The first competency in terms of business, power refers to the ability to make workers work and produce. They are able to exercise authority by using their power in the organization to get things done. There are four sources of power for the broker role: position power which reflects status in a company. Personal power involves personal characteristics. Expert power involves expert sing in an area and involves specializing or being skilled in a specific field. Network power is to do with the “social chapter” and information is from the people you know and trust. The second competency is negotiating agreement and commitment.
They must be able to balance these qualities not only formally but also informally. Negotiation can be minor such as shift changes to discussing wages etc. Innovator Roles The innovator role focuses on adaptability and responsiveness to the external environment. It involves the use of creativity and the management changes and transition, and it provides a unique opportunity for managers to affirm the value of individual employees within the organizational setting. The meaning of the innovator means, that they tend not to think in terms of large, establishment organizations. The three key competencies of the innovator are:
Competency 1: Living with Change. Competency 2: Thinking creatively. Competency 3: managing change. Each of these competencies requires the manager to be flexible and open to new ideas, new ways of thinking, and new challenges that the managerial role presents. Competency 2: Thinking creatively A very wide range of behavior and personality traits have been found to be associated with creative ability. A skill that each person can develop is a creative thinking. Creativity is was of thinking that involves the generation of new ideas and solutions. This is the process of associating known things or ideas into new combinations and relationships.
People often underestimate their own creative ability. The difference between people who exhibit creative tendencies and people who don’t personal belief in creativity. Vast arrays of techniques, often called “creativity heuristics,” ranging from use of analogies to mental imagery, are available to enhance creativity skills. The major difference between creative people and others is personal belief. The individual barriers frequently have an emotional basis. The barriers result from personal beliefs and fears associated with taking risk, trying out a new idea, or trying to convince others of the value of our new ideas.
Developing Creative Thinking Skills 1). Domain relevant skills: The domain relevant skill is that the more the manager knows the more creative he can be. Creative relies on linking knowledge together. 2). Creative Relevant Skills: They know how to make people to associate previously unrelated concepts and to think differently. 3). Task Motivation Creating an environment that is conductive to creativity. Competency 3: Managing Change The world is changing at a very high speed rate and so as the people and organization. And all the organizations are under pressure to change.