To install StudyMoose App tap and then “Add to Home Screen”
Save to my list
Remove from my list
Provide a list of three managerial competencies that have played a role in your job success. Assess your strengths and explore how each strength could potentially create difficulties. Furthermore, discuss the obstacles associated with becoming an efficient middle manager.
Managerial competencies encompass the knowledge, skills, behaviors, and attitudes required for managerial success in various roles and organizational settings. The six crucial competencies are communication, planning and administration, teamwork, strategic action, multicultural proficiency, and self-management. These competencies hold great value for me as a manager within Telekom Malaysia Bhd's Retail Product division.
Furthermore, they will continue to be advantageous as I advance to the position of Assistant General Manager within the Business Finance department of the Technology and Innovation division at Telekom Malaysia Bhd.
The competencies will help me excel in my designated job, improve self-management and communication within my organizational unit, enhance planning and administration of teamwork, and become more aware of changes in subordinate behavior and the surrounding environment.
Verified writer
Proficient in: Business
4.9 (984)
“ Ok, let me say I’m extremely satisfy with the result while it was a last minute thing. I really enjoy the effort put in. ”
The three managerial competencies that have contributed to my job success are:
Communication competencies, Planning and Administration competencies, and Teamwork competencies.
Effective communication involves different forms, such as informal communication, formal communication, and negotiation. It entails the ability to transfer and exchange information in a manner that promotes understanding among individuals.
In 2010, I was given the responsibility of improving Telekom Malaysia Group Segmental Reporting. This involved accurately identifying the cost drivers for Customer Subscriber's Equipment (CPEs), Revenue Sharing Out payment, Leased Routers, and Product Licensing. To achieve this goal, a new cost transfer process was required between the Retail Product and respective Line of Business (LOBs) divisions.
This process required inter-departmental cooperation and collaboration. In order to be successful, I needed to build a strong working relationship with the LOBs. I began by initiating informal communication with divisions such as Information Technology and Network Infrastructure (ITNT), Service Management and Demand Forecast (SPDF), Group Costing, various LOBs, and the respective product owner within Retail Product. I sought their views and evaluated their resource capabilities if the implementation were to take place.
Developing an effective allocation process is not easy. It requires significant effort to identify allocation drivers for each LOBs segment. Additionally, limited access to information and data that is not centralized makes the process more challenging. To address these obstacles, my team and I have fostered strong collaboration among all divisions. We regularly communicate with each division to understand their specific challenges and find ways to minimize difficulties. This collaboration allows us to establish a plan and process flow for moving forward. However, negotiating with each division, particularly in terms of data cutoff time and determining eligible drivers for allocation, remains a significant undertaking.
Some negotiations with information providers are quick, while others require ongoing negotiation until the processes are fully stable and ready for service. Once a process flow is completely implemented and applied by all divisions, I begin formal communication with the TM Group to initiate the process of improving Group Segmental Reporting. In the meantime, I have received positive feedback from the Group and all divisions, acknowledging that this exercise has greatly helped them improve profitability.
The planning and administration competency encompasses the processes of task decision-making, determination of appropriate methods, allocation of resources, and progress monitoring for ensuring completion. This competency specifically includes the following:
The key skills required in project management include information gathering, analysis, and problem-solving; planning and organizing projects; time management; and budgeting and financial management.
In 2011, our top management challenged us to achieve a 100% completion of asset tagging. This meant we had to tag assets acquired before 2006, assets acquired between 2007 and 2009, and assets acquired in 2010. The majority of these assets were routers, many of which were already deployed at customer's premises, lost, or not functioning properly. Completing this task was particularly challenging due to incomplete information about old assets, difficulties in identifying lost assets, and the need for support from vendors and the Customer Service Operation (CSOC) team. By October 2011, we had only managed to complete 69% of the required 1,821 asset tags. This put us under significant pressure as we only had three months left to finish the remaining tags.
Additionally, improper planning and administration of activities could have a potential Net Book Value (NBV) impact of RM4.5 Mil. In response to this situation, the Retail Product Finance team had to collect information from different units, analyze the results, and find solutions to the problems within a set timeframe. To address this issue, I developed a strategic plan in collaboration with the assets owner and established a realistic timeframe for everyone involved. During our weekly management meeting, my team presented the proposal to the Vice President and Head of Department (HOD), and once it was agreed upon, immediate action was taken.
I, along with my team and the assets owner, began implementing a plan to categorize asset groups as either potentially not found, not in working condition, able to be found, or available at the customer’s premises. Each group of assets was addressed using a different approach, and we are regularly monitoring the progress until the process is complete. My team will provide updates on the status of the assets on a weekly basis, and a report will be generated for the respective Heads of Departments (HOD) to address and take immediate action.
Any unresolved issues were addressed and comprehensive checks were conducted for each of them. Simultaneously, we are also monitoring the financial impact and ensuring timely asset retirement and depreciation. Our diligent work and considerable effort paid off for the Retail Product, as we successfully achieved the 100% asset tagging KPI and recognized a book value of RM4.5 Mil by December 2011.
The ability to work in a team involves completing tasks through small groups of individuals who are mutually accountable and must coordinate their efforts. To enhance teamwork competency, the following strategies can be adopted:
• Properly designing teams for optimal performance; • Establishing a supportive team environment to foster success; • Appropriately managing team dynamics to ensure productivity.
Over the past two years, both Retail Product and Global divisions have been using an unreliable forecast driver to allocate International Bandwidth cost. This has made it difficult for me to convince LOBs (Line of Business) about the cost that should be borne by the Retail business and to determine whether the drivers used for allocation are appropriate. To address this issue, I have reached out to the Bandwidth management team and the Global Data Management (GDM) team to reevaluate our approach and find more accurate and efficient methods of cost allocation, rather than relying on forecasts throughout the year. Recognizing the need for a dedicated and committed team, I have initiated discussions with my team member and relevant teams, including Costing, GDM, and Bandwidth management, as well as product owners.
We have also communicated with LOBs and Group Finance to gain their support in our mission to change the driver process. Initially, we encountered difficulties in convincing Global Finance about the importance of using appropriate drivers and cost allocation. They had been using the same method for several years and were concerned about the potential impact on their financial book, as well as the need for additional tasks and resources. To address this uncertainty, we have spent the past few months informing them about the existence of a new system called ABOR, which is located on the network. This system is capable of tracking bandwidth usage for service offerings. Taking advantage of this opportunity, we were able to successfully persuade Global Finance to start implementing these changes.
Furthermore, our management team has granted us the autonomy to make decisions at our own discretion without always seeking their approval. They have also guaranteed that the achievement of this project will positively impact our Key Performance Indicators (KPIs). Additionally, both RP and Global have agreed on the methodology and approach for enhancing cost allocation through a thorough analysis of cost drivers, demonstrating strong support and dedication. The adoption of this new business practice has been well-received by everyone involved. However, it poses both advantages and difficulties in attaining efficient middle management.
I believe I have the following strengths that can aid in self-development and contribute to a company's pursuit of strategic goals and objectives. These strengths include a) relation-oriented and change-oriented leadership behavior, b) value innovation and change.
I have a relation-oriented leadership behavior where I provide support and encouragement to my team members when they perform difficult tasks, offer coaching and mentoring, listen to my subordinates, and value suggestions from them and my peers. Furthermore, I have also demonstrated change-oriented leadership by understanding the importance of adapting to the changing environment, implementing significant strategic changes, and encouraging and facilitating efforts for such changes.
One challenge I face in my current role as a middle manager is that higher-level managers, like the Vice President and Executive Vice President, may have difficulty accepting new strategies and methods. They may be comfortable with the current approach and unwilling to take risks with a new approach. This can sometimes lead to frustration, as my motivated subordinates are unable to fully implement the new methodologies without strong support and encouragement from top-level managers.
I incessantly encourage both my subordinates and peers to explore opportunities for innovative and different approaches in addressing problems and seizing opportunities within Telekom Malaysia. Additionally, I actively facilitate the implementation and acceptance of change within the workplace. I possess the ability to identify and drive necessary changes in order to strategically adapt to changing management and internal initiatives. I also catalyze new approaches aimed at improving results by transforming organizational culture, systems, or products/services. On another note, every year we encounter a challenge in aligning our Business Plan figures with the Information Technology and Network Technology (ITNT) unit. This is mainly due to a lack of a specific platform provided by TM management that allows us to discuss and reach agreement during the Business Plan exercise period.
The situation worsens when a project begins because some of the project's costs were not budgeted for by our unit or ITNT. Many staff members have complained about this issue, and it is important that we find a solution. Recognizing this, I worked with my superior and peers to create a plan and communicate with ITNT during the 2011 Business Plan exercise. I initiated a discussion with the ITNT team, and we conducted comprehensive rationalization exercises multiple times afterward. I assigned one of my subordinates to compile and execute all information so that both our unit and ITNT could share it. We placed a high emphasis on ensuring that costs were properly allocated and clearly identified the project owner.
No doubt, we have faced some challenges with certain product owners who are resistant to accepting this new exercise. They believe it is time-consuming and adds extra pressure. However, we are continuously persuading them about the importance and benefits of this newly added exercise. Despite Group Finance providing the platform at the last minute during the BP exercise period, both our unit and ITNT experienced minimal issues and problems because we had already streamlined our numbers beforehand. Ultimately, we successfully achieved our objectives and developed a mutual understanding while cooperating with minimal discrepancies.
Establishing and nurturing strategic and trusting relationships with various stakeholders, both within and outside the organization, is a crucial ability I possess. These stakeholders encompass colleagues in the TM department, government bodies, regulators, industry players, technology partners, investors, media, customers, and alliance partners. This ability plays a vital role in advancing business objectives.
In order to enhance Group Segmental Reporting, I delegated my team members with the responsibility of identifying appropriate cost drivers for different aspects such as Subscriber's Equipment (CPEs), Revenue Sharing Outpayment, Routers Leasing, and Product Licensing. However, implementing this task necessitated a new cost transfer process which presented challenges due to complications in acquiring the necessary drivers. Furthermore, we encountered resource limitations that made the process overly manual.
I have started discussing with various parties, including GEMS, IT – Data Warehouse, Service Planning and Demand Forecast Unit (SPDF), and the Retail Product division, about the possibility of obtaining the drivers and finding a method to do so. To minimize difficulties among my team members, I collaborated with them to identify an approach to access the information, determine the type of template to extract the data, and establish a monthly deadline for completing the task. I consistently engaged with my team to address challenges in performing this task and to develop strategies for overcoming such incidents. I emphasized to my team members the importance of their efforts and contributions in achieving this goal, which greatly improves TM's reporting.
We have begun to establish strong relationships with data provider parties such as IT, SPDF, and product owners to ensure that monthly analysis can be conducted. Our team members have successfully implemented new tasks and contributed to improving Group Segment Reporting. The cost transfer exercise has received positive feedback from various parties in Group Finance and Line of Business (LOBs) as it greatly enhances profitability. However, a major challenge I face in implementing this concept in work division is management's reluctance to accept changes. Each division seems more comfortable working within their own division rather than accepting changes from outside sources.
Managerial Competencies and Job Success. (2016, Sep 28). Retrieved from https://studymoose.com/managerial-competencies-essay
👋 Hi! I’m your smart assistant Amy!
Don’t know where to start? Type your requirements and I’ll connect you to an academic expert within 3 minutes.
get help with your assignment
