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This 6 page paper examines this book designed for HR professionals and managers alike. No additional sources cited.
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6 pages (~225 words per page)
File: RG13_SA01209caw.doc
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authors examine the issue of competence. What is competence? Authors define competency and see it as an underlying characteristic (Spencer & Spencer, 1993). Yet, again, it is different than other
characteristics attached to individuals. After exploring different ideas related to competency, authors go on to examine different professions as it relates to the model. Various chapters address different types of
professions such as technicians and professionals, salespeople, health and human service workers, managers, and entrepreneurs(Spencer & Spencer, 1993). Competency is different for different types of professions. Authors lump many different
types of practitioners into these broad categories. A number of ideas from this book can relate to college curricula in the area of business. After all, the concepts do
focus on the way that people work. Competence is an important area. When writing about competency, authors look at personal characteristics as part of an individuals intent, and then they
look at the action of people or behavior, and finally, they examine job performance or the outcome (Spencer & Spencer, 1993). Authors write about achievement and action, and focus on
activities as opposed to merely examining the impact of activities on people; they write about achievement orientation or ACH that is associated with results orientation, efficiency orientation, concern for standards,
a focus on improvement, entrepreneurism, and the optimization of resources (Spencer & Spencer, 1993). When writing about managerial competencies, for example, as one of the specific types, authors begin
by noting that these are equated with a special subset of the impact and influence of competencies and intention to possess particular specific effects (Spencer & Spencer, 1993). In this
area, the discussion on the development of others begins and it is noted that there is an intent to teach and develop other workers (Spencer & Spencer, 1993). In any
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