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1

The Influence of Personality Characteristics on Individual Competencies of Work Group Members: A Cross-cultural Study

100%
Kodydek G., Hochreiter R.
Organizacija
|
2013
|
vol. 46
|
issue 5
196-204
EN
In this article, we investigate how college students and graduates with diverse backgrounds experience working in groups by focusing on their perceptions regarding group work, attribution of leader coaching, and self-perspectives of personality traits. Moreover, this article explores relationships between personality factors (using the Big Five factors) and selected individual competencies from Bartram’s Great Eight Competencies (2005). We furthermore review current management research on competency management, personality, and also identify current trends for young professionals who are about to enter the job market. This study was conducted in an experimental setting at a large European business school. Participants were 80 business students from Austria, Turkey, China, and the United States of America with a fairly even gender split who had to work on tasks in homogeneous and heterogeneous settings. We assess participants’ ratings following Rammstedt and John’s Big Five Inventory (2007) and a modified version of Wageman, Hackman and Lehman’s Team Diagnostic Survey (2005) that we enhanced accordingly. Results are analyzed and discussed with relation to global challenges and developments regarding competencies, diversity, and group work.
2

ROLE ALLOCATION AND STRATEGIC CHANGE: COMPARATIVE STUDY OF THE COMPETENCIES OF AUSTRIAN AND SLOVAK MANAGERS

81%
Ferenčíková S., Mühlbacher J., Kodydek G., Nettekoven M.
Ekonomický časopis (Journal of Economics)
|
2012
|
vol. 60
|
issue 7
717 – 731
EN
The top managers are often mentioned as a key factor of successful change management in management literature. In practice, we often find them more hindering than helpful. This article has a closer look at the competencies of top managers to answer the question of their positive or negative influx on change management processes. On the base of a cluster analysis and according to Tanimoto, the data of 275 German speaking and 100 managers from Slovakia show that top management in Austria and upper managers in Slovakia are completely unwilling to change their behaviour. So, they can never be seen as role models for change managers. Also the upper management does not foster change according to theoretical approaches. Only the middle and operative management behaves according to literature. Thus, we definitely have to question the different hierarchical roles of managers within the change process and rethink current change management concepts. If top and upper managers don’t seem to be interested in initiating change, we will have to have a closer look at the bottom up processes – as it is already known from the IT perspective.
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