Development of managerial skills and competences

Management is an activity carried out by human beings and as such, influenced by their personal characteristics, as determining elements of what has been called the managerial style.

Leadership, the ability to negotiate and harmonize, are part of the personality and in turn define the manager's style as well as his possibilities to obtain results with a high level of performance.

Closely linked to the training of personnel, there is a topic of great importance in the area of Human Resources, it is the one related to Management Development, which refers to how managers' performance can be improved so that they can lead a group of better way.

Management Development aims to prepare (through courses, workshops, which promote an elevation of knowledge as well as a change in attitudes, supported on the improvement of skills) managers, with the premise of improving the future performance of all the organization.

It could be said that Management Development is a powerful tool to prepare employees, and especially managers, to assume higher-level positions, leading to an increase in the level of managerial talent as well as promotion "from within" in an organization.

To start developing a Management Development system, it is important to determine the managerial needs within an organization, and subsequently verify the managerial talent that is available through the pertinent information that one has of the people who aspire to have a managerial position (performance evaluation, skills,

experience, etc.). Finally, the development needs of each person who aspires to the position are analyzed, indicating what they should be trained in and subsequently choosing the one with the best result.

Another issue, not less important, is management training in the same job, through important techniques such as:

Job rotation: "Know a little about everything" would be the motto at this point, where an employee is rotated by different departments, so that he gains experience in all the operations of an organization and can discover his preferences in contact with different activities, as well as its strengths and weaknesses. This point is of utmost importance to a manager because he or she could better understand the needs of others.

Mentoring and replacement method: Explains that the person who is going to occupy a managerial position works and is trained under the direct advice of the person who is going to replace and this person is responsible for the training and evolution of the teaching process. Communication between the two actors in this process is essential for quality learning, which would be demonstrated in the subsequent exercise of the activity by the replacement.

Panels of managers in training: At this point, the aim is to provide training and information to mid-level managers about the general procedures of a company and to motivate them to propose solutions to problems or difficult situations that are occurring. The objective is to give these managers experience to improve uncertain situations at the organizational level.

Action learning: it also has to do with training middle managers where they work on solving problems in departments that are not their own and analyze and discuss proposals to later determine results and achievements.

A small inconvenience may be that the full-time services of a competent manager when working in other departments are lost at a certain point.

Management training can take place inside as well as outside the workplace.

In addition to the aforementioned techniques that are developed in the workplace, others can be performed outside of it.

You can find the case study method, where a manager is presented with a written report of a certain problem, he must make a diagnosis and provide a solution; There are also management games, here the groups of managers compete with each other in a simulated market situation, making decisions, mostly computerized.

Other off-the-job techniques include manager training seminars and university-related programs, where continuing education programs, individual courses, and degree programs such as master's degrees or majors are found.

Likewise, they also find the interpretation of roles, in this training a manager in training is asked to assume the leading role in an imaginary situation within an organization; Behavioral models where managers are shown the best way to solve a problem are allowed to practice the correct model and learn from possible failures that may arise. Finally, there are internal development centers that, as the name implies, are located in companies to train potential managers.

Each type of managerial behavior generates a set of relationships and consequences that affect the structure, priorities and quality of an organization's response, the characteristics of which constitute the counterpart of managerial style.

For each type of business, there is a style that maximizes results; The impact may vary if it is an unstructured type of business (management consulting, creative advertising), or a highly structured one (refinery or assembly line).

It is necessary to identify the components of the business most vulnerable to the managerial style, since they are the ones that must be taken into account when defining the manager's profile; which is given by the demands of the processes and mainly by the characteristics of the people to be managed. It is different to manage at a high professional level than at an operator level; to high technical qualification, than to apprentices; in an environment of repetitive works, than in one of variable works case by case.

The best management style is the one that achieves the best results, since its style more frequently coincides with the situations it faces and has the facility to adapt in the remaining cases.

With what has been stated so far, it can be argued that different personality styles can be outlined, which have different effects on the results. Each personality type has a type of job for which their skills / attitudes are appropriate.

For example, the task-oriented hyperactive type is good for transition / transformation situations in which short-term (tactical) sums become important; but once that stage is over, his style is no longer adequate to manage a stabilized activity.

One might conclude that at each stage in the life of a business, a different management style is required.

If each manager were aware of their own style and how it impacts the results, then they would have the possibility to make the necessary adjustments (sometimes impossible to achieve) to adapt to the environment in which they find themselves. Management style is the component of the work environment that has the greatest influence (70% according to Hay Group) on the environment and people's motivation.

The way to limit the variability that can mean the difference between one style and another, is the recognition of the things that should be done and in what way, avoiding those that are not necessary.

An important part of the role of management consists of prioritizing and prioritizing each aspect of the activity of a business. Not knowing how to assign the appropriate criticism to each need, distorts relationships and leads to unnecessary conflict (stress) and eventually failure.

The gap that exists between the demands of the type of job and the characteristics of the manager are the indicator of propensity to the result of an organization:

If the style matches the requirement, the conditions are in place for satisfactory results. Otherwise, that is, when the gap is large, the manager must modify her style, redefine the elements of the job, change the organization system or even quit the job.

The best style is the one that works, and in times of transformation such as those experienced by our Latin America, it becomes important to identify the combination of management style with type of organization that will result in success.

The effective manager must be humane, benevolent and fair (Confucius).

Develop Management Competencies.

"CG is a combination of the knowledge, skills, behaviors and attitudes that a manager needs to be effective in a wide range of managerial tasks and in various organizational settings."

Six Management competencies:

Communication Planning and administration Teamwork Strategic action Globalization Personnel management

Performance evaluation model

The focus is on discovering how productive an employee is and whether they can perform as effectively or more in the future.

It is used to make promotion decisions, promotions, salary increases, layoffs.

Evaluation formats and personal files are used.

360º evaluation.

A self-assessment guide:

Studies show that every time there is a successful case, you have behind you a manager who is primarily concerned with people, making sure that at the lowest levels there are other managers who care about people as well. Here are some characteristics of the successful manager:

Emphasizes policies and procedures

Maintains your independence

Avoids authoritarian methods

Emphasizes competitiveness

Encourages personal development

Encourages participation in planning

Establishes challenging goals

Promotes personal initiatives

Encourages new ideas and innovations

Offers practical financial incentives Encourages non-

coaching

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