ch 3ob competency

8/6/2019 Ch 3OB Competency

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FOUNDATION

COMPETENCIES


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COMPETENCE

Competence is a standardized requirement for an individual toproperly perform a specific JOB. It encompasses a combinationof KNOWLEDGE,SKILLS and ATTITUDE utilized to improve

performance. More generally, competence is the state or qualityof being adequately or well qualified, having the CAPABILITYto perform a specific JOB.

A person possesses a competence as long as the skills, abilities,and knowledge that constitute that competence are a part of them,enabling the person to perform effective action within a certainworkplace environment. Therefore, one might not loseknowledge, a skill, or an ability, but still lose a competence ifwhat is needed to do a job well changes.

Competence is also used to work with more general descriptionsof the requirements of human beings in organizations andcommunities.

An important detail of this approach is that all competences haveto be action competences, which means you show in action, thatyou are competent. In the military the training systems for thiskind of competence is called artificial experience, which is the

basis for all simulators


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COMPETENCE Competence is shown in action in a situation in a context

that might be different the next time you have to act.

In emergency contexts, competent people will react to the

situation following behaviors they have previously foundto succeed, hopefully to good effect. To be competent youneed to be able to interpret the situation in the context andto have a repertoire of possible actions to take and havetrained in the possible actions in the repertoire, if this isrelevant.

Regardless of training, competence grows throughexperience and the extent of an individual to learn andadapt.


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COMPETENCE DEVELOPED The process of competence development is a

lifelong series of doing and reflecting. As

competencies apply to careers as well as jobs,lifelong competency development is linked withLearning & Environment as a managementconcept.

This environment is synonymously describedusing terms such as learning organization,knowledge creation, self-organizing andempowerment.


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PROFESSIONAL COMPETENCE Within a specific organization or professional

community, professional competence, isfrequently valued. They are usually the samecompetencies that must be demonstrated in a jobinterview. But today there is another way of looking at it: that there are general areas of occupational competence required to retain apost, or earn a promotion. For all organizationsand communities there is a set of primary tasksthat competent people have to contribute to all thetime.


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What is Organizational Be

havior?

Definition: The study of human behavior,

attitudes, and performance in organizations.

Value of OB: Helps people attain thecompetencies needed to become effective

employees, team leaders/members, or managers

Competency = an interrelated set of abilities,

behaviors, attitudes, and knowledge needed by an

individual to be effective in most professional and

managerial positions


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Seven Foundation Competencies

Logically integrated set of competencies required for managerial and

professional effectiveness in the 21st century

This model developed by Hellriegel, Slocum, and Woodman

Managing Self

Managing Communication

Managing Diversity

Managing Ethics

Managing Across Culture

Managing Teams

Managing Change Competency


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ManagingS

elf Competency

Involves the ability to assess your own strengths

and weaknesses, set and pursue professional and

personal goals, balance work and personal life,and engage in new learning (including new or

modified skills, behaviors, and attitudes)


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SELF COMPETENCE Self-competence, self-concept, and self-

efficacy are all constructs used to study self-

perceptions.


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Core Abilities of the

Managing Self Competency

Understand the personality and attitudes of yourself and

others

Perceive, appraise, and interpret accurately yourself,others, and the immediate environment

Understand and act on your own and others work-related

motivations and emotions

Assess and establish developmental, personal/life-related,and work-related goals

Take responsibility for managing yourself and your career


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Career Development*

A career is a sequence of work-related positions

occupied by a person during a lifetime.

Career development involves making decisionsabout an occupation and engaging in activities to

attain career goals.

A career plan is an individuals choice of

occupation, organization, and career path.


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Five Aspects of a Career*

Career success or failure is best determined by the

individual, in terms of his/her personal goal achievement

No absolute career evaluation standards exist Examine a career subjectively (e.g., values and personality

fit) and objectively (e.g., job choices, competencies

needed)

Make decisions about occupation and pursue activities toattain career goals throughout your lifetime

Consider cultural factors as they impact performance and

career opportunities


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Managing Communication Competency

Involves the ability to use all the modes of

transmitting, understanding, and receiving ideas,

thoughts, and feelings, (verbal, listening,nonverbal, written, electronic, etc.) for accurately

transferring and exchanging information and

emotions


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COMMUNICATION COMPETENCE

Communicative competence is measured by determiningif, and to what degree, the goals of interaction areachieved.

The function of communication is to maximize theachievement of shared meaning ;

"the degree to which individuals perceive they havesatisfied their goals in a given social situation without

jeopardizing their ability or opportunity to pursue theirother subjectively more important goals" - combination ofcognitive and behavioral perspectives

The ability of an interactant to choose among availablecommunicative behaviors in order that he/she maysuccessfully accomplish his /her own interpersonal goalsduring an encounter while maintaining the face and line ofhis/her fellow interactants within the constraints of thesituation.


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Managing Communication Competency

Convey information, ideas, and emotions so they are

received as intended

Provide constructive feedback

Engage in active listening

Use and interpret nonverbal communication effectively

Engage in effective verbal communication

Engage in effective written communication

Effectively use electronic communication resources


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Managing Diversity Competency

Involves the ability to value unique individual and

group characteristics, embrace such characteristics

as potential sources of organizational strength, andappreciate the uniqueness of each individual


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Diversity Competency Ability of individuals and systems to

respond respectfully and effectively to

individuals, families and communities of all

diverse backgrounds in a manner that

protects and preserves their dignity and

recognizes, affirms, and values differences,similarities and worth.


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Managing Diversity Competency

Foster an environment of inclusion for all

Learn from others with different characteristics,

experiences, perspectives, and backgrounds Embrace and support diversity

Work with others because of their talents andcontributions, rather than personal attributes

Provide leadership in addressing diversity-based

conflicts

Apply diversity laws, regulations, and organizationalpolicies related to your position


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G

uiding Principles: Diversity

The principles that will guide Alberta Health Services as it strives for diversity competency areoutlined below. These principles are manifested in every level of service delivery and are reflected inattitudes, knowledge, practices, structures, policies, and services. The principles are:

Diversity is valued.

An organizational culture of inclusiveness and respect. Organizational capacity for diversity competency is achieved through self-assessment.

Diversity competent health care organizations are made up of diversity competent individuals.

Access to health and employment services is equitable for all diverse populations.

Service delivery is adaptable, is reflective of diversity and is flexible to accommodate various aspectsof diversity and the evolution of the community.

Program and policy development, delivery, and evaluation is achieved via participatory processes,wherever possible, through the involvement of staff, volunteers, partners, and relevant externalcommunities and organizations representing diverse populations.

Diversity knowledge is integrated into practice.

Diversity competency is a shift in awareness, understanding, and skill that is relevant to all staff.

Practice is evidence-based.

Diversity is viewed as a strength


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Selected Categories of Diversity* Primary Categories: Genetic characteristics that affect a

persons self-image and socialization, appear to be unlearned and are

difficult to modify

Age, race, ethnicity, gender, physical abilities andqualities, and sexual and affectional orientation

Secondary categories: Learned characteristics that aperson acquires and modifies throughout life

Education, work experience, income, marital status,

religious beliefs, geographic location, parental

status, behavioral style


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Managing Ethics Competency

Involves the ability to incorporate values and

principles that distinguish right from wrong in

making decisions and choosing behaviors


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Eth

ics

Definition: Values and principles that distinguish right

from wrong. Ethics are often based upon laws,

organizational policies, social norms, family, religion,and/or personal needs, and may be subject to differing

interpretations with problems in proving truth

Ethical Dilemma*: A situation in which an individual or

team must make a decision that involves multiple values.


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Managing Ethics Competency

Identify and describe the principles of ethical decision

making and behavior

Assess the importance of ethical issues in actions Apply laws, regulations, and organizational rules in

making decisions and taking action

Demonstrate dignity and respect for others

Demonstrate honest and open communication limited

only by legal, privacy, and competitive considerations


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Managing Across Cultures Competency

Involves the ability to recognize and embracesimilarities and differences among nations and

cultures and then approach key organizational andstrategic issues with an open and curious mind

Culture = the dominant pattern of living, thinking, andbelieving that is developed and transmitted by people,consciously or unconsciously, to subsequent

generations Cultural values = those consciously and

subconsciously deeply held beliefs that specify generalpreferences, behaviors, and define what is right andwrong.


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Cultural competence Ability to interact effectively with people of different cultures. Cultural competence comprises

four components:

(a) Awareness of one's own cultural worldview,(b) Attitude towards cultural differences,

(c) Knowledge of different cultural practices and

worldviews, and

(d) cross-cultural skills. Developing cultural

competence results in an ability to understand,

communicate with, and effectively interact with

people across cultures.[


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Managing Across Cultures Competency

Understand, appreciate, and use cultural factors thatcan affect behavior

Appreciate the influence of work-related values ondecisions, preferences, and practices

Understand and motivate employees with differentvalues and attitudes

Communicate in the local language

Deal effectively with extreme conditions in foreigncountries

Utilize a global mindset (use a worldwide perspective toconstantly assess threats or opportunities)


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Individualism*

as aWork-Related Value

Individualism = the tendency of people to look afterthemselves and their immediate family, which implies aloosely integrated society

In cultures that emphasize individualism, people viewthemselves as independent, unique, and special; valueindividual goals over group goals; value personal identity,

personal achievement, pleasure, and competition; acceptinterpersonal confrontation; and are less likely to conform

to others expectations

Such cultures include the United States, Australia, NewZealand and the United Kingdom

Example: Stand on your own two feet!


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Collectivism*

as aWork-Related Value

Collectivism = the tendency of people to emphasize theirbelonging to groups and to look after each other inexchange for loyalty

Cultures that emphasize collectivism are characterized by atight social framework, concern for the common welfare,emotional dependence of individuals on larger social units,a sense of belonging, a desire for harmony, with groupgoals being viewed as more important than individual

goals, and a concern for face-saving

Such cultures include Japan, China, Venezuela, andIndonesia

Example: The nail that sticks up gets hammered down!


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Managing Teams Competency

Involves the ability to develop, support, facilitate,

and lead groups to achieve organizational goals


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Managing Teams Competency

Determine when and how to use teams

Set clear performance goals directly or participatively

Define responsibilities and tasks directly orparticipatively

Show accountability for goal achievement

Use appropriate decision-making methods

Effectively manage conflicts

Assess performance and take corrective action as

needed


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Involves the ability to recognize and implement

needed adaptations or entirely new

transformations in the people, tasks, strategies,structures, or technologies in a persons area of

responsibility


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Ch

ange Competency Change competency is the presence of a

business culture that expects change and

reacts with the understanding, perspectives,tools and techniques to make change

seamless and effortless. It is making

change a part of business as usual.


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Apply the other six competencies in pursuit of needed

changes

Provide leadership in planned change

Diagnose pressures for and resistance to change

Use the systems model and relevant processes to

facilitate change

Seek out, learn, share, and apply new knowledge in the

pursuit of constant improvement


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Change Competency An organization that faces constant demands to change and

uses effective change management over and over with eachnew initiative may experience a fundamental shift in its

operations. Managers need to develop skills to support employees

through the change. Employees see part of their job asnavigating change. Each level in the organization will haveinternalized its role in change and developed the skills and

knowledge necessary to react to constant change. Theorganization has become ready and able to embracechange; it has developed change competency


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How is it different than change

management Change competency is similar to change management, but there are several key

distinctions.

First, change management is the use of specific activities (like communication,coaching, sponsorship and training) to manage the people-side of change in order torealize successful outcomes of a business change. Change competency is not a specific

activity; it is an organizations ability to react to and manage change over and overagain. Change competency is the organization-wide capability to apply changemanagement practices successfully and routinely.

Second, while change management can be taught and learned, change competencyrequires a fundamental shift in culture and values. It must become part of day-to-dayoperations and cannot be simply demonstrated in training or instructional material.

Third, change competency must penetrate every facet and level of the organization. Thisdistinction especially relates to front-line employees. An organization may have

expertise in change management in its sponsors, consultants and change managementpractitioners. However, the front-line employees are the ones whose day-to-dayactivities are changing. In change management, these employees are the targets of muchof the activity. In change competent organizations, these employees are key players.To build change competency, they must be given the perspectives, tools and techniquesto rapidly and successfully change.


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ch 3ob competency

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