Assessment of Management Competencies According to Coherence with Managers’ Personalities

The objective of our investigation was to verify a questionnaire’s suitability in identifying managerial competencies concerning managers’ personality characteristics. Methods: For the content validity of the questionnaire assessment of managerial competencies (AMC23), we investigated its coherence with the appraisal of the management style methodology, i.e., managerial grid (MG), with correlation analysis. The existence of statistically significant relationships between the assessment of managerial competencies and managers’ personality characteristics was determined using Pearson’s correlation coefficient concerning the BIG-5 model. Results: In total, 573 managers participated in this study. Our examination concludes that motivational competencies correlated positively with the compromise and cooperative style; performance competencies with the competitive and cooperative style; and social competencies with the cooperative, adaptive, and compromise style. Not least, target competencies positively correlated with the competitive and cooperative style. Further, neuroticism negatively correlated with social managerial competence, extraversion, and openness to experience, which positively correlated with motivational and target competence. Friendliness was positively associated with social competence, and diligentness positively correlated with motivational, performance, and target competence. Conclusion: We determined significant correlations between managerial competencies (AMC23) and managerial style (MG). Our findings might have implications for further investigation and the development of more comprehensive instruments to assess managerial competencies in connection with managers’ personalities. We point out the need for further research to verify, improve, and constitute a model that further elucidates and explains managerial competencies.

A New Proposition of Business Model Innovation: Anteceding Managerial Competencies

Knowledge, competencies, and human capital are the cornerstones of business innovation. Generating innovation alone is not a guarantee of success in the market, but it is necessary to successfully manage innovation, which requires managers' expertise and specific competencies. The paper focused on analyzing the impact of several managerial competencies on improving the new proposition dimensions of the business model innovation. The business model innovation consists of new creation innovation, new proposition innovation, and value capture innovation. This paper analyses the new proposition innovation segment that relates to solutions for customers and how they are offered; it consists of the dimensions of new offerings, new customers and markets, new channels, and new customer relationships. The research was conducted among managers of companies from several industries, who evaluated their competencies, namely analytical and innovative, their ability to recognize opportunities, their tenacity, and passion for work, as well as new proposition innovation of business model innovation. The findings suggest that each of the managerial competencies is influential in some way but that they do not all affect each dimension of a new proposition of business model innovation. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Relationship and digital competencies of individuals in value creation in the Polish digitized environment

The aim of this paper is to indicate how the relational and digital competencies of individuals impact value creation processes during a cooperation between companies in a digitized environment. The paper applies the case study method and analyzes a digitized small company operating in Poland and its cooperators (confectionery shops, end commercial businesses, and individual customers). The study contributes to the literature on individual and managerial competencies by addressing both the relational and digital competencies of individuals needed for value creation. It proposes a novel approach to the conceptualization of individuals’ relational and digital competencies needed for value creation in a digitized environment by companies from both digital and traditional industries. It also presents managerial implications and identifies the individual relational and digital competencies of Polish managers that are needed to create value in a dynamic, digitized environment.

Direction of businesses operating in Slovakia to develop key managerial competencies

The emerging era of the Fourth Industrial Revolution brings significant changes mainly in the sphere of development and widespread utilization of new technologies. The application of mentioned technological innovations can be found in all economy spheres, however the effectiveness of their implementation is the key to ensuring the businesses competitiveness. The authors analyse the current but also expected state of key managerial competencies as well as their application needed to maintain competitiveness in the emerging era of Industrial Revolution in businesses operating in Slovakia. The research was conducted by the questionnaire method in 1,077 companies, during the year 2020. The results of the survey show an above-average use of almost all assessed competencies as well as positive prognosis for the future, as the perception of their need of future application is even at a higher level than the present state shows.

Diagnosis of competencies in the meetings industry in Poland, Hungary and Ireland in post-COVID-19 period

The freezing of economies due to the COVID-19 pandemic caused damage not only on the sales side but also on the labor market due to the outflow of staff from companies specializing in the organization of meetings. The return of the meetings industry sector to the development path will involve skillful change management, including in the area of competencies and skills. To inventory and assess the competencies of employees in the meetings industry, this study was carried out among specialized enterprises in the meetings industry in Poland, Hungary, and Ireland, on samples of two research groups, i.e. the Director General (CEO) and operational employees based on questionnaires and individual in-depth interviews (IDI). The obtained results allowed to establish the hierarchy of self-assessment of own managerial competencies, assessment of the competencies of the CEO by the employees, areas of increasing team competencies, and areas of staff development in the sector shortly, contributing to the recovery from the pandemic crisis. Raising the competencies and qualifications of employees is perceived as one of the most powerful tools for overcoming the pandemic crisis, obtaining 68% positive indications among CEOs in Poland, 77% indications in Hungary, and 84% in Ireland. In all analyzed countries, the meetings industry is indicated as a strategic product of the tourist market. Among the planned long-term actions aimed at overcoming the pandemic crisis, increasing employee competencies is perceived as an opportunity for the companies operating the meetings industry sector (90% in Poland, and 80% in Hungary and Ireland). AcknowledgmentThis study was done in frames of the project “Vocational competences in MICE sector” co-financed in frames of European Union program Erasmus + as part of the program The Dialog for Transformation, Erasmus+, 2020–2021.

ENHANCING HEALTHCARE THROUGH THE DEVELOPMENT OF MANAGERIAL COMPETENCIES OF THE HEALTHCARE LEADERS

The study aims at diagnosing the managerial competencies of the medical managers as well as practical tools for their development in order to enhance healthcare in crisis and under unstable conditions. The authors suggest a methodical approach to form a profile of the managerial competencies of the heads of medical facilities, which is based on the use of the method of expert evaluations and provides for the three stages: preparatory (within which the scientific and methodological basis for analysis is formed), evaluatory (which involves diagnosis of the managerial competencies of the medical managers in the context of three groups: instrumental, interpersonal and systemic), and recommendatory (which provides practical tools for the development of the medical institution head’s competencies in order to enhance healthcare in crisis and under unstable conditions). To form the basis of the study a questionnaire was created, which lists managerial competencies in terms of three groups: instrumental, interpersonal and systemic. The survey was conducted among the heads of medical institutions, their departments and the chief nurses of the healthcare institutions in Precarpathia. The article substantiates that nowadays it is not enough for a medical institution manager to have only a high level of knowledge on medicines, but also be aware of the elements of financial management, strategic planning and marketing, risk and conflict management, high-rate readiness for change and teamwork. The study of managerial competencies of the supervising physicians allowed to create profiles of the managerial competencies of the actual and future medical managers, to offer practical tools for their managerial competencies development, taking account of the need to work in crisis and under unpredictable conditions. Keywords: medical care, heads of medical institutions, managerial competencies, instability. JEL Classification M12, M14, I10 Formulas: 0; fig.: 1; tabl.: 5; bibl.: 15.

Managerial Competencies & Polish SMEs’ Response to the COVID-19 Pandemic: An Insight

The COVID-19 pandemic and its implications have had a devastating impact on the business sector worldwide, especially on the SMEs’ sector. By highlighting the evolution, and so the specificity, of the Polish SMEs’ sector, by reference to the concept of learning organization, this paper queried the sources of the Polish SMEs’ unsatisfactory response to the COVID-19 pandemic and its implications. A survey (n = 147) conducted among a sample of Polish SMEs revealed that the Polish SMEs, in general, did not recognize the salience of managerial skills in building their capacity to withstand a crisis. Creating growth opportunities, rather than accumulating and operationalizing their organization’s knowledge, were stressed as the way of navigating challenges. This paper offers an insight into selected factors that influenced Polish SMEs’ sector during the COVID-19 pandemic, and suggests some ways of addressing problems thus identified.

The Application of Mix Delphi-AHP Method in Identification and Prioritization Competencies Needed by National Tax Collector

This study aimed to identify and prioritize competencies needed by the national tax collector. This study was conducted in two regional offices of the Directorate General of Taxes that consists of sixteen tax offices. Fourteen former national tax collector’s top performers from the 2017 to 2020 periods participated as the expert panel in two online Delphi surveys on different rating scales (five-point and nine-point) to clarify the list of competencies identified by the researcher from literature reviews and documentation studies. The Delphi panel reached a consensus for sixteen competencies in both surveys representing three categories: managerial, technical, and sociocultural competencies. The Analytic Hierarchy Process (AHP) was used to analyze the priority of competencies. Forty-six respondents, which consists of the National Tax Collector and the Head of the Audit, Appraisal, and Tax Collector Section, were participated in the AHP survey. The result shows that technical competency was the top priority among the category of competencies followed by sociocultural and managerial competencies. Based on the overall scores, the competencies' priority rankings from the top to the lowest, respectively, are sociocultural adaptation, soft collection, adhesive and unifying the nation, hard collection, tax knowledge, identification and profiling of tax bearer, integrity, compliance risk management, ICT literacy, communication, result orientation, decision-making, teamwork, public service, managing change, and developing self and others. Keywords: Competency, Delphi, Analytic Hierarchy Process, Tax Collector.