An organisational view
Many large and successful companies have adopted a 'competence'
approach in an attempt to improve their effectiveness. The focus
is always on individuals (often managers) and their jobs. This
may raise the level of managerial professionalism. But is this
enough? Even ardent advocates of the methodology recognise that
the sum of individual competence will not deliver organisational
competence. Something is missing.
Individual competence needs designing, embedding and managing
in its organisational context. What individuals can do needs to
be converted into what they choose to do, supported by
what the organisation allows them to do. This requires understanding
and managing the organisation's dynamics as it relates to competency
methodology. For advice on how to go about this, click
here.
Further references
William Tate, 1997: Developing
an Integrative Framework for Corporate Competence, paper
to the seventh conference of The Centre for Labour Market Studies,
Competence Network, University of Leicester
William Tate, 1996: 'Refocusing
competence on the organisation', Competency 3 (3)
William Tate, 1995: Developing
Corporate Competence: A High-Performance Agenda for Managing Organizations,
Gower [nominated for the Management Consultancies Association
'Management Book of the Year' award]
William Tate, 1995: Developing
Managerial Competence: A Critical Guide to Methods and Materials,
Gower.
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