Skills management

About: Skills management is a research topic. Over the lifetime, 14999 publications have been published within this topic receiving 282532 citations. The topic is also known as: competence management.

The role of cognitive skills in economic development

Abstract: The role of improved schooling, a central part of most development strategies, has become controversial because expansion of school attainment has not guaranteed improved economic conditions. This paper reviews the role of cognitive skills in promoting economic well-being, with a particular focus on the role of school quality and quantity. It concludes that there is strong evidence that the cognitive skills of the population – rather than mere school attainment – are powerfully related to individual earnings, to the distribution of income, and to economic growth. New empirical results show the importance of both minimal and high level skills, the complementarity of skills and quality of economic institutions, and robustness of the relationship between skills and growth. International comparisons incorporating expanded data on cognitive skills reveal much larger skill deficits in developing countries than generally derived from just school enrollment and attainment. The magnitude of change needed makes clear that closing the economic gap with developed countries will require major structural changes in schooling institutions.

Cultural dimensions in management and planning

Abstract: The nature of management skills is such that they are culturally specific: a management technique or philosophy that is appropriate in one national culture is not necessarily appropriate in another. The paper describes the scope of (work-related) cultural differences as they were revealed by research in more than 50 countries around the world and discusses how these differences affect the validity of management techniques and philosophies in various countries within the functioning and meaning of planning.

The Art of Japanese Management

Abstract: • Presents the seven S concept, which introduced a framework for comparing the different approaches of Japanese and US management. • The framework lists the seven important categories that managers should take into account—strategy, structure, skills, staff, shared values, systems, and style. • Argues that a major reason for the superiority of the Japanese is their managerial skills, largely due to their vision, something found to be lacking in the West, where the tools are there but vision is limited. • Shows how beliefs, assumptions, and perceptions about management frequently constrain US managers. • Describes how Japanese managers enhance their modus operandi through dynamic visions, rather than superficial or generic statements of corporate intent.