Management Theory, Innovation, and Organisation A Model of Managerial Competencies.

207 Pages·2021·24.244 MB·English

by  Katarzyna Szczepańska-Woszczyna

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Management Theory, Innovation

and Organisation
Competencies are a component of human capital and one of the most important
assets of an enterprise. They play an important role in strengthening the pos-
ition of the company in a competitive market. Investing in the development of
competencies increases the organisation’s ability to grow and compete through
innovations. This book presents a multi-d imensional analysis of the relation-
ship between managerial competencies and innovations. It analyses the role of
a manager in a modern organisation, functions performed by managers, man-
agement styles and key challenges, including shaping behaviour in the process
of managing change in an organisation, as well as an analysis of the structure
of competencies, in particular managerial competencies, and the conditions of
the process of forming managerial competencies.
Management Theory, Innovation and Organisation: A Model of Managerial
Competencies illustrates the organisational conditions of innovativeness,
which is the relationship between strategy, structure, organisational culture
and leadership and knowledge management and innovation management. The
developed model can undoubtedly be considered the author’s pioneering con-
tribution to the studies of managerial competencies and innovativeness.
The book will be valuable to researchers, students, and managers in the
fields of leadership, organizational studies, innovation management, and
human resource management.
Katarzyna Szczepańska- Woszczyna is Professor and Dean of the Faculty of
Applied Sciences and Vice Rector for Science and Education at WSB University,
Poland.
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Routledge Advances in Management and Business Studies

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96 Consumer Financial Vulnerabilities in Malaysia
Issues, trends and psychological aspects
Nurul Shahnaz Ahmad Mahdzan, Mohd Edil Abd Sukor,
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97 Management Theory, Innovation and Organisation
A model of managerial competencies
Katarzyna Szczepańska- Woszczyna
For more information about this series, please visit: www.routledge.com/
Routledge- Advances- in- Management- and- Business- Studies/ book- series/
SE0305
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Management Theory,

Innovation and Organisation
A Model of Managerial Competencies
Katarzyna Szczepańska- Woszczyna
iv
First published 2021
by Routledge
52 Vanderbilt Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2021 Taylor & Francis
The right of Katarzyna Szczepańska- Woszczyna to be identified as author
of this work has been asserted by her in accordance with sections 77 and 78,
of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised
in any form or by any electronic, mechanical, or other means, now known or
hereafter invented, including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks,
and are used only for identification and explanation without intent to infringe.
Library of Congress Cataloging- in- Publication Data
A catalog record for this title has been requested
ISBN: 978- 0-3 67- 48552- 8 (hbk)
ISBN: 978- 1-0 03- 05712- 3 (ebk)
Typeset in Sabon
by Newgen Publishing UK
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To Maja, Alicja and Lena
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Contents

List of Figures ix

List of Tables x

Introduction 1

1 The Manager in a Traditional and Modern Organisation 8

1.1 Manager, Entrepreneur, Entrepreneurship – In the Theory
of Management and Economics 8
1.2 Manager and Leader – Different Roles and Methods
of Action 16
1.3 The Role, Functions and Tasks of a Manager in a
Modern Enterprise 21
1.4 Management 3.0 – The Need for Change 29
1.5 Style of Management and Its Role in Shaping Innovative
Behaviour in the Organisation 35
2 Managerial Competencies as a Subject of Research 53

2.1 Competence vs Competency: The Importance of
Competencies for the Work of Managers 53
2.2 Structure and Characteristics of Management Competencies 61
2.3 The Classification of Managerial Competencies 69
2.4 Individual and Organisational Competencies 80
3 Innovation and Innovativeness. Determinants of the
Innovativeness of an Organisation 95

3.1 Innovation of Enterprises 95
3.2 Determinants of the Development of Innovation in
Enterprises: Innovation and Industry 4.0 105
3.3 Employee Creativity and Creative Output in the Innovation
Process. Managerial Behaviours as a Factor in Innovativeness 114
3.4 Organisational Culture, Structure and Strategy as the
Normative Influence in the Innovation Process 122
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viii Contents
4 Managerial Competencies and Their Impact on the
Innovativeness of an Enterprise 141

4.1 Research Methodology 141
4.2 Experiences of Selected Enterprises Related to the
Introduction of Innovations: Management Practice in
Innovative Companies 144
4.3 The Profile of Managerial Competencies in the Context of
Company Innovation 147
4.4 The Context of the Relationship Between Managerial
Competencies and Management of an Innovative Company 176
Conclusion 182

Index 189
xi
Figures

1.1 The Role of a Manager in a Learning Organisation 27
3.1 Matrix of Creativity Types Dewett 116
3.2 Organisational Context of the Relationship Between
Managerial Competencies and Innovation – An Overview 128
3.3 Organisational Context of the Relationship Between
Managerial Competencies and Innovation – A Detailed
Approach 129
4.1 Characteristics of an Innovative Manager Depending on
Experience, the Size of the Team He/ She Manages and the
Size of the Company 148
4.2 Classification of the Dimensions of Managers’ Knowledge –
A Dendrogram Using Ward’s Association 151
4.3 Assessment of the Importance of Interpersonal Skills of
Managers in Enterprises of All Sizes 154
4.4 Assessment of the Importance of Managers’ Personal Skills
in Companies of All Sizes 155
4.5 Dendrogram Representing the Classification of the
Dimensions of Social Skills 156
4.6 Assessment of the Importance of Managerial Skills (1) of
Managers in Companies of All Sizes 161
4.7 Assessment of the Importance of Managerial Skills (2) of
Managers in Companies of All Sizes 161
4.8 Dendrogram Representing the Classification of “Core” Skills 162
4.9 Dendrogram Representing the Classification of Managerial
Attitudes and Behaviour 167
4.10 Elements of Managerial Competencies – Ranking in Terms
of the Importance of Impact on the Management of an
Innovative Company 170
4.11 General SEM Model 178
4.12 Specific SEM Model 179