Management Competence for the Fourth Industrial Revolution: Takes Effective Action to Deliver Results

Paul Turner ()
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Paul Turner: Leeds Beckett University

Chapter 11 in The Making of the Modern Manager, 2021, pp 327-357 from Springer

Abstract: Abstract Where talent is recognised not by cause but by effect, management action was the cause, delivering results the effect. This aspect of core management competence provides the fundamental basis of the role of the manager. It is the ability to achieve goals through action; the ability to take action through rational, inclusive decision-making; the ability to make rational decisions based on a combination of evidence, intuition and emotional intelligence. Amongst the knowledge and skills required to do so are an understanding of what counts where the manager decides what they must do as opposed to what they might do, a demonstration of systems thinking to relate management action and decision-making to the wider organisation and taking meaningful action that genuinely matters. The attitudes and behaviours associated with this competence are the willpower to get things done and purposeful, consistent, conscious and energetic behaviour. A clear communication of expectations will underpin the ability to drive performance. The manager will make decisions with a good understanding of their own action styles and the effect these will have on the workforce, for whom they are both directly and indirectly responsible. Furthermore, these will be linked by knowledge and understanding; cooperation and collaboration; communication and engagement.

Keywords: Action; Results; Values; Performance; Purpose; Energy (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-81062-7_11

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DOI: 10.1007/978-3-030-81062-7_11

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