Summary



altruism
oppression
egoism
self-destruction
Me=0
You=0
Cooperation
Me>0, You>0
value
co-creation
Competition
Me>0, You<0
value
claiming
Destruction
Me<0, You<0
value
destruction
Yielding
Me<0, You>0
value
offering
Passivity
Me=0, You=0
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Person
(human resources bearer)
Qualities
(the way we are)
Attitudes
(what we want, what we believe in)
Abilities
(what we know and can do)
req_pos_yy.png lab_res_yy.png

}Theory of vitality
◦pyramids interaction
}Theory of constraints
}Competency rule
}Roles and tasks
}Troubleshooting
}Management by Competencies
}
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subjects
needs
products
processes
resources
structures
fb_acc_yy.png ff_ini_yy.png req_pos_yy.png
(C) J. Plamínek
crisis
eqi.
stability

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Effectiveness?
Usefulness?
no
no
yes
Usefulness!
Effectiveness!
yes
Stability?
Stability!
yes
Dynamics?
no
Dynamics!
yes
Consultation!
no
(C) J. Plamínek

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lab_res_yy.png
competence= resources + labor
Every success or failure of any company corresponds to the competencies of people responsible for
company performance (R. Fišer)
(C) J. Plamínek

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Role of Performer
Role of Manager
Role of Leader
strategic frame
monitoring
goals
ways
tasks
evaluation
internal
resources
internal
products
(C) J. Plamínek

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req_pos_yy.png
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(C) J. Plamínek

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* DSI – Developing Strategic Interval
here and now
(C) J. Plamínek

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pyramid of vitality
!
theory of constraint
!
theory of constraint
functional model
competency rule
pyramid of culture
realization project
What
When
Who
(C) J. Plamínek

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!
theory of constraint
lab_res_yy.png
theory of vitality
competency rule
(C) J. Plamínek

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TOP management
financial indicators
revenues   ->   profit/loss       <-      costs
customer indicators
number of new customers
average size of order
new products ratio
number of loyal customers
...
internal processes indicators
average time to market
number of complaints – quality
product cost
service innovation pace
...
learning and growth indicators
competencies/resources
abilities   attitudes   qualities
all managers
Balanced Scorecard

arrows stands for causality relationships

}Importance of competencies
}Pyramids and their relationships
}How to control company development
}When to use MbC
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