11

CORE
MANAGERIAL
COMPETENCIES

1. Managing Change:

Self management

Acknowledges diverse opinions

and accept differences.

Manages personal health and
emotional well being.
Effectively manages people and
becomes people centric.

Takes
responsibility
and
demonstrates
resiliency
and
accountability for self.
Plans and manages personal
time, finances and other resources.
Assesses, weighs and manages
risk in the face of uncertainty.
Recognizes strengths and areas
for improvement.
Adapts to new environments and
cultures.

Organisational changes

Team work
Managerial unity
Leadership
development
Cultural changes
Professionalism
Performance
management
Reaching office in time
Personal development
of employees
Communication
effectiveness
Building trust

Self management

Organisational changes

Communicates in a tone and

manner that demonstrates respect.
Demonstrates active listening
skills and effective interpersonal
communication.
Writes clearly and accurately in a
variety of contexts and formats.
Listens and asks questions to
understand others viewpoints.
Communicates issues in a timely
manner.
Demonstrates awareness of and
responsiveness to verbal and nonverbal communication styles.
Recognizes cultural differences
with respect to communication.
Utilizes effective cross-cultural
communication styles.

Opens different channels

of communication.
Training
employees
in
effective communication.
Training
employees
in
body language
Training employees to do
effective communication

Self management

Demonstrates commitment to
the
teams
purpose
and
objectives.
Accepts and provides feedback
in a constructive and considerate
manner.

Shares
information
and
encourages others to do the
same
and
supports
and
motivates
teams
for
high
performance.
Recognizes the role of conflict
in a group to reach solutions and
manages and resolves conflict
when appropriate.
Demonstrates accountability to
teams purpose and follows
through on commitments.
Works effectively within a
variety of situations, and with
various individuals or groups or
teams.

Organisational changes

Bringing in culture of
team building and
training people to
work in teams.

Self management

Awareness that there are and

always
be
conflicts
among
employees and various groups
with in the organisation
Awareness that people in general
and in specific will play negative
politics.
Awareness that a manager has to
look after his political and power
interests first, safeguard his
survival and then look after and
get involved in others interests.
Awareness and management of
reducing organisational conflict.
Show positive vibes and attitudes
to get involved with people and
maintain
one
to
one
relationships.

Organisational change

Management
of
Organisation
Conflict

Self management

Improves work practices to

achieve desired results.
Generates
ideas
for
improvement.
Pays attention to the quality
of his/her work.
Persists
when
difficulties
arise.
Tries innovative ways to get
things done.
Considers situations from
new perspectives.
Evaluates work results to
determine effectiveness.
Maintains quality standards
of own work.

Organisational Changes

Kaizen
Quality circles
Small improvements in
work standards
Standard
Operating
Practices

Self management

Manages
the
process
and
implementation of projects and
tasks in a timely and directed
manner.
Determines
appropriate
implementation strategies, tools
and technologies.
Adapts
to
changing
work
priorities
and
workplace
practices.
Uses a range of assessment
techniques
to
monitor
the
success of a project or task.
Establishes priorities to meet
deadlines.
Carries out multiple tasks or
projects.

Organisational Changes

TIMELY
ACHIEVEMENT
OF
TASKS
AND
PROJECTS
IN
HAND

Self management

Uses information from a variety of

sources, including personal experience
and observation to guide opinion and
solve problems:
Recognizes the human, interpersonal
and technical dimensions of a problem
Accesses, analyses and applies
knowledge and skills from various
disciplines
Thinks critically and strategically.
Applies knowledge, skills and lessons
learned from past experiences to new
and varied situations.
Assesses situations and identifies
problems.
Explores possible solutions in an
innovative and creative way.

Evaluates
solutions
to
make
recommendations or decisions

Organisational Changes

PROBLEM SLOVING
AND CRISIS
MANAGEMENT

Self Management

Meets or exceeds workplace

guidelines,
standards
and
specifications:
Follows workplace policies
(e.g. health and safety, equity,
confidentiality, harassment).

Takes
responsibility
to
understand workplace culture.
Abides by standards of
practice relevant to chosen
profession.

Organisational Changes

ATTITUDE
AND
BEHAVIOUR
MANAGEMENT

Self Management
Recognizes how beliefs and actions fit
within the context of a greater
community:
Identifies personal convictions and
explores options for putting these
convictions into practice.
Accepts responsibility for own
actions.
Evaluates ethical aspects of decision
making.
Demonstrates respect for a diversity
of ideas and the rights of others.
Exhibits personal, professional, and
academic honesty.
Chooses ethical courses of action.

Participates
in activities
that
contribute to community.
Builds equitable relationships.
Acts responsibly in accordance with
sound principles of sustainability.
Considers global implications when
making decisions.

Organisational Changes

SOCIAL
RESPONSIBILITY

Self Management

Must
be
fully
informed,
knowledgeable about subject in
in hand and well studied and
must have looked at all the
angles before taking decision.
Decision must be based on logic,
reasonability, ethics and able to
solve problems rather than
creating other problems.
There is no act of decision which
will make all people happy but it
must serve the purpose of
bringing clarity on an issue and
satisfy majority of employees.
Decision
should
be
flexible
enough to make room for
changing it whenever required in
future according to ever changing
situations.

Organisational Changes

EFFECTIVE
AND
TIMELY
DECISION
MAKING

Emotional
Intelligence
Competency
(E Q COMPETENCY)

is the ability to
recognize,
interpret, and

Emotional Intelligence
Competency

Emotional Intelligence
Emotional Intelligence competency is an
Competency
important skill that can provide several
benefits throughout many aspects of your
life. It can increase the satisfaction you
have with relationships while it increases
your gratification and contentment with
the many simple events in your life.
It can give you greater insight and help
you better understand the motives and
actions of yourself and others. You can
free
yourself
from
anger,
hate,
resentment,
vengeance,
and
other
destructive emotions that cause hurt and
pain. You can feel relief and enjoy greater
peace-of-mind,
autonomy,
intimacy,
dignity, competence, and wisdom as you
engage more deeply with others.

10
HABITS
OF
HIGHLY
EMOTIONALLY INTELLIGENT
MANAGERS

1. Label their feelings, rather than labelling people or

situations.

"I feel impatient." vs. "This is ridiculous."

"I feel hurt and bitter". vs. "You are an insensitive jerk."
"I feel afraid." vs. "You are driving like a idiot."

2. Distinguish between thoughts and feelings.

Thoughts: I feel like...& I feel as if.... & I feel that

Feelings: I feel: (feeling word)

3. Take responsibility for their feelings.

"I feel jealous." vs. "You are making me jealous."

4. Use their feelings to help them make decisions.

"How will I feel if I do this?" "How will I feel if I don't"

5. Show respect for other people's feelings.

They ask "How will you feel if I do this?" "How will you feel
if I don't."

6. Feel energized, not angry.

They use what others call "anger" to help them feel

energized to take productive action.

7. Validate other people's feelings.

They show empathy, understanding, and acceptance of

other people's feelings.

8. Practice getting a positive value from their negative

emotions.

They ask themselves: "How do I feel?" and "What would

help me feel better?"
They ask others "How do you feel?" and "What would help
you feel better?"

9. Don't advise, command, control, criticize, judge or

lecture to others.

They realize it doesn't feel good to be on the receiving end

of such behaviour, so they avoid it.

10. Avoid people who invalidate them, or don't respect

their feelings.

As much as possible, they choose to associate only with

other people with high EQ.