Importance Of Managerial Competencies Research Articles

Professional profile and management competencies in the lodging industry

This study investigates the relationship between the Professional Profile and the perceived importance of Managerial Competencies of managers in the Lebanese lodging industry. The design was a non-experimental, quantitative, explanatory, and correlational conducted through an onsite survey. A convenience sampling plan targeted managers of hotels in Lebanon. Statistical analysis included descriptive statistics, Pearson product moment correlation, confirmatory factor analysis, and regression analyses. Results revealed that studying hospitality management during education period was the strongest predictor highlighting a positive relationship with six Managerial Competencies, particularly, conceptual creative, leadership, and interpersonal competencies. Implications can help hospitality Human Resource managers improve the screening and selection practices, update competency models, and provide applicable training. Results can help educators develop better Lebanese hospitality programs that focus on courses related to cost control, hospitality accounting, hospitality law, and facilities management. Limitations and future recommendations are presented.

Perceptions of Different Generations Regarding Managerial Competencies in Restaurants

Managerial competencies of restaurant managers play a major role in motivating employees to be productive and to provide excellent service which, in turn, will lead to customer satisfaction. Drawing upon generational differences in work ethics and values, the authors examine the importance of managerial competencies in three age cohorts. A quantitative research design was selected using a structured questionnaire consisting of five competency domains. Data were collected from 180 restaurant managers and employees in restaurants in the City of Tshwane. The results of the Fisher exact test indicated that the importance of managerial competencies differed significantly in the three age groups. Significant differences existed for three leadership domains, two management domains, one interpersonal and one intrapersonal domain. No significant differences were recorded for the perceptions of the different age groups regarding the importance of the technical domain. For the younger generation, the ability to grant employees the opportunity to grow was regarded as highly important by all respondents. The ability to maintain discipline in the workforce was perceived as less important by the youngest age group when it was compared to the other age groups. The youngest employees felt that the ability to be innovative was not as important unlike the perception of the older age groups. The findings of this study could lead restaurant managers to a better understanding of the different generational groups, how to motivate them thereby ensuring job satisfaction and service quality.

Perceptions of Different Generations Regarding Managerial Competencies in Restaurants

Managerial competencies of restaurant managers play a major role in motivating employees to be productive and to provide excellent service which, in turn, will lead to customer satisfaction. Drawing upon generational differences in work ethics and values, the authors examine the importance of managerial competencies in three age cohorts. A quantitative research design was selected using a structured questionnaire consisting of five competency domains. Data were collected from 180 restaurant managers and employees in restaurants in the City of Tshwane. The results of the Fisher exact test indicated that the importance of managerial competencies differed significantly in the three age groups. Significant differences existed for three leadership domains, two management domains, one interpersonal and one intrapersonal domain. No significant differences were recorded for the perceptions of the different age groups regarding the importance of the technical domain. For the younger generation, the ability to grant employees the opportunity to grow was regarded as highly important by all respondents. The ability to maintain discipline in the workforce was perceived as less important by the youngest age group when it was compared to the other age groups. The youngest employees felt that the ability to be innovative was not as important unlike the perception of the older age groups. The findings of this study could lead restaurant managers to a better understanding of the different generational groups, how to motivate them thereby ensuring job satisfaction and service quality.

Assessing the Competencies Needed by Hospitality Management Graduates in India

This study assessed the importance of generic and technical managerial competencies needed by hospitality management graduates in India from the perspectives of industry professionals and educators. A self-administered questionnaire was mailed to both participant groups in India. Results of this research identified 6 dimensions of generic managerial competencies and 7 dimensions of technical managerial competencies. The differences between industry professionals’ and hospitality educators’ perceptions of the importance of managerial competencies were further identified. Industry professionals and hospitality educators agreed on the importance of the 6 generic managerial factors but differed on the importance of technical managerial factors associated with operations management and innovation. Implications for hospitality education programs in India are provided to develop curricula that better prepare graduates for positions within the industry.

O DILEMA DE ACHILLES: DESAFIOS E BARREIRAS NO CRESCIMENTO DA PEQUENA EMPRESA

The company Olympus is a small manufacturing company that operates in the wooden packaging, manufacturing pallets and boxes, which are used primarily by companies in the metal-mechanic sector. Achilles Delfos is owner Olympus’ company, since it is founding in 1987, he was envisioned the growth and credibility that his company was gaining in the market. However, this stability was broken at the time the structure was expanded, and Achilles lost the full control of the activities developed in the organization. In 2006, Achilles realized that his company had growing too quickly that change was inevitable. This case study proposes a reflection on the problems experienced by the organization through the following theoretical approaches: crisis of growth and organizational change, and general management skills. The learning main is to allow students to observe the crisis of growth and organizational change experienced by the company, reflecting on the importance of managerial competencies in this context. The case was developed for use in the disciplines of organizational studies and organizational management, preferably in undergraduate courses.

Managerial Resourcefulness

Research has suggested the importance of managerial competencies in predicting managerial success. Managerial resourcefulness implies the use of cognitive self-regulatory competencies to cope well with environmental challenges in an organisational setting. However, measures of managerial resourcefulness are scarce. This study reports on the validation of a new Managerial Resourcefulness Questionnaire (MRQ) in the Turkish context. The MRQ was validated using three samples of Turkish managers and yielded sound psychometric properties for an eight-factorial structure consisting of 50 items. The results provided empirical evidence for reliability, measurement invariance and discriminant validity of the MRQ. Significant correlations between the MRQ and several measures were also found, which together provided evidence for its construct validity. Implications for future research and practice are discussed.

Emerging critical generic managerial competencies

PurposeThe purpose of this paper is to identify emerging critical generic managerial competencies in the Kenyan hotel industry.Design/methodology/approachA cross‐sectional survey research design was used to gather primary data using self‐administered questionnaires. The population was composed of hospitality managers from ten five‐star hotels in Nairobi and Mombasa, Kenya. A sample of 160 hospitality managers was selected proportionately by simple random sample method.FindingsSeveral critical generic management competencies are emerging in the Kenyan hospitality industry. However, there is a gap between utilization and importance of managerial competencies in Kenya. Managers do not value human relations competencies.Practical implicationsHotels and training institutions need to enhance acquisition of generic managerial competencies in their management development programs and curricula, respectively.Originality/valueThe paper focuses on both the level of utilization of managerial competencies and the level of importance attached to managerial competencies. It contributes to a new body of knowledge in management literature in Kenya. The paper has value to researchers, hospitality graduates and students, hospitality educators and human resource managers in Kenya.

The Importance of Managerial Competencies for New Graduates in Speech Pathology

The type and extent of management skills required by new graduate speech pathologists in the health care context is currently unknown. This study surveyed 47 experienced speech pathologists to investigate their perceptions of the relative importance of various management skills for new graduate speech pathologists. New graduate speech pathologists were defined as clinicians who had less than 2 years employment experience. The set of skills perceived to be most important related to management of future planning, and skills within this set included time management, prioritising work tasks, and planning goals for the work team. The second most important set of skills related to organisational practices such as being an advocate for the department/unit, and the third most important set of skills related to legislative knowledge. The implications of the results for undergraduate speech pathology education programs, professional associations, senior speech pathology managers, and public and private employers ar...