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JOURNAL OF INTERDISCIPLINARY RESEARCH
From previous cases of project failures can serve as useful tool
to avoid mistakes in managing present projects (Kerzner, 2013).
Usually all failures can be used as lessons learned for the future
projects and improve the success factor, but Alotaibi and
Mafimisebi (2016) argues that is also important to acknowledge
that not all cases of project failures may be useful to project
managers in practice because of the unique characteristics of
project.
6 Management by competencies
The systems of competency management are based on the
various models and approaches in different countries (Aubret et
al. 2005). Plamínek and Fišer (2005) claim that there is a
connection between all the successes and failures of an
organization and competencies of its employees. For this reason,
all problems can be resolved through competencies (so-called
competency rule) and then we can say that management of
organizations that is based on competencies (Lišková and
Tomšík, 2013).
The essence of this approach is the harmony between the world
of “human resources” (the potential to performance) which
defines the organization’s possibilities and the world of “human
work” (the real performance) which is based on performance
requirements (Plamínek and Fišer, 2005). The staff Management
by Competencies must be lined up with the objectives and goals
of the company and aims to provide the company or its
managers with a logic methodology, which focuses on people,
their development and, consequently, it focuses on corporate
results; moreover, it has also targets in boosting immediate
results and in granting sustainable long-term development
(Aravena-Reyes et. al, 2005)
On the other side, there is also many disadvantages, this
approach has to deal with:
Biggest problem in the use of competency models lies in the
lack of homogeneity in its definition and also in its
amplitude (Markus et al., 2005)
difficulties are often associated with the process complexity
required in order to identify the appropriate competencies
and also those associated with the construction process of a
suitable model to the organizational reality (Svetlik et al.,
2007)
There is a great difficulty that companies face in the
alignment of competencies and strategies (Fleury and
Fleury, 2004)
Because of these and many other barriers, the management by
competencies model eventually loses its usefulness, going often
to be more a hindrance in the organization, rather than a system
of management support.
7 Conclusion
In the overview has been debated the appropriate set of research
fields related to competence approach of project managers. This
set consist of five general topics allowing us to create adequate
theoretical background for the future research.
When discussing the difference between competency and
competence, to compare the meanings we can say the definition
of competency as knowledge, skills, mindsets, thought patterns,
and the like used whether singularly or in various combinations,
result in successful performance and on the other side the
competence is a function of worthy performance, which is a
function of the ratio of valuable accomplishments to costly
behavior. (Woodruffe, 1993; McConnell, 2001; Teodorescu,
2006; Hroník et al., 2008; Khan and Ramachandran, 2010,
Leung et al., 2016)
Classification: Where it’s possible to find scientific approaches
to the classification depending on the most cited authors. In our
future research related to project management seems to be most
appropriated to focus on classification into 3 groups of
competencies according to Sparrow and Hiltrop (1994) -
behavioral, managerial, and core. In case the research specific
requirements will show this classification as inadequate, other
classification will be considered.
Model of competencies: This model refers to a group of
competencies required in a particular job (usually 7-9
competencies) depending upon the nature and complexity of
work along with the culture and values of the organization in
which the work takes place, which can be developing for specific
jobs, job groups, organizations, occupations or industries
(Bozkurt, 2011)
Project management competencies: Due to Brill et al. (2006)
understanding, project management is a complex process
targeting multiple outcomes and project management
competency is just as complex, requiring the acquisition of a
variety of competencies - knowledge and skill sets that often
cross areas of expertise, including instructional technology,
management, information technology, engineering, and
manufacturing.
Management by Competencies: According to Lišková and
Tomšík (2013) the competency management system can help to
improve the leadership and management of organizations that is
based on competencies (MBO). In relation to our research it is
perceived as powerful instrument.
We are going to explore the perception of competence /
competency understanding among Czech project managers. As
well management by competencies (MBC) is perceived as very
actual topic (Lišková and Tomšík, 2013) which should be
precisely researched in Czech companies to identify the current
state of application of this approach and to be able to suggest
adequate improvements.
Next up the model of project managers competencies will be
designed through qualitative interviews in focus groups and then
quantitatively validated. We presume that this model of project
manager competences will be useful for a lot of personnel
activities in a company. Whether it could support recruitment
decisions, evaluation of project managers or indicate the
appropriate field of competence development.
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