Our objectives: Optimising competences in organisations
Cultural insights and cross-cultural competencies for global business growth
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Details - 06.05.06
As organisations have become flatter, management has faced increasing difficulty determining whom to promote to key roles. Many traditional development positions that led to top management roles such as "assistant to" & "Deputy" have been eliminated. Traditional hierarchical companies kept the rungs of their organisational ladders closer together, making it easier to assure that excellent performance at one level would predict excellent performance at the next. In flattened organisations the rungs are farther apart, requiring very different competencies at each level(e.g,operational competencies at middle management and strategic competencies at senior management). Thus because of requirements for success are so different at each managerial rung it is no longer clear that the successful middle manager will be a successful senior manager. However, potentials are there. The question is how to identify and assess them.
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