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Competency Models and Approaches in Management


Affiliations
1 Professor, Chairman of Board of Studies, Department of Commerce and Business Management, Kakatiya University, Warangal, Andhra Pradesh, India
2 Lecturer, Vaniniketan Institute of Management Studies, Karimnagar, Andhra Pradesh, India
     

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In a continuously changing environment, it has become impossible to manage successfully without sustained personal development. The managers of organizations face the globalization of business, rapid technological change, continual reorganizing and competence-based competition. These developments challenge the skills, competencies and capabilities of managers in organizations. In light of these dynamic changes, managers' competencies also need to be renewed on a regular basis. The concepts of skills, competencies and capabilities are all applied when discussing management development. Their definitions, however, seemingly remain unclear.
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  • Competency Models and Approaches in Management

Abstract Views: 161  |  PDF Views: 0

Authors

Prof. B. Venkat Rathnam
Professor, Chairman of Board of Studies, Department of Commerce and Business Management, Kakatiya University, Warangal, Andhra Pradesh, India
A. Suresh
Lecturer, Vaniniketan Institute of Management Studies, Karimnagar, Andhra Pradesh, India
K. Sathish
Lecturer, Vaniniketan Institute of Management Studies, Karimnagar, Andhra Pradesh, India

Abstract


In a continuously changing environment, it has become impossible to manage successfully without sustained personal development. The managers of organizations face the globalization of business, rapid technological change, continual reorganizing and competence-based competition. These developments challenge the skills, competencies and capabilities of managers in organizations. In light of these dynamic changes, managers' competencies also need to be renewed on a regular basis. The concepts of skills, competencies and capabilities are all applied when discussing management development. Their definitions, however, seemingly remain unclear.


DOI: https://doi.org/10.17010/pijom%2F2008%2Fv1i2%2F64669