitations outlined above are partially overcome through the publication of
this document – to which we invite comments and feedback from all
participants and any interested party.
After receiving feedback we intend to refine and revise the model such that a
suitable instrument may be developed that may be tested quantitatively for use
in Asia.
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