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.

Process schedule

Session 1

My manager’s role

  • Manager’s role and responsibility
  • What is expected of the manager by the entire organisation, the team, and individual employees
    • Responsibility for results and the business context
    • Supporting innovation and managing change
    • Building organisation culture, leadership style, and workplace atmosphere
    • Planning and control of the team’s work
  • What should the manager’s competencies be, given the expectations concerning his/her role?
  • Self-diagnosis of competencies, specifying subjects for subsequent sessions, specifying development objectives
  • Setting an implementation goal

Session 2

My team

  • Analysis of the team’s functioning
  • Discussion on the implementation goal
  • Types of team roles
  • Potential, experience, and competencies of each team member
  • Observation of the team’s operation, identifying challenges and strengths
  • Diversity of the team members and flexibility of management styles
  • Setting an implementation goal

Session 3

Communication

  • Communication in the manager’s role
  • Discussion on the implementation goal
  • Communicating the team’s goals and working methods to the team
  • Types of team meetings; structure, timeframes, and objectives of meetings
  • Types of talks with employees
  • Principles of providing feedback
  • Setting an implementation goal

Session 4

Planning

  • Planning and organising the team’s work
  • Discussion on the implementation goal
  • Approaches to work planning and organisation: process thinking and project thinking
  • Key elements of planning: goals, actions, resources, schedule, risk
  • Criteria of choosing tasks to be delegated: adjusting the delegation level to the employees’ competences and motivation
  • Efficiency indicators: why monitor and what should be monitored?
  • Setting an implementation goal

Session 5

Support

  • Supporting employees’ development
  • Discussion on the implementation goal
  • Sources of employees’ motivation
  • Motivation-supporting working environment
  • Motivation-reinforcing talks
  • Solutions supporting the implementation of skills developed by employees during the training course
  • Setting an implementation goal
Contact us

Aneta Marek

Development projects consultant, sales manager

514 206 346
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