Competency Architecture in a Manufacturing Company - An Overview

The following are the 16 critical traits established as an outcome of a study conducted for one of my client in the Manufacturing Sector:

Team Work
Teamwork is one of the most essential qualities for the success of any organization. It has been seen that in the absence of teamwork, teams fail to perform to the best of their abilities. Teams are constituted so that each individual is assigned a particular task which collectively helps an organization to achieve its objective. Team members are responsible for ensuring that they are performing as per the expectations of the company and are delivering on the important parameters.

Problem Solving
Problem Solving occurs when an organisation needs to move from a given state to a desired goal state. It is a process that involves and requires discovering, analyzing and solving problems. The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off, learning everything they can, about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

Conflict Management
Conflict management is the process of planning to avoid conflict where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible.
Leaders in order to minimize the negative aspects of conflict need to realize that conflict is natural and happens all the time. They need to stress the positive aspects of conflict; which, if handled well, often lead to innovation.

Result Orientation:
If someone is said to be result oriented, it means that he/she is practical and concentrates on achieving a purpose, rather than being distracted by other matters.
They work on important issues first, staying with a plan of action, until the desired goal has         been achieved. They recognise opportunities, act on them & look for ways to quickly overcome barriers.

Leadership is the art of motivating a group of people to act towards achieving a common goal.
The key to becoming an effective leader is not to focus on making other people follow, but on making you the kind of person they want to follow.

Developing Others:
A key activity of all leaders is to bring out the best in their teams; the really effective leaders are good at this, whether doing it consciously or unconsciously.
Development happens via a partnership between the employee and the manager.

Planning, Organising & Controlling:
Planning requires that leaders be aware of environmental and business conditions facing their organisation and forecast future conditions, for the best and overall interest.
Organizing involves developing an organisation structure and allocating human resources to ensure the accomplishment of objectives.
Controlling is the last of the processes by which work entrusted to subordinates and team members is made to produce the results originally planned for.

Organisational Development:
Organisational Development is aimed at improving the effectiveness of organisations and its members by systematically planned interventions. It is all about creating healthy and effective environments.

Strategic Orientation:
Strategy is the plan of action an organisation prepares in response to, or in anticipation of, changes in its external environment. Thus, strategy is designed to transform the organisation from the present position to the new position described by objectives, subject to constraints of the capabilities or the potential.

Strategic Management:
Strategic Management is goal-oriented management in which the mission and planned achievements of an organization are clearly set out and all management processes are designed and monitored towards reaching the organization’s overall goals.

People Management:
Managing the people resources means having the right people, with the right skills, in the right place, at the right time. It also means ensuring that they know what needs to be done, when and how. And it means motivating, leading, inspiring and encouraging them to take ownership.

Knowledge Seeking:
Knowledge sharing, which is critical for the strategic utilization of knowledge resources for the benefit of the organization, can only take place when both knowledge contribution and knowledge seeking exists.
Knowledge Seeking is driven by an underlying curiosity and desire to know more about things, people or issues. It implies going beyond the questions that are routine or required in the job. It may include pressing for exact information; resolution of discrepancies by asking a series of questions; or less- focussed environmental scanning for potential opportunities or miscellaneous information that may be of future use.

Listening, Understanding and Responding:
Listening, Understanding and Responding are the desire and the ability to listen, understand and respond effectively to other people from diverse backgrounds.
It includes the ability to listen and understand accurately and responds effectively to spoken and un-spoken or partly expressed thoughts, feelings and concern for others.

Organisational Commitment & Compliance:
Organisational commitment is an attitude reflecting an employee’s loyalty to the organisation and an ongoing process through which organisation members express their concern for the organisation and its continued success and well-being.

Concern For Quality:
Concern for Quality is focused on the underlying desire to ensure that quality is not compromised within the working environment. It includes the identification and maintenance of standards to meet the needs of the business, together with a desire for accuracy in the workplace.

Service Orientation:
Service Orientation consists of focusing one’s efforts on discovering and meeting the customer’s needs. It implies a genuine desire to help or serve others, to meet their needs and treat them with respect, impartiality and fairness.
Customers include internal or external customers, such as members of the public, partner businesses, internal employees and stakeholders in the organisation.


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