Management perceptions of competencies essential for middle managers.
- Mbokasi, B., Visser, D., Fourie, L.
- Authors: Mbokasi, B. , Visser, D. , Fourie, L.
- Date: 2004
- Subjects: Organisational hierarchy , Managers , First line managers , Managerial competencies
- Type: Article
- Identifier: uj:6421 , http://hdl.handle.net/10210/1279
- Description: The aim of the study was to establish whether managers at different levels of the organisational hierarchy perceive different managerial competencies as important for middle managers, and whether there were differences between the perceptions of males and females. The participants consisted of 444 senior, middle and first-line managers from a parastatal organisation in Botswana. They completed a questionnaire that assessed their opinions on the importance of six broad competencies for middle managers. It was found that senior managers rated interpersonal competence as more important than middle managers, whereas first-line managers rated operational competence as more important than middle managers. Females perceived analytical and operational competencies as more important than males, whereas males perceived interpersonal competencies as more important than females.
- Full Text:
- Authors: Mbokasi, B. , Visser, D. , Fourie, L.
- Date: 2004
- Subjects: Organisational hierarchy , Managers , First line managers , Managerial competencies
- Type: Article
- Identifier: uj:6421 , http://hdl.handle.net/10210/1279
- Description: The aim of the study was to establish whether managers at different levels of the organisational hierarchy perceive different managerial competencies as important for middle managers, and whether there were differences between the perceptions of males and females. The participants consisted of 444 senior, middle and first-line managers from a parastatal organisation in Botswana. They completed a questionnaire that assessed their opinions on the importance of six broad competencies for middle managers. It was found that senior managers rated interpersonal competence as more important than middle managers, whereas first-line managers rated operational competence as more important than middle managers. Females perceived analytical and operational competencies as more important than males, whereas males perceived interpersonal competencies as more important than females.
- Full Text:
An empirical evaluation of competency requirements for first-line managers to deal with resistance to change.
- Lombard, C.N., Zaaiman, J.J.
- Authors: Lombard, C.N. , Zaaiman, J.J.
- Date: 2004
- Subjects: Change management theory , Change interventions , First line managers
- Type: Article
- Identifier: uj:6527 , http://hdl.handle.net/10210/2726
- Description: Continuous changes in markets needs require effective and corresponding change management at all levels in organisations. First-line managers are directly responsible for meeting the demands of clients and resistance to change at this level could result in sub-standard outputs. The effectiveness of change interventions will be largely determined by the competence of first-line managers to facilitate the desired change taking into account resistance to change. The purpose of this article is to evaluate the competencies required by first-line managers to deal with resistance to change as identified by Lombard & Crafford (2003). The findings of this article are based on an empirical study.
- Full Text:
- Authors: Lombard, C.N. , Zaaiman, J.J.
- Date: 2004
- Subjects: Change management theory , Change interventions , First line managers
- Type: Article
- Identifier: uj:6527 , http://hdl.handle.net/10210/2726
- Description: Continuous changes in markets needs require effective and corresponding change management at all levels in organisations. First-line managers are directly responsible for meeting the demands of clients and resistance to change at this level could result in sub-standard outputs. The effectiveness of change interventions will be largely determined by the competence of first-line managers to facilitate the desired change taking into account resistance to change. The purpose of this article is to evaluate the competencies required by first-line managers to deal with resistance to change as identified by Lombard & Crafford (2003). The findings of this article are based on an empirical study.
- Full Text:
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