CHANGE IN COMMUNICATION MANAGEMENT ROLES DUE TO GLOBALIZATION: A CASE OF COMMUNICATION MANAGEMENT COMPETENCIES MAPPED BY INTERNATIONAL PROFESSIONAL PUBLIC RELATIONS ASSOCIATIONS (2015–2020)

Research background: The role of communication has now become much more critical than during previous periods, not only to compete with other organisations in the stream of communicating messages but also to develop and implement organisational strategies and support the organisation’s top-level managers and decision-makers. The goal of public relations (PR) associations is to develop PR professionals’ competencies. Comprehensive research at the European level signals the need for constant improvement of competencies, especially business development and technologies (Zerfass et al., 2020; Adi, 2019). A vast majority of practitioners across Europe highlight the importance of digitalising stakeholder communications and building a digital infrastructure to support internal workflows (Zerfass et al., 2021). However, instead of technical and managerial training, PR practitioners continue to overwhelmingly offer communication training and development opportunities (Tench et al., 2013; Zerfass et al., 2018; MacNamara et al., 2017; Feldman, 2017; The USC Annenberg Centre for Public Relations, 2017; Communicating AI, 2019). There are discrepancies between the perceived importance of competencies and the current qualifications of professionals due to digital transformation and changes impacted by globalisation. Purpose: To identify changes in PR specialists' competencies due to the impact of globalisation. Methods: Content analysis of information provided in the webpages of international professional PR associations for the period 2015–2020. Findings and value added: The study results show that professional PR associations do not respond to the challenges of the changing environment in a timely manner by providing training, but present and discuss relevant topics with the help of specialists from other fields while encouraging the sharing of good practices. Such a functioning position occupied by professional PR associations in developing the model of competence for PR specialists reveals that PR associations are engaged in strengthening or maintaining competencies, but not developing them.

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.

Strategic Priorities, Management Competencies, and Performance of the Divisions of Schools in Negros Island, Philippines

Good governance is a requisite in achieving quality education and lifelong learning. This combined descriptive, comparative, and correlative study looked into the strategic priorities, management competencies, and performance of the 16 divisions of schools in the Department of Education in Negros Island, Philippines. The statistical tools used were percentage and mean to determine their strategic priorities, management competencies, and performance based on the study's indicators; single-factor analysis of variance to find out any significant difference in their strategic priorities and management competencies; and Spearman rho to examine the coefficient of correlation between their strategic priorities and management competencies, their strategic priorities and performance, and their management competencies and performance. The study found no significant difference between the divisions of schools’ strategic priorities and management competencies, and no significant relationship between these variables and between these variables and their performance.

A Proposed Approach to Investigate Whether Postgraduate Health Care Management Education in Australian Universities Facilitates the Development of Informatics Competencies

Competencies have emerged as being important in healthcare. AIDH has health informatics competencies and ACHSM has health service management competencies but as health care is rapidly changing, it is important that the required competencies continue to evolve. The aim is to investigate whether postgraduate health care management education in Australian universities facilitates the development of informatics competencies. The proposed approach followed the NWCPHP ‘Steps Used to Effectively Map Preexisting Courses to Competency Sets’ to map the health informatics competency statements against the ACHSM accredited and RACMA recognised, postgraduate health care management programs offered domestically in Australia. The initial results show that only 10% of the AHICF competencies were fully addressed, 12% of the AHICF competencies were mostly addressed, 28% were partially addressed, and 50% of the AHICF competencies were not addressed at all. The proposed course competency mapping approach demonstrates that there is a need to revisit the informatics competencies taught in postgraduate health care management programs in Australia.

What are the key leadership competencies required by medical school deans in Uganda? A qualitative cross-sectional study

Background: Effective leadership is vital for organizational growth and sustainability. Globally, medical schools are faced with leadership challenges due to the pace of globalization, technological advances, reduced funding and changed funding cycles, increasing student enrolment, demands of accreditation, academic collaboration, innovations and research. This makes identification and selection for the right leadership competencies a priority.Objectives: To investigate the key leadership competencies required by deans of medical schools in Uganda.Method: A qualitative study using semi-structured interviews with the current deans and purposively selected former deans of medical schools in Uganda was conducted between March and June, 2020. We analysed the data using Grounded theory.Results: Thirteen (13) deans (9 of the 12 current deans and 4 former deans) participated in the study. We established ten (10) key roles of a dean of a medical school categorised as academic leadership, administrative leadership and professional leadership. Eleven (11) key competencies were identified as necessary for effective leadership of medical schools in Uganda, and categorized as personality-related competencies, organizational management competencies and medical/health expertise.Conclusions: A dean of a medical school in Uganda should possess a combination of personality, medical expertise, health professions training and organizational management competencies and have training in leadership, financial and resources management. Keywords: Competencies; effective leadership; medical schools; Dean.

An Inquiry into the Managerial Competencies of Islamic Senior High School of Nurul Islam Principal at Mataram, West Nusa Tenggara

This study aimed at investigating the key management competencies of Islamic Senior High School Nurul Islam West Nusa Tenggara, how the managerial competence of Nurul Islam principal in term of planning, organizing, leading, and controlling also the teacher conception regarding to the issues. In doing so, the study applied qualitative design of case study model. The data gathered through semi-structured interview by involving the principal and one teacher. The zoom meeting platform was utilized to interview the targeted principals. The data were interpreted by applying inductive content analysis technique. Align with the result of data interpretation, having clear and measurable vision and mision, having good teaching and learning program, having criteria for efective learning environtment, involving four frame of leadership style, excuting good administration management process and control are the array of aspects that should be considered by a principle in conducting management in Islamic Senior High School of Nurul Islam.