Understanding `culture' has become an essential mantra of organisational activities. Managers today are facing this challenge of how to bring about changes in the way they manage, leading to sustainability and growth of organisations. The magnitude of effectiveness relies greatly on managers' skills and competencies. Hence, this study takes on a new dimension of integrating a more complex contingency linkage of cultures and competencies of managers with corporate performance, in a Malaysian context. Little is known about the synthesis of using these two components from evidence of previous research. This gap is filled in this research by embarking on two phases of empirical study. A mixed methodology was employed to triangulate the two approaches (qualitative and quantitative). This method allows researcher to be more confident of their results, provides new ways of capturing a problem to balance with conventional data-collection methods as well as counter-balances strengths and weaknesses of one approach with another. The first phase using a case study method aimed to get a feel for the key issues before embarking on a survey, which is the second phase of the study. It involved two cases based on public listed companies in Malaysia using in-depth interview with managers. The interview results revealed characteristics of strong cultures, variations in Hofstede's four dimensional cultures and perceived managerial competencies required for managers. The second phase based on positivist approach using survey instrument to collect data from a sample of 276 managers. The survey was carried out to elicit data on the perception of managers gathered from ten public listed companies (five locally controlled and five multinationals) in relation to cultures and the competency level of managers. Results of the second phase indicate that cultures, using Hofstede's (1980,1990) classifications at both national and organisational perspectives, correlate significantly with managerial competencies and organisational performance. However, findings also revealed that companies having strong cultures as indicated by high consistency drawn from the perception of managers appear to have a profound impact on managerial competencies and were predictive of organisational performance. It is also interesting to note that the factorised components of key-value and hardwork; emotional involvement and build (ie. ability to build frameworks/models/forms on the basis of information) orientations; participative decision and interpersonal respect as well as work goals have significant influence over performance. Evidence from the case studies implied that these elements reflect culture strength of organisation and therefore, contribute to positive organisational performance. The congruent effect on organisational performance was more apparent between organisational culture and managerial competencies than cross-cultural construct. By establishing an empirical linkage between cultures, managerial competencies and performance, the research provides fresh support for human capital requirements in the Malaysian's public and private enterprises.

To enhance the managerial competencies of an enterprise has become one of the most important factors to advance its competitive capacity in addition to the prices and quality of products. For an enterprise, the executives¡¦ managerial competencies are essential to its continuous development. There are two intentions of this research. First, to acquire the factors that will effect the managerial competencies of the executives and the required managerial competencies of an individual or organization. Second, to investigate the appropriate managerial competencies training needs according to the personal characters in order to shorten the training period and reduce the training cost in response to the competition of this electrical age. Through the researches of documents, cases, assessments of managerial abilities and questionnaires, I found that the assessment could illustrate the differences of executives¡¦ managerial competencies. An enterprise needs to train its personnel according to individual preferences and the firm¡¦s weakness to avoid wasting training resources. As to the training needs of executives¡¦ managerial competencies, the best methodology is to strengthen the weaknesses and adopt the training methods as ¡§Case Studies¡¨, ¡§Simulation and Practice of role-play¡¨, and ¡§Group Discussion¡¨. Regarding the abilities of administration, communication, supervisory, and cognition, the training would be better with ¡§Lessons-Giving Pedagogy¡¨. Besides, it is necessary to adopt appropriate methodology according to the training of a certain managerial competencies. ¡§Intranet Learning Methodology¡¨ is a trend of current times. It is revealed in the research that the younger executives usually more acknowledge its training effects. The best training methodology could not satisfy everyone. According to the analysis of training requirements, the effect of several well-evaluated training methods actually varies according to several personal characteristics such as their expertise, positions, seniority, education, or ages. The best training efficiency should be based on the consideration of these individual features when designing the training. ¡§The most important administrative policy is to use the right person for the right position.¡¨ This research possesses practical values on the education of enterprises¡¦ executives and the innovation of training modes. Its extensive application will be helpful to develop the executives¡¦ managerial competencies of the enterprises.

According to the survey of Multilevel Marketing (MLM) organizations report in the year 2009 conducted by Fair Trade Commission Executive Yuan, there were 4,442,000 people participated in the MLMs in Taiwan. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2009 was 23,119,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.21%. Due to current economic uncertainty, Multilevel Marketing Organizations are especially attractive to people of all backgrounds. This is mainly because MLMs have low start-up costs, and require only basic entry level know-how to start. Although the participation rate of MLMs in Taiwan is 19.21%, the actual active number of IBOs (independent business owners) who run direct selling business is far less than the number shown on the statistics. This research is a qualitative study using the Behavioral Events Interview method to explore the managerial competency model of leaders in Multilevel Marketing organizations which further defines and includes managerial competencies clusters, managerial competencies, and managerial competencies indicators. There are six major managerial competencies clusters and sixteen sub-competencies included in this managerial competency model. The six managerial competencies clusters are ¡§Goal and Action cluster,¡¨ ¡§Cognitive cluster,¡¨ ¡§Organization Development cluster,¡¨ ¡§Leadership cluster,¡¨ ¡§Knowledge & Skill cluster,¡¨ and ¡§Personal Traits cluster.¡¨ As for the sub-competencies, they are ¡§Achievement,¡¨ ¡§Initiative,¡¨ ¡§Action,¡¨ ¡§Analytical Thinking,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ ¡§Team and Cooperation,¡¨ ¡§Team Leadership,¡¨ ¡§Confidence,¡¨ ¡§Communication,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ and ¡§Personal Traits.¡¨ Among these, what distinguishes the managerial competency model of the leaders in MLMs from the general managerial competency model is the ¡§Organization Development cluster.¡¨ This cluster includes four competencies, which are ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ and ¡§Team and Cooperation.¡¨ In addition ¡§Action¡¨ and ¡§Dissemination of Knowledge¡¨ are also the core competencies/characteristics that leaders in MLMs possess. This managerial competencies model for leaders in Multilevel Marketing organizations can benefit three types of people. For IBOs who just join the MLMs, this model can be an educational reference for developing their managerial competencies. For leaders in MLMs, this model can be a checklist for their work performance. For people who are from the Multilevel Marketing organizations, this model can be a source for annual training programs or a reference for publications in MLM organizations.

According to the survey of Fair Trade Commission Executive Yuan, some people participate two or more than MLM organization. Excluding the number of participants, there were 4,570,000 people in the year of 2010 compared to 4,442,000 people in the year of 2008 which increased 128,000. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2010 was 23,162,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.73% compared to the year of 2009 is about 19.21% which increased 0.52%. Then, MLM system has been many years, therefore, it to be considered that MLM system can provide service and selling successfully and effectively to consumers, and it helps salesmen or distributors can get profit. This research questionnaire is based on¡uThe Study of Managerial Competencies of Leaders in Multilevel Marketing Organizations¡vand through statistics analysis to find out the new managerial competencies. After research result, there are six major managerial competencies aspects and fifteen items included this managerial competency model. The six managerial competencies aspects are ¡§Goal and Action aspect,¡¨ ¡§Cognitive aspects,¡¨ ¡§Organization Development aspect,¡¨ ¡§Leadership aspect,¡¨ ¡§Knowledge & Skill aspect,¡¨ and ¡§Personal Traits aspect.¡¨ As for the sub-competencies items, they are ¡§Action,¡¨ ¡§Goal Setting,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Team and Cooperation,¡¨ ¡§Organization Development,¡¨ ¡§Organization Communication,¡¨ ¡§Organization Awareness,¡¨ ¡§Team Leadership,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ ¡§Industries Knowledge,¡¨ and ¡§Personal Traits.¡¨ Through the statistics analysis, it can find out what kinds of the managerial competencies that the leaders should have. And the leaders can lead team members who come from other industries.

The purpose of this research is about inquiring into the following two matters¡GWhether managerial competencies and stressors of a chain store manager affect one¡¦s job performance by the full mediation through one¡¦s stress coping, Meanwhile,what¡¦s the differences among managerial competencies,stressors,stress coping,and job performance under different personal traits. The research was presumed, experimented, verified, and completed through ways of Factor Analysis, One-Way ANOVA, and Regresion Analysis by the post survey, replied by 98 out of 200 samples in 48% efficient returning. The results of research are listed as following¡G 1.Problem solving abilities in managerial competencies make a notable impact to job performance. Leading abilities in managerial competencies only make a notable impact to financial job performance. Human relations abilities and personal effectiveness in managerial competencies make a notable impact to managements of commodities and stores as well as managements of employees and customers. 2.Personal factors in stressors make an evident impact to job performance. 3.Escape stress in stress coping makes a notable impact to financial job performance. Control stress in stress coping makes a notable impact to job performance of both managements, commodities and stores as well as employees and customers. 4.Problem solving abilities in managerial competencies make a notable impact to stress coping. Human relations abilities and personal effectiveness in managerial competencies make a notable impact to stress coping of control stress. 5.Organization factors of stress make an evident negative influence to both control stress and escape stress. Personal factors of stressors make a notable impact to control stress, escape stress and symptom management. 6.Managerial competencies and stressors, going through the full mediation of stress coping, make notable impacts¡G (1).Problem solving abilities and leading abilities in managerial competencies, going through the full mediation of escape stress of stress coping, make a notable impact to financial job performance. (2).Problem solving abilities of managerial competencies, going through the full mediation of control stress of stress coping, make a notable impact to job performance of both commodity and store managements. (3). Problem solving abilities and leading abilities in managerial competencies, going through the full mediation of control stress of stress coping, make a notable impact to job performance of both employee and customer managements. 7.A store manager with different traits makes a notable impact to the managerial competencies, stressors, stress coping and job performance.

The diploma thesis deals with the topic of the professional past of managers in social services and its influence on the performance of managerial profession. In my thesis I'm dealing with those workers who are currently working in managerial positions and previously worked as social workers. I am interested about how their professional past influenced the performance of their managerial function and how these managers get new managerial competencies. In the theoretical part, I mainly deal with the competencies of social workers, the competencies of managers and then I compare them. I also deal with the acquisition of managerial competencies. In the practical part, I describe the methodology of research surveys and present the results I have reached. The main method is a qualitative research survey using a semi-structured interview. A supplementary method is a quantitative research survey using a questionnaire. In the discussion, I compare these results with available resources. Finally, I reflect the fulfillment of the goals of my thesis and make recommendations.

The World Economic Forum (WEF) found that Botswana's information and communication technology (ICT) networked readiness index (NRI) had declined from position 89 in 2012 to 104 in 2015. A decline in Botswana's ICT NRI resulted in a modest gross domestic product (GDP) growth increasing from 4.2% in 2012 to 5.0% in 2015. The purpose of this qualitative multiple case study was to explore strategies ICT service provider managers use to build employee competencies to address ICT infrastructure performance deficiencies. The target population for this study consisted of over 120 managers from 2 ICT service providers located in Gaborone and Francistown in Botswana. The conceptual framework for this study was information technology (IT) competency model. Face-to-face interviews with 15 managers and a review of 12 company documents were gathered and all interpretations from the data were subjected to member checking to ensure the trustworthiness of the study findings. The thematic analyses of participants' interviews and company documents resulted in the emergence of 3 common themes: developing professional employee competencies through training, promoting knowledge acquisition and skills transfer, and developing budgets for funding the development of employee competencies. Participants cited training and professional development as a reason for ICT infrastructure performance deficiencies. Social implications from this study include developing strategies business managers can use to build employee competencies to improve ICT infrastructure performance, which could result in improved services to citizens and enhanced national development, social transformation, and economic diversification.

Title: Identification of sport manager's role and creation of the type position of a sport manager in the Czech Republic and Germany Objectives: The main objective of the primary survey is to examine the job-side situation of "Sports Manager" on the labour market on the Czech Republic and Germany. Compare the differences between demands for sports managers and use the results of empirical research to introduce a sports manager. The partial goals, comments and recommendations were formulated as follows: 1) Determine which knowledge and skills are relevant to HR department (human recources department) and quantify them. 2) Verify that HR department requires education and practice, and specify the type of education, length and type of practice. Methods: The theoretical part is processed in the form of a research. From professional literature and publications. A comparison method was used to fulfill the scientific research objective. We have added the findings by formulating recommendations for the implementation of the recruitment and selection process in order to obtain the most suitable candidate for the position of "sports manager". Results: From the empirical knowledge and research of recruitment insertions are distinct the identification and difference of the requirements for the professional...

Submitted by Morgana Silva (morgana_linhares@yahoo.com.br) on 2016-06-16T18:08:14Z No. of bitstreams: 1 arquivototal.pdf: 1654506 bytes, checksum: 3e896b568c97fdfc3ca418f1cda75fee (MD5) / Approved for entry into archive by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2016-06-20T11:37:25Z (GMT) No. of bitstreams: 1 arquivototal.pdf: 1654506 bytes, checksum: 3e896b568c97fdfc3ca418f1cda75fee (MD5) / Approved for entry into archive by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2016-06-20T11:38:00Z (GMT) No. of bitstreams: 1 arquivototal.pdf: 1654506 bytes, checksum: 3e896b568c97fdfc3ca418f1cda75fee (MD5) / Made available in DSpace on 2016-06-20T11:38:31Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 1654506 bytes, checksum: 3e896b568c97fdfc3ca418f1cda75fee (MD5) Previous issue date: 2016-02-24 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / This study aimed to understand the perception of managers of technology-based companies (TBCs) about creativity and its implications for the development of managerial competencies. To this end, the following specific objectives have been defined: a) characterize the meaning of creativity in the perception of the TBCs managers; b) identify the role of creativity in the context of professional performance of TBCs managers; c) identify managerial competencies of TBCs linked to creativity and; d) verify the implications of creative thinking and technological environment in the development of managerial competencies in TBCs. The Literature review was structured by creativity, which involves the creative environment, creative work and creative management; managerial competencies, technology-based companies and their characterization. The research qualifies as a qualitative approach and was held with managers of companies of technological basis, participants of technology incubator of Campina Grande-PB, in a total of 9 (nine) respondents linked to 8 companies. The interviews were transcribed, categorized and interpreted through content analysis. The categorization of the data process enabled the delimitation of the following dimensions: creativity in the perception of TBCs managers, the role of creativity in the context of managerial TBCs, the link between managerial competencies and creativity in TBCs and implications of creative thinking and technological environment in the development of managerial compettencies. The survey results revealed that managers perceive a significant link between creativity and innovation, being nearly inseparable. In this perspective, creative actions are associated with both the product development as the changes in organizational processes. The findings still indicate some factors that foster creativity through internal and external stimulus and that demand of managers to have an open mind to obtain insights and being able to generate ideas and promote company creative solutions. In addition, the results point to creativity as essential in the context of managerial action, as it allows the managers to develop innovative actions to enhance the company's competitiveness, facilitating both the interpersonal relationship, conflict management and expectations among stakeholders as to its ability to take advantage of new business opportunities and open up new horizons for the company. All these aspects associated with managerial resilience that the managers develop through the dynamic environment in which its companies operate and require of their managers the notion of constant learning, essential to develop managerial competencies aligned to creativity to cope with the hardships inherent in the tech industry. Some creative experiments were also mentioned carried out within the participating companies, which enabled the practical visualization of actions considered simple, but that can be the difference wich the market and customers were waiting to see value in the company. Besides, it is believed that this work can to broaden the discussion about a relatively new phenomenon in the study of management - creativity - and their implications in dynamic work environments. The reflections still suggest raising the optimisation of human capital in these contexts, which can be result of a generation that prioritizes flexibility, recognition and quality of life. / Este estudo buscou compreender a percepção dos gestores de empresas de base tecnológica (EBTs) sobre a criatividade e suas implicações no desenvolvimento de competências gerenciais. Para tanto, foram definidos os seguintes objetivos específicos: a) caracterizar o significado da criatividade na percepção dos gerentes de EBTs; b) identificar o papel da criatividade no contexto de atuação profissional dos gerentes de EBTs; c) identificar as competências gerenciais de EBTs vinculadas à criatividade e; d) verificar as implicações do pensamento criativo e do ambiente tecnológico no desenvolvimento de competências gerenciais em EBTs. A fundamentação teórica debruçou-se sobre o fenômeno da criatividade, o qual envolve o ambiente criativo, o trabalho criativo e a gestão criativa; bem como as competências gerenciais, as empresas de base tecnológica e sua caracterização. A pesquisa se enquadra como de abordagem qualitativa e foi realizada com gestores de empresas de base tecnológica participantes da Incubadora Tecnológica de Campina Grande-PB, em um total de 9 (nove) entrevistados vinculados a 8 (oito) empresas. As entrevistas foram transcritas, categorizadas e interpretadas por meio da análise de conteúdo. O processo de categorização dos dados possibilitou a delimitação das seguintes dimensões: a criatividade na percepção de gerentes de EBTs, o papel da criatividade no contexto gerencial de EBTs, o vínculo entre competências gerenciais e criatividade em EBTs e implicações do pensamento criativo e do ambiente tecnológico no desenvolvimento de competências gerenciais. Os resultados da pesquisa revelaram que os gestores percebem um vínculo significativo entre criatividade e inovação, sendo quase indissociáveis. Nessa perspectiva, as ações criativas estão associadas tanto ao desenvolvimento de produtos quanto a mudanças nos processos organizacionais. Os achados ainda indicam alguns fatores que fomentam a criatividade por meio de estímulos internos e externos, e que demandam dos gestores ter mente aberta para obter insights e serem capazes de gerar ideias e promover soluções criativas para a empresa. Além disso, os resultados apontam a criatividade como fundamental no contexto da ação gerencial, pois permite aos gestores desenvolverem ações inovadoras para potencializar a competitividade da empresa, facilitando tanto o relacionamento interpessoal, o gerenciamento de conflitos e as expectativas entre as partes interessadas quanto a sua capacidade de aproveitar novas oportunidades de negócio e abrir novos horizontes para empresa. Todos esses aspectos estão associados à resiliência gerencial que os gestores desenvolvem mediante o ambiente dinâmico em que suas empresas atuam e que exige de seus gerentes a noção de constante aprendizado, aspecto essencial para desenvolver competências gerenciais alinhadas à criatividade para lidarem com as adversidades inerentes ao setor tecnológico. Também foram mencionadas algumas experiências criativas realizadas dentro das empresas participantes, as quais possibilitaram a visualização na prática de ações consideradas simples, mas que podem ser o diferencial que o mercado e os clientes esperavam para enxergar valor na empresa. No mais, acredita-se que este trabalho amplia a discussão acerca de um fenômeno relativamente novo nos estudos sobre gestão – criatividade - e de suas implicações em ambientes de trabalho dinâmicos. As reflexões ainda suscitam a valorização do capital humano nestes contextos, o que pode ser reflexos de uma geração que prioriza flexibilidade, reconhecimento e qualidade de vida.

The research was triggered by widespread criticisms from its constituencies about the relevance of MBAs, allegedly instigated by its dual academic and utilitarian purposes in developing functionally and ethically competent managers. Using Malaysia as the research focus, the perceptions of three MBA stakeholders (i.e. business schools/management educators, industries and students) were explored on the adequacy of MBA provisions by its public universities in preparing professionally and ethically competent managers. Their opinions were gauged on several subjective terms, each carrying the dual academic-utilitarian connotations, i.e. the roles of MBAs, the roles of its providers, the definitions of relevance, the definitions of managers and the necessary competencies, and their concerns over the social responsibility of managers and their education. The research employed mainly qualitative approaches. Primary data was gathered through semi-structured interviews, a focus group discussion and e-mails from the three stakeholders. The management educators and students were derived from three selected business schools. The secondary data involved analysis of the MBA websites and prospectuses provided by all the 10 public universities in Malaysia. In total, the research derived data consisting of 28 interviews, 1 focus group, 81 surveys, 3 email questionnaires, and 10 document analyses. The findings suggested that the perceptions of all three stakeholders reflected an imbalanced MBA that was biased towards utilitarian objectives as opposed to social objectives. The findings showed that religion / spirituality and the development of ME in Malaysia had a considerable impact in influencing the perspectives of the respondents. The research contributes to the discipline by demonstrating how a non-western, religious, developing country viewed the research issues dominated by Western literature.