THE INFLUENCE OF MANAGERIAL COMPETENCE AND SOCIAL COMPETENCE ON THE PROFESSIONALISM OF SCHOOL PRINCIPALS IN PEKANBARU CITY

This study aims to determine the influence of variables (1) managerial competence on principal professionalism, (2) social competence on principal professionalism, (3) managerial competence and social competence together on principal professionalism. The research respondents were 176 public elementary school principals in Pekanbaru with a sample of 122. The data was collected through questionnaires as a research instrument. The data analysis used is descriptive analysis, inferential statistical analysis. The instrument reliability coefficient was calculated using the Alpha Cronbach formula. The results showed that there was a positive and significant influence between managerial competence and principal professionalism of 0.643, and there was a positive and significant influence between social competence and principal professionalism of 0.597. Meanwhile, collectively, there is an effect of managerial competence and social competence on the professionalism of school principals of 0.755.

Clan-type organizational culture in the food and beverage industry in Jambi province

This research is a study that analyzes and explains the influence model of organizational culture, managerial competence on performance mediated by the affective commitment and its implications for the food and beverage industry in Jambi Province. The sample of this study used the probability sampling technique. The sample selection criteria were the food and beverage industry players as many as 343 samples were obtained from 2 districts, namely Sarolangun, Kerinci, and Jambi city. Data analysis was performed using descriptive statistical analysis and inferential statistical analysis. The data obtained were processed using a component-based or variance-based Structural Equation Modeling (SEM) causality analysis which is known as Partial Least Square (PLS). The results showed that the direct influence of organizational culture, managerial competence and affective commitment had a positive and significant effect on the performance of food and beverage industry business actors, and the indirect influence of organizational culture and managerial competence on performance mediated by affective commitment also had a positive and significant effect. The results of this study indicate that organizational culture is dominated by the clan type which has the character of kindship and togetherness has an influence on the performance of business actors in the food and beverage industry in Jambi Province.

PENGARUH MANAGERIAL COMPETENCY DAN LEARNING ORIENTATION TERHADAP JOB PERFORMANCE MELALUI ENTREPRENEURIAL LEADERSHIP PADA UNIVERSITAS NEGERI SURABAYA

Higher education seeks to maximize managerial competence and learning orientation in job performance. Higher education requires efforts to improve work performance in order to develop and progress. To achieve this, universities need to improve successful entrepreneurial leadership in running organizations in order to create a better learning atmosphere. This study aims to determine the effect of managerial competence and learning orientation on job performance through entrepreneurial leadership at the Universitas Negeri Surabaya. This research was conducted on 50 leaders around the Universitas Negeri Surabaya. Hypothesis testing using Structural Equation Model (SEM) and analysis method using Partial Least Square (PLS). The results of the study reveal that managerial competence can have a positive influence on job performance; learning orientation has a positive effect on job performance; managerial competence has a positive effect on job performance through entrepreneurial leadership; and learning orientation has a positive effect on job performance through entrepreneurial leadership. This study provides significant implications for theories and investigations of strengthening university leadership and provides evidence on how such leadership has significance for good job performance

Study of managerial competence of future education managers in the context of using electronic educational environment

The article considers the question of the features of the training future education managers, their manage skills, the structure of which provides knowledge and experience in using the electronic educational environment. This problem is important, especially now, in the context of the coronavirus pandemic, when educational institutions work mainly in a distance format. Now every manager of an educational institution must be competent not only in the field of information technology and have appropriate digital competence but also knowledgeable in the implementation of the electronic educational environment of the institution, in particular, to resolve certain management issues. During literature analysis, we found that there are many studies that describe the use of ICT in the process of forming the managerial competence of future education managers. But, there are few studies that describe the features of the work of the manager in the electronic learning environment (ELE) and solve the problem of their training in this context. To obtain objective information about the level of managerial competence in future heads of higher pedagogical education, we organized a survey that found that future education managers do not have a clear idea of ELE and do not understand its potential for management. During the study, we developed levels of managerial competence of future managers, to which we added skills related to the use of ELE. The training of students lasted from 2017 to 2020 according to the methodology that took into account the structure of managerial competence knowledge and skills of using ELE. We conducted an experimental study that determined the effectiveness of the methodology for the formation of managerial competence of future heads of educational institutions in the context of ELE. This study found that such training contributes to the formation of the future manager, develops his managerial skills, allows to solve the problem of developing managerial competence in future education managers using ELE, is an effective means of implementing educational programs at the university.

Assessment of Management Competencies According to Coherence with Managers’ Personalities

The objective of our investigation was to verify a questionnaire’s suitability in identifying managerial competencies concerning managers’ personality characteristics. Methods: For the content validity of the questionnaire assessment of managerial competencies (AMC23), we investigated its coherence with the appraisal of the management style methodology, i.e., managerial grid (MG), with correlation analysis. The existence of statistically significant relationships between the assessment of managerial competencies and managers’ personality characteristics was determined using Pearson’s correlation coefficient concerning the BIG-5 model. Results: In total, 573 managers participated in this study. Our examination concludes that motivational competencies correlated positively with the compromise and cooperative style; performance competencies with the competitive and cooperative style; and social competencies with the cooperative, adaptive, and compromise style. Not least, target competencies positively correlated with the competitive and cooperative style. Further, neuroticism negatively correlated with social managerial competence, extraversion, and openness to experience, which positively correlated with motivational and target competence. Friendliness was positively associated with social competence, and diligentness positively correlated with motivational, performance, and target competence. Conclusion: We determined significant correlations between managerial competencies (AMC23) and managerial style (MG). Our findings might have implications for further investigation and the development of more comprehensive instruments to assess managerial competencies in connection with managers’ personalities. We point out the need for further research to verify, improve, and constitute a model that further elucidates and explains managerial competencies.

MANAGEMENT COMPETENCE OF THE FUTURE SERVICE MANAGER: ORGANIZATIONAL AND METHODMETHODICAL COMPONENTS

The article presents an analysis of the process of formation of managerial competence of future specialists in the field of service (on the example of hotel and restaurant business) in the course of professional training in institutions of higher and higher education. Based on the research of scientists on the training of future specialists in the field, a number of organizational and methodological competencies have been identified; the definition of "managerial competence of future service managers" is interpreted as a multicomponent dynamic combination of management knowledge, organizational skills, skills to train staff, ways of thinking, views, values, relevant personal qualities, implemented at the level of higher education 24 "Service Area 24" "Hotel and restaurant business. It is proved that structurally such competence is an integrated set of integrated, general ("soft" skills) and special ("hard" professional, subject, managerial and professional skills) competencies and determines the ability of the future manager to successfully conduct professional activities, purposefully improve professional the level of management and leadership in his subordinate staff of the hotel and restaurant company, build a career and create your own concept of success in life. The organizational competencies include the following: knowledge of the theoretical foundations of the organization of the process of providing services, forms, tools, methods and techniques of organizing the cognitive activities of staff; structure, psychological and pedagogical aspects of communication in the enterprise or the entrusted team; types of formal, semi-formal and informal methods of decision-making and implementation; ability to analyze organizational environments, prepare strategic and operational plans, appropriate measures and procedures; implement tasks based on the positive aspects of each employee. To methodical competences - mobility of knowledge (constant updating of the information for the successful decision of problems in concrete conditions); flexibility of methods (application of methods depending on conditions), critical thinking (creativity, non-standard, originality of design), responsibility for actions and decisions.

Effect of E-Leadership and Social Interaction on Managerial Competency of Junior High School Principles

This study aims to analyze the effect of E-Leadership and social interaction both partially and simultaneously on the managerial competence of junior high school principals in Dumai City. The population of this study were 37 people consisting of 22 State Junior High Schools and 15 Private Junior High Schools in Dumai. The sample of this research was a saturated sample, that is, the entire population were sampled. Data collection techniques were using questionnaires for the variables E-leadership, social interaction, and managerial competence of school principals. The data analysis technique used in this research was descriptive statistical analysis and inferential statistical analysis. The results of this study indicate that there is a significant influence between the variable E-Leadership (X1) and social interaction (X2) on the managerial competence of school principals (Y) SMP in Dumai City 19.4%. This means that the better the E-Leadership and social interaction of the principal, the better the managerial competence of the principal.

PENGARUH PENDIDIKAN DAN PELATIHAN SERTA KOMPETENSI MANAJERIAL TERHADAP KINERJA KEPALA SEKOLAH

The headmaster's performance is influenced by several factors. The purpose of this study was to examine the effect of education and training and managerial competence on the performance of school principals. The method used in this research is quantitative with an ex-post facto design. Sampling was selected in a multistage manner from 19 State Senior High Schools in North Luwu Regency. Data were collected through observation and questionnaires for further data analysis with multiple regression. The test results show the effect of education and training on the performance of principals with a coefficient of 43.7%, the effect of managerial competence on the performance of principals with a coefficient of 52.5% and the effect of education and training and managerial competence on the performance of principals with a coefficient of 52, 6%. Thus, it is concluded that the implementation of education and training, as well as managerial competence, affect the performance of school principals.

Problems of forming managerial competence in master's degree program in “socio-cultural management”

The aim of the study is to reveal the content of the structural components of managerial competence, determine the influence of certain pedagogical conditions on its formation among students during the training in the master's program in “socio-cultural management”, and experimental verification and quantitative analysis of these conditions. The object of the study is the process of personal-professional formation of master's students of the faculties of humanitarian management. The positive influence of high motivation on the level of managerial competence has been proved. It has been revealed that the value-motivational component has the least dependence on the duration of training. The article offers effective conditions of forming managerial competence, which have been tested experimentally and confirmed the possibility of their introduction into practice.

ASSESSMENT OF THE LEVEL OF MANAGERIAL COMPETENCE

The article refers to the assessment of managerial competence level. The aim of the article is to show that assessment of managerial competence is conditioned by many factors, it proceeds in different ways and brings, depending on the implementation, different results. The article uses selected fragments of research carried out by the author in Slovakia in the period from 1999, updated until today. The article points out the relevance of evaluated and evaluated competences referring to holistic aspects of this evaluation.