Determinants of a Competent Organization

Abstract

In an attempt to develop an effective algorithm for building a competent organization that can function effectively in unpredictable conditions, scientists direct their researches to substantiate the need to improve the level of employees’ knowledge, expand their skills and abilities, develop professional qualities, emphasizing that these factors are key in the process of creating a competent organization. Finding out what is its basis, confirming the growing role of competencies and competence in the management of organizations; scientists do not stop the scientific search for a common understanding of the essence and content of the concepts, because there is no common opinion on their definition today. This led to the formulation of the purpose of the article, which is to determine the main determinants of a competent organization, to study their essence, content, differences in the interpretation and application of concepts. Achieving the purpose of the study was carried out using the following methods: morphological analysis - to clarify the essence of the concepts of "competencies" and «competence», which are the determinants of creating a competent organization, and to identify the fundamental difference between the interpretation and application of the concepts; determining the essence of key competencies as a form of providing a direct relationship between the competencies of the organization and the staff; dialectical – to justify the need to take into account the level of manifestation of each competence and their totality in general when creating a competent organization. The result was the substantiation in the process of creating a competent organization of the importance of determining the actual organizational competencies, monitoring the level of their manifestation with subsequent consistent development to provide the organization with the highest level of quality, which implies, while maintaining the existing level of costs, the transformation of knowledge and experience into competence, and further into a competitive opportunity.

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“…However, competencies that exceed the industry average are important for the successful functioning of an organisation. Modern competitors have the ability to quickly copy competencies, so an organisation's ability to keep those ceompetencies relevant and focus on increasing the level of overall competence becomes critical (Gruzina, 2022).…”

“…An analysis of performance indicators, along with trends in creation and development in the context of the impact on the effi ciency of the economy, improves the understanding of the role of business organisations in today's conditions. The market success of organisations with a logical increase in the number of employed people and a decrease in the number of unemployed people is considered an indicator of a high level of organisations' competence and a factor in the transition of the country's economy to a higher quality state (Gruzina, 2022). EIP forms new requirements for organisations, focusing on internal properties in addition to external factors.…”

Обґрунтування Ієрархічності Структури Компетентності Організації

“…Висновки. Попередніми дослідженнями [23] обґрунтована точка зору, що загальною компетентністю організації слід вважати такий рівень прояву окремих компетенцій в організаційній діяльності, що дозволяє досягти запланованих результатів, або, навіть, їх перевищити, завдяки формуванню унікальних конкурентних переваг, швидкій адаптації до постійної зміни ринкової ситуації. Усвідомлення сутності компетенцій, порядку їх розташування у піраміді, виявлення ознак прояву, що впливають на організаційну поведінку, дозволяє з високим ступенем ймовірності оцінити перспективи майбутньої діяльності.…”

Determining directions for transforming the organization's competence structure depending on its life cycle stage in the context of enabling effective operation in the market

“…Scientific research into this area is important because understanding the essential characteristics and directions of formation of a rational structure of organizational competence is the basis of activity and an important factor in gaining competitive advantages in foreign and domestic markets. The hierarchical and dynamism of its nature, proven by previous studies [1][2][3], requires the prioritization of individual components of the organization's competence, determined by its place on the curve of the life cycle, therefore, the actualization of certain management tasks. This will provide an opportunity to form new combinations and configurations of competencies, the use of which in activities will allow the organization to increase the probability of market success by creating unique competitive advantages.…”