1. Definition of the
Managing Communication Competency
q Involves the ability to use all the modes of
transmitting, understanding, and receiving ideas,
thoughts, and feelings, (verbal, listening,
nonverbal, written, electronic, etc.) for accurately
transferring and exchanging information and
emotions
1

2. Core Abilities of the
Managing Communication Competency
q Convey information, ideas, and emotions so they are
received as intended
q Provide constructive feedback
q Engage in active listening
q Use and interpret nonverbal communication effectively
q Engage in effective verbal communication
q Engage in effective written communication
q Effectively use electronic communication resources
2

3. Definition of the
Managing Diversity Competency
q Involves the ability to value unique individual and
group characteristics, embrace such characteristics
as potential sources of organizational strength, and
appreciate the uniqueness of each individual
3

4. Core Abilities of the
Managing Diversity Competency
q Foster an environment of inclusion for all
q Learn from others with different characteristics,
experiences, perspectives, and backgrounds
q Embrace and support diversity
q Work with others because of their talents and
contributions, rather than personal attributes
q Provide leadership in addressing diversity-based
conflicts
q Apply diversity laws, regulations, and organizational
policies related to your position
4

5. Selected Categories of Diversity*
q Primary Categories: Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
s Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
q Secondary categories: Learned characteristics that a
person acquires and modifies throughout life
s Education, work experience, income, marital status,
religious beliefs, geographic location, parental
status, behavioral style
5

6. Definition of the
Managing Ethics Competency
q Involves the ability to incorporate values and
principles that distinguish right from wrong in
making decisions and choosing behaviors
6

7. Ethics
q Definition: Values and principles that distinguish right
from wrong. NOT IN TEXT: Ethics are often based upon
laws, organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
q Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.
7

8. Core Abilities of the
Managing Ethics Competency
q Identify and describe the principles of ethical decision
making and behavior
q Assess the importance of ethical issues in actions
q Apply laws, regulations, and organizational rules in
making decisions and taking action
q Demonstrate dignity and respect for others
q Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations
8

9. Definition of the
Managing Across Cultures Competency
q Involves the ability to recognize and embrace
similarities and differences among nations and
cultures and then approach key organizational and
strategic issues with an open and curious mind
s Culture = the dominant pattern of living, thinking, and
believing that is developed and transmitted by people,
consciously or unconsciously, to subsequent generations
s Cultural values = those consciously and
subconsciously deeply held beliefs that specify general
preferences, behaviors, and define what is right and
wrong.
9

10. Core Abilities of the
Managing Across Cultures Competency
q Understand, appreciate, and use cultural factors that
can affect behavior
q Appreciate the influence of work-related values on
decisions, preferences, and practices
q Understand and motivate employees with different
values and attitudes
q Communicate in the local language
q Deal effectively with extreme conditions in foreign
countries
q Utilize a global mindset (use a worldwide perspective to
constantly assess threats or opportunities)
10

11. Individualism*
as a Work-Related Value
q Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
q In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform
to other’s expectations
q Such cultures include the United States, Australia, New
Zealand and the United Kingdom
q Example: “Stand on your own two feet!”
11

12. Collectivism*
as a Work-Related Value
q Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in
exchange for loyalty
q Cultures that emphasize collectivism are characterized by a
tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units,
a sense of belonging, a desire for harmony, with group
goals being viewed as more important than individual
goals, and a concern for face-saving
q Such cultures include Japan, China, Venezuela, and
Indonesia
q Example: “The nail that sticks up gets hammered down!”
12

13. Definition of the
Managing Teams Competency
q Involves the ability to develop, support, facilitate,
and lead groups to achieve organizational goals
13

14. Core Abilities of the
Managing Teams Competency
q Determine when and how to use teams
q Set clear performance goals directly or participatively
q Define responsibilities and tasks directly or
participatively
q Show accountability for goal achievement
q Use appropriate decision-making methods
q Effectively manage conflicts
q Assess performance and take corrective action as
needed
14

15. Definition of the
Managing Change Competency
q Involves the ability to recognize and implement
needed adaptations or entirely new transformations
in the people, tasks, strategies, structures, or
technologies in a person’s area of responsibility
15

16. Core Abilities of the
Managing Change Competency
q Apply the other six competencies in pursuit of needed
changes
q Provide leadership in planned change
q Diagnose pressures for and resistance to change
q Use the systems model and relevant processes to
facilitate change
q Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement
16

17. Organizations as Open Systems*
[Not in Text]
q Note that organizations are “open systems,” such that their
long term effectiveness is determined by their ability to
anticipate, manage, and respond to changes in their
environment, with such changes resulting from external
forces and/or stakeholders
q External forces include the labor force, the natural
environment, the economy, and different cultures, while
stakeholders include shareholders, customers, competitors,
suppliers, creditors, governmental agencies and their
regulations
s Note the impact of these environmental influences on individual,
interpersonal, team, and organizational processes; organizations
that do not effectively adapt to environmental change will fail
17