Netwerkbijeenkomst HAN/Fashion Supply Chain Management Resultaten Mode Onderzoek 24 April 2012.
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Transcript of Netwerkbijeenkomst HAN/Fashion Supply Chain Management Resultaten Mode Onderzoek 24 April 2012.
Netwerkbijeenkomst HAN/Fashion Supply Chain
Management
Resultaten Mode Onderzoek
24 April 2012
Doelstellingen
Resultaten Mode onderzoek delen en valideren met supply chain managers uit de mode branche
Achtergrond mode-onderzoek
ELP onderzoek (fase I en fase II), door Stef Weijers, Reinder Pieters en Hans-Heinrich Glöckner
Mode onderzoek, door Stef Weijers, Henny Jordaan, Hans-Heinrich Glöckner, Rita van der Veen
Hoofdvragen mode onderzoek
Welke competencies hebben supply chain professionals nodig, niet alleen in termen van kennis en vaardigheden, maar ook en vooral in termen van beroepshouding?
Hoe worden deze competencies in de praktijk ontwikkeld?
Op welke manier kunnen we dergelijke competencies in de opleiding Logistiek en Economie (aan de HAN) nog beter ontwikkelen?
Onderzoeksopzet Interviews met 20 supply chain managers in de
mode industrie met vragen over: Opleiding, inhoud en niveau van de functie Competencies, die nodig zijn om in de functie
succesvol te zijn kennis en vaardigheden gedragscompetencies
Het verwerven/ontwikkelen van de competenties: kennis/vaardigheden gedragscompetenties
Focus – waarom in de mode?In de mode industrie zijn algemene supply
chain trends al werkelijkheid:sterk gedreven door consumentenvraag –
onvoorspelbaardoorgaans korte productlevenscycliglobale ketensICT van groot belanghoge eisen aan reactiesnelheid, flexibiliteit,
leverbetrouwbaarheid en servicegraad.
► Sterke Supply Chain Managers nodig!
Resultaten
Opleiding; inhoud & niveau van de functieBenodigde kennis & vaardigheden en
gedragscompetentiesHoe zijn kennis & vaardigheden en
gedragscompetenties verworven
Opleidingsniveau van de geinterviewde SCM-ers
7
11
12
Universiteit (Master)HBO (Bachelor)MBOVoortgezet onderwijs
8
Positie van de functie
3
8
9
1
Directeur / EigenaarLid managementteamAfdelingsmanagerAnders
9
Verantwoordelijkheidsgebieden
Resultaten
Opleiding; inhoud & niveau van de functieBenodigde kennis & vaardigheden en
gedragscompetentiesHoe zijn kennis & vaardigheden en
gedragscompetenties verworven
Benodigde kennis & vaardigheden
Field of knowledge Nr. of times mentioned
Essential Business economics 17 Information and communication technology
(ICT)16
Warehouse Management 13Very important International trade/customs procedures 11 Commercial knowledge 9 Knowledge of processes and process control 8Important Transport 5 Purchasing 5 Performance indicators 4 Recent technological developments 4 Overview of the chain 4
Belangrijkste gedragscompetenties
Analytisch denken (AT)
Flexibiliteit (FLX)
Resultaten en Actie
Zelf controle (SCT)
Conceptueel denken (CT)
Communicatie op verschillende niveaus
Initiatief nemen (INT)
Zelfvertrouwen (SCF)
Informatie zoeken (INF)
Inzicht in interpersoonlijk interactie(IU)
0 2 4 6 8 10 12 14
9
9
10
10
11
11
12
12
13
14
Resultaten
Opleiding; inhoud & niveau van de functieBenodigde kennis & vaardigheden en
gedragscompetentiesHoe zijn kennis & vaardigheden en
gedragscompetenties verworven
Gevolgde vakinhoudelijke cursussen
Technical courses Number
Important
ICT 4
Financial indicators (EBIT, quick ration etc.) 3
Other (in alphabetic order) ABC Analysis 1 Activity Based Costing 1 APICS 1 Employment Law / “How To Deal With The Worker’s
Council “ 1 Import/Export Documentation 1 Project Management 1
Gevolgde cursussen op het gebied van persoonlijke ontwikkeling
Personal development courses Number
Important leadership/management skills 7 change management 4 performance reviews 3 negotiation skills 2
Other (in alphabetic order) conflict management 1 consulting skills 1 difficult conversations 1 effective communication and presentation skills 1 personal effectiveness, time management 1 report writing 1 sales training 1
Hoe leerden de supply chain managers hun vak?
Studie werd gezien als ‘entry ticket’ om tot een bepaalde start functie te worden toegelaten
‘Gaten’ in kennis of vaardigheden werden ad-hoc door cursussen opgevuld
Leren wat supply chain management inhield, gebeurde in de praktijk, o.a. door feedback van mentoren, collega’s en medewerkers
Voorzichtige conclusie: Leren van management is vooral een sociale,
contextgebonden activiteit
Vraag 1
Als een diploma in de praktijk niet meer was dan een toegangsbewijs tot een bepaalde functie en het leren van managementgedrag met name in de praktijk gebeurt, wat betekent dat voor onze opleiding LE? Kunnen/moeten we meer praktijk opnemen in de
opleiding? Kunnen/moeten we meer ‘uit de bestaande
praktijkervaringen halen’ Kunnen/moeten we meer studenten het duale traject
laten volgen (analoog Duitse ‘Berufsakademie’)? ……..
Literatuur Bass, B. M. (2008), The Bass Handbook of Leadership. New York: The Free Press, Bourdieu, P. (1990). The Logic of Practice. Cambridge: Polity Press De Vries, G. (1995). De ontwikkeling van wetenschap. Groningen: Wolters-Noordhoff Dreyfus, H.L., Dreyfus, S.E. (1986). Mind over machine. New York: the Free Press Flyvbjerg, B. (2001). Making Social Science matter. Cambridge: Cambridge University Press Haslam, S. A., Reicher, S.D., Platow, M.J. (2011). The New Psychology of Leadership. Hove: Psychology
Press Hill, L. (1992). Becoming a manager: mastery of a new identity. Cambridge: Harvard Business School Press Illeris, K. (2009). Contemporary Theories of Learning. Abingdon: Routledged Khurana, S. (2007). From Higher aims to hired hands. Princeton: Princeton University Press Mead, G. H.,(1934) Mind, Self and Society. Chicago: University of Chicago Press. Mintzberg, H. (2011). Managing. Harlow: Pearson Education Limited Mintzberg, H. (2004). Managers not MBAs. Harlow: Pearson Education Limited Stacey, R., (2007) Strategic Management and Organizational Dynamics (5 th edition). London: Financial
Times/Prentice Hall Raven, J., Stephenson, J. (2001). Competence in the learning society. New York: Peter Lang Publishing Seegers, J. (2008). Leren van leiderschapscompetenties. dare.ubvu.vu.nl/bitstream/.../seegers%20bw
%20pdf%20uitgever.pdf Wenger, E. (1998). Communities of Practice. Cambridge: Cambridge University Press
Wat is een competentie – Spencer & Spencer - 1
Gedrag is zichtbaar, en wordt beinvloed door skill, knowledge, self-concept, trait en motive
Skill
Knowledge
Self - concept
Trait
Motive
Skill
Knowledge
Visible Trait, motive
Self- concept
Attitudes, Values
Surface; Most easily
developed
Core Personality; Most difficult
to develop
Hidden
Overzicht naar competentie clusters (Spencer & Spencer)
39
3123
20
18 14
Resultaat en ActiePersoonlijke effectiviteitKennis en begripManagementHelpen en serviceImpact & Inlvoed
Spencer & Spencer – dictionary for generic competencies1. Achievement Orientation (ACH)
Core: Does the person think about meeting and surpassing goals and taking calculated risks for measured gains?
Other terms : Results orientation, efficiency orientation, concern for standards, focus on improvement, entrepreneurship, optimizing use of resources
2. Analytical Thinking (AT)
Core: Does the person understand cause-and-effect chains and relationships?
Other terms : thinking for youself, practical intellicgence, analyzing problems, reasoning, planning skill
3. Conceptual Thinking (CT)
Core: Does the person match patterns? Assemble many pieces into a coherent whole? Create new ways to look at things?
Other terms: use of concepts, pattern of recognition, insight, critical thinking, problem definition, ability to generate theories
4. Concern for order: (CO)
Core: Does the person have an underlying drive to reduce uncertainty in the surrounding environment.
Other terms : Monitoring, Concern with clarity, desire to reduce uncertainty, keeping track
5. Customer Service Orientation (CSO)
Core: Does the person act on behalf of the person being served?
Other terms: Helping and service orientation, focus on the client’s needs, end-user focus, attention to patient satisfaction
6. Developing Others (DEV)
Core: Does the person work to develop the long-term characteristics (not just skills) of others?
Other terms: teaching and training, assuring subordinates’ growth and development, coaching others, realistic positive regard, providing support
7. Directiveness (DIR)
Core: Does the person set firm standards for behavior and hold people accountable to them?
Other terms: decisiveness, use of power, use of aggressive influence, taking charge, firmness in enforcing quality standards, classroom control and discipline
8. Flexibility (FLX)
Core: Can the person change gears or drop the expected task when circumstances demand it?
Other terms: adaptability, ability to change, perceptual objectivity, staying objective, resilitence
9. Impact and Influence (IMP)
Core: Does the person use deliberate influence strategies or tactics?
Other terms: strategic influence, impression management, showmanship, targeted persuasion, collaborative influence
10. Information Seeking (INF)
Core: Does the person go beyond the obvious and seek out information?
Other terms: problem definition, diagnostic focus, customer/Market sensitivity, looking deeper
11. Initiative (INT)
Core: Does the person think ahead of the present to act on future needs and opportunities?
Other terms: Bias for Action, Decisiveness, Strategic Future Orientation, Seizing opportunities, Being Proactive
12. Interpersonal Understanding (IU)
Core: Is the person aware of what others are feeling and thinking, but not saying?
Other terms: listening, sensitivity to others, awareness of others’ feelings, diagnostic understanding
13. Organizational Awareness (OA)
Core: Is the person sensitive to the realities of organizational politics and structure?
Other terms: Playing the organisation, bringing others along, awareness of client organizations, using chain of command, political astuteness
14. Organizational Commitment (OC)
Core: Does the person choose to act in accordance with authority, organizational standards, needs, and goals?
Other terms: business mindedness, mission orientation, vision, commitment to the command’s mission
15. Relationship Building (RH)
Core: Does the person take effort to build a personal relationship?
Other terms: networking, use of resources, develops contacts, personal contacts, concern form customer relationships, ability to establish rapport
16. Self-Confidence (SCF)
Core: Does the person take on risky tasks or conflicts with those in power over that person?
Other terms: decisiveness, ego strength, independence, strong self-concept, willingness to take responsibility
17. Self Control
Core. The ability to keep emotions under control and to restrain negative actions when tempted, when faced with opposition or hostility from others, or when working under conditions of stress
Other terms: stamina, resistance to stress, staying calm, being not easily provoked
18. Team Leadership (TL)
Core: Does the person lead groups of people to work effectively together?
Other terms: taking command, being in charge, vision, group management and motivation, building a sense of group purpose, genuine concern for suboridnates
19. Teamwork and Cooperation (TW)
Core: Does the person act to facilitate the operation of a team of which he or she is a part?
Other terms: group management, group facilitation, conflict resolution, managing branch climate, motivating others
20. Technical/professional/managerial expertise
Core: includes both the mastery of a body of job-related knowledge and also the motivation to expand, use and distribute work-related knowledge to others
Other terms: legal awareness, product knowledge, expert-helper image, diagnostic skill, commitment to learning
21. Integrity (ING)
Core: Does the person act in line with beliefs and values even when it is difficult to do so?
Spencer & Spencer clusters of generic competencies, competencies and scales
Generic competencies Achievement and Action
Achievement & Action (ACH Concern for order, quality and accuracy (CO) Initiative (INT) Information seeking (Info)
Helping and human service Interpersonal understanding (IU) Customer service orientation (CSO)
Impact & Influence Impact & Influence (IMP) Organizational awareness (OA) Relationship building (RB)
Managerial Developing others (DEV) Directiveness: Assertiveness and use of positional power (DIR) Teamwork and cooperation (TW) Team Leadership (TL)
Cognitive Analytical thinking (AT) Conceptual thinking (CT) Technical/Professional/Managerial expertise (EXP)
Personal Effectiveness Self control (SCT) Self confidence (SCF) Flexibility (FLX) Organizational commitment (OC)