Qualifications of directors

Qualifications of directors
See also
Principles of organization Employability skills Competences of leader Area manager Internal training Adaptation process Principles of delegation Career development Reddin's basic management styles

Qualifications of directorsthis term in literature is defined as:

1. Capacity, knowledge, or skill that matches or suits an occasion, or makes someone eligible for a duty, office, position, privilege, or status. Qualification denotes fitness for purpose through fulfillment of necessary conditions such as attainment of a certain age, taking of an oath, completion of required schooling or training, or acquisition of a degree or diploma. Qualification does not necessarily imply competence.
2. Precise limitation (from general to particular) of language, scope, or terms that would otherwise be interpreted broadly or differently.
3. An official record showing that you have finished a trainingcourse or have the necessary skills, etc.
4. An ability, characteristic, or experience that makes yousuitable for a particular job or activity.

Competences are a much broader concept than skills, and the mere acquisition of skills is not a sufficient condition for the director to be competent. A competent director is an employee who, thanks to the right attitude and personal qualities, will want and be able to use skills positively. Such a director is, therefore, a person who does his job well, has the appropriate knowledge and skills and can use them in the right way.

Skills and competencies

We can distinguish following skills and competencies of director:

• Technical - ability to use tools, e.g. management information systems, databases
• Social - the ability to cooperate and make contacts with other people, understand them and motivate them,
• Conceptual - mental ability to coordinate and integrate the interests and activities of the organization.
• Communicating - this skill is related to the director's ability not only to effectively communicate ideas and information, but also to accept them.
• Decision-making - it is the manager's ability to correctly recognize and define problems and options, and then to choose the appropriate mode of action, to solve problems and to take full advantage of the possibilities,
• Time management - thanks to this skill the manager is able to efficiently manage his time, set priorities and delegate tasks and permissions.

Qualifications consist of such parts as education, experience, skills and personal qualities that are marked in the job. An example of qualifications can be: higher education, pilot license, excellent communication skills, attention to detail, commitment to their work, reliability and positive attitude, ability to work in a team. The qualifications section interprets this information, which allows you to get answers to many questions about candidates. As a result, the interviewer quickly gets an overview of the potential match before searching for details of the candidate's work history.

Most Important Skills

A qualified director should not only be able to build a good relationship with the CEO, but also be able to maintain efficient, friendly relations with other people employed in company. The director's characteristic should be the skillful transmission of the manager's instructions in a diplomatic and clear manner.

Experience in finance

A person suitable for the role of a director should be qualified with basic financial knowledge, including how to read the company's balance sheet, profit and loss account, cash flow documents and general audit documents. The ability to interpret the company's financial documents will allow the director to effectively manage the company.

Interpersonal skills

Directors spend much longer with them in the organization and beyond. For obvious reasons, the director must be equipped with the ability to associate with individuals and groups, understand them and motivate them. In promotion measures, they must be co-owners and managers. Because of their roles, they work with suppliers, clients, investors outside the organization. Many directors have ability to achieve professional success in the field of vocational education.

Conceptual skills

they belong to the director's ability to think obstructive. Directors must have intellectual potential that will allow them to understand the general functions of the organization and its environment, capture the way in which parts of the organization are combined into one entity, and look at the organization itself in a holistic way At the highest levels, conceptual skills include those skills that involve setting goals for the entire area of management or developing ways to achieve the set goals. They mean, therefore, skills in the field of:planning goals for the management of the organizational unit, obtaining resources and resources to achieve goals and tasks, sharing rights, shaping the areas of responsibility of subordinates.These skills, therefore, allow the directors to create conditions whose subordinates will be able to efficiently carry out the tasks set before them.

Footnotes

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References

• Telhaa A., Ribeiroa N., Páscoaa C., Triboletb J., (2015), Representing the “Qualification” concept in Business Processes, Department of Education, Portuguese Air Force Academy, Sintra, Portugal, 573-575.
• Załoga W., (2013), Model kompetencji menedżera w nowoczesnej organizacji, Zeszyty Naukowe Uniwersytetu Przyrodniczo-Humanistycznego w Siedlcach, Nr 97, 451-461.
• Zattoni, A., & Cuomo, F. (2010), How independent, competent and incentivized should non‐executive directors be? An empirical investigation of good governance codes, British Journal of Management, 21(1), 63-79.

Author: Karolina Przewoźnik