MANAGEMENT OF MANAGERIAL COMPETENCIES IN POLISH ORGANIZATIONAL PRACTICE - Polish Journal of Management Studies

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MANAGEMENT OF MANAGERIAL COMPETENCIES IN POLISH ORGANIZATIONAL PRACTICE

Abstracts > Vol 7

MANAGEMENT OF MANAGERIAL COMPETENCIES IN POLISH ORGANIZATIONAL PRACTICE
Jędrzejczyk W.

Abstract: The paper presents the most important issues concerning competence management in enterprises. It includes tendencies in competence defining and characterizes the competence management process. Particular attention has been drawn in the paper to the competencies of the managerial staff. It presents categories and specificity of managerial competencies and results of empirical studies concerning the advancement level of managerial competence management systems in polish enterprises. The received results were submitted to stratification regarding such categories as management level, functional area of the enterprise, the size of the enterprise, the type and the range of its business activity.

Key words: managerial competencies, competence management, level of advancement of managerial competence management systems

Introduction

The domain literature does not possess one, renowned definition, explaining what competencies are and what their importance for the organization is. The term competence is most frequently defined as a combination of employee's knowledge, experience and skills together with the possessed mental abilities and adopted attitudes, which are directed at effective realization of the enterprise's strategic goals [2, pp. 29-30; 3; 8, p. 32]. More and more authors indicate that defining competence as knowledge, skills and abilities is not enough, as this treats competencies in a too narrow way. Apart from these components, there are also other important elements, among others, such as: employees' core competencies, manners of operation, ambitions, personality traits. The broad, contemporary understanding of competencies makes them closer to the term of human capital [11, p. 90; 14, p. 41; 9, p. 25].
Competence management means activities, which lead to the increase in the value of the human capital and efficiency growth of the organization's operation. Competence management comprises such processes as: " defining competence standards, planning and organizing activities connected with shaping competencies in  the organization, inspiring and motivating people to improve their qualifications and undertake new or wider organizational roles, as well as controlling the course of connected with it processes" [9, p. 225]. In the opinion of many domain researchers competence management constitutes the basis of the whole system of human resources management.
A system approach is recommended to the competence management. This means such a way of conducting personal policy in the enterprise, where the issue of competencies becomes the basic element integrating various activities from the field of human resources management. Introduction of the competence management system (CMS) in the enterprise
competence identification on particular positions, their correct defining, determining fulfillment levels, is a big organizational undertaking. The principle of incurred expenditures and expected effects should be applied here. Creating a competence management system comprising all the employees is not always advisable, sometimes it is also impossible. It is recommended that the CMS should first of all comprise these subjects which are important to the enterprise. Organization's managerial staff is considered to be such a subject [10, p. 85].
The basic aim of this paper is to show the advancement level of managerial competence management in enterprises in the theoretical assumptions context.

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Summary

The most important conclusion, which results from the conducted in the paper analyses , is as follows: in Polish organizational practice managerial competences in enterprises are not sufficiently managed. The advancement levels of competence management systems in majority enterprises may be considered as low.
Numerous enterprises have already implemented the competence model. Lots of enterprises are planning to implement this model in the nearest future. However, this does not mean the high level of advancement of the competence management system. In order to recognize the competence management process as a system one it is also necessary to analyze the competence strategic gap, which will enable to identify deficiencies in the employee key competencies and will let introduce remediation so as to eliminate or limit them.
In Poland, a systematic analysis of strategic competence gap is conducted in few enterprises. Almost a half of organizations does not foresee, even in long-term plans, implementing tools of this kind. As a result, the possibilities of management through competencies are not fully used.

References


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ZARZĄDZANIE KOMPETENCJAMI MENEDŻERSKIMI W POLSKIEJ PRAKTYCE ORGANIZACYJNEJ

Streszczenie: W pracy przedstawiono najważniejsze kwestie dotyczące problematyki zarządzania kompetencjami w przedsiębiorstwach. Określono tendencje w definiowaniu kompetencji. Scharakteryzowano proces zarządzania kompetencjami. Szczególną uwagę skoncentrowano na kompetencjach kadry kierowniczej. Zaprezentowano kategorie i specyfikę kompetencji menedżerskich. Przedstawiono wyniki badań empirycznych dotyczących zaawansowania systemów zarządzania kompetencjami menedżerskimi w polskich przedsiębiorstwach. Uzyskane rezultaty poddano stratyfikacji, uwzględniając takie kategorie jak: poziom zarządzania, obszar funkcjonalny, wielkość przedsiębiorstwa, przedmiot prowadzonej działalności oraz zasięg działania.

Słowa kluczowe: kompetencje menedżerskie, zarządzanie kompetencjami, poziom zaawansowania systemów zarządzania kompetencjami menedżerskimi


 
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