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The ability to support both strategic and operational management with data-informed insight can generate significant benefits for organizations. Industries continue to become increasingly data-driven, and organizations continue to develop their business analytics capability to seize the value potential embedded in data. Consequently, organizations are investing in data and technology resources and, to leverage these investments, also in human and intangible resources, such as technical skills, managerial skills, and data-driven culture. While the integral role of human skills in an organization's business analytics capability is widely acknowledged within the extant research literature, there is much less discussion and evidence on how organizations develop these skills. However, such investigation would help provide organizations with new perspectives on maximizing the business value of their business analytics capability investments. Using 36 semi-structured interviews, this study explores what kind of measures organizations apply to develop the skills of their analytics professionals. Building on the extant business analytics capability literature and the resource-based view of the firm, this study contributes by deepening the current understanding of the development of human skills in building a well-functioning business analytics capability. Our findings show that, besides technical and managerial skills, organizations should also proactively develop the collaboration skills of their analytics professionals. The practical examples of skills development measures described in this study, such as job rotation, mentoring and role overlaps, provide new ideas for analytics professionals and decision-makers to enhance their business analytics capability development. [ABSTRACT FROM AUTHOR]

The dehumanisation of the industry due to focusing only on the implementation of Industry 4.0 technologies has resulted in numerous concerns among workers, governments and societies regarding new working conditions and the role of humans in industry and the economy. Hence, the European Commission proposed the new concept of Industry 5.0. Industry 5.0 complements and extends the characteristic features of Industry 4.0. It highlights aspects that will be decisive factors in industry placement in future European society. Numerous scientific studies indicate the need to take into account, in the assumptions of the future industry's development, the crucial role of human beings. The humanisation of the technological Industry 4.0 environment was one of the first factors in the evolution of Industry 4.0 towards the Industry 5.0 concept. The new approach in the fourth industrial revolution focuses on the interaction between humans and intelligent machines. The fifth industrial revolution will continue the push for more advanced human-machine interfaces using artificial intelligence (AI) algorithms. It will mean better integration, enabling faster, better automation combined with the power of human brains, but it will also mean changing the demands placed on managers and engineers. Hence, the article aims to identify the critical knowledge and skills of engineers responsible for implementing the Industry 5.0 concept. The presented achievements and results in the article are from surveys conducted among experts representing companies with experience in implementing Industry 4.0 technologies and with a high level of knowledge and engineering and managerial competencies. The research results presented in the paper are dedicated to researchers and practitioners implementing the Industry 5.0 concept in smart organisations (smart factories). [ABSTRACT FROM AUTHOR]

Purpose: Our study aims to highlight the impact of Managerial skills and Vocational training on the Performance of SMEs. Methodology: We selected a sample of 4926 SMEs from 10 European countries. We tested binary logistic regression using SPSS software. Results: We analyzed the extent to which the findings influenced theory and practice in training and management skills in SMEs and identified the limitations of the research. This research gives possible solutions to decision-makers and contributes to closing a gap in Managerial skills and Vocational training in SMEs. Originality: Our paper contributes to shedding light on the extent of the impact of Training Programs for Employees, Level of Interpersonal and Communication Skills, Level of Computer and IT Skills, and Level of Technical Vocational other than IT. [ABSTRACT FROM AUTHOR]

The subject of the study was to examine the learning effectiveness of a management simulation game called Manahra. The observed management game was a long‐term competition among several 20‐member teams. The team members acted in the roles of fictitious business managers and performed complex management tasks associated with the production and sales of passenger cars. The economic competition among the individual businesses took place in a simulated commercial market and the individual players were remunerated for their work with fictitious money. The amount of accumulated money was the criterion of their evaluation at the end of the game. The study consists of two relatively autonomous parts that worked together to answer the key question: does completion of management game lead to the development of managerial skills? The first part of the study presents the results of an original, yet unpublished research work. The research was conducted through a questionnaire survey. In the questionnaire, participants had to assess the level of their managerial skills. Individual managerial skills were included into the questionnaire based on an a priori created model of managerial competence. Self‐assessment was done using rating scales for each managerial competence separately. Players filled out questionnaires at the beginning and at the end of the game. The questionnaire distributed at the end of the game was extended by including a second scale in which players rated the magnitude of the change regarding their managerial competencies. The second part of the study presents the follow‐up research focused on obtaining qualitative responses from the players. They were again asked to fill out a questionnaire designed to obtain spontaneous reports about the development of their managerial competencies due to their participation in the game. This assessment was then compared with the initially established competency model and to the results of the original research. [ABSTRACT FROM AUTHOR]

Communication is a process of exchanging thoughts, ideas and information between sender and receiver of information. Effective communication is crucial for achieving goals both; private as well as in business life. Managers in an organization are responsible for fulfilment of different tasks and functions simultaneously, and in order to deliver the results they depend on activating all human resources' available in the organization. Even thought, it seems so obvious, managers rarely pay appropriate attention to the quality of their internal communication. At the same time, in ICT sector, internal and external communication are gaining on importance, because of their contribution to the effective and efficient fulfilment of customers' needs and raising of customers' satisfaction. Roots of customer satisfaction is now more than ever connected to employees' satisfaction. In order to improve effectiveness of managerial communication employees' perception should be taken into account. The paper presents the results of the quantitative research conducted in 2018. In the survey, 101 respondents from the selected ICT company participated. The results showed that effective managerial communication influence overall employees' satisfaction, build interpersonal relationship and contribute to the creation of effective working environment. It also downsizes frustrations and information overload and enables managers to become more focused on organizational priorities; people development and fulfilment of organizational objectives. Therefore, investment in building managerial skills, especially effective communication can create significant benefits for the organization. [ABSTRACT FROM AUTHOR]

Possessing managerial skills is very important in the entrepreneurship process and a lot of success factors of the business itself depends on the level of developmnet of those skills. The lack of managerial skills leads to failure of companies. In this paper, we are exploring basic managerial skills of final year graduate students of Informatics and Economics. Those fields are part of social sciences and are considered as leading factors in the process of establishing new enterprises. Our sample consists of 116 students from one of the faculties of the University of Zagreb, Croatia. Data was collected through a questionnaire divided into three groups: general data about the respondents, managerial skills and entrepreneurial intention. The study aims to identify differences between two study programmes, Informatics and Economics, based on their grade in developing those skills. Those studies have different curricula and obligations within every course. Five hypotheses were formulated regarding the differences in the level of development of general managerial skills, interpersonal managerial skills, communication managerial skills and group managerial skills between students of Informatics and Economics. Analysis was performed by means of descriptive statistics and cluster analysis. The results show that students of Informatics have higher development of basic managerial skills, specifically group skills, even though students of Economics study about those skill more extensively than the students of Informatics. The results show that there are important external factors which accelerate the development of basic managerial skills and the curriculum is one of many internal factors. In the future research we will consider bigger sample to increase representativeness of the results and include students of various studies. [ABSTRACT FROM AUTHOR]

The aim of this paper is to discuss the changing roles and skills of a teacher in context of lifelong learning. This has been accomplished by the review of the literature on management, managerial skills in business field as well as education. The results of this practical research outline teachers' understanding of managerial qualities and readiness to act as managers of teaching/learning process. [ABSTRACT FROM AUTHOR]

The subject of the study was to examine the learning effectiveness of a management simulation game called  Manahra. The observed management game was a long‐term competition among several 20‐member teams. The team  members acted in the roles of fictitious business managers and performed complex management tasks associated with the  production and sales of passenger cars. The economic competition among the individual businesses took place in a  simulated commercial market and the individual players were remunerated for their work with fictitious money. The  amount of accumulated money was the criterion of their evaluation at the end of the game. The study consists of two  relatively autonomous parts that worked together to answer the key question: does completion of management game lead  to the development of managerial skills? The first part of the study presents the results of an original, yet unpublished  research work. The research was conducted through a questionnaire survey. In the questionnaire, participants had to  assess the level of their managerial skills. Individual managerial skills were included into the questionnaire based on an a  priori  created  model  of  managerial  competence.  Self‐assessment  was  done  using  rating  scales  for  each  managerial  competence separately. Players filled out questionnaires at the beginning and at the end of the game. The questionnaire  distributed at the end of the game was extended by including a second scale in which players rated the magnitude of the  change regarding their managerial competencies. The second part of the study presents the follow‐up research focused on  obtaining qualitative responses from the players. They were again asked to fill out a questionnaire designed to obtain  spontaneous reports about the development of their managerial competencies due to their participation in the game. This  assessment was then compared with the initially established competency model and to the results of the original research. [ABSTRACT FROM AUTHOR]

The subject of the study was to examine the learning effectiveness of a management simulation game called Manahra. The observed management game was a long-term competition among several 20-member teams. The team members acted in the roles of fictitious business managers and performed complex management tasks associated with the production and sales of passenger cars. The economic competition among the individual businesses took place in a simulated commercial market and the individual players were remunerated for their work with fictitious money. The amount of accumulated money was the criterion of their evaluation at the end of the game. The study consists of two relatively autonomous parts that worked together to answer the key question: does completion of management game lead to the development of managerial skills? The first part of the study presents the results of an original, yet unpublished research work. The research was conducted through a questionnaire survey. In the questionnaire, participants had to assess the level of their managerial skills. Individual managerial skills were included into the questionnaire based on an a priori created model of managerial competence. Self-assessment was done using rating scales for each managerial competence separately. Players filled out questionnaires at the beginning and at the end of the game. The questionnaire distributed at the end of the game was extended by including a second scale in which players rated the magnitude of the change regarding their managerial competencies. The second part of the study presents the follow-up research focused on obtaining qualitative responses from the players. They were again asked to fill out a questionnaire designed to obtain spontaneous reports about the development of their managerial competencies due to their participation in the game. This assessment was then compared with the initially established competency model and to the results of the original research. [ABSTRACT FROM AUTHOR]

This article presents conference paper abstracts concerning management education and development, including a study on the use of film in a technology management class to teach innovation management, a study of changes in student perceptions of technological, course conduct, and course outcome variables as they participated in multiple online courses over a four year period in an MBA program, and a discussion of the perceptions and experiences of students who had recently and successfully completed an academic service-learning project for an undergraduate compensation and benefits course.

The article presents abstracts pertaining to management education and development. They include "A Study of Disciplinary, Structural, and Behavioral Effects on Course Outcomes in Online MBA Courses," "Developing Intuition: 'Becoming Smarter by Thinking Less'," and "Management Skill Development and Case-Based Modeling."

Good managerial skills along with a sense of social responsibility would make any Techno Business School graduate a more confident person. Different efforts at various levels are considered by most of the B schools to hone these skills. This paper describes the experiences of such a facilitation provided by Symbiosis Institute of Computer Studies and Research (http://www.sicsr.ac.in/) to a heterogeneous student group in the form of a co curricular activity. The activity involved students interacting with grass root level entrepreneurs. The impact of this experiential learning is measured in terms of student's social responsiveness, cooperative learning and improvement in their generic skills [ABSTRACT FROM PUBLISHER]