MANAGERIAL COMPETENCIES AND GOALS ASSESSMENT

Managerial Competencies and Goals Assessment

Managerial Competencies and Goals Assessment

Q1: Competent Value Model

Among the most extensively tested and validated instruments are two designed to measure the cultural variations identified in the Competing Values Model (CVM, Denison & Spreitzer, 1991; Zammunto & Krakower, 1991). According to this model, values and assumptions vary along two main dimensions: focus on internal maintenance versus focus on external, competitive position; and emphasis on stability, control, and order versus emphasis on change and flexibility. Cross-tabulating the two dimensions creates a typology of ideal types: the team, the adhocracy, the hierarchy, and the firm. The CVM framework is supposed to be a metatheory, originally developed to explain differences in values underlying various organizational effectiveness models.

Two instruments relying on the CVM are presented by Quinn and Spreitzer (1991). The first instrument, called Institutional Performance Survey (IPS, Zammunto & Krakower, 1991), uses four scenarios to describe each of the four quadrants in the CVM. Respondents are asked to divide 100 points among the four scenarios in the question, depending on how similar they think each scenario is to their own OC (Cronbach's a: 0.71 to 0.79). The second instrument is contrasted with the IPS in that it is designed to use Likert scales, which enable independent measures of each culture quadrant (Cronbach's a: 0.77 to 0.84). Factor analysis provides additional support for the structure of these measures as independent indicators. Also Howard (1998) used the CVM as the underlying model to analyse OC in combination with the Q-sort technique

Q2: Business Leadership

Would-be Businessmen must find new technologies, generate viable commercial applications, mitigate risks, create profitable paths to market, accumulate the necessary resources to proceed, and organize all this into a new, independent entity. New businesses fail at a higher rate than older, more established firms, especially businesses based on new science and technology (Baum, 2007). Yet it is difficult to predict which new ideas, innovations, and technologies will succeed to yield the new jobs, wealth, new industries, and new technology applications that make high technology leadership so attractive (Acs, 2008).

Businessmen expand existing markets by identifying niches, thereby increasing competition and economic efficiency. They also create entirely new markets by developing innovative products as well as innovative applications and variants of existing product lines. New markets present profit opportunities to others, spurring further economic activity. Worldwide, the rate of early stage (nascent) leadership varies across countries respectively.

Q3: Smart Goals and Management by Objectives

Goals are seen as an effective means for promoting motivation and are therefore used as an instrument for leading and motivating people. Locke and Latham's (1990) goal-setting theory is based on the assumption that the motivational effects of performance goals mainly determine a person's performance on work-related tasks. An application of this notion can be seen in Management by Objectives (MbO), a popular leadership method that aims at transforming a company's strategic goals into individual goals. It is expected that inasmuch as an employee accepts and adopts the negotiated goals, he or she will be better ...