Managerial Competences of Top Managers and Their Role in the Enterprises of a Building Complex

Makeeva, Elena Ivanovna

doi:10.12731/wsd-2014-7-20

Cited by 1 publication

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“…In addition, top managers need the ability and skill to depoliticize and professionalize public administration (8). The ability to evaluate personnel professionally (9), resilience, spontaneity, and emotional management (10), the competence to face modern technology, the age of intelligence (11), professional development and behavior and leadership attitude (12), competency-based human resource management (13), internationalization competencies (14), understanding artificial intelligence technologies (15) are considered essential competencies of senior managers. Some evidence has listed superior cognitive and analytical abilities, the ability to create and use external contacts, project talent, and the ability to develop multicultural interaction as the special competence of top managers (16).…”

Section: Introductionmentioning

confidence: 99%

Managerial Competencies: A Pattern for Top Managers' Competency of Medical Sciences Universities

2022

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Background and aims: Managers’ competencies can influence the organization’s development and effectively promote and improve management and implementation of planned changes. This study addresses developing the pattern of specific competence of senior managers of universities of medical sciences. Methods: This research was conducted in two qualitative and quantitative phases in 2021-2022. First, it was done using a qualitative approach using conventional content analysis. The research tool was a semi-structured interview. The data from the interviews with 17 participants through the purposeful sampling method depended on the criteria. In the second phase, the variables identified in the first phase were measured through the correlation method and structural equation model using AMOS software. The tool for collecting information in this phase was a researcher-made questionnaire based on the first phase of the research. The respondents, Lawshe’s content validity ratio coefficient, and factor analysis confirmed the questionnaire’s face, content, and construct validity. Its reliability was estimated using Cronbach’s alpha coefficient at higher than 0.7. The study population of this department consists of managers in the departments of a medical sciences university (n=196). Results: The findings showed that 43 subscales were placed in 18 general categories in a paradigm model (causal factors, contextual conditions, intervening conditions, strategies, and consequences). The causal factor coefficient of the main category was 0.57, background factors on strategies were 0.59, intervening factors on strategies were 0.43, and the main category on strategies was 0.52. Finally, the factor coefficient of the strategies on the results was obtained at 0.46. Conclusion: The results of this research may contribute to knowledge about the unique competencies of top managers in the development and improvement of human resources to achieve the organization’s goals and success. These competencies can be considered in evaluating and selecting talented human resources.

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