MEANS OF DEVELOPING CREATIVE COMPETENCIES OF MANAGEMENT PERSONNEL

Abstract

In all areas, management personnel mobilize employees to accomplish tasks arising out of the strategy of a particular organization. At the same time, attention should be paid to the development of trust, commitment, and corporate spirit in a team, as well as various forms of employee communication. This approach helps to improve the attitude of employees toward their duties, which in turn leads to the satisfaction of customers, partner organizations, and top-managers (owners). Some researchers consider managerial competencies in the context of SRE – sustainability, responsibility, and ethics [1; 2] and use comprehensive approaches to assessing managerial competencies, such as those that take into account the company’s profitability, management evaluation by subordinates, and managers’ self-assessment [3]. However, managers need to possess creative competencies that allow them to solve problems arising in the activities of organizations in today’s rapidly changing environment in an extraordinary way, by setting appropriate tasks for their subordinates and offering innovative measures. People have different levels of creative competencies since they depend on their life experience, mindset, education, advanced training, and other factors. It is important to assess the level of these competencies among management personnel and develop them systematically.

References

1. Dzhengiz, T. & Niesten, E. (2020). Competences for environmental sustainability: A systematic review on the impact of absorptive capacity and capabilities. Journal of Business Ethics, 162(3), 881-906. DOI: 10.1007/s10551-019-04360-z.
2. Laasch, O. & Conaway, R. (2015). Principles of responsible management: Glocal sustainability, responsibility, ethics. Mason: Cengage. URL: https://www.researchgate.net/publication/327100670_Principles_of_Responsible_Management_Glocal_Sustainability_Responsibility_Ethics.
3. Smutny, P., Prochazka, J. & Vaculik, M. (2016). The relationship between managerial skills and managerial effectiveness in a managerial simulation game. Innovar, 26(62), 11-22. DOI: 10.15446/innovar.v26n62.59385.
4. Matviishyn, Ye. H. & Mylyanyk, R. V. (2022). Evaluating the development of managerial competencies through the prism of the organization’s performance. Efficiency of Public Administration, (70/71), 73-79. DOI: 10.36930/507010.
5. Ushkalyov, V., Bezghin, K., Doronina, O., Moroz, O. & Kulga, A. (2021). Reflective aspects of enterprise personnel development management. AD ALTA: Journal of interdisciplinary research, 11, 2(XX). 190-195. URL: http://www.magnanimitas.cz/ADALTA/110220/papers/A_33.pdf.
6. Borodiyenko, O. (2017). Use of assessment centers for diagnosing of levels of professional competence development of heads of departments in communication companies. Professional Pedagogics, (14), 61-69. DOI: 10.32835/2223-5752.2017.14.61-69.