competency

Examples of competency in the following topics:

• Considering Cultural and Interpersonal Differences

  • Intercultural competence is an individual's ability to communicate with, and adapt to, the cultural norms and expectations of each employee or customer.
  • This cultural competence is imperative for managers to succeed in a globalized world.
  • The following figure highlights the three building blocks of one intercultural approach: cross-cultural competence, language proficiency, and regional expertise.
  • Still, cross-cultural competence is a relatively vague concept.
  • Employ cross-cultural competence to ensure interactions between diverse individuals create optimal results

• Human Resource Planning

  • Human resource planning identifies the competencies an organization needs to fulfill its goals and acquires the appropriate people.
  • This is typically accomplished by defining competencies that are required by workers to achieve business goals, matching people with these competencies to the right tasks, and assessing the overall process for progress and improvement.
  • When appropriate, human resource managers may note experience and/or competency gaps or the need to create new roles or hire new individuals to ensure proper functioning.
  • If the available people lack necessary competencies, the organization plans how it will develop them.
  • Express the way in which planning, evaluation and improvement can create competency relative to developing human resources

• Intergenerational Conflict

  • Intergenerational conflict refers to the conflict between older and younger generations as they compete for jobs and resources.
  • This social theory suggests that conflict between older and younger generations occurs as they compete for resources and jobs .
  • Conflict theory has three main premises: first, that society is comprised of different groups that compete for resources; second, that despite social attempts to portray a sense of cooperation, a continual power struggle exists between social groups as they pursue their own divergent and competing interests; third, social groups will use resources to their own advantage in pursuit of their own goals, even if it means taking advantage of another group of people.
  • According to the conflict perspective of aging, generations are competing over jobs.
  • As jobs became increasingly scarce, younger and older generations both felt pressure to compete over available resources, enabling competition between the generational divide.

• Company Capabilities

  • Although often used interchangeably, "capability" and "competency" are quite different.
  • Individuals have competencies while organizations have capabilities.
  • Both competencies and capabilities have technical and social elements (see ).
  • At the intersection of the individual and the technical, employees bring functional skills and competencies such as programming, cost accounting, electrical engineering, etc.
  • When a group of leaders have mastered certain competencies, organization capabilities become visible.

• Cultural Intelligence

  • Cultural intelligence is the ability to display intercultural competence within a given group through adaptability and knowledge.
  • The concept of cultural intelligence is exactly what it sounds like—the ability to display intercultural competence within a given group through adaptability and knowledge.
  • Studying the components of culture, the theories pertaining to cultural dimensions and competencies, and the current initiatives in promoting these concepts are all powerful resources for managers involved in foreign assignments.
  • This diagram illustrates the three factors that constitute an effectively intercultural understanding for management: Regional Expertise, Language Proficiency, and Cross-Cultural Competence.
  • Analyze the key components inherent in developing strong cultural competence as a manager in a diverse global economy

• Bacterial Transformation

  • Competence refers to the state of being able to take up exogenous DNA from the environment.
  • There are two forms of competence: natural and artificial.
  • Pilin may be required for competence however, its role is uncertain.
  • Electroporation is another method of promoting competence.
  • The free-floating DNA can then be picked up by competent cells.

• Nonprice Competition

  • Non-price competition involves firms distinguishing their products from competing products on the basis of attributes other than price.
  • Non-price competition is a marketing strategy "in which one firm tries to distinguish its product or service from competing products on the basis of attributes like design and workmanship. "
  • It can be contrasted with price competition, which is where a company tries to distinguish its product or service from competing products on the basis of a low price.

• Introduction to Practical Procedures

  • To recursively elaborate previously learned procedural and cultural mathematical competencies, each emphases section will have the 5th emphasis on the Practical Procedures of this level of mathematics.

• Duopoly Example

  • The Cournot model, in which firms compete on output, and the Bertrand model, in which firms compete on price, describe duopoly dynamics.
  • Cournot duopoly is an economic model that describes an industry structure in which firms compete on output levels.
  • The Bertrand model describes interactions among firms that compete on price.
  • The diagram shows the reaction function of a firm competing on price.

• Competition

  • General Motors competes against Ford, Chrysler, Toyota, and other auto manufacturers.
  • Nintendo competes against Sega in the video game market.
  • It also competes against Blockbuster Video, local gyms, board games, the theater, and concerts.
  • General Motors, then, is competing to satisfy the public's need for transportation.
  • Nintendo is competing to satisfy the need for entertainment.