Managerial Skills for Managers in the 21st Century

International Journal of Hospitality Management, 2011

It is postulated that personality assessment can contribute significantly to the design of first-line management training and development programmes. Based on a comparative exploratory study of 70 hospitality students and 94 service sector managers in Hungary, the contribution of their relative personality profiles, as measured by Cattell's 16PF5, to managerial personal and interpersonal competencies is examined The findings reveal a mismatch between the personality profiles of the students and the managers. It is concluded that objectively assessed prospective trainee personality profiles can generate appropriate topics for both company and individual management development and training programmes.

Management education has a vital role to play in today's dynamic global arena, where the challenges to be met are increasing at a faster pace. Most of the multi national companies need MBAs who are adaptable, flexible with an entrepreneurial attitude and who can act as change agents in the organization. All MBA graduates have to learn how to migrate from their comfort zone and go a long way towards impressing the boss of a new venture or a large multinational. But there is a huge gap between what industry needs and what is available in terms of skilled students. Enhancing employability skills in management education is considered as an important task by all universities and colleges. This study was conducted with the objectives of exploring the employability skills required for management graduates, discuss the previous research done in different countries related to employability skills and explore the skill sets of the management students that will best serve the future labour...

International Journal of Creative Research Thoughts (IJCRT), 2025

In this very dynamic corporate world, management students do not only build their hard skills but also their soft skills to cope with the new demands in the industry. This exploratory research is focused on the core competencies which, among others, include critical thinking, innovation, leadership, and emotional intelligence to make students winners in the knowledge-based competition. On the part of the 'Case Studies, Experiential Learning, and Role-playing' (CER) as pedagogical strategies solidifying it are closely associated with what must be taught and what is expected in the present and future years in the corporate landscape. According to the one research conducted by Cenage , one of the critical aspects is the development of skills that are only human, such as communication, and adaptability in future leaders to prepare them for an automatic and global work environment. This research paper discusses the essential qualities that administrators should have and can be achieved by students and suggests solutions to the dislocation between studying and corporate workplace requirements. It is expected to stress the significance of educational institutions in the quest for competency-based learning, as well as the need for industry-academia collaboration in the process of building a talent pool destined for facing the nitty-gritty of today's business world. This study attempts to engage in the development of competencies by operationally defining these competences, being necessarily specific, and creative. By this, it is a definite contribution of this research to the collective knowledge and discussion on how to enhance the employability and professional success among management graduates.

European Journal of Marketing, 1980

Reports on an investigation into the managerial talents of management students who will form the core of the managers of tomorrow. Focuses on talents exhibited by those students majoring in marketing and makes comparisons with students majoring in other areas of management. Employs, as the research instrument, the Self‐Descriptive Inventory developed by Edwin Ghiselli, which consists of 64 pairs of personality descriptive adjectives — a table shows the importance Ghiselli places on the 13 managerial traits. Discusses the administering of the inventory to 310 undergraduates in the department of management studies at the University of Waikato in New Zealand. Documents the results and scores in depth. Sums up that the study shows that would‐be marketers are similar in most aspects of managerial talent to those students in other business fields, who will form the core of the managerial ranks of tomorrow.

The primary objective of the research is to measure the current level of skills for managerial competence of MBA students at the North-West University. To achieve the primary objective, the following secondary objections are formulated, namely to: • Identify skills to be measured for managerial competence; • Construct a model to measure skills from the literature; and • Measure the skills of MBA students.

2021

The development of increasingly sophisticated technology is driving the era of industrial revolution 4.0, impacting Indonesian millennials entering the era of the digital economy, artificial intelligence, big data, robotics, and so on, or known as disruptive innovation phenomenon. The development of entry-level managers shows that in 2011, the company's demand was smaller than the availability of first-level managers. While it is estimated that in 2020, the company's demand will be greater than the availability of first-tier managers. This causes Indonesia to experience a gap between the needs and availability of managers both in quality and quantity of 40 to 60 percent. This study emphasized on the identification of general managerial competency knowledge, competencies seen from the frequency of managerial competency knowledge use Managerial competency identification is carried out using semi-open questionnaires, in the form of assessment of 14 manager competencies containe...

Economic Research-Ekonomska Istraživanja, 2019

This paper reports on the differences of managerial competencies among MBA students from American and European business schools. The results of this research suggest that there are certain differences of not only nationality but also gender. The study also points out the need for different managerial competency profiles to better assess MBA students looking for future career development. The results of this study indicate that there is a difference at the national level between assessed managerial competencies of American and European MBA students that can be attributed to cultural factors. This conclusion confirms the findings of Chong (2008) and Akinola, Martin, and Phillips (2018). Secondly, at the organisational level, cultural differences manifest themselves in some but not all assessed managerial competencies. These research findings provide empirical evidence which suggests that, in managing and advising international and global future managers, one ought to distinguish between external, interpersonal and personal managerial competencies which are applicable across cultures and which are prone to cultural differences.

SOMTU Journal of Business and Management Research, 2020

Regardless the type of organization, the efficient functioning of today's organizations demands broader set of managerial skills different from what were required earlier. However, there is lack of studies identifying comprehensive and updated typology of managerial skills particularly in the developing country contexts like Nepal. In this context, this paper mainly aims to identify the patterns of managerial skills found in the extant literature and propose a comprehensive and updated typology of managerial skills. The study is descriptivecum-analytical and is based on a review of extant literature. Narrative review of literature suggested that despite the lack of consensus regarding what managerial skills actually mean, they are instrumental to organizational effectiveness. Though there is ongoing legacy of Katz's typology of managerial skills, several other typologies also prevail today. Synthesis of the major typologies of managerial skills revealed twenty-three specific skills that can be arranged under five broad categories of managerial skills-intra-personal, interpersonal, group, decision-making and problem solving, and technical. This paper can serve as a guide to universities and employers seeking to identify the managerial skills gap among their graduates as well as managers and design necessary interventions accordingly. Institutions that offer management training and development programs may also use the suggested typology to redefine their training and development curricula. Researchers may also use the framework of suggested typology of managerial skills to design their research for identifying the current status as well as skills gap in a chosen context.

Employability skills are those basic skills necessary for getting, keeping, and doing well on a job. These are the skills, attitudes and actions that enable workers to get along with their fellow workers and supervisors and to make sound, critical decisions. Unlike occupational or technical skills, employability skills are generic in nature rather than job specific and cut across all industry types, business sizes, and job levels from the entry-level worker to the senior-most position.

Enhancing employability skills is considered as a crucial task within any management institutes in Gujarat. Employers' needs and also the learners' skill enhancement capabilities should be taken into account in formulating future skills assessments. As the market expectations of employers are different than what the skills are possessed by graduates so the study was conducted with the objective of identifying the factors which are affecting the management graduate employability skills from the city Ahmedabad (Gujarat, India). An incidental non probabilistic sample of 160 management graduates from a group of assorted organizations was identified. Employability Questionnaire was developed and administered. Four independent Factors have been identified to make a significant impact on employability skills of management graduates. These are Analytical Skills and Self-Understanding, General Management and work Culture, Leadership and Problem solving Ability and Communication. So this study concludes that institutes should work on the path of developing above factors of graduates that will best serve the future market.