Introduction:
Purposes of the Managerial Competencies

1. Commitment to Effective Management

The ITU is committed to helping its managers acquire the knowledge, skills and abilities that will make them competent in their management roles. Direct supervisors of managers make a commitment to negotiate an agreement with the manager to develop the needed competencies and to provide opportunities for managers to practice these skills. Managers, in turn, make a commitment to take advantage of the opportunities provided and to bring it to the attention of their direct supervisor if they require additional opportunities for learning or for practice. At all levels of the organization, people have the right to expect that the person they report to either has the appropriate competencies or is engaged in acquiring them.

2. Need for Change Leadership

Further, ITU managers at all levels are expected to be effective leaders, particularly with respect to leading change, and they have the right to expect that the people they report to will also be effective leaders. The mission of the ITU is to advance the University’s strategic goals, support learning, enable scholarly endeavors, and improve institutional management. Clearly the fulfillment of this mission requires leaders who can identify the need for change, design and implement change strategies, and assist staff and customers in dealing with change.

3. Integrated Competencies

While managers, of course, need competence in the technical or knowledge domain in which they work, the four areas above—knowing the organization, leading and managing people, managing resources, and communicating effectively—form the basis for developing the specifically managerial competencies the ITU expects at all levels of the organization. The four pillars do not stand independent of each other, but form a unified whole, one set of skills building on and helping to develop the others.