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FOUNDATION
COMPETENCIES
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COMPETENCE
Competence is a standardized requirement for an individual toproperly perform a specific JOB. It encompasses a combinationof KNOWLEDGE,SKILLS and ATTITUDE utilized to improve
performance. More generally, competence is the state or qualityof being adequately or well qualified, having the CAPABILITYto perform a specific JOB.
A person possesses a competence as long as the skills, abilities,and knowledge that constitute that competence are a part of them,enabling the person to perform effective action within a certainworkplace environment. Therefore, one might not loseknowledge, a skill, or an ability, but still lose a competence ifwhat is needed to do a job well changes.
Competence is also used to work with more general descriptionsof the requirements of human beings in organizations andcommunities.
An important detail of this approach is that all competences haveto be action competences, which means you show in action, thatyou are competent. In the military the training systems for thiskind of competence is called artificial experience, which is the
basis for all simulators
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COMPETENCE Competence is shown in action in a situation in a context
that might be different the next time you have to act.
In emergency contexts, competent people will react to the
situation following behaviors they have previously foundto succeed, hopefully to good effect. To be competent youneed to be able to interpret the situation in the context andto have a repertoire of possible actions to take and havetrained in the possible actions in the repertoire, if this isrelevant.
Regardless of training, competence grows throughexperience and the extent of an individual to learn andadapt.
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COMPETENCE DEVELOPED The process of competence development is a
lifelong series of doing and reflecting. As
competencies apply to careers as well as jobs,lifelong competency development is linked withLearning & Environment as a managementconcept.
This environment is synonymously describedusing terms such as learning organization,knowledge creation, self-organizing andempowerment.
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PROFESSIONAL COMPETENCE Within a specific organization or professional
community, professional competence, isfrequently valued. They are usually the samecompetencies that must be demonstrated in a jobinterview. But today there is another way of looking at it: that there are general areas of occupational competence required to retain apost, or earn a promotion. For all organizationsand communities there is a set of primary tasksthat competent people have to contribute to all thetime.
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What is Organizational Be
havior?
Definition: The study of human behavior,
attitudes, and performance in organizations.
Value of OB: Helps people attain thecompetencies needed to become effective
employees, team leaders/members, or managers
Competency = an interrelated set of abilities,
behaviors, attitudes, and knowledge needed by an
individual to be effective in most professional and
managerial positions
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Seven Foundation Competencies
Logically integrated set of competencies required for managerial and
professional effectiveness in the 21st century
This model developed by Hellriegel, Slocum, and Woodman
Managing Self
Managing Communication
Managing Diversity
Managing Ethics
Managing Across Culture
Managing Teams
Managing Change Competency
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ManagingS
elf Competency
Involves the ability to assess your own strengths
and weaknesses, set and pursue professional and
personal goals, balance work and personal life,and engage in new learning (including new or
modified skills, behaviors, and attitudes)
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SELF COMPETENCE Self-competence, self-concept, and self-
efficacy are all constructs used to study self-
perceptions.
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Core Abilities of the
Managing Self Competency
Understand the personality and attitudes of yourself and
others
Perceive, appraise, and interpret accurately yourself,others, and the immediate environment
Understand and act on your own and others work-related
motivations and emotions
Assess and establish developmental, personal/life-related,and work-related goals
Take responsibility for managing yourself and your career
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Career Development*
A career is a sequence of work-related positions
occupied by a person during a lifetime.
Career development involves making decisionsabout an occupation and engaging in activities to
attain career goals.
A career plan is an individuals choice of
occupation, organization, and career path.
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Five Aspects of a Career*
Career success or failure is best determined by the
individual, in terms of his/her personal goal achievement
No absolute career evaluation standards exist Examine a career subjectively (e.g., values and personality
fit) and objectively (e.g., job choices, competencies
needed)
Make decisions about occupation and pursue activities toattain career goals throughout your lifetime
Consider cultural factors as they impact performance and
career opportunities
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Managing Communication Competency
Involves the ability to use all the modes of
transmitting, understanding, and receiving ideas,
thoughts, and feelings, (verbal, listening,nonverbal, written, electronic, etc.) for accurately
transferring and exchanging information and
emotions
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COMMUNICATION COMPETENCE
Communicative competence is measured by determiningif, and to what degree, the goals of interaction areachieved.
The function of communication is to maximize theachievement of shared meaning ;
"the degree to which individuals perceive they havesatisfied their goals in a given social situation without
jeopardizing their ability or opportunity to pursue theirother subjectively more important goals" - combination ofcognitive and behavioral perspectives
The ability of an interactant to choose among availablecommunicative behaviors in order that he/she maysuccessfully accomplish his /her own interpersonal goalsduring an encounter while maintaining the face and line ofhis/her fellow interactants within the constraints of thesituation.
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Core Abilities of the
Managing Communication Competency
Convey information, ideas, and emotions so they are
received as intended
Provide constructive feedback
Engage in active listening
Use and interpret nonverbal communication effectively
Engage in effective verbal communication
Engage in effective written communication
Effectively use electronic communication resources
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Managing Diversity Competency
Involves the ability to value unique individual and
group characteristics, embrace such characteristics
as potential sources of organizational strength, andappreciate the uniqueness of each individual
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Diversity Competency Ability of individuals and systems to
respond respectfully and effectively to
individuals, families and communities of all
diverse backgrounds in a manner that
protects and preserves their dignity and
recognizes, affirms, and values differences,similarities and worth.
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Core Abilities of the
Managing Diversity Competency
Foster an environment of inclusion for all
Learn from others with different characteristics,
experiences, perspectives, and backgrounds Embrace and support diversity
Work with others because of their talents andcontributions, rather than personal attributes
Provide leadership in addressing diversity-based
conflicts
Apply diversity laws, regulations, and organizationalpolicies related to your position
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G
uiding Principles: Diversity
The principles that will guide Alberta Health Services as it strives for diversity competency areoutlined below. These principles are manifested in every level of service delivery and are reflected inattitudes, knowledge, practices, structures, policies, and services. The principles are:
Diversity is valued.
An organizational culture of inclusiveness and respect. Organizational capacity for diversity competency is achieved through self-assessment.
Diversity competent health care organizations are made up of diversity competent individuals.
Access to health and employment services is equitable for all diverse populations.
Service delivery is adaptable, is reflective of diversity and is flexible to accommodate various aspectsof diversity and the evolution of the community.
Program and policy development, delivery, and evaluation is achieved via participatory processes,wherever possible, through the involvement of staff, volunteers, partners, and relevant externalcommunities and organizations representing diverse populations.
Diversity knowledge is integrated into practice.
Diversity competency is a shift in awareness, understanding, and skill that is relevant to all staff.
Practice is evidence-based.
Diversity is viewed as a strength
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Selected Categories of Diversity* Primary Categories: Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
Age, race, ethnicity, gender, physical abilities andqualities, and sexual and affectional orientation
Secondary categories: Learned characteristics that aperson acquires and modifies throughout life
Education, work experience, income, marital status,
religious beliefs, geographic location, parental
status, behavioral style
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Managing Ethics Competency
Involves the ability to incorporate values and
principles that distinguish right from wrong in
making decisions and choosing behaviors
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Eth
ics
Definition: Values and principles that distinguish right
from wrong. Ethics are often based upon laws,
organizational policies, social norms, family, religion,and/or personal needs, and may be subject to differing
interpretations with problems in proving truth
Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.
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Core Abilities of the
Managing Ethics Competency
Identify and describe the principles of ethical decision
making and behavior
Assess the importance of ethical issues in actions Apply laws, regulations, and organizational rules in
making decisions and taking action
Demonstrate dignity and respect for others
Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations
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Managing Across Cultures Competency
Involves the ability to recognize and embracesimilarities and differences among nations and
cultures and then approach key organizational andstrategic issues with an open and curious mind
Culture = the dominant pattern of living, thinking, andbelieving that is developed and transmitted by people,consciously or unconsciously, to subsequent
generations Cultural values = those consciously and
subconsciously deeply held beliefs that specify generalpreferences, behaviors, and define what is right andwrong.
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Cultural competence Ability to interact effectively with people of different cultures. Cultural competence comprises
four components:
(a) Awareness of one's own cultural worldview,(b) Attitude towards cultural differences,
(c) Knowledge of different cultural practices and
worldviews, and
(d) cross-cultural skills. Developing cultural
competence results in an ability to understand,
communicate with, and effectively interact with
people across cultures.[
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Core Abilities of the
Managing Across Cultures Competency
Understand, appreciate, and use cultural factors thatcan affect behavior
Appreciate the influence of work-related values ondecisions, preferences, and practices
Understand and motivate employees with differentvalues and attitudes
Communicate in the local language
Deal effectively with extreme conditions in foreigncountries
Utilize a global mindset (use a worldwide perspective toconstantly assess threats or opportunities)
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Individualism*
as aWork-Related Value
Individualism = the tendency of people to look afterthemselves and their immediate family, which implies aloosely integrated society
In cultures that emphasize individualism, people viewthemselves as independent, unique, and special; valueindividual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; acceptinterpersonal confrontation; and are less likely to conform
to others expectations
Such cultures include the United States, Australia, NewZealand and the United Kingdom
Example: Stand on your own two feet!
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Collectivism*
as aWork-Related Value
Collectivism = the tendency of people to emphasize theirbelonging to groups and to look after each other inexchange for loyalty
Cultures that emphasize collectivism are characterized by atight social framework, concern for the common welfare,emotional dependence of individuals on larger social units,a sense of belonging, a desire for harmony, with groupgoals being viewed as more important than individual
goals, and a concern for face-saving
Such cultures include Japan, China, Venezuela, andIndonesia
Example: The nail that sticks up gets hammered down!
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Managing Teams Competency
Involves the ability to develop, support, facilitate,
and lead groups to achieve organizational goals
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Core Abilities of the
Managing Teams Competency
Determine when and how to use teams
Set clear performance goals directly or participatively
Define responsibilities and tasks directly orparticipatively
Show accountability for goal achievement
Use appropriate decision-making methods
Effectively manage conflicts
Assess performance and take corrective action as
needed
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Managing Change Competency
Involves the ability to recognize and implement
needed adaptations or entirely new
transformations in the people, tasks, strategies,structures, or technologies in a persons area of
responsibility
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Ch
ange Competency Change competency is the presence of a
business culture that expects change and
reacts with the understanding, perspectives,tools and techniques to make change
seamless and effortless. It is making
change a part of business as usual.
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Core Abilities of the
Managing Change Competency
Apply the other six competencies in pursuit of needed
changes
Provide leadership in planned change
Diagnose pressures for and resistance to change
Use the systems model and relevant processes to
facilitate change
Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement
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Change Competency An organization that faces constant demands to change and
uses effective change management over and over with eachnew initiative may experience a fundamental shift in its
operations. Managers need to develop skills to support employees
through the change. Employees see part of their job asnavigating change. Each level in the organization will haveinternalized its role in change and developed the skills and
knowledge necessary to react to constant change. Theorganization has become ready and able to embracechange; it has developed change competency
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How is it different than change
management Change competency is similar to change management, but there are several key
distinctions.
First, change management is the use of specific activities (like communication,coaching, sponsorship and training) to manage the people-side of change in order torealize successful outcomes of a business change. Change competency is not a specific
activity; it is an organizations ability to react to and manage change over and overagain. Change competency is the organization-wide capability to apply changemanagement practices successfully and routinely.
Second, while change management can be taught and learned, change competencyrequires a fundamental shift in culture and values. It must become part of day-to-dayoperations and cannot be simply demonstrated in training or instructional material.
Third, change competency must penetrate every facet and level of the organization. Thisdistinction especially relates to front-line employees. An organization may have
expertise in change management in its sponsors, consultants and change managementpractitioners. However, the front-line employees are the ones whose day-to-dayactivities are changing. In change management, these employees are the targets of muchof the activity. In change competent organizations, these employees are key players.To build change competency, they must be given the perspectives, tools and techniquesto rapidly and successfully change.
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