Page 203 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 11: Performance Appraisal and Career Strategy

2. Analytic Competence: This competence helps such employees to identify problems, analyze Notes
the same and to develop situations to resolve the problems. Analytical skill being an
important prerequisite for success of managers, such competence naturally makes such
employees befitting for managerial positions.
3. Emotional Competence: Employees bestowed with such competence can bear high levels
of responsibility and even can afford to remain cool in difficult situations which make
them competent to exert leadership powers without much of a problem. Such competence
develops empathetic skills in employees leading to a matured decision making power
even in a situation of crisis.

All these competencies together develop matured employees who are suitable for managerial
positions in an organisation.

Technical/Functional Competence

Persons with such competence prefer to remain in technically satisfying jobs than rising to the
higher managerial level. Such technically satisfying jobs may be either engineering, systems
analysis or even different functional areas of management like, finance, personnel, marketing
etc. In manufacturing units some executives always prefer to remain on the shop-floor as they
derive satisfaction from such jobs rather than general managerial jobs at the higher echelon of
management. Such people are committed to the profession and consider their work to be of
prime importance rather than the benefits and/or future prospects.

Security and Stability

Employees who are anchored in this competence will always get motivated for a career which
ensures job security and/or long range stability in the form of good retirement programmes.
Such people get motivated only when they are ensured a stable career situation which may not
even at times be fitting to their level of knowledge and skills and they may subordinate some
personal needs (for example, acceptance of less pay and amenities) to satisfy their perceived
security. Effecting transfer and promotion for this type of employees is quite difficult. Most of
the employees under this category may be identified in Government and Public Sector
Undertakings.
Creativity and Challenge

People with such syndrome are very few in number. They become entrepreneurs more for the
sake of creating something new and to have their own identity than for making money. Such
people when employed in an organisation always want to be functionally autonomous to
exercise their own special talents. They crave for independence. Such type of employees being
anchored for creativity and developing something new, should be always given challenging
work assignments and scope for their identification through innovative product designs.

Freedom and Autonomy

There are some people in the organisation who always like to work at their own pace.
Organisational constraints like fixed working hours, lack of variety of work, defined working
conditions etc., prevent them from becoming functionally autonomous and independent. Such
people, due to absence of freedom or independence in their organisation, often leave the job to
start their own consultancy and freelancing. Teachers, professors, advertising professionals
like, artists and copywriters, management consultants etc., fall under this category.

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