Ejemplos

Core Competencies of Managers in an Emerging Market
Dr. Muberra Yuksel, Kadir Has University, Istanbul, Turkey ABSTRACT Increasing uncertainty and intensive competition have forced companies to focus on developing their core competencies to increase their competitive advantage. According to Prahalad and Hamel (1994), companies having unique and non-substitutable resources and competences thatcannot be achieved by the competitors obtain sustainable advantage. The main sources of such specific organizational core competences or capabilities are effective technology, organizational learning, strategic flexibility and innovative capacity - which are founded upon people management and individual competencies some of which are broadly applicable across the organization or may even be genericwithin a sector. The cultural or functional competencies are usually specific, while business leading or managerial ones are often general. I have first employed Belbin’s team role profile model (1981, 1993) based on role theory and typology among top managers, and then, I compared selected common competencies of the service sector in Turkey to determine if the human resources are prepared forcoping with change and crisis in this volatile knowledge-based economy. Keywords: Core /global competencies, workforce scorecard, team roles and leadership INTRODUCTION In the era of information and globalization, managers face accelarating pace of changing conditions, increasing uncertainty and competition which demand sustainable organizational momentum via high performing and competent employees.Enterprises are becoming flatter organizations with temporary structures, virtual teams, networking and doing more both in quantity and quality with less people. Effective creation, organization, and leverage of knowledge throughout the organizations are becoming increasingly the main sources of competitive advantage in fast changing, information-driven economy. Internet as a mass medium istransforming global business in such a way that accelerated productivity is in the process of displacing unskilled jobs with information-intensive work. With the continuous pace of change along with diffusion of technology and the consequent increase in electronic connectivity, adjustment to the new roles and instant action to fulfill demands have become more significant. Thus, companies areincreasingly recognizing the importance of managing their human resources as effectively as possible. They are also recognizing that doing so, however, cannot be done without recognition and incorporation of the global context. As the environment becomes more global, managing people also becomes more challenging, more unpredictable and uncertain and more subject to rapid change and surprise. Many companiesare devoting a great deal more time, attention, skill and effort into doing it well since the importance of managing people effectively in the global context is great. Globalization is basically grounded in the communication-information-technology producing industries and knowledge enterprises which supply the goods and services that support IT-based business processes. To gain a competitiveadvantage in speed, connectivity, flexibility and adaptibility, banks and brokerage firms in finance sector are rapidly adapting the IT-enabled processes. Meanwhile, global competencies of human resources are gaining higher priority in these two service sectors increasingly with the advent of the knowledge economy since there is a continual organic drive from within to redesign their organizationalframeworks so that “on-line” “zerotime” service-response speed is attained. Are we sufficiently prepared with respect to our capabilities for the new economy which a different mind-set of development? In the agile organization of tomorrow , work is customeroriented, process-centered, and technology-intensive. Knowledge workers unlike traditional workers must think as well as work, make decisions...