Skills Development and
Career Orientation for
Managers
PHAM THI MY DUNG
FACULTY OF BUSINESS ADMINISTRATION
EMAIL: DUNGPTM@FTU.EDU.VN
PHONE NUMBER: 0912922227
Content
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Name
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Soft skills training/ Study skills
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Skill development
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Skills development and career orientation for managers
Skills
Part 1: Personal development
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Positive thinking
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Time management
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Career Planning Development
Part 2: Working with people
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Communication and Presentation skill
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Teamwork
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Managing performance and change
Objectives
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Useful and effective living and studying
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11 essential skills
1. Learning to learn
2. Listening skills
3. Oral communication skills
4. Problem solving skills
5. Creative thinking skills
6. Goal setting/ motivation skills
7. Personal and career development skills
8. Interpersonal skills
9. Teamwork
10. Negotiation skills
11. Organizational effectiveness
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OVERVIEW
1
General
introduction
2
Introduction
of main
concepts
3
Practice
Part 2: Introduction of
main concepts
Concept of
skills
Global
Managers in a
Changing World
6
Part 2.1
CONCEPT OF SKILLS
Competence
A competency is commonly described as a combination of
skills, knowledge and attitudes that enable an individual to
perform a task or an activity successfully within a given
context.
FIGURE 3.1
Components of Internal Analysis Leading to
Competitive Advantage and Strategic
Competitiveness
3–
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© 2007 Thomson/South-Western. All rights reserved.
• is what we know, such as facts, theories and
concepts.
• We can consciously access our knowledge
Knowledge
and explain it to others.
Skills
Attitudes
• represent the know-how, the things we are
able to do, such as communicating clearly to
others.
• when performing a skill, we involve knowledge
we possess.
• Attitudes are what you tend to do, your values in
action. The fact that we may possess knowledge
and that we are able to do something with it,
does not necessarily translate into us doing it.
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Part 2.1
CONCEPT OF SKILLS
What are skills?
u What are skills?
u What do you learn skills for?
u What/Which skills do you lack?
u How do you do to acquire needed skills?
What are skills
Thorough
understand
ing
Frequent
practices
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SKILLS
Skill - the learned ability to perform an action with
determined results with good execution often within a
given amount of time, energy or both.
What are skills?
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• Theoretical information acquired about any
subject
Knowledge • Can be learnt
Skills
• Practical application of that knowledge
• Practical exposure and can be in-born
• Both knowledge and Skill are required to master a
field of study
What are skills?
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Hard skill
• Acquired by training from schools or self studying
• Basic/ foundation
• Technical skill – relate to a specific task or situation ->
can be/have been tested and qualified
Soft skill
• Attained from practical exposure
• Essential
• Combined of interpersonal people skills, social skills,
communication skills …
Social skill – facilitating interaction and communication with others
Importance of soft skills
To handle interpersonal relations
Ø
To take appropriate decisions
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To communicate effectively
Ø To have good impression and impact to gain
professional development
Practice
Distinguish between soft skills
and knowledge
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And don’t forget. . . Personal
Appearance and Good
Grooming
uClothes Clean and Pressed
uHair clean and combed
uTeeth brushed
uShower, use deodorant
Remember
u Training alone is not a sufficient
condition for actual behavioral
changes in daily practice; the
intention to change also has to be
present
Remember
u Development of soft skills is a part of life-long
learning.
u The process does not begin and with your job.
u It is something you have learnt as a child.
u You must adopt it as a Philosophy of life.
u It will be conducive to the continuous
improvement of your professional behavior
Remember
‘‘So long as you have an inclination to
self-improvement, in all aspects of your
life, you are well on your way to be a
“good” everything!
Part 2: Introduction of
main concepts
Concept of
skills
Global
Managers in a
Changing World
24
Global Managers in a
Changing World
Learning model for developing
global managers
Stage 1. Understand the global business environment
and the challenges facing global managers
Stage 2. Understand the cultural, organizational, and
managerial contexts in which global managers
operate
Stage 3. Develop multicultural competence and global
management skills
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A global manager is someone who works with
people from across national and cultural
boundaries to accomplish global corporate
objectives.
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Differences between Global managers vs.
traditional managers???
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Global managers vs. traditional managers:
- Greater need for broad knowledge that spans both national and
functional boundaries.
- Strong requirement for wider and more frequent boundary spanning
both within and across organizational and national boundaries.
- Pressures to understand a wider array of stakeholders when making
decisions.
- Heightened need for cultural understanding within a setting
characterized by wider ranging diversity.
- More challenging and expanded list of competing tensions both on
and off the job.
- Heightened ambiguity surrounding decisions and related outcomes.
- More challenging ethical dilemmas relating to the effects of
globalization.
Changing world of business (Exhibit 1.1)
Towards continuous
change
(e.g., new technologies;
product obsolescence;
trade conflicts; pressures
for social change; new
currencies and
investment patterns)
Towards increased
interconnectedness
(e.g., global markets;
trade agreements;
mergers and acquisitions;
strategic alliances; virtual
communications)
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Towards increased
multiculturalism
(e.g., mobile workforce;
outsourcing and
offshoring; immigration;
expatriates and global
entrepreneurs)
Postal strike in Canada
When unionized Canada Post workers went on strike for better wages
and working conditions, their goal was to create sufficient customer
hardships that would force management to settle.6 Local and international mail deliveries were halted for several weeks. As a result,
millions of people who were accustomed to paying their bills through
the mail simply converted to electronic bill pay. E-mails replaced
traditional letter-writing. As a result, when the strike was settled,
Canada Post had lost millions of customers. and the cost of delivering
a letter had increased because of the reduced mail volume and
increased delivery costs. Electronics had replaced people.
=> As head of Canada post, was there an alternative solution that
would have been better for both labor and management—and
consumers?
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Changing world of management (Exhibit 1.2)
Towards increased
understanding of
cultural influences in
the workplace
(e.g., cultural influences
on social norms and
behaviors; ethical and
social challenges)
Towards increased
global management
skills
(e.g., communication and
negotiation skills; global
leadership skills;
multicultural team skills)
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Towards increased
cultural adaptation
skills
(e.g., managing global
assignments,
acculturation strategies,
repatriation)
Characteristics of global managers (Exhibit 1.3) 32
An understanding
cultural differences
and an ability to
navigate and
leverage these
differences to
achieve corporate
objectives
An ability to view the
world from a holistic
standpoint, taking a
world view, not a
national one
An understanding of
the difference
between seeking
partnerships and
seeking domination
Characteristi
cs of global
managers
An ability to
demonstate both
competence and
confidence in
working with global
partners and
colleagues
Types of global managers (Exhibit 1.4)
Expatriates
Assigned or self-initiated longterm residential assignments to
manage local operations
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Frequent flyers
Short-term travel assignments
to network with branches,
customers, or suppliers
Types of global
managers
Home country managers
Local/home assignments with
international or multicultural
responsibilities
Global entrepreneurs
Independent business people
travelling the world in search of
new global opportunities
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Developing global management skills (Exhibit 1.5)
Managerial
competence
Planning,
organizing,
directing,
coordinating,
controlling
Multicultural
competence
Ability to
understand
and capitalize
on cultural
diversity
Global
management
skills
Integration and
application of
management
and crosscultural skills
Multicultural abilities and skills of effective
managers (Exhibit 1.6)
35
Personal work style
High “cultural quotient”
Flexibility and open-mindedness
Effective global communicator and collaborator
Skills in being a global team player
Ability to balance global and local goals, behaviors, and
management practices
General
perspectives
Ability to take broad, long-term systems perspective
Emotional resilience and personal autonomy
Ability to embrace and support change
Ability to work across organizational boundaries
Ability to operate seamlessly in cross-cultural and crossfunctional environments
Thirst for global learning as a path for career development