THE ROLE AND COMPETENCIES OF MANAGERS IN CONTEMPORARY PROCESS-PROJECT ORGANIZATIONS.

Purpose: The reason for addressing the issue of the roles and competencies of managers of process-project organizations was the results of literature research. Based on them, it was found that there is a cognitive gap in this area, although it is emphasized that processes and projects are complementary elements of modern organizations. The main objective of the study was to identify the roles and competencies of managers that are important in a process-project organization. Its implementation was carried out within the framework of two sub-objectives: 1) to synthesize theoretical considerations on the roles and competencies of managers in modern organizations, including process-project organizations, 2) to assess the importance of managerial roles and competencies in process-project organizations. Design/methodology/approach: The formulated main objective was achieved in the course of two stages of research. The first step involved a literature study, while the second one consisted of interviewing 152 managers in the process-design organizations. Findings: During the course of the research it was established that so far a lot of theoretical considerations have been presented in the field of traditional and contemporary managerial roles and competencies. Based on the studies of 152 cases, it was concluded that there is knowledge and experience in practice to identify the roles and competencies that managers of process-project organizations should fulfill. As part of the discussion, it should be noted that the assessment of roles and competencies dedicated to managers of process-project organizations varies depending on their process-project maturity and internationalization. Research limitations/implications: The opinion of the research group of 152 internationalized companies from the Silesian Voivodeship may differ from others, especially non-internationalized entities. The survey also did not take into account the respondents' business focus and size. Practical implications: The research results obtained, based on the knowledge and experience of 152 organizations, can provide a basis for determining the roles and competencies of managers for organizations that want to move to a process-project orientation. Originality/value: The scientific value of the publication is to define the roles and competencies of managers of process-project organizations. The addressee of the publication can be both academics and management practitioners. [ABSTRACT FROM AUTHOR]