Question 1. List the three managerial competencies that have led to your success so far in your job. List your strength and‚ for each strength listed‚ determine how that strength might get you into trouble and why is it so difficult to become and effective middle manager? Answer Managerial competencies is defined as sets of knowledge‚ skills‚ behaviours‚ and attitudes that a manager needs in order to be effective in a wide range of managerial jobs and various organizational setting. There were
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understand how organizations acquire‚ exploit and adjust their core capabilities in responding to complex circumstances. Many scholars refer to learning as a context-dependent process leading to the creation‚ storage‚ and further refinement of routines‚ competences and capabilities (Nelson and Winter‚ 1982; Teece et al. 1997; Prahalad and Hamel‚ 1990; Leonard-Barton‚ 1992). In this respect‚ learning is critical since (i) it represents the act to acquiring organizational knowledge‚ and (ii) capabilities
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The first competency emphasized a good cooperation with other health care professions. The difficulty in developing this competency may due to the patient specific conditions that may give a health care provider more “tough time” if proper communication were not made before interacting with the patient. For example‚ during my first clinical rotation‚ My CI needed to treat her last patient of the day‚ however‚ the patient was in a bad mood and reluctant to participate to therapy. My CI asked me to
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On Developing Students’ Communicative Competence Lou Ruijuan Most Chinese students‚ especially those with low foreign language levels‚ are used to memorizing the language but reluctant to speak in the target language. They may be familiar with the sentence patterns but do not know how to start and end a conversation and how to express themselves in a particular situation. So it is a main task for a teacher to develop students’ communicative competence. I. Obstacles in Communication While it is difficult
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care is‚ but also what cultural competence is. The National Institute of Health (NIH) and
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develop strategies to gain a competitive advantage. One way an organization establishes competitive advantage is through the use and development of core competencies. Core competencies are the value created activities that allows a company to achieve efficiency‚ quality‚ innovation‚ or customer responsiveness (Jones‚ 2010). Two specific core competencies that give an organization a competitive advantage are functional and organizational resources. Functional resources are simply the skills possessed
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meaning”. We communicate to transmit information so that it can be received and interpreted. Therefore the main goal of communication is to share meaning and the main function of communication research is to generate new knowledge about how best to maximise the achievement of goals. A goal is nothing more than something one wishes to achieve. Communication Competence is the impression that communicative behaviour is both appropriate and effective in a given situation. This means that
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part of our nature to interact with others from different backgrounds‚ considering how diverse today’s society is. The way we behave and the attitudes we form towards those of different cultures is called intercultural competence. With respect to Assessing Intercultural Competence‚ it also relates to those that interact with different cultures‚ regardless of the location itself (Deardorff‚ 2011). I’d like to consider myself fairly well at being interculturally competent. I am confident in my own
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Personal competencies represent a person’s ability‚ skill‚ character‚ and knowledge that develop through life experiences. Competencies are required to perform efficiently in any professional organization. The ability to fully understand his or her personal competencies and using it as a resourceful tool for improvement constructs the foundation of highly effective management department. Poor communication is often the biggest barrier in organizational effectiveness. In a managerial position
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Health and Safety Executive Managing competence for safety-related systems Part 1: Key guidance © Crow n copyright 2007 This guidance is issued by the Health and Safety Executive‚ the Inst itution of Engineering Technology and t he B rit ish Computer Society. Following t he guidance is not compulsory and you are f ree t o take other act ion. But if you do follow the guidance you will normally be doing enough to comply with t he law in Great Britain where t his is regulated by t he H ealt
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