MANAGERIAL COMPETENCES IN RELATION TO MANAGEMENT LEVEL - A SURVEY AMONG MANUFACTURERS IN THE SECTOR OF AGRICULTURAL MACHINERY.

Purpose: The main goal of the research is to recognize the significance of managerial competences at specific management levels (strategic, tactical, operational). Identification of key competences is emphasized, as they constitute a foundation for managerial activity, as well as help to ensure operational continuity in companies. Design/methodology/approach: Creation of a catalog of competences forming a research model (theoretical layer) has been recommended as indispensable with reference to the outlined goal (by means of a method of reconstruction and interpretation of relevant literature). On this basis (conceptual/design level), it was crucial to assemble a research tool which would be make it possible to analyze literature (theoretical model) and conduct a survey among purposefully selected experts. On the empirical level, this facilitated the recognition of the significance of individual competences in the agricultural machinery sector in relation to specific management levels. Findings: The collected research material is meant to stimulate the formulation of general and cognitive conclusions. A procedure and a tool that enable such identification of key competences in relation to specific management levels is proposed in the paper. On the one hand, our conviction that there is an economic need for such findings constituted the main inspiration to undertake the research. On the other hand, they conditioned our arrival at the assumed objective. The study proves that it is possible to develop a universal research model which may constitute a backdrop for compilation of a catalog of managerial competences. By means of the developed research model, it was found that, depending on management level, the addressed competences differ in terms of their hierarchy (differentiation of significance). Research limitations/implications: The article specifies the importance of competences that are relevant to a given strategic, tactical and operational management level. In next step of the undertaken project, current and anticipated levels of their acquisition will be identified and on this basis a competency gap will be defined. Practical implications: It should be recognized that managerial competences are of considerable importance and as such, they cannot be underestimated by entrepreneurs who are serious about effective functioning in conditions of uncertainty, which prevail in contemporary markets. The information contained in the study makes it possible to improve work, reduce operating costs or speed up procedures, and thus determine successful completion of individual tasks. Therefore, it is absolutely necessary to agree with the statement that competent managers function as catalysts of an appropriate operational level, as well as reinforce developmental activities. Even if the presented research fails to exhaust the notion of competences, it at least hints at possible business practices. Relatively little scientific recognition of these issues on the one hand, and the complexity of problems in contemporary business practices on the other hand, justify the research direction delineated in this publication. Social implications: Managerial competences have long been of interest among the representatives of such disciplines as education, economics, sociology or psychology. Despite many studies and analyzes carried out by eminent scientists, as of now, no universal model of competences has been invented. Due to constant changes within societies, viewpoints and priorities among researchers are constantly evolving. Therefore, managerial competences must be treated as a fundamental issue and despite the large-scale scientific diagnosis so far, its further scrutiny is justified. Originality/value: In the face of the existing uncertainty and geopolitical situation, managerial competences ensure relatively smooth functioning of daily business practices. They arise in the wake of multiple factors (components), such as knowledge, skills, personality traits, attitudes, motivations and experiences. Therefore, it is important to undertake research that would identify the competences and the level of their assimilation by managers. [ABSTRACT FROM AUTHOR]