competency

Examples of competency in the following topics:

• Human Resource Planning

  • Human resource planning identifies the competencies an organization needs to fulfill its goals and acquires the appropriate people.
  • This is typically accomplished by defining competencies that are required by workers to achieve business goals, matching people with these competencies to the right tasks, and assessing the overall process for progress and improvement.
  • When appropriate, human resource managers may note experience and/or competency gaps or the need to create new roles or hire new individuals to ensure proper functioning.
  • If the available people lack necessary competencies, the organization plans how it will develop them.
  • Express the way in which planning, evaluation and improvement can create competency relative to developing human resources

• Considering Cultural and Interpersonal Differences

  • Intercultural competence is an individual's ability to communicate with, and adapt to, the cultural norms and expectations of each employee or customer.
  • This cultural competence is imperative for managers to succeed in a globalized world.
  • The following figure highlights the three building blocks of one intercultural approach: cross-cultural competence, language proficiency, and regional expertise.
  • Still, cross-cultural competence is a relatively vague concept.
  • Employ cross-cultural competence to ensure interactions between diverse individuals create optimal results

• Cultural Intelligence

  • Cultural intelligence is the ability to display intercultural competence within a given group through adaptability and knowledge.
  • The concept of cultural intelligence is exactly what it sounds like—the ability to display intercultural competence within a given group through adaptability and knowledge.
  • Studying the components of culture, the theories pertaining to cultural dimensions and competencies, and the current initiatives in promoting these concepts are all powerful resources for managers involved in foreign assignments.
  • This diagram illustrates the three factors that constitute an effectively intercultural understanding for management: Regional Expertise, Language Proficiency, and Cross-Cultural Competence.
  • Analyze the key components inherent in developing strong cultural competence as a manager in a diverse global economy

• Gender and Diversity

  • The most effective way to ensure proper communicative efficiency in diverse teams is to improve intercultural competence.
  • Intercultural competence is simply the ability to communicate with different groups and cultures effectively and appropriately—"effectively" meaning that shared goals are being accomplished, and "appropriately" meaning doing so without violating the values, norms, relationships, or expectations of others.
  • Intercultural competence is a widely studied area of organizational communications and behavior.
  • One model outlines the three following components as being at the core of a culture-savvy individual: regional expertise, language proficiency, and cross-cultural competence.

• Introduction to Red Ocean and Blue Ocean Strategy

  • The thesis behind the blue ocean strategic perspective is that competing in an established market is not a rational option for investment.
  • The idea behind the blue ocean strategic perspective is that competing in a red ocean (an already established market place, likely with companies with economies of scale), is not a rational option for investment.
  • Instead, companies need to go beyond competing.
  • Identifying ways to create a new market, new niche or new differentiated strategy that creates more pie (as opposed to competing over an existing one) is a superior approach.
  • The second figure illustrates this well, as the substantial value added lies in differentiating into new strategies to capture new market share as opposed to competing for established market share.

• The GLOBE Project

  • The research identified nine cultural competencies and grouped the 62 countries into ten geographic clusters, including Latin American, Nordic European, Sub-Saharan, and Confucian Asian.
  • The GLOBE project identified nine cultural dimensions, called competencies, with which the leadership approaches within geographic clusters can be compared and contrasted:
  • Outline the nine cultural competences found by the GLOBE project using the six GLOBE dimensions and describe how the project pertains to leadership

• How to Assess Culture

  • The merging of differing cultures presents a variety of implications, and requires extensive assessment and cross-cultural competencies for both individuals and businesses.
  • Through understanding the pros and cons of multiculturalism in conjunction with the way in which culture is assessed and transmitted, cross-cultural managers can create competency as it pertains to diversity and diversity management.

• The Challenge of Competition

  • In such a situation, companies compete directly.
  • Most products and services are not homogeneous, however, allowing incumbents in an industry to compete with one another by means of various competitive strategies.
  • Finally, there is the potential to compete externally based upon quality.
  • Businesses also compete internally, an intrinsically complex issue.
  • With these points in mind, managers must thoroughly understand the products they are pitching and which strategy will help them avoid going toe-to-toe with other businesses with whom they cannot compete.

• Considerations when Managing a Global Corporation

  • Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers.
  • The development of global management skills, as well as the intercultural competence to identify and develop sensitivity to cultural issues, becomes a larger factor in the overall success of these business models.
  • This is best achieved through understanding what constitutes a high level of intercultural competence and leveraging this confidence to achieve the desire results in global management (see Boundless's "Cultural Intelligence" section).
  • To summarize the concept of intercultural competence, the basics necessary for effectively developing this is a linguistic understanding, a cultural understanding (religion, ethics, values, etc.), and regional expertise (ethnicity/geography).
  • Sensitivity to important cultural considerations and the development of a highly perceptive intercultural competency is a prerequisite for any global corporations considering geographic expansion into a new market.

• McClelland's Need Theory

  • If channeled appropriately, though, this can positively support group goals and help others in the group feel competent about their work.
  • It is important to note that needs do not necessarily correlate with competencies; it is possible for an employee to be strongly affiliation-motivated, for example, but to still be successful in a situation in which his affiliation needs are not met.