Zarządzanie Kompetencjami W Organizacji I Analiza Stanowisk Pracy

Balcerzyk, Robert; Balcerzyk, Dorota

doi:10.5604/17318157.1127104

Cited by 1 publication

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“…The key role of leadership skills in project management, emphasized by other authors, is in particular characterized as: 1/ intellectual competences (critical analysis and inference, vision and imagination, strategic perspective) and 2/ managerial competences (resource management, communication skills, empowering, employee development, self-awareness, emotional resilience, intuitiveness, interpersonal sensitivity, the ability to exert influence, motivation, conscientiousness) (Muller and Turner, 2010;Dulewicz and Higgs, 2005). At this point, it is worth noting that the success of the transition is determined by the proper (correct and timed) acquisition of knowledge and skills about the given processes, with the main repository being people who return and take over these processes; therefore, the key competency of a manager is leadership, but aimed at adjusting employees to work, team and organization (Wojtczuk-Turek, 2018;Balcerzyk and Balcerzyk, 2014), especially at the stage of team building, which will constitute the core of the SSC.…”

Section: Identification Of Deep Change Manager Competencies -Literature Review Resultsmentioning

confidence: 99%

Competencies of Managers of Deep Organizational Changes

Czainska¹

2020

ERSJ

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Purpose:The main purpose of the article was to present the results of research on the competencies of transition managers (TMs) in the process of creating shared service centers (SSC). Design/Methodology/Approach: The first stage of the research was literature review. Then, an analysis of the data collected in the previous study was performed, special focus was on data on deep lesions. The obtained results were confronted with the opinions of TMs. These opinions were collected using the Computer-Assisted Web Interview (CAWI) and in-depth interviews. Findings: Based on the theoretical analysis, a definition of transition was developed and classified into the thematic group of management sciences dealing with project management and change management. It was not found necessary to separate the "transition manager" as a new profession. However, differences between the scope of competences of the project manager and the TMs were noticed, especially in the field of substantive knowledge of the processes taken over. It is also important to list the components of the competence referred to as "leadership", important in the transition process, namely, solution-oriented attitude, ability to cope with stress, the ability to flexibly operate under various conditions, accurate prediction of problems that may occur during the implementation of changes, mental resilience, building positive cooperation within the team. Originality/Value: The subject of research is very interesting, namely the growing professional group of transition managers. If their distinctiveness in terms of competencies is noticed, and they will be properly lead through the development path, these people may be a key resource of global enterprises reporting a constant need for specialists in change management, multiculturalism and projects. Practical implications: The conclusions formulated in the article can therefore improve the management of competencies of TMs, facilitate the development of competency profiles for the recruitment and selection of project team members, or the creation of training strategies for project managers to prevent professional burnout.

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Section: Identification Of Deep Change Manager Competencies -Literature Review Resultsmentioning

confidence: 99%

Competencies of Managers of Deep Organizational Changes

Czainska¹

2020

ERSJ

View full text Add to dashboard Cite

show abstract

Zarządzanie Kompetencjami W Organizacji I Analiza Stanowisk Pracy

Cited by 1 publication

References 1 publication

Competencies of Managers of Deep Organizational Changes

Competencies of Managers of Deep Organizational Changes

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