2015
DOI: 10.5539/jsd.v8n3p250
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The Competences Model of Competitive Process Engineer

Abstract: The need to develop a competences model of competitive process engineer is due to the fact that his professional career is multifaceted and there are quite a lot of specializations, professional success in which is determined by the competitiveness of the individual engineer. In this regard, this article aims at developing a competences model of competitive process engineer. The model presented in the paper reflects the technological University students' individual personality traits which are more significant… Show more

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Cited by 3 publications
(3 citation statements)
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“…Eight skills (leadership, planning, communication, teamwork, information seeking, problem solving, conflict management, and adaptability) were identified as the set of skills that managers use to successfully carry out their activity across a large number of jobs (e.g., Woo et al, 2008), and have been taken as a consensual reference. However, in the context of ICT, it seems appropriate to add a ninth soft skill taken from the same model (Entrepreneurial and Commercial Thinking), which various studies have established as a key skill for both internal and external entrepreneurship (e.g., Estrin et al, 2016), and is widely used by employers in various contexts (Accenture Universia 2007; Jung, 2015;Khairullina, et al, 2015). Table 2 shows a summary of the hypothesized signals.…”
Section: Connecting Theory and Models: Signals Of Soft Skills In The ...mentioning
confidence: 99%
“…Eight skills (leadership, planning, communication, teamwork, information seeking, problem solving, conflict management, and adaptability) were identified as the set of skills that managers use to successfully carry out their activity across a large number of jobs (e.g., Woo et al, 2008), and have been taken as a consensual reference. However, in the context of ICT, it seems appropriate to add a ninth soft skill taken from the same model (Entrepreneurial and Commercial Thinking), which various studies have established as a key skill for both internal and external entrepreneurship (e.g., Estrin et al, 2016), and is widely used by employers in various contexts (Accenture Universia 2007; Jung, 2015;Khairullina, et al, 2015). Table 2 shows a summary of the hypothesized signals.…”
Section: Connecting Theory and Models: Signals Of Soft Skills In The ...mentioning
confidence: 99%
“…En línea con ello, y no necesariamente dentro de nuestras fronteras, se han desarrollado tanto modelos específicos para vincular las competencias de los universitarios con las actividades desarrolladas en entornos específicos de trabajo como las ingenierías (Khairullina et al, 2015), el ámbito médico (Atkinson et al, 2013;Zhao et al, 2015), o el turismo y la hostelería (Jung, 2015); como modelos de corte general que pretenden facilitar la adaptación del universitario desde un nivel superior (Rieckmann, 2012;Shek y Sun, 2012). Este enfoque también ha impulsado el desarrollo de diferentes estrategias de innovación docente tendentes a la mejora de los procesos de aprendizaje y evaluación de los universitarios (Vivel-Búa et al, 2015).…”
Section: Sistémicasunclassified
“…spēja paredzēt, spēja atjaunoties un izmantot visas iespējas savai pašattīstībai (Арзуманян, 2016; Добрица & Иванова, 2016; Суязова et al, 2013). Tiek izdalītas gan vairākas kompetences kā konkurētspējas struktūras sastāvdaļas, gan arī citas programmētāja kā konkurētspējīgas personības kvalitātes, kas nodrošina konkurētspējīgu darbību un arī viņa konkurētspēju kopumā (Khairullina et al, 2015): 1) motīvi un vērtību orientācija; 2) vēlme un spēja pašattīstīties, pašrealizēties; 3) personības kvalitātes; 4) augsts profesionālās kompetences līmenis; 5) līdera īpašības; 6) sadarbības un kopdarbības kompetence; 7) kultūras humānā kompetence; 8) sociāli ekonomiskā kompetence; 9) radošums; 10) komunikatīvā kompetence; 11) pielāgošanās spējas.…”
Section: Ievads Introductionunclassified