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1

Competency Management in Central Europe: A Comparison of Czech, Hungarian and Slovenian Competency Needs

100%
Mühlbacher J., Kovač J., Novotny A., Putnová A.
Organizacija
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2013
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vol. 46
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issue 5
175-185
EN
After a strong focus on transition processes in Central East European countries (CEE), this topic has been displaced by more dramatic merger and reorganization processes or the recent financial crisis. This obscures the fact that we know almost nothing about the management competencies in these countries, which is an important building or stumbling block for future development. Therefore, we will examine the individual competencies of almost 300 top and middle managers in the Czech Republic, Hungary and Slovenia, and we will compare the different sets of competencies and interpret them according to the given economic situation in these countries
2

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

100%
Ferenčíková S., Mühlbacher J., Kodydek G., Nettekoven M.
Ekonomický časopis (Journal of Economics)
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2012
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vol. 60
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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.
3

Management Competencies and Organizational Performance in CEE: A Comparison of Slovenia and Austria

88%
Šparl P., Žnidaršič A., Kasper H., Mühlbacher J., Kovač J.
Organizacija
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2013
|
vol. 46
|
issue 5
214-220
EN
Today management competencies are seen as the only long-term strategic advantage of any company. However, from corporate experience we know that only 10 % of the knowledge acquired is transferred into entrepreneurial practice. Current trends in management development often overemphasize individual learning and ignore the missing fit between individual behavior and organizational performance. To meet these demands, we collected competency attributions of managers attending executive courses in Austria and Slovenia. A questionnaire with closed and open question will help to explore and compare the relation between organizational performance and current management competencies in these countries. The results confirm our predictions to a lesser extent. However, they represent a basis for further examination of the relationship between managerial competencies and organizational performance.
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