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Competence

Part A

Competence is one of the core values that improve the performance of any group or organization. Competence can be defined in several ways, one of which is the ability of individuals or employees within an organization to respond to a variety of situations. In the article titled ‘Organizational competence in the management and support of projects,’ Ken Stevenson offers various definitions of competence. In order to be competent, a person must possess the necessary education, experience; skills and attitudes to enable them to solve problems and come up with ideas (Stevenson). Competence is not only gained through education but also with interactions in formal and informal settings, and it requires that a person goes beyond just the reproduction of the knowledge acquired. They must apply their skills and knowledge effectively. Some of the dimensions of competence include input, process and output competencies (Stevenson). Input competencies relate to a person’s knowledge and skills while process competencies describe the person’s characteristics that make them adept as their job. Output competencies refer to the employee’s ability to perform to expected levels.

Part B

Competence is one of the core ethical values desirable within an organization because it makes management easier when each individual or group can competently carry out their tasks and duties. In any industry or business, there are set standards of competency that individuals and organizations can use to determine their level of competence. When an organization employs competent individuals, they can deliver the expected results and drive the organization to higher levels of success. Organizational management is made easier in the presence of competence because each person will possess the necessary education, skills, experience and attitude that drive them to perform to the best of their ability. Each person and group can be trusted to complete the tasks they have been assigned.

Works Cited

Stevenson, Ken. “Organizational Competence in the Management and Support of Projects.” Proceedings of the Project Management Institute Annual Seminars & Symposium September. 2000.