scholarly journals Managing transitional challenges for quality performance in polytechnics in Ghana

2012 ◽  
Vol 6 ◽  
pp. 112-121
Author(s):  
Fanny Ama Darkey ◽  
George K.T. Oduro
Keyword(s):  
Strategic Management ◽  
Management Skills ◽  
Quality Performance ◽  
Senior Staff ◽  
Transitional Challenges ◽  
Competency Based ◽  
Descriptive Survey

This paper presents the findings of a study into transitional challenges facing polytechnic management'" in Ghana, effects of those challenges on the quality delivery of polytechnic education and how polytechnic management was managing such challenges. The research was a descriptive survey involving 340 respondents drawn from 6 polytechnics in Ghana. Respondents included both senior members and senior staff. Data were gathered through questionnaire and interviews. Informed by the study, the paper argues that the management of polytechnics encounter a number of challenges. some of which are easily manageable whilst others require strategic management skills to address. It further advocates a stronger collaboration between the polytechnics and industry as a way of promoting quality competency-based training in the country.

scholarly journals Presentation of a Model for a Competency-Based Succession Planning Model with Respect to Adjusting Role of Organizational Culture in Telecommunication Infrastructure Company of Iran (TICIR)

2020 ◽  
Vol 2 (1) ◽  
pp. 61-76
Author(s):  
Sorush Niknamian
Keyword(s):  
Organizational Culture ◽  
Succession Planning ◽  
Sampling Method ◽  
Sampling Technique ◽  
Planning Model ◽  
Statistical Population ◽  
Telecommunication Infrastructure ◽  
Competency Based ◽  
Descriptive Survey

The current research aims to propose a competency-based succession planning model with respect to adjusting role of organizational culture in Telecommunication Infrastructure Company of Iran (TICIR). This study was conducted as an applied research in terms of objective and it was assumed as a descriptive survey by taking approach toward interpretative structural modeling. The statistical population of this study included two groups of experts and directors (Directors general, chairmen of offices, responsible experts and experts of TICIR Company). Primarily, in order to determine sample size for statistical population, 20 of experts were elected using non-randomized and selective sampling method and 340 members of the second statistical population were chosen by means of classified sampling technique including directors general, deputies of directors general, chairmen of offices, responsible experts and other experts of TICIR Company. The findings about succession planning model indicated that the variable of succession planning reached to a level higher than satisfactory rate therefore all of the related elements were placed higher than satisfactory level. Finally variable of organizational culture, as adjusting variable, was also placed at the level higher than satisfactory rate in this study. Hence, all of these variables reached to the level higher than satisfactory rate.        

Measuring What Matters

2017 ◽  
pp. 268-282 ◽  
Author(s):  
Aaron Brower ◽  
Sandra Kallio ◽  
Rebecca Karoff ◽  
Mark Mailloux ◽  
David Schejbal
Keyword(s):  
Student Success ◽  
Strategic Management ◽  
Subject Matter ◽  
Academic Goals ◽  
Competency Based Education ◽  
Direct Assessment ◽  
Management Of Resources ◽  
Competency Based ◽  
The University ◽  
What Matters

This chapter demonstrates that competency-based education requires a different set of student success metrics, and introduces the metrics framework developed by and for the University of Wisconsin's UW Flexible Option (UW Flex). UW Flex is a direct assessment competency-based self-paced model for earning degrees and certificates from institutions in the UW System. It was supported by a grant from Lumina Foundation to develop a competency-based education blueprint for success and includes a set of student-centric metrics meaningful to the model, the curriculum, and the students who are being served in Flex programs. The framework defines student success as students moving through programs at their own pace, demonstrating mastery of subject matter, and meeting academic goals. Program-level metrics aggregate each of these three student-level metrics to provide useful information about the success of a program. The authors also build the case that strategic management of resources is required to overcome challenges inherent in implementing the UW Flexible Option metrics framework.

scholarly journals DEVELOPMENT OF SOFT SKILLS OF FUTURE INFORMATION TECHNOLOGY PROFESSIONALS: METHODS, MEANS, EVALUATION INDICATORS

2019 ◽  
pp. 93-106
Author(s):  
Olena Glazunova ◽  
Tetyana Voloshyna ◽  
Valentyna Korolchuk
Keyword(s):  
Strategic Management ◽  
Information Management ◽  
Rating Scale ◽  
Soft Skills ◽  
Cloud Services ◽  
Information Technology Professionals ◽  
Learning Technology ◽  
Management Skills ◽  
It Industry ◽  
Team Members

This article proposes a soft skills framework. Successful employment of IT graduates in the IT industry depends essentially on the level of soft skills. Five soft skills groups are proposed: management, communication, personal effectiveness, strategic management and information management. Each group contains a specific list of skills and competencies that a graduate of the university's IT profession should possess. Indicators were developed to measure the level of soft skills development and a rating scale was proposed. A model for forming and developing the soft skills of future IT professionals has been developed. It includes: target, procedural, substantivemethodological, technological and diagnostic-resultant components. According to the developed model, the stages of formation of "soft skills" for future IT-specialists are grounded: preparatory (formation of communication and management skills), professional (skills of personal efficiency), integral (skills of strategic management, personal efficiency and information management). Content, methods, forms, cloud tools and services are defined for each stage. The effectiveness of the application of blended learning technology, which combines the use of project methodology, forms of individual and group work with the use of cloud tools for the implementation of collective and individual projects, is substantiated. In the course of the pedagogical experiment, soft skills were identified, the effectiveness of the developed model of software development of skills was proved. Soft skills, the level of development of which is most intensively explored, are explored. These are soft skills such as: understanding your own responsibility to the team while working on a project, being able to present the project to investors or your own team, working with colleagues and performing tasks independently, clearly formulating their needs and expectations for the team and the environment, the ability to unite the group and build effective team interaction to solve certain tasks, to form a communication system in the team using answers other cloud services, the ability to plan long-term based on the intermediate goals of the project, the willingness to delegate its authority to other team members, the ability to quickly identify important and minor, solve problems more effectively, more carefully and efficiently handle different tasks.

scholarly journals The essence and features of the competency-based approach to strategic enterprise management

2021 ◽  
Vol 18 (4) ◽  
pp. 30-40
Author(s):  
Inna Gruzina
Keyword(s):  
Strategic Management ◽  
Professional Competence ◽  
Personal Characteristics ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decisions ◽  
Strategic Factor ◽  
Analysis And Synthesis ◽  
Strategic Goals ◽  
Competency Based

Increasing the role of an employee as a determining factor in the economic growth of an enterprise makes managers change the philosophy of management, directing it towards the realization of employees’ unique abilities. The effective implementation of the strategic direction of action depends on the knowledge, skills and personal characteristics of specialists, i.e. competencies that are a source of competitive advantage and a strategic factor in the enterprise development. In this regard, it is necessary to study the competency-based approach features in order to identify the opportunities for application in the strategic management of an enterprise. The purpose of the study is to clarify the essence of the competency-based approach and substantiate the need for its application in strategic management. The object of the study is the process of strategic enterprise management. The following methods were used: abstract-logical, analysis and synthesis – to clarify the essence of the competency-based approach; formation of conclusions; and graphical technique – to visualize the results. The views on the essence of the competency-based approach are analyzed and the lack of research on its importance for ensuring effective strategic management at different levels is noted. Taking into account the transformation of the essence of strategic enterprise management and the significant dependence of its effectiveness on professional competence of strategic decision developers and executors of their decisions, the essence of the competence-based approach is specified. It provides for the involvement of specialists with the necessary knowledge, skills, ability to objectively perceive information, use experience and intuition in determining promising areas of action, and take responsibility for decisions to achieve strategic goals for the implementation of the stages of strategic analysis and strategic selection. This will allow managers to involve employees in the process of making strategic decisions, focusing not only on their job positions, but primarily on the availability of a set of competencies necessary for strategic management and the appropriate level of their manifestation in professional behavior. A likely result can be a reduction in the time for the implementation of the relevant stages of strategic management and an increase in the likelihood of achieving strategic goals due to a correctly chosen strategy of future actions.

scholarly journals The importance of record keeping to the growth of small and medium scale enterprises (SMEs) in Zimbabwe

2015 ◽  
Vol 12 (4) ◽  
pp. 744-754 ◽  
Author(s):  
Ongayi Vongai Wadesango
Keyword(s):  
Financial Reporting ◽  
Financial Management ◽  
Survey Design ◽  
Small And Medium Enterprises ◽  
Management Skills ◽  
Social Scientists ◽  
Accounting Systems ◽  
Record Keeping ◽  
Medium Enterprises ◽  
Descriptive Survey

This study sought to investigate the influence quality financial reporting systems have on the performance of small and medium enterprises. Descriptive survey design was employed. The sample size was 100 SMEs, selected using stratified random sampling. Data were collected using a questionnaire and an observation list. Data collected using questionnaire were analyzed using Statistical Package for the Social Scientists (SPSS). The study found an absence of formal accounting systems in many firms due to lack of financial and accounting knowledge among the owner‐managers. It is recommended that financial institutions and policy makers need to focus on educating such owner‐managers with necessary accounting and financial management skills.

E-Partnership Strategy and Structure

2011 ◽  
pp. 54-85
Author(s):  
Fang Zhao
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Worked Examples ◽  
Management Approach ◽  
Complex Nature ◽  
Management Skills ◽  
Strategy Formulation ◽  
Business Partnership ◽  
Management Perspective

Now that the Internet bubble has seemingly burst, the days are gone when anyone with Internet and IT knowledge can run a successful e-business. Like other businesses, e-business also needs strategic management skills and traditional business sense. This author argues that the success of e-business requires a well-defined and well-formulated e-partnering strategy. A good e-partnering strategy can make a significant impact on business operations, customer relations and competitive market position of an organization, if it is implemented and executed successfully. E-managers must be able to think forward and strategically. Business partnership, in whatever form, has gone from being a peripheral tool of management to a centerpiece of corporate strategy and competitive advantage over the past decade (Bamford, Gomes-Casseres, & Robinson, 2003). This chapter studies e-partnership from a strategic management perspective because e-partnership has become an important component of the strategy of many successful companies. From a strategic management perspective, e-partnerships should be strategic e-business alliances. Strategic management focuses on the process whereby managers develop and implement strategies for achieving strategic goals within existing conditions, in turn, helping organizations identify and achieve a competitive advantage. By resorting to a strategic management approach, this chapter helps in understanding the complex nature of e-partnering strategy formulation and implementation, which involves changes to existing business models and procedures. The chapter focuses on the strategy of e-partnering and its matching structures and delineates various worked examples of e-partnerships in today’s e-business world, thereby providing a practical guide to e-partnering strategy formation and implementation.

scholarly journals Competency-based approach to human resources management

2013 ◽  
Vol 59 (No. 11) ◽  
pp. 496-504 ◽  
Author(s):  
S. Lišková ◽  
P. Tomšík
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Work Performance ◽  
Human Resources Management ◽  
Resources Management ◽  
Competency Models ◽  
Competency Based

 The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.  

scholarly journals The interpersonal skills of recent U.S. entrants to the field of healthcare management

2013 ◽  
Vol 3 (3) ◽  
pp. 33
Author(s):  
Diane Marie Howard ◽  
Douglas Silverstein
Keyword(s):  
Interpersonal Skills ◽  
Healthcare Management ◽  
Senior Executives ◽  
Development Programs ◽  
Management Skills ◽  
Current State ◽  
Gender Education ◽  
Clinical Background ◽  
Hospital Systems ◽  
Competency Based

A national survey was conducted to determine the current state of senior executive perceptions of recent entrant managers within corporate headquarters, hospital systems, and freestanding hospitals. The survey was constructed based on leadership interpersonal competencies and competency-based career development programs. A total of 676 respondents returned a survey, representing 31% of the mailing sample. The goal of the research was to determine the perceptions that senior executives have about the interpersonal skills of recent entrants to the field of health care management and identify best practices for organizational training of such entrants. Findings reveal that senior executives view the recent entrant manager favorably regardless of age, gender, education, and non-clinical/clinical background. Senior executives also observed the need to require additional training of recent entrant managers in areas of management skills on understanding organizational politics, using a variety of techniques to influence others, handling difficult people or situations using diplomacy, confronting others about their mistakes, and exercising authority. 

scholarly journals Influence of Emergent Strategic Management Mode on Performance of Small and Medium Enterprises in Machakos Town, Kenya

2019 ◽  
Vol 4 (5) ◽  
Author(s):  
Truphena Nyang'ara Osinde ◽  
Robert Arasa ◽  
Jacinta Munyiva Kinyili
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Opportunity To Learn ◽  
Skills Training ◽  
Management Mode ◽  
Accurate Information ◽  
Management Skills ◽  
Parametric Test ◽  
Emergent Strategy ◽  
Medium Enterprises

The objective of the study was to investigate influence of emergent strategic management mode on performance (sales) of SMEs in Machakos Town, Machakos County. Descriptive research design was employed to ensure a complete description of the situation of SMEs performance in Machakos town. The target population was 16,399 licensed SMEs in Machakos Town.These SMEs where grouped into eight categories.Using stratified random sampling method,a sample of 390 respondents was selected from the target population.Data was collected using questionnaires design to obtain accurate information from respondents. Collected data was analyzed using both qualitative and quantitative techniques. Due to non-normality and non-homogeneity of the dependent variable,a non-parametric test (Mann-Whitney U test) was prefered instead of a parametric test (t-test).Under this test,the data was categorized into low users of each strategy and high users of each strategy.  The findings were presented using tables, figures, pie charts and graphs.The  results indicated that SMEs which applies emergent strategy practices tend to have higher performance.Thus we conclude that emergent strategy practices positively influence performance of SMEs in Machakos Town. The study findings help SMEs strengthen their operations to ensure that the SMEs have a  competitive edge to match their counterparts across other counties. The  study recommends the need to have owners/managers of the small and medium enterprises undertake basic business and management skills training. Training the senior managers give opportunity to learn strategic management skills which will be valuable in their daily operations.

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