Competence Of Directors Research Articles

Assessment of the level Job competencies of directors of student activities departments in Iraqi universities from the point of view of their sports staff

Assessment of the level Job competencies of directors of student activities departments in Iraqi universities from the point of view of their sports staff

Framework for Screening and Evaluating the Competencies and Qualities of the Board of Directors in South Africa’s State-Owned Companies

Purpose—This research paper presents a framework for screening and evaluating the competencies and qualities of the board of directors in South African state-owned companies (SOCs). Design/methodology/approach—This study conducted a systematic literature review to gather primary data which was used to prepare a questionnaire for two rounds of the Delphi process, where data was analysed both qualitatively and quantitatively. Findings—The findings from the study revealed the ideal competencies and qualities of individual directors, the optimal collective competencies of directors, and the most appropriate screening and evaluation methods that could be adopted to benefit SOCs. Originality/value—This paper adds to the limited studies investigating the competencies and qualities of directors in SOCs, as most research is focused on listed private companies. Furthermore, there is currently no framework in South Africa that outlines the process for screening and evaluating the competencies and qualities of directors in South Africa’s SOCs. In an effort to support the South African government screen and evaluate the key competencies and qualities of directors in state-owned companies, this team has developed a theoretically informed framework that can be used to screen potential board members’ abilities and capabilities before they are appointed as well as to evaluate the relevance of existing board members.

Managerial Competencies of Directors: A Case Study of Small and Medium-Sized Enterprises in Ho Chi Minh City, Vietnam

In the context of deepening international economic integration, the increasingly fierce global business and competition environment, has been posing great requirements and challenges for businesses, especially small and medium enterprises. In which, the requirement to build a team of directors with knowledge, understanding, and management capacity is an urgent requirement for small and medium enterprises in Ho Chi Minh City, Vietnam. Therefore, through a survey, this article focuses on analyzing and evaluating the current situation of the management capacity of SME directors in Ho Chi Minh City.

Formation of management competence of future directors of preschool education institutions

The article analyzes the problem related to the formation of managerial competence of future directors of preschool education. The content of the concepts "competence", "managerial competence of the director of the preschool institution" is analyzed. Theoretical analysis of research of scientists who studied the problems of managerial competence in the theory and practice of management of educational institutions. It is noted that the modernization of the education system requires changes in management, as the current head of preschool education must be well versed in the field of management, competently manage the educational process in a preschool education institution, identify promising vectors of development that will affect the effectiveness of preschool education, implement effective methods of working with staff. The managerial competence of the director of preschool education institutions is defined as an integral property that includes a set of professional knowledge and skills that demonstrate a high level of professional competence in management, personally significant qualities that contribute to the implementation and performance of functional responsibilities, high motivation, efficiency and perseverance, self-development and self-improvement in the profession. It is noted that the director of a preschool education institution is primarily a manager who organizes and manages a preschool education institution and its functioning; the development of prestige and image depend on his / her professional skills and leadership qualities. The professional skills that the future director of preschool education institutions must master in the learning process include the ability to objectively assess his / her own knowledge (general, special), to effectively organize professional activities, to make decisions independently and be responsible for their results, to establish positive and effective subject-subject relationships with employees, to introduce innovations in the educational process, to strive for self-improvement and self-development. A questionnaire was developed, examples of exercises and tasks were given, which were considered with students of the second (master's) level of higher education in the process of studying the discipline "Theory and practice of work organization in preschool education". The obtained quantitative results showed that the developed set of practical tasks, which were considered with students, helped to increase the level of managerial competence of students, future heads of preschool education institutions.

Efficiency of management competencies of directors during the COVID-19 pandemic

Purpose: At global and national level, the COVID-19 pandemic is influencing the public to increasingly speak of and recognize the importance of preserving the healthcare system. In addition to the solutions found in the formation of new healthcare policies, legal regulations, the role of the director is increasingly recognized, which is important for achieving goals and success as well as for preserving the healthcare system. Methodology: The study involved 27 respondents, i.e. directors of healthcare institutions at the primary level in the Republic of Croatia. All collected data were processed using the IBM SPSS Statistics statistical software. Results: Research results and the theoretical framework of the paper will present the factors influencing the management process of directors in the health system and the importance of the need to revise legislation and the education system aimed at ensuring the sustainability of public health. Conclusion: The paper will present which competencies of directors of healthcare institutions are crucial for crisis management during the COVID-19 pandemic.

Evaluation of the American Physical Therapy Association’s Guidelines for Training Culturally Competent Physical Therapists

Background: Training healthcare practitioners on cultural competence and increasing the cultural diversity of healthcare professionals, may help to alleviate barriers and improve patient outcomes. The American Physical Therapy Association (APTA) has implemented goals and guidelines for the training of culturally competent physical therapists. The goal of this study was to evaluate whether an association exists between physical therapy directors’ self-reports of the implementation of the APTA goals and guidelines and the cultural competence of those directors, and also to examine whether there are racial/ethnic differences in the implementation of these goals and guidelines and cultural competency among the directors. Methods: The study design was a cross sectional. The survey was sent to 225 physical therapy directors who were required to provide information about the implementation of the APTA goals and guidelines, cultural competency, and demographic characteristics. Linear regression was used to test the association between the implementation of APTA goals and guidelines and the cultural competence of the physical therapy directors. Independent sample t-tests were used to examine whether there were racial/ethnic differences in the implementation of these goals and guidelines and the cultural competence of the directors. Results: A total of 47 physical therapy directors responded to the survey. There was no significant relationship between the implementation of APTA goals and guidelines and the cultural competence of the physical therapy directors or significant racial/ethnic differences in the implementation of the goals and guidelines and cultural competence among the directors. Conclusions: Recommendations for practicing cultural competency in the field of physical therapy will need to be supported by further research into other populations. Other frameworks for understanding cultural competence among physical therapists should be explored.

MARKETING COMPETENCE OF DIRECTORS IN COMPETITIVENESS PROVISION OF VOCATIONAL TRAINING INSTITUTIONS AT THE EDUCATIONAL SERVICES MARKET

The author considers the marketing approach to managing the competitiveness of the educational institution on the basis of studying the trends of the economy and the labor market, the needs and interests of consumers of educational services; he determines the criteria of competitiveness of the educational institution. It is determined that the creation of a scientific basis for the development of marketing competence of the directors is necessary for the adaptation provision of the educational proposal to the needs of the labor market, the introduction of modern information and analytical tools for the effective planning and management of vocational training institutions. The conceptual foundations of competence, systemic, adaptive, informational approaches are analyzed, which are the methodological substratum for determining the content and formation of the system of development of marketing competence of directors, search of ways to increase the efficiency of making managerial decisions on the activities and development of institutions of vocational education and training.

СУЧАСНІ ГУМОРИСТИЧНІ ШОУ-ПРОГРАМИ НА ЕСТРАДІ УКРАЇНИ: КОНЦЕПЦІЯ ЗАДУМУ ТА ДІЙОВІ ОЗНАКИ

Мета роботи. Висвітлити концептуальні вимоги до творчого задуму режисера-постановника сучасних гумористичних шоу-програм, надати характеристику дійовим ознакам комедійних номерів, обґрунтувати принципи жанрового плану даних форм та систематизувати основні складові професійних компетенцій режисера і артиста естради. Методологія дослідження полягає у застосуванні мистецтвознавчого, функціонального, аналітичного, системного методів дослідження сучасних гумористичних шоу-програм на естраді України, їх професійного створення за законами сценічного мистецтва, здійснення аналізу головних вимог щодо концепції даних вистав та номеру як складової цілісного дійства, та структуризації професійних компетенцій режисера і артиста. Наукова новизна. Вперше систематизовані основні складові професійних компетенцій режисера і артиста естради, визначені дійові ознаки комедійного номеру, розроблені концептуальні вимоги щодо створення гумористичних шоу-програм. У результаті здійсненого дослідження можна зробити висновок, що авторам, постановникам, виконавцям сучасних гумористичних шоу-програм необхідно дотримуватися професійних компетенцій, обов’язково виконувати у своїй художній діяльності на сценічних підмостках естради головні завдання творчої майстерності, враховуючи дійові ознаки жанрового плану номеру та вистави загалом.

The relationship between CEO personal power, CEO competencies, and company performance

This article examines the impact of chief executive officer (CEO) power (formal and informal) on company performance and investigates the relationship between the CEO’s power and the company’s financial performance: share price performance, return on assets (ROA), and Tobin’s Q. The research employed both primary and secondary data. A questionnaire collected data from 391 professionals (respondents) in the market and comprised two scales, one adapted from existing research on personal competencies of directors and the second on CEO personal power dimension and demographics. Seven hypotheses were tested. Seven were supported for share price performance, four for ROA and three for Tobin’s Q. The CEO’s is a key role in general management, probably the most important. This is the only study found in the extant literature, which investigates the links between CEO power, competencies, and company performance. It identifies some of the most important characteristics of the effective CEO.

Behavioural competencies and organizational performance in Italian performing arts

ObjectivoEste estudio pretende investigar las competencias comportamentales de los directores y managers que trabajan en las organizaciones culturales, y la relación entre estas competencias y la el desempeño organizacional.Diseño/metodología/enfoqueEste estudio usa el proceso ESC competency modelling y la técnica de la Behavioral Event Interview. Sobre todo, entrevistamos 14 directores y managers de seis organizaciones de espectáculos en vivo que operan en Emilia-Romagna, una región del Norte de Italia.HallazgosEncontramos que los directores y managers de las organizaciones culturales muestran un conjunto especifico de competencias sociales y emocionales (persuasión, empatía, etc.), mientras que las competencias cognitivas son menos frecuentes. Hallazgos muestran también que un portfolio balanceado de competencias comportamentales está correlacionado con alto desempeño organizacional.Implicaciones prácticasLos Hallazgos ofrecen relevantes implicaciones administrativas por el diseño y la implementación de un sistema coherente de prácticas de recursos humanos, que permite a las organizaciones culturales conseguir un alto rendimiento organizacional.Originalidad y valorEste articulo contribuye a una mejor comprensión de la relación entre las competencias de los managers y el desempeño de las organizaciones culturales, sobre todo considerando competencias específicas (las competencias comportamentales) que los estudios pasados han descuidado.

CORPORATE GOVERNANCE AND INTERNET FINANCIAL REPORTING IN INDONESIA (An Empirical Study on Indonesian Manufacturing Companies)

This study aims to investigate the effects of the corporate governance and ownership structure on the internet financial reporting in manufacturing companies in Indonesia. The variables used are internet financial reporting, board of director competence, board of director size, board of director meeting, audit committee independence, audit committee competence, audit committee size, audit committee activity, ownership concentration on Top 5 shareholder and number of shareholders. The results showed that board of director competency, board of director meeting, and audit committee competence have a positive effect on internet financial reporting. The results support institutional theory. However, board of director size shows affects negatively on internet financial reporting. On the other hand, other five (5) variables examined in this study namely audit committee independence, audit committee size, audit committee activity, ownership concentration on top 5 shareholders, and number of shareholders are not proven to affect the internet financial reporting. While the results of audit committee activity and ownership concentration on top 5 shareholders analysis support institutional theory, the results of audit committee independence, audit committee size, and number of shareholders do not support institutional theory.

Effect of Board’s Skills on Stakeholder Value

The aim of this paper is to discuss the effect of the board’s capital on the firm value by the intermediation of the board’s functions. We took a sample of 73 Tunisian public limited companies and we tested the direct impact of the board’s functions on the firm value and its mediator role on the relationship between board’s capital and firm’s value by using structural equations. Our results show that only the board’s cognitive function has an impact on shareholder and stakeholder value. In fact, the board’s disciplinary function loses its signification by integrating the skills and competencies of directors. Moreover, the board’s cognitive function plays a mediator role between the board’s capital and the firm’s value. Our study aims to stress the new role of the board of directors as a provider of skills and expertise that can ameliorate the value of the firm by assisting the manager in making adequate decisions.

Human-Capital based Governance Structure, Success Factors and Barriers to Effective Governance: Co-operatives in Malaysia

Co-operatives comprise the crucial third engine of growth for the Malaysian economy after the public and private sectors. This study investigates the human capital based governance structure, success factors and barriers to effective governance of co-operatives in Malaysia. Questionnaires were distributed to the top 100 co-operatives listed in the Malaysian Co-operative Societies Commission website. Analysis of the responses to the questionnaires showed that human capital based co-operatives governance comprise members’ participation, independence of the board, depth of expertise and competencies of directors and other characteristics of the board. This study also identified branding as the most important success factor ahead of competitiveness and proximity. Malaysia’s economy is projected to continue relying significantly on the performance of co-operatives. Thus, it is incumbent for greater attention to be given towards an effective governance that results in successful co-operatives.

What do I do? Developing a competency inventory for postgraduate (residency) program directors

Background: Few new Residency Program Directors (PD) are formally trained for the demands and responsibilities of the leadership aspect of their role. Currently, there are no comprehensive frameworks that describe specific leadership competencies that can inform PD self-reflection or faculty development.Methods: The authors developed a Postgraduate Program Director Competency Inventory (PPDCI) in order to frame the performance of PDs for a multisource feedback (MSF) program. The development of the PPDCI occurred in five phases which involved: development of an initial inventory, implementation of a key informant survey of national opinion leaders, execution of a validity survey with postgraduate education leaders and committee members and implementation of a further refined inventory with 17 PD and 147 raters as part of a pilot MSF program.Outcomes: Five distinct domains of leadership competence were identified which included: Communication and relationship management, leadership, professionalism and self-management, environmental engagement, and management skills and knowledge. The content validity of the PPDCI was endorsed by 85% of the key informants. The validity survey indicated strong endorsement of the PPDCI domains and recognition of its utility for both orientation of new PD as well as a frame for self-assessment. The pilot MSF program yielded a further refined and reduced inventory of 26 items of competence as well as recommendations for its utility.Conclusions: Use of this leadership inventory has the potential to ensure effective leadership of postgraduate programs.

Pulmonary and Critical Care In-Service Training Examination Score as a Predictor of Board Certification Examination Performance.

Most trainees in combined pulmonary and critical care medicine fellowship programs complete in-service training examinations (ITEs) that test knowledge in both disciplines. Whether ITE scores predict performance on the American Board of Internal Medicine Pulmonary Disease Certification Examination and Critical Care Medicine Certification Examination is unknown. To determine whether pulmonary and critical care medicine ITE scores predict performance on subspecialty board certification examinations independently of trainee demographics, program director competency ratings, fellowship program characteristics, and prior medical knowledge assessments. First- and second-year fellows who were enrolled in the study between 2008 and 2012 completed a questionnaire encompassing demographics and fellowship training characteristics. These data and ITE scores were matched to fellows' subsequent scores on subspecialty certification examinations, program director ratings, and previous scores on their American Board of Internal Medicine Internal Medicine Certification Examination. Multiple linear regression and logistic regression were used to identify independent predictors of subspecialty certification examination scores and likelihood of passing the examinations, respectively. Of eligible fellows, 82.4% enrolled in the study. The ITE score for second-year fellows was matched to their certification examination scores, which yielded 1,484 physicians for pulmonary disease and 1,331 for critical care medicine. Second-year fellows' ITE scores (β = 0.24, P < 0.001) and Internal Medicine Certification Examination scores (β = 0.49, P < 0.001) were the strongest predictors of Pulmonary Disease Certification Examination scores, and were the only significant predictors of passing the examination (ITE odds ratio, 1.12 [95% confidence interval, 1.07-1.16]; Internal Medicine Certification Examination odds ratio, 1.01 [95% confidence interval, 1.01-1.02]). Similar results were obtained for predicting Critical Care Medicine Certification Examination scores and for passing the examination. The predictive value of ITE scores among first-year fellows on the subspecialty certification examinations was comparable to second-year fellows' ITE scores. The Pulmonary and Critical Care Medicine ITE score is an independent, and stronger, predictor of subspecialty certification examination performance than fellow demographics, program director competency ratings, and fellowship characteristics. These findings support the use of the ITE to identify the learning needs of fellows as they work toward subspecialty board certification.

The identification of personnel director's competency profile through the use of the job competence assessment method

This research was based on the McClelland/McBer job competence assessment method. The major purpose of this study was to construct a competency model for superior personnel directors of Taichung County public elementary schools in Taiwan. This paper adopted questionnaires to identify competencies for 48 personnel directors in Taichung County in Taiwan. The researchers divided these samples into two groups. Study 1 included 14 superior personnel directors that received high-performance prizes from Taichung County Government over the period 2002 to 2007. Study 2 included 34 average personnel directors that never received any high-performance prizes. By using the procedures of job competence assessment method, the authors constructed and analyzed the competencies for these two groups. The academic and practical contributions and implications of the competency model were addressed. The researcher also found that the competency model of superior personnel directors in the study was similar to Spencer’s generic competency model for helping and human service workers with the exception of self-control. At the same time, some suggestions for future research were offered. Key words: Job competence assessment method, competency model, personnel directors.

Relationships between high-stakes clinical skills exam scores and program director global competency ratings of first-year pediatric residents

BackgroundResponding to mandates from the Accreditation Council for Graduate Medical Education (ACGME) and American Osteopathic Association (AOA), residency programs have developed competency-based assessment tools. One such tool is the American College of Osteopathic Pediatricians (ACOP) program directors’ annual report. High-stakes clinical skills licensing examinations, such as the Comprehensive Osteopathic Medical Licensing Examination Level 2-Performance Evaluation (COMLEX-USA Level 2-PE), also assess competency in several clinical domains.ObjectiveThe purpose of this study is to investigate the relationships between program director competency ratings of first-year osteopathic residents in pediatrics and COMLEX-USA Level 2-PE scores from 2005 to 2009.MethodsThe sample included all 94 pediatric first-year residents who took COMLEX-USA Level 2-PE and whose training was reviewed by the ACOP for approval of training between 2005 and 2009. Program director competency ratings and COMLEX-USA Level 2-PE scores (domain and component) were merged and analyzed for relationships.ResultsBiomedical/biomechanical domain scores were positively correlated with overall program director competency ratings. Humanistic domain scores were not significantly correlated with overall program director competency ratings, but did show moderate correlation with ratings for interpersonal and communication skills. The six ACGME or seven AOA competencies assessed empirically by the ACOP program directors’ annual report could not be recovered by principal component analysis; instead, three factors were identified, accounting for 86% of the variance between competency ratings.DiscussionA few significant correlations were noted between COMLEX-USA Level 2-PE scores and program director competency ratings. Exploring relationships between different clinical skills assessments is inherently difficult because of the heterogeneity of tools used and overlap of constructs within the AOA and ACGME core competencies.

Course Outline for Corporate Governance

This course outline was designed to incorporate developments in corporate governance since the global financial crisis, including risk governance, governance of executive compensation, shareholder democracy, director competency and other areas. It also incorporates the alignment of desired learning objectives, instructional methods, and student evaluation. It can be taught to executives and law or business students.

Competences of an effective director

PurposeThe purpose of this paper is to share the findings of investigations into the competences that an effective director should have. It draws upon the findings of surveys of director development undertaken by the author and others and the author's experience of advising over 100 boards on director and board development.Design/methodology/approachThe surveys examined have mainly involved UK directors and unitary boards. The situation might be different in other countries. It would be helpful if more studies were undertaken of director and board development in other contexts and involving different board structures, e.g. two tier or management and supervisory boards.FindingsThe findings suggest it is possible to identify, categorize and prioritize the competences that directors require to be more effective in their roles. Trainers and developers interested in addressing directorial competence requirements need to understand the distinction between direction and management, and between deficiencies that require individual and collective action, the boardroom context and concerns directors may themselves have about the assessment of their competences. There are certain questions they need to ask to assess the development requirement.Practical implicationsThe competences of individual directors and those of the board as a whole should be periodically reviewed, particularly as the membership of a board changes and it faces new challenges. Trainers and developers can address this requirement by sensitively handling any concerns directors may have about the process used.Originality/valueThe paper highlights the nature of the competences required by a competent director and the challenge of assessing, categorizing, prioritizing and addressing competence deficiencies. The paper should be of value to those who support directors and boards and have an interest in improving the competence of directors and the effectiveness of boards.

Developing directors, key questions for the training and development community

PurposeThis paper aims to share the findings of investigations into how directors have and should be prepared for their boardroom roles.Design/methodology/approachThe paper draws on the findings of surveys of director development undertaken by the author and others and the author's experience of advising over 100 boards on director and board development.FindingsThe findings suggest many directors and boards do not receive the development they require to be more effective in their roles. Trainers and developers interested in addressing their requirements need to understand the development role of the chairman of the board, the distinct nature of director development, obstacles to development at board level, the learning preferences of directors and formal and informal learning options that are available and ask key questions to assess the development context.Practical implicationsThe surveys examined have mainly involved UK directors and unitary boards. The situation might be different in other countries. It would be helpful if more studies were undertaken of director and board development in other contexts and involving different board structures, e.g. two‐tier or management and supervisory boards. Directors need a proper induction and must remain current throughout their directorial career. Trainers and developers can address this requirement by a combination of formal and informal means.Originality/valueThe paper highlights the nature of the director development challenge, and that the boardroom represents a key learning environment. The paper should be of value to those who support directors and boards and have an interest in improving the competence of directors and the effectiveness of boards.