what is competency based management?
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management that works by trying to assess competencies and measure performance based on competency levels.\n\n(you thought i was going to say competent management is a contradiction in terms, didn't you?)
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YES IT IS A MANAGEMENT ROLE. GOOD LUCK!!
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Ok Management is stroger, but you have to think also about the development. Management can be a boss but you have to know how to development and know all about the resources for doing a successful plan to a project :-)
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It's been a while since I took a PM course.  However, as I recall quality management is part of the PM life cycle.  I am in the quality profession and strongly believe that this is how a company achieves improvement.\n\nThere are many variations on the quality management idea (you may have heard of some of them such as Six Sigma, Kaisen, etc).  The basic idea is constant improvement:\n*  Assess the project after it is complete (in proj management you may call this a Project Post Mortem).\n*  Learn from your mistakes, i.e., change the process, implement preventative measures, etc.
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Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.  It focused on the management processes, rather than on the technical content of a project.\n\nIt sounds like you're referring to a course description, which is probably a project management course targeted at IT professionals.  While project management skills are not industry-specific, a course with a title like this probably draws heavily on case studies and examples from IT, and discusses some of the unique challenges of managing IT projects.
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The difference in the subject treated but not in the methodology they all follow the Body of Knowledge: The "Project Management Body of Knowledge" (PMBOK®) is an inclusive term that describes the sum of knowledge within the profession of project management. This full body of knowledge includes knowledge of proven, traditional practices, which are widely applied, as well as knowledge of innovative and advanced practices, which may have seen more limited use. The full body of knowledge concerning project management is that which resides with the practitioners and academics that apply and advance it.
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Skills- Business development.  That's something no company has enough of.\n\nResponsibilities- Emphasize completing tasks, and customer satisfaction.
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Good companies have realized that its major assets are the competent human assets that it holds.\n\nA focussed and well defined HR Policy, covering from recruiting the right people, to training, development and reciprocating HR will ensure success for any company.\n\nWhat you have asked is a complete semester study program and is too vague to comment in such a short space but nevertheless, in a nut shell:\n\n1. Focussed, clear and objective job descriptions is a start.\n\n2. The advancement levels and pre-requisites for each job.\n\n3. Basic ingredients required by the successful candidate.\n\n4. Recruiting the right candidate.\n\n5. Providing adequate training and support.\n\n6. Provide opportunties for HR growth and polishing skills.\n\n7. A clear and healthy compensation plan.\n\n8. A clear and conducive serevence policy.\n\n9. A well-defined reward and accountability policy.\n\n10. Clearly understand, IT IS PEOPLE WHO MAKE COMPANIES BIG OR SMALL & IT IS PEOPLE WHO HELP COMPANIES ACHIEVE OBJECTIVES.\n\nThink of it this way: Your best friend is your body, if you look after it well, you can do what you want, if your body gives way then it is all a dream that remains. But for the body to function well, you should sharpen your mental skills, improve your health conditions, employ discipline etc.
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you may got help here\n\nFree Management Library\n\nhttp://www.managementhelp.org/
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'CULTURAL UNDERSTANDING' CITED AS LEADING SKILL FOR GLOBAL MANAGERS, SAYS COLUMBIA EXECUTIVE EDUCATION SURVEY\n\n'PEOPLE SKILLS' AND 'COMMUNICATIONS' ALSO IDENTIFIED AS KEY ATTRIBUTES IN STUDY OF INTERNATIONAL EXECUTIVES\n\nGeneral Managers Getting Younger; Most Meetings Still Face-to-Face\n\n \n\nNEW YORK, NY - October 19, 2004 - "Cultural understanding" was by far the primary skill required in a global manager, according to a study conducted by Columbia Business School's Executive Education division. While more than 50% of the respondents identified that attribute to be key, the survey also found that "people skills" (30%) and "communications" (30%) were also highly valued traits for managers of international enterprises.\n\nThe respondents to the survey were attendees of Columbia Executive Education's seminar "Executive Development Program: The Transition to General Management." The program is designed for executives new to general management or being groomed for General Manager positions with cross-functional responsibilities. Three quarters of the participants were from outside the United States, with the largest concentration from Asia.\n\n"The international makeup of our participants gives this survey particular importance," says Ethan Hanabury, Associate Dean for Executive Education at Columbia Business School. It is no surprise, he says, that cultural, interpersonal and communication skills rank so high: "The executives in our survey represent the front lines of global management. They understand that these skills are the foundation of strong leadership, especially on a global level."\n\n______________\n\nOther findings of the Columbia Executive Education study:\n\nGeneral Managers Are Getting Younger\nNearly two thirds (64%) of the global executives surveyed reported that General Managers are being placed in those positions at a younger age, nearly ten times the percentage (6.7%) of those who believed that GM placements are going to older candidates. They were evenly divided on the ease of attaining the position, compared to five years ago.\n\n"The executives who say it is easier now to become a General Manager credit the greater emphasis on an individual's capability, mentoring, ongoing education and a sense that corporate environments are more receptive to change," comments Dean Hanabury. "This conclusion is supported by our finding that nearly two thirds of the respondents to our survey believe that General Managers are achieving those positions at a younger age."\n\n________________\n\nGlobal Team Meetings Still Predominately Done In Person\nThe Columbia Executive Education survey findings also demonstrate that, despite technological advances like video conferencing and webcasts, global team meetings are still predominantly held in-person.\n\nOver the last three years, respondents said 49.4% of their global team meetings were held in person; 25.3% by conference call; 18% through instant messaging; and, surprisingly, only 4.5% by video conference/webcast.\n\n"With nearly half of the executives reporting that global meetings are held in person, these results underscore our findings about the importance of cultural understanding and communication as important skills for global managers," says Dean Hanabury. "When you really need to get the message right, nothing beats a face-to-face meeting."\n\nAbout Executive Education at Columbia Business School\n\nConsistently top-ranked in Executive Education by the Financial Times and other surveys, Columbia Executive Education is a division of Columbia University's Graduate School of Business. It offers programs that deliver a global perspective on the latest theories and trends driving business around the world. Columbia Executive Education offerings include open enrollment programs for individuals and customized programs to meet specifi
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A knowledge base is a loose collection of lessons learned in an organization.  I think it was Jack Welch that said if GE only knew what GE knows.  So, if I were GE, there would be knowledge bases around every tactical competency in the organization: from logistics to IT management to R&D projects.  This shares information between employees, trains new employees, assists people as they move around in the company, etc.  So, for a manager to use a knowledge base as a tool is a critical advantage.\n\nKey management skills are often soft skills: personal responsibility, etiquette, communication skills, and hard skills: financial report analysis, negotiations, six sigma training, etc.  Key management skills are best measured by a manager's overall effectiveness.\n\nThe best book I've found on management is the Practice of Management by Peter Drucker.  Anything Peter Drucker's written will have something to do with these two topics.
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Every company or organisation is based on certain resources for their business. The most primary and important resource for ANY company/organisation/government is HUMAN RESOURCE, which in other words means PEOPLE.\n\nJust like managing anyother resource like your raw materials etc, Human Resource also needs to be managed. And as you know, it is one of the toughest job for any company, big or small.\n\nFollowing are the basic work-areas of a HRM.\n1. Identify and forecast the growth and need for new resources.\n2. Planning for recruitment procedures, process and mechanisms to handle those HR needs.\n3. Identify the bottleneck areas in the organisation from people perspective and work with the management in resolving it.\n4. Act as a intermediary between the employee and the management.\n5. Identify, Forecast and Plan for Employee satisfaction to increase Employee Moral.\n6. Conduct surveys, interviews, discussions, checks and balances to address greivances and complaints.\n7. Balance the Attrition and Recruitment ratio. Escalate if the Attrition rate increases and address the reasons.\n\nWell this is just a FEW of the parameters of HR Management. Hope it helps.\n\n.:Fishie:.
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"Quality management is a method for ensuring that all the activities necessary to design, develop and implement a product or service are effective and efficient with respect to the system and its performance."
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I think the phrase you really want is "Total Quality Management" not leadership.  You may also want to look at "Sigma 6" and "Just in time inventory" as google searches if you're looking for that sort of information.
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Good leadership\nExcellent financial management\nClear and attainable business goals\nEmployees with outstanding skills and competencies
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Well, there are two opposing views.  The majority view is that there is no such thing as managerial competencies, because our bosses are all incompetent.  The minority view is that it is not possible to attain competencies in the managerial field because all us stupid peon grunts are incompetent, and the bosses are the only ones which know anything.\n\nInterestingly enough, everyone is capable of holding either one of these opposing views, sometimes simulatneously.  Which view is held depends entirely on which position one holds.\n\nThere are thousands of completed works on this subject.  They are called pink slips, resumes, and job-related paperwork.  Occasionally, a completed work on this subject will be written in the blood of a boss, but this tends to get the police involved in a way which is never favorable for the surviving author of the work.\n\nThere is also an even larger mass of incompleted work on this subect, which generally comes with the phrases 'Well boss, you never told me..." and "Well use your brain and figure something out, what do you think I pay you for?"
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Software Configuration Management, essential to successful software development, is the discipline that applies control over the lifecycle of digital assets. To ensure successful development, Software Configuration Management should offer a proven, team-oriented workflow approach that scales to meet your needs – from small teams to large distributed teams.\n\nA task-based approach to Software Configuration Management is intuitive as it enables you to group and manage complex changes, which can impact several files in a configuration, within a single object. And it efficiently coordinates and communicates the development activities of all your team members.