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.

Gaining a Better Understanding of the Types of Organizational Culture to Manage Suffering at Work

Organizational culture is a central concept in research due to its importance in organizational functioning and suffering of employees. To better manage suffering, it is necessary to better understand the intrinsic characteristics of each type of culture and also its relationships with the environment. In this study, we used the multiple regression analysis to analyze the capacity of eight environment variables, five business strategies, and eight organizational competencies to predict the presence of Clan, Market, and Hierarchy cultures (Cameron and Quinn, 1999) in a subsample of Spanish managers (n1 = 362) and a subsample of Peruvian managers (n2 = 1,317). Contrary to what most of the literature suggests, we found almost no relationship between the environmental variables and the culture types. Strategy and competencies, in contrast, do have a significant predictive capacity, showing 9 links with the Clan culture, 7 with the Hierarchy culture, and 10 with the Market culture. In conclusion, this study has found the important characteristics of the types of organizational culture that could be useful to better manage the suffering of employees.

Telework, virtual work or telework

The research aimed to define competencies for telework through a systematic review of the literature, through a two-stage survey: (I) bibliographic survey in the Web of Science (WoS) database, and (II) selection of articles published between the years 2016 and 2020, after reading the abstracts, based on the criterion of adherence to the research theme, and further appreciation and presentation of the studies. As a result, the definitions of the competencies for telework are gathered around four macro-competencies, which situate knowledge, skills, attitudes and values necessary for the virtual context, which combine the separation of technical and support competencies with the words “Collaborative work”, “Problem-based learning”, “Team work” and Interculture. These are: (I) Technical-operational competencies for telework, (II) Technical-relational competencies for telework, (III) Support organizational-managerial competencies for telework, (IV) Leadership organizational competencies in supporting telework. Derived from the discussions, it is considered, in the context of “big crisis”, it is suggested analysis on mental health and on the values of openness (innovation and expression of creativity) associated with the challenges for the development of competencies for telework.

A CONCEPTUAL MODEL FOR ORGANIZATIONAL COMPETENCES

Organizational competences are one of the main assets of companies. Models of these competences would allow for systematic reasoning for exploring technological innovations, enabled by combining and transposing organizational competences. Today, the literature linking organizational competencies to engineering design and systems engineering remains limited. In particular, a generic modelling approach for organizational competencies for engineering design and systems engineering seems to be missing, although first frameworks have been proposed for specific purposes. This paper presents a generic conceptual model of organizational competences. The objective is to link technology, product, and systems development with the corresponding organizational competencies and their future evolution in order to allow for a joint design of competencies and technologies, products, or systems. The conceptual model provides the basis for a competence combination framework which allows for modeling competence combinations in an organization. Finally, we validate our conceptual model using a case study from the automotive industry.

Demystifying the role of internal dynamics in the path of innovative competitiveness: a serial mediation model of international joint ventures

PurposeThe study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.Design/methodology/approachA cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.FindingsA well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.Research limitations/implicationsThis study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.Originality/valueThe study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.

A mathematical model to evaluate return on investment in higher education

Subject. The article assesses the effectiveness of investments in higher education. Objectives. The aim is to assess the performance of investments in higher education for a Master’s student at the Peter the Great St. Petersburg Polytechnic University, in the field of Economics, Business Analyst Specialty. Methods. The methodology, presented in the study, includes three stages. The first assesses the demand for skills, the second assesses how the supply of skills match the demand, and the third – the effectiveness of investments in higher education, based on the developed mathematical model, scenario analysis, and decision tree. Results. We revealed that for a business analyst, the most important categories of skills are project management, decision-making, organizational competencies, communication, and knowledge of corporate software. The most required skills in these categories are the knowledge of business processes, project documentation, systems thinking, teamwork, communication, and well-bred speech. The analysis of correspondence between the competencies required by employers and those acquired in the training process showed that Master’s graduates meet the demand for the position of a business analyst in the labor market by 69%. Conclusions. The evaluation of the effectiveness of investment in higher education for a Master’s student of the Peter the Great St. Petersburg Polytechnic University, in the field of Economics, Business Analyst Specialty, shows that it is more profitable for a Bachelor graduate to continue studying for a Master's degree, rather than go straight to work.

INTERDEPENDENCE BETWEEN ENTREPRENEURSHIP, INNOVATION AND COMPETENCIES

From the point of view of economic activity, entrepreneurship is seen as the direction of economic resources into profitable business projects. The article presents the relationship between entrepreneurship, innovation and the creation of organizational competencies. Among the features of entrepreneurial orientation, innovation and proactivity are of special importance for the functioning of enterprises. The purpose of the study is to determine the impact of entrepreneurship on the formation of organizational competencies and substantiate the idea that the innovative abilities of the enterprise are a manifestation of its inherent competencies. It is substantiated that entrepreneurial activity is a risky activity. However, its results are manifested in the form of new products, production methods or forms of business organization. That is, entrepreneurship can be equated with innovation. It is proved that the main goal of entrepreneurial strategy is to find opportunities for strategic development, with an emphasis on implemented innovations. The dynamics of strategic entrepreneurship is based on the interaction of development opportunities, strategic partnerships and competencies. Organizational competencies are created in the process of training and operation of the enterprise. The highest rank in their hierarchy belongs to key competencies as a unique combination of knowledge, technology and skills. It is noted that the intensification of entrepreneurial activity and change of competencies are related to the life cycle of enterprises. At different stages of the life cycle, the company, adapting to changes in the external environment, also changes its competencies. Considering the possibilities of self-renewal of the organization, four possible innovative strategies of enterprises are analyzed, taking into account aspects of entrepreneurship: organizational knowledge management; discovery (exploration); inter-organizational cooperation business strategies related to the creation of resources outside the organization. The evolution of views on models and processes related to innovation and entrepreneurship is presented. It is emphasized that both entrepreneurship and innovation are related to the processes of internationalization of enterprises in the world market. They also have their own regional and local features.

FORMATION, DEVELOPMENT AND TRANSFORMATION OF ORGANIZATIONAL COMPETENCIES: COMPOSITION AND ESTIMATION OF COSTS

The subject of the research is the formation, development, and transformation of the competencies of high-tech enterprises producing technologically complex products, identifying their new and meaningful characteristics, assessing the costs of updating the composition of competencies in order to increase innovative activity. The study aims to show various options for the composition of costs in the areas of development and transformation of the main — technical and technological, personnel, intellectual — competencies of the organization. The authors apply methods of graphic visualization for structuring information by directions and ways of developing key components of competencies; algorithm development to assess the choice of the optimal direction for the formation and transformation of competencies; systematization of existing scientific approaches to the development of competencies of high-tech enterprises. As a result of the study, various options for the composition of costs for the development and transformation of the competencies of organizations engaged in the creation of technologically complex innovative products were considered and assessed in the areas of "acquisition" of competencies and on the main structural elements of the organization's competencies; the criteria for making a well-grounded managerial decision on the direction of development of competencies were identified by the organization's own resources or through the transition to distributed design and production of technologically complex products; an algorithm for choosing the direction of formation and development of the organization's competencies is proposed, considering the proposed criteria. The authors make a conclusion about the economic feasibility of integrating the competencies of individual enterprises and the organization of distributed design and innovative production.

Competency Models' Return on Investment

When businesses invest in the competency model, they want to know they are putting businesses' financial resources in the right place. The literature and the evidence support the use of competency models. Those best-in-class organizations outperform their competitors when organizational competencies are in place for employees and the business has a valid competency model. The discussion that follows discusses executives' return on investment (ROI)—providing specific formulas relative to competency modeling. Finally, the discussion supports the reader through various resource tools for the executives to use and questions to be answered when examining competence-based ROI.

Transformation of Managerial Competencies within the Context of Global Challenges

This contribution presents an analysis of the transformational changes in the global environment on the content of modern models of managerial competencies. Theoretical approaches to the definition of managerial competencies according to international standards are studied, and on this basis a hierarchy of competencies, within the context of their acquisition through professional training, is determined. The predictions and changes in the basic competencies of managers in the near future (2025) are analysed. Sets of general managerial (organizational) competencies (hard skills) and non-specialized supra-professional competencies (soft skills) are defined and compared. Digital competences and intercultural competences are defined as conceptually new skills required by a modern effective manager.