A competency framework for strategic planning managers in multi-business holding organisations
, oraz
11 wrz 2023
O artykule
Kategoria artykułu: Research Paper
Data publikacji: 11 wrz 2023
Zakres stron: 79 - 89
Otrzymano: 06 sie 2022
Przyjęty: 29 cze 2023
DOI: https://doi.org/10.2478/otmcj-2023-0008
Słowa kluczowe
© 2023 Mahmoud Ershadi et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
The framework of competencies of strategic planning managers in multi-business holding organisations_
| Group | Aspects | Competencies |
|---|---|---|
| Strategy formulation | 1. Environmental scanning | 1.1. The power of analysing internal and external factors of the business environment |
| 1.2. Knowledge in the field of benchmarking | ||
| 1.3. Information about competitors in the market | ||
| 2. Future studies and policymaking | 2.1. Ability to analyse the target industries, research the future and draw the perspective of products and services | |
| 2.2. Knowledge of the latest methods and tools in formulating strategies | ||
| 2.3. Experience and knowledge in the field of translating strategies into operational plans | ||
| 2.4. Scenario analysis | ||
| Strategy implementation | 3. Strategic monitoring and control | 3.1. Proficiency in strategy implementation tools |
| 3.2. Keeping track of operational affairs and action plans | ||
| 3.3. Collaboration with the corporate management team | ||
| 3.4. Ability to establish communication and coordination between operational units | ||
| 3.5. Knowledge in the field of reporting systems and action control | ||
| 4. Adopting optimal tactics | 4.1. Proficiency in negotiation techniques | |
| 4.2. Comprehensive awareness of international markets | ||
| 4.3. Fluency in international languages | ||
| 4.4. Awareness of new financing methods | ||
| 4.5. Knowledge and awareness in areas related to target industries | ||
| 4.6. Knowledge on supply chain elements in areas related to the target industries | ||
| 4.7. Knowledge and awareness in the field related to productivity management | ||
| 4.8. Proficiency in new methods and tools in the field of evaluating the performance of subsidiaries | ||
| 4.9. Proficiency in the principles of corporate governance and stock market | ||
| 4.10. Proficiency in the basics of the economic evaluation of development projects | ||
| 4.11. Knowledge and experience in auditing companies |
Comparing the dimensions of the SPM framework with other competency frameworks in the literature_
| Competency frameworks | Cohort | Findings | Comparison with SPM framework | Reference |
|---|---|---|---|---|
| Competency model for safety managers | Safety managers | Three behavioural leadership competencies (emotional, social and cognitive) are critical in the performance of safety managers | SPM concentrates on technical and process skills, while this framework conceptualises behavioural leadership competencies in the context of safety management | |
| Quality management competence framework | Quality managers | Humans, the methods and process, and the conceptual and contextual competence dimensions form the four pillars of the competency framework | Both models have a similar emphasis on the context of management. However, the SPM model also considers the link with the business environment as a vital element of competency | |
| Managers’ competencies in Industry 4.0 | General managers | Focuses on sustainable development and distribution of managers’ competencies | Leadership, communication and creativity are the cornerstones of both competency frameworks | |
| Management competencies of nurse managers | Nurse managers | Technical, human and conceptual skills are essential for nursing management | Both frameworks elaborate on the technical and conceptual skills of managers | |
| Project managers’ competencies framework | Project managers | Different project contexts and different project types need to be considered in determining competencies | This framework focuses more on behavioural capacities, while SPM emphasises the technical and strategic skills of managers | |
| Global management competencies framework | General managers | Organisational behaviour components, knowledge, skills, abilities and other personality characteristics are the main constructs | This framework focuses on the general management level by conceptualising cross-cultural competence, intercultural sensitivity and cultural intelligence. The SPM framework delves into more specific competencies for strategic managers | |
| SME marketing management competencies | Marketing managers | Knowledge, experience, communication and judgement are among the main contributors | This framework concentrates onSMEs, while the SPM framework explains the competencies in large holding companies |