The planning and administration, and self-management competencies of managers in manufacturing business

Abstract

Competition in the manufacturing industry is continuously growing due to the constantly evolving business environment. Factors such as globalisation, diversity of the workforce, increased competitiveness, improving technology, increased workload and the link between work and social life encourage competition amongst manufacturing businesses. For this reason it is vital to consider the importance of managers and the competencies they possess. The changing circumstances require new skills in management to address the growing challenges. It is important for a manager to possess managerial competencies so as to be successful and with that, establish the successful running of a business. Hence managers are expected to continually monitor the business objectives which are an important determinant of obtaining a sustainable competitive advantage. Manufacturing businesses have become more competitive, since customers are demanding higher quality products, better service and delivery within shorter time frames. The manufacturing industry plays a vital role in South Africa's diverse economy. This research aimed at obtaining comprehensive information pertaining to the planning and administration competencies and self-management competencies for top-level and middle-level managers in manufacturing businesses. The sample consisted of 343 respondents from 67 different manufacturing businesses in four provinces of South Africa. A quantitative, descriptive research design was implemented, while a non-probability sampling technique was applied. The data was collected through a self-administered questionnaire compiled by the researchers. Results indicated that managers revealed a good to very good level of planning and administration competency which embraced information-gathering and problem-solving, planning and organising, time management as well as budgeting and financial management skills. Further to this, a significant and positive relationship exists between managers' information-gathering and problem-solving, as well as planning and organising competencies, also between managers' time management, and budgeting and financial management competencies. The main contribution of this study is that if managers have good knowledge of the identified competencies and associated key elements they can enhance their personal and business performance. This research aims at obtaining comprehensive information pertaining to self-management competencies of top-level and middle-level managers and at determining whether a relation exists between integrity and ethical conduct, between personal drive and resilience, as well as between work-life balances on the one hand and self-awareness and -development on the other - all of which are components of their self-management competency. The results revealed that a significant and positive relation exists between managers' integrity and ethical conduct, and between personal drive and resilience, as well as a significant positive relationship between work-life balance on the one hand and self-awareness and -development on the other - all of which are components of their self-management competency. Managers need to develop and display effective planning and administration as well self-management competencies in order for personal and business success. The main outcome of this study is that if managers have good awareness and understanding of the identified competencies and related key elements, they can use to enhance their personal and business performance.