Management Learning Competencies
FOREIGN LITERATURE
There appear to be no images, metaphors, or models for management from natural life. Although the role of manager has been identified as similar to that of warrior, taskmaster, coach, technician, juggler, parent, or facilitator, none of these is adequate to capture the complexity of the management job, or what it means to be a manager. Therefore, we may conclude that management is an unnatural act, or at least there is no "natural" guidance for being a manager. If management is an unnatural act, then development, learning and preparation for managers must be intentional. Studies of effective managers (Campbell, Dunnette, Lawler, & Weick, 1970; Boyatzis, 1982;
Kotter, 1982; Luthans, Hodgetts, & Rosenkrantz, 1988) suggest that knowledge is necessary but not sufficient for superior performance as a manager.
COMPETITIVE ENVIRONMENT
Today, many companies are operating in an extremely competitive environment where goals and results to be reached are in an accelerated and constant-improvement process. In the managerial literature, organizational learning is presented as an effective practice to improve competitiveness based on the development of managerial competencies. The centrality of knowledge and a reduced shelf-life of competencies raise the importance of bringing innovation in life-long learning and human capital development processes, above all in terms of people collaboration and interaction.
COMPETENCIES
In a management perspective, competencies are personal capabilities that are demonstrated through measurable knowledge, skills, abilities, and personal attributes, which can contribute to enhanced employee performance and, ultimately, to the individual 's and organization 's success. In a learning management system, competency management is the system 's ability to connect various competencies/skill sets, job roles, and learning events, to build employee training plans and monitor each individual 's learning progress.
There appear to be no images, metaphors, or models for management from natural life. Although the role of manager has been identified as similar to that of warrior, taskmaster, coach, technician, juggler, parent, or facilitator, none of these is adequate to capture the complexity of the management job, or what it means to be a manager. Therefore, we may conclude that management is an unnatural act, or at least there is no "natural" guidance for being a manager. If management is an unnatural act, then development, learning and preparation for managers must be intentional. Studies of effective managers (Campbell, Dunnette, Lawler, & Weick, 1970; Boyatzis, 1982;
Kotter, 1982; Luthans, Hodgetts, & Rosenkrantz, 1988) suggest that knowledge is necessary but not sufficient for superior performance as a manager.
COMPETITIVE ENVIRONMENT
Today, many companies are operating in an extremely competitive environment where goals and results to be reached are in an accelerated and constant-improvement process. In the managerial literature, organizational learning is presented as an effective practice to improve competitiveness based on the development of managerial competencies. The centrality of knowledge and a reduced shelf-life of competencies raise the importance of bringing innovation in life-long learning and human capital development processes, above all in terms of people collaboration and interaction.
COMPETENCIES
In a management perspective, competencies are personal capabilities that are demonstrated through measurable knowledge, skills, abilities, and personal attributes, which can contribute to enhanced employee performance and, ultimately, to the individual 's and organization 's success. In a learning management system, competency management is the system 's ability to connect various competencies/skill sets, job roles, and learning events, to build employee training plans and monitor each individual 's learning progress.
Cited: for E-Learning Growth. Philippine Daily Inquirer, November 8, 2012. [ 20 ]. Reynato C. Arimbuyutan, Seoksoo Kim, Jae-gu Song, and Wooyoung So, A Study on E-Learning in the Philippines. International Journal of Multimedia and Ubiquitous Engineering, Vol. 2, No. 4, October, 2007 [ 21 ]. Ibid [ 22 ]. Ibid [ 23 ]. Ibid [ 24 ]. Norma R. Gordo, Managerial Competence and Work Ethics of the Civil Service Commission Region XI Employees. (University of Southeastern Philippines, 2009)