Team design
It involves formulating goals to be achieved, defining tasks to be done, and identifying the staffing needed to accomplish those tasks
Dimensions of teamwork competency
-Designing teams
-Creating a supportive environment
-Managing team dynamics
Designing teams
-Creates systems for monitoring team performance
-Formulates clear objectives that inspire team members
-Appropriately staffs the team
Creating a supportive environment
-Creates an environment characterised by empowerment
-Assists the team in identifying and acquiring the resources it needed to accomplish its goals
-Acts as a coach, counsellor and mentor and is patient with team members as they learn
Managing team dynamics
-Understand the strengths and weaknesses of team members and use their strengths to accomplish tasks as a team
Strategic action competency
-The ability to diagnose and assess different types of managerial problems and issues that might arise.
-They think in terms of relative priorities rather than ironclad goals and criteria
Top managers must perceive changes in the organisation’s environment and be prepared to take strategic actions,
-executing specific plans
-assigning priorities to decision-making that is aligned with the organisation’s strategic goals and mission
-considering the long-term implications of decisions
Dimensions of strategic action competency
-Understanding the industry
-Understanding the organisation
-Taking strategic actions
Understanding the industry
-Understand the history of the industry
-Stays informed about the actions of competitors and strategic partners
-Quickly recognises when changes in the industry create significant threats and opportunities
Understanding the organisation
-Understands and is able to balance the concerns of stakeholders
-Understands the strengths and limitations of various business strategies
-Understands the organisations strategic intent and vision
Taking strategic actions
-Establishes tactical and operational goals that facilitate strategy implementation
-Considers the long-term implications of actions to sustain and further develop the organisation
Global awareness competency
-Carrying out an organisation’s managerial work
-Its reflected in cultural knowledge and understanding, and cultural openness and sensitivity, as well as an ability to use interpersonal skills effectively in a multicultural context
Dimensions of global awareness competency
-Cultural knowledge and understanding
-Cultural openness and sensitivity
Cultural knowledge and understanding
-Has basic business vocabulary in each language relevant to own job
-Understands, reads and speaks more than one language fluently
Cultural openness and sensitivity
-Understands how one’s own cultural background affects one’s own attitudes and behaviours
-Is sensitive to cultural cues and is able to adapt quickly in novel situations
Emotional intelligence (EI)
a form of personal and social intelligence that enables a person to perceive, understand, and manage their own emotions and the emotions of others, express and control emotions appropriately, and listen to others with empathy
Self-management
an organisational context comprises what a person knows about their emotions, and the ability to manage those emotions in such a way as to establish positive relations and exchanges with other employees, customers, and suppliers.
Dimensions of emotional intelligence and self-management competency
-Emotional intelligence
-Integrity and ethical conduct
-Personal drive and resilience
-Spiritual intelligence
-Self awareness and development
-Balancing work and life issues
Integrity and ethical conduct
-Accepts responsibility for own actions
-Is willing to admit mistakes
Personal drive and resilience
-Works hard to get things done
-Shows perseverance in the face of obstacles and bounces back from failure
Self-awareness and development
-Uses strengths to advantage while seeking to improve or compensate for weaknesses
-Is willing to unlearn and relearn continually as changed situations call for new skills and perspective
Spiritual intelligence
-Is a frame of mind and can also be regarded as a way of life
-Serves as a compass to distinguish between right and wrong and whats worthwhile
In the 4IR era, the future of work will be characterised by the following:
-Increased productivity within an industry can increase demand in other industries.
-Automation is more likely to replace tasks and activities within an occupation rather than eliminate jobs in their entirety.
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Chapter 122
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Chapter 1.222
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Chapter 1.316
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Chapter 221
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Chapter 2.223
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Chapter 2.31
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Chapter 420
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Chapter 4.218
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Chapter 722
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Chapter 7.219
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Chapter 7.320
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Chapter 7.423
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Chapter 820
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Chapter 8.221
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Chapter 8.320
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Chapter 8.420
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Chapter 921
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Chapter 9.220
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Chapter 9.322
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Chapter 9.45
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Chapter 1020
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Chapter 10.216
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Chapter 1120
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Chapter 11.220
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Chapter 11.320
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Chapter 11.43
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Chapter 1220
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Chapter 12.220
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Chapter 12.320
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Chapter 12.47
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Chapter 1320
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Chapter 13.220
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Chapter 1420
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Chapter 14.218
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Chapter 1520
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Chapter 15.220
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Chapter 15.37
