Facilitating the Development of the Organizational Competence: Managerial Expertise

Abstract

Intangible resources are recognized to hold the potential leading to a competitive advantage. Understanding how such resources are developed is, therefore, equally important. Certainly, a leader's job includes the development of intangible resources. One increasingly important area in the development of managerial expertise is a strategic organizational competence. Managerial expertise is the attainment of having master managers throughout the organization. For managers, such master manager skills include not only knowing what to do, why to do it, and how to do it; but, also knowing when to do it. On-the-job experiences often translate into tacit knowledge in areas as they relate to specific productivity tasks, however, knowing what, why, how, and when with management skills are more problematic. This is even more problematic when the skill development program is left up to the individual manager. When should one seek additional training on a regular basis? When can one forgo routine training and only occasionally brush up one's skills through training? The costs of training continue to increase and make the need to determine cost-effective training programs more important than ever before. This paper addresses the combining of assessments into a joint understanding of managerial expertise levels. It presents the results of assessment for several supervisory nursing staff in two hospital departments and the use of these assessments in communicating needed personal improvement plans.

Citation

Black, J.A. (2005), "Facilitating the Development of the Organizational Competence: Managerial Expertise", Sanchez, R. and Heene, A. (Ed.) Competence Perspectives on Resources, Stakeholders and Renewal (Advances in Applied Business Strategy, Vol. 9), Emerald Group Publishing Limited, Leeds, pp. 81-101. https://doi.org/10.1016/S0749-6826(05)09005-0