HOW TO ASSESS THE ORGANISATIONAL AND MANAGEMENT SKILLS OF THE ORGANISATION

Training Unit 1.3

Internal professional profiles and competencies

How to assess the organisational and management skills of the organisation

Social competences

This typology of competences belong to the general “family” of transversal competences, that is the knowledge, abilities and skills not referred to a

specific professional role or not exclusive of a specific production system, but cross transversally lots of professional profiles and acquire

a high importance thanks to the current modalities of work in the organisation.

either the working modalities of industry and services, or entrepreneurial activities, or public bodies field, the social dimension of the work has

acquired a key importance, until influencing the characteristics of productive activity too (and consequently, technical and professional

aspects of each role).

These competences are also useful for planning mobility actions which, as it will be showed in next Training units, expect a strong social part with

other organisations, with families and trainees, with teachers and trainers.

How to assess the organisational and management skills of the organisation

Solving problem Competences.

Solving problem competences also make part of transversal ones group and since years they have been analysed and developed

exhaustively. Particularly, this kind of competences own a double value, that is both cognitive and social.

Firstly, it is about competences regarding the diagnostic, the planning, making decisions about possibilities to be taken to cope with the task.

Secondly, the competences concern the efforts of coordinating with other people, either in the relationship between two persons, or when it is necessary to share different energies to achieve the result expected in a team group, or when it is about encouraging the involvement of colleagues about a common objective.

How to assess the organisational and management skills of the organisation

Planning competences

These are the most specific technical – operative competences:

for planning a transnational mobility action, the existence of organisations and consultants in the market that have acquired

remarkable experience and skills during the years to plan incisive and effective actions has to be considered. However, being also

present that the untitled “training tertiary” is a very composite field, where high quality situations live next to others whose skills are in

doubt.

Therefore, it seems extremely useful that planning competences are developed into potential organisations promoters of mobility actions,

in order to support the planners’ role consciously and to carry out this activity inside in prospect.

How to assess the organisational and management skills of the organisation

Contents:

Competences for working into a staff to prepare and develop the mobility.

Social competences. Solving problem competences. Planning competences.