| Abstract [eng] |
THE ANALYSIS OF MANAGEMENT COMPETENCES Summary In current organizations it is brought new requirements for the management, that’s why management subject is very popular now. From management belongs the future of organizations, and from their competent decisions – all success of company. It is more often said that competent people in organizations secure its competitive ability and effectiveness. Though it’s usually speaking about management competence, still the conception of this concept is quite wide, in scientific literature concept “competence” isn’t explored properly. Summarizing data of different authors it’s is possible to propose that competence – is a set of knowledge, skills, abilities and personal features, which lets properly pursue devolved duties or to do the appointed task correctly. In this work there was handed the management competence subject. Firstly, there was overlooked at the management concept, characterized the content of activities, and compared different management levels. In this work there was also given analysis of concept - “management competences” and there were overlooked competence models of different authors. Sustaining one of the newest flexible management models of G. Yukl and R. Lepsinger there was made a questionnaire of management competences and there was made a research in which were examined 80 different management of Lithuanian companies: 40 – ground-level and 40 – middle-level management. According to research it’s trying to compare different level of management and to ascertain: - which competences are the most important to management in pursuance of directly assigned tasks; - in what blocks of competences management think they are competent; - in what competences management are concerned. In pursuance of validity of questionnaire, we made a factorial analysis which proved the correctness of author’s model and theoretical construct analysis, high inner scale compatibility. In the other research stage, we made joint and special list of competences according to competence models of different authors. Afterwards we surveyed 60 ground-level and middle-level management and 30 other (non management) employees. With this research we tried to compare how differ employees and management evaluations of competences according to importance and interest aspects, to compare present management and employee’s general and special competence level. It is defined that the most important and interesting competences for the management is related with direct management behavior, ruling human resources and in pursuance of action effectiveness. Management subjective the highest ranked available these competence level. The least important are the competences related with system implementation and maintenance, also ruling human resources. It can be seen that for management there are more important competences related with available management behavior. Besides, wherewith more important competence was seen to management, the more they evaluated available competence level and express the bigger interest in concrete competence. Overall available competence level management evaluates lower than the importance of these competences in work. The bigger gap is between evaluations was in middle-level management results. Comparing different management levels there was notably that going up through the management scale the importance of competences also rises. In the work of middle-level management there is more important direct and non direct management behavior, related with action effectiveness ambition. Common competences of middle-level management evaluated like more important in their work, and special competences – like not so important, comparing with ground-level management. Comparing management and employees it is noticed that the most of common and special competence management evaluated like more important in their daily work that their employees. |
