Article: Managerial skills and competencies in New Zealand organisations: a cause for concern Journal: International Journal of Economics and Business Research (IJEBR) 2014 Vol.8 No.2 pp.125 - 142 Abstract: This study has investigated the perception by New Zealand (NZ) managers of the relative importance of the skills and competencies they have and how they might go about acquiring those they perceive they need. Although there are a considerable number of studies on managerial skills and competencies, the literature is still inconclusive and much of it does not refer specifically to NZ. Therefore, the study undertook an online survey using a pre-structured questionnaire to collect primary data from managers of NZ firms. The results show that NZ managers rate interpersonal skills and communication skills higher than coaching and technical skills, and that they view 'on the job experience' as their primary source for up-skilling. Those who use training providers to up-skill prefer private to government-owned providers. The key attributes most favoured by managers are honesty, integrity and trustworthiness, with creativity the least favoured. It is a cause for concern to the future development of NZ firms that managers appear to place so little value on creativity. Therefore, study suggests that owners and directors should encourage their managers to consider creativity as a necessary attribute for enhancing innovation and competitiveness. The findings of this study may be of interest to managers, firms, training providers, researchers, and policy makers. Inderscience Publishers - linking academia, business and industry through research

Title: Managerial skills and competencies in New Zealand organisations: a cause for concern

Authors: Dayal Talukder; Brent Hawkins

Addresses: ICL Business School, 22-32 Queen Street, Auckland 1010, New Zealand ' ICL Business School, 22-32 Queen Street, Auckland 1010, New Zealand

Abstract: This study has investigated the perception by New Zealand (NZ) managers of the relative importance of the skills and competencies they have and how they might go about acquiring those they perceive they need. Although there are a considerable number of studies on managerial skills and competencies, the literature is still inconclusive and much of it does not refer specifically to NZ. Therefore, the study undertook an online survey using a pre-structured questionnaire to collect primary data from managers of NZ firms. The results show that NZ managers rate interpersonal skills and communication skills higher than coaching and technical skills, and that they view 'on the job experience' as their primary source for up-skilling. Those who use training providers to up-skill prefer private to government-owned providers. The key attributes most favoured by managers are honesty, integrity and trustworthiness, with creativity the least favoured. It is a cause for concern to the future development of NZ firms that managers appear to place so little value on creativity. Therefore, study suggests that owners and directors should encourage their managers to consider creativity as a necessary attribute for enhancing innovation and competitiveness. The findings of this study may be of interest to managers, firms, training providers, researchers, and policy makers.

Keywords: managerial skills; managerial competencies; innovation; creativity; New Zealand; management; interpersonal skills; communication skills; coaching; technical skills; on the job experience; honesty; integrity; trustworthiness; creativity.

DOI: 10.1504/IJEBR.2014.064117

International Journal of Economics and Business Research, 2014 Vol.8 No.2, pp.125 - 142

Received: 26 Jun 2013
Accepted: 02 Jul 2013
Published online: 29 Aug 2014 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article

Title: Managerial skills and competencies in New Zealand organisations: a cause for concern

Keep up-to-date