Development of Managerial Competencies

Project assumptions

• The process described in this proposal focuses on the develop­ment of the employee’s managerial competencies. Accordingly, the consultant is to act simultaneously in several complementary roles:
• As a mentor: the consultant examines case studies prepared by the employee and shares his managerial experience with the employee.
• As a trainer: the consultant presents tools, models and theoretical approaches which may be useful in team management.
• As a coach: the consultant stimulates the employee’s reflection and inspires his/her autonomous development efforts.

The process does not envisage advisory services, i.e. no ready-made solutions are provided for the employee to implement.

• Each session is to focus on subjects proposed by organisation and the employee’s self-diagnosis made during the first meeting, based on Wszechnica UJ’s Managerial Competencies Profile, developed from Cameron and Quinn’s Competing Values Framework.
• Given the developmental aspect of the process, the employee must be allowed to make mistakes and to address directly the areas which are problematic for him/her. This means that sessions must remain confidential. Thus, the reporting for organisation will be carried out as follows:
• After the first session the consultant will define precisely the subjects for subsequent sessions and the expected process results.
• Once the process is completed, an evaluation report will be drawn up, including the employee satisfaction survey and the consultant’s opinion on the entire process.

The process uses working methods which are consistent with the roles adopted by the consultant (see above). These methods include: analysis of case studies, presentations of tools and models, coaching exercises, simulated talks with employees, and others.

Competence Model

Wszechnica UJ’s Managerial Competencies Profile developed from Cameron and Quinn’s Competing Values Framework

The profile presents four key areas of a manager’s work and possible tensions between them. It can be used as a comprehensive list of competencies to be mastered. It can also serve as an evaluation tool, in which case it helps identify the areas which have so far been at the focus of the manager’s attention vs. those at the opposite end which, consequently, have not been sufficiently addressed.

Relationships

Competencies relating to establishing and maintaining relationships within the team directed by the manager. Efforts to foster communication and confidence and to support employees’ development.

Control

Competencies relating to good work planning and efficient use of resources. Efforts to make sure tasks are accomplished timely and reliably.

Change

Competencies relating to enhancing the organisation’s operation, taking up new challenges and creating the vision of its future. Efforts to maintain openness and flexibility.

Results

Competencies relating to building competitive advantage and achieving results by responding to customers’ needs. Efforts to achieve a good business result and to motivate staff to work for its achievement.