Managerial Skills and Organizational Performance: Competitive Advantage

Guzmán, Fernando Penagos; Castorena, Octavio Hernández

doi:10.32870/myn.vi48.7688

Cited by 5 publications

(7 citation statements)

References 16 publications

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“…Managerial skills can be viewed from a human perspective, concentrating on the skills necessary by managers, for example, by observing a potential behaviors by which managers exhibit their knowledge of the skill sets required by managers, or the synergy between their own abilities. Thus, we agree with Fernando et al (2023) that Management skills are due to personality traits and managerial traits, managing to establish processes and goals that directly influence the success of organizations.…”

Section: Conceptual Framework a Concept Of Managerial Skillssupporting

confidence: 70%

The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria

Garvey

Emmanuel²,

Egwuatu

2023

economit

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The objective of this study was to access the role of managerial skills on SME performance in Jabi District, Abuja, Nigeria. The study is a survey research, sampling the opinion of 240 business owners in the District. Their opinion was collected using a structured questionnaire and data collected were analyzed by tabulation, percentages and the formulated hypotheses tested using Kendall coefficient of concordance. The study discovered that these managerial skills: technical skills, conceptual skills, interpersonal relation skills, and budgeting skills had a substantial effect on the performance of SMEs. The study concluded that insufficient managerial skills are factors militating against SME performance and recommended among others that SME managers should try to understand, lead, change and regulate the behavior of the individuals and organization they manages to achieve greater performance; the government, Non-Governmental Organizations, and SME owners' unions provide adequate training.

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Section: Conceptual Framework a Concept Of Managerial Skillssupporting

confidence: 70%

The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria

Garvey

Emmanuel²,

Egwuatu

2023

economit

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“…Moreover previous study stated that managerial skills are the ability of a manager to lead the organization he leads which consists of conceptual skills, human skills, and technical skills (Penagos Guzmán et al, 2023). In addition, good managerial skills also involve skills related to responsibilities such as planning, time management, problem analysis, and decision making (Abdinoor, 2020;Bayog et al, 2023).…”

Section: Discussionmentioning

confidence: 99%

How School Principals’ Managerial Skills Influences Teacher Self-Efficacy

Riswandi,

Azizah,

Siagian

et al. 2024

JP2

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Teacher self-efficacy is an individual teacher's belief in his ability to manage, design and plan the activities needed to achieve educational goals. Teachers with high self-efficacy will provide many new ideas in their teaching. This study aimed to analyze the influences of school principals’ managerial skills on teacher self-efficacy, based on a quantitative research with the type of research ex-post facto. Data were collected using questionnaires with a Likert scale from 354 teachers in public elementary schools. The validity and reliability of the instrument were assessed, and the Pearson product moment correlation was used to examine the data. By first verifying normality, heteroscedasticity, multicollinearity, and linearity, the data collected was analyzed to find the direct correlation among variables. The study’s results showed that there was a positive and significant influence between the school principals’ managerial skills on teacher self-efficacy. The findings may be useful for developing countries seeking to improve teacher self-efficacy and the quality of their education. As suggested by the current research, ensuring teacher self-efficacy in teaching is crucial because of its positive impact on those with lower qualifications, ranks, and experience. The practical implication of this research is that the managerial skills of school principals can be improved continuously because it has been proven to increase teacher self-efficacy.

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“…Based on the conditions above, raising questions regarding governance errors in internal and external organizations within the two regions would be reasonable. (Dr. Iqbal Amin Khan et al, 2023;Katz, 2000;Mokhtar & Kadri, 2023;Mostafa et al, 2012;Penagos Guzmán & Hernández Castorena, 2023;Razaghi, 2015) argues that a good organization must have three primary managerial skills: conceptual, human resource, and technical. Based on the definition (Katz, 1974).…”

Section: Introductionmentioning

confidence: 99%

“…They ((Abdulhasan et al, 2020;Ismail et al, 2022;Savaneviciene & Girdauskiene, 2021;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al 2020;Zin et al, 2019) and agree with the opinion of (Katz, 2000) Abdulhasan et al, 2020;Chen et al, 2020;Dr. Iqbal Amin Khan et al, 2023;Gaigher et al, 2007;Ismail et al, 2022;Manxhari et al, 2017;Maraouch, 2014;Mohd Bekri et al, 2013;Mokhtar & Kadri, 2023;Ogan-Bekiroğlu & Arslan, 2014;Paarima et al, 2020;Penagos Guzmán & Hernández Castorena, 2023;Qiao & Wang, 2009;Saleh et al, 2019;Savaneviciene & Girdauskiene, 2021;Strohmeier, 2020;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al, 2020;Veliu & Manxhari, 2017 1. Focusing on strategic 2. long-term goals 3. rules and regulations Barney & Wright, 1998;Shirazi & Mortazavi, 2009 Mediation between : 1. professional and individual characteristics with business performance 2. managerial competence within good organizational performances…”

Section: Introductionmentioning

confidence: 99%

“…The oldest and widely used as a reference is the study done by Katz (2000), who, as previously mentioned, argues that an effective organization depends on three basic skills (see Figure 3): technical ((Andereggen et al, 2022;Bennett & Williams, 2022;Dai & Liang, 2022;Uoshima et al, 2021;Webb, 2021), human resources ((Alamer, 2021;Caliendo, 2020;Iramaneerat, 2008;Rhodes, 2018;Srikanth & Jomon, 2015;Strohmeier, 2020;Subramony, 2009;Troutman, 2020;Webb, 2021), andconceptual (Chen et al, 2020;Mohd Bekri et al, 2013;Ogan-Bekiroğlu & Arslan, 2014;Strohmeier, 2020). Katz, 2000;Mokhtar & Kadri, 2023;Mostafa et al, 2012;Penagos Guzmán & Hernández Castorena, 2023;Razaghi, 2015).…”

Section: Introductionmentioning

confidence: 99%

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The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

Irawati,

Munajat

2023

pgr

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Managerial competency is a fascinating field to continue to develop and study until now. UNDP is still formulating the Competency Framework until 2030 (United Nations, 2018). The popularity of this field stems from the flexibility and dynamic nature of organizational practices that have been born due to global development. Managerial competencies have three components: conceptual skills, human resources skills, and technical skills. In Indonesia, city governments find it difficult to determine the right person based on managerial competence, so the wrong person is placed to occupy a strategic position. Therefore, this research wants to determine the right proportion of the three components of managerial competency and their indicators. That was the background of this study: analyzing the proportion of these skills by taking case studies in 2 regions in Indonesia, namely the Tasikmalaya Regency and Serang City. This study sought to find what managerial competency models apply in Indonesia, especially those represented by the two cities/regencies in Indonesia. This study used mixed methods: quantitative methods for distributing questionnaires to Echelon/ Class III and IV officials in the two cities and qualitative for expert group discussions to validate that would strengthen the analysis. The time needed for this research is about one year (around February 2019- August 2020). The contribution of this research shows that when an area uses an ideal competency managerial model, it is easier to achieve its vision and mission. The study results indicate that the Tasikmalaya Regency is quite good in its managerial competence selection process. It can be seen from the proportion of the three sets of dynamically dispersed managerial competencies compared to the ideal model, in contrast to Serang City, which is still far from ideal conditions. Serang City must improve its managerial competency model to make it more ideal. This is needed so that organizations can deal with changing times, which tend to be exponential to maximize performance achievements.

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Managerial Skills and Organizational Performance: Competitive Advantage

Cited by 5 publications

References 16 publications

The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria

The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria

How School Principals’ Managerial Skills Influences Teacher Self-Efficacy

The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

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