Closely related to communicative competence is the managerial competence of the leader, that is, the ability to competently select the company's key personnel and use their strongest qualities. This competence is especially relevant in the adhocracy type of corporate culture, which is built on the creation of mobile teams and active work on projects.
In this regard, it may not be entirely clear why a manager needs such competence if there is an employee management service. But successful top managers should, to some extent, perform the functions of a director in a theater or on a film set: the more carefully they select the performers of the main roles, the more believably and accurately they play, and the more money comes into the box office.
Therefore, it would be absolutely not superfluous for the manager to be directly involved in the process of selecting people for key positions. At the same time, the management service employees should carry out serious preparatory work.
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Managerial competencies in time management
The fourth most important conduit cn phone data competence of a top manager is the competent organization of his own working time and the time of employees, that is, personal and corporate time management. The manager needs to plan his time in such a way as to solve the most important tasks at the moment.
He must be able to structure and systematize his activities, have motivation to perform complex, sometimes unpleasant tasks, etc. The list of uses of the results of mastering personal time management techniques is quite wide. But although time management helps to raise the level of personal efficiency, it is not enough to make the enterprise competitive.
Managerial competencies in time management
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This is explained by the fact that the efficiency of using the manager's working time depends not only on him. He can try to optimize his time as much as he wants, but if his team does not want or does not know how to value their own and others' time and treat it as an irreplaceable resource, all efforts will be in vain. Therefore, not only personal, but also corporate time management is of great importance. This is a rather difficult task.
A.K. Gastev, director of the Central Institute of Labor, in 1920 provided convincing evidence that it is impossible to force a person to increase his personal efficiency. However, he can be "infected" with an idea, and then he will optimize his working time without any pressure from the outside.
Gastev even came up with the concept of "organizational-labor bacillus." Eighty years later, this term was used by the founders of the time-management community in Russia and transformed into "time-management bacillus."
The ability to establish rules in the company without conflict and competently, optimizing the time costs of the entire team, is another professional competence of the manager. But you need to understand that time management is not a panacea.
During trainings, managers often claim that employees do not know how to organize their working time, but during the training it turns out that the problem is not in time management, but in the fact that communications are chaotic and business processes are organized ineffectively. But this problem can be easily identified using time management techniques.
In daily work, the manager must not only solve many problems, but also remember meetings, agreements, assignments, and quickly find the necessary information. In order to pay sufficient attention to the main tasks, the solution of which leads to the fulfillment of the company's strategic goals, the manager must organize the work so as to spend as little time as possible on routine matters. For this, delegation of tasks and competent organization of the secretariat's work are used.