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1 core competence
Gen Mgt, HRa key ability or strength that an organization has acquired that differentiates it from others, gives it competitive advantage, and contributes to its long-term success. The concept of core competence is most closely associated with the work of Gary Hamel and C. K. Prahalad, notably in their book Competing for the Future (1994). They describe core competences as bundles of skills and technologies resulting from organizational learning. These provide access to markets, contribute to customer value, and are difficult for competitors to imitate. Core competence is a resource-based approach to corporate strategy. The terms core competence and core capability are often used interchangeably, but some writers make varying distinctions between the two concepts. -
2 core business
Gen Mgtthe central, and usually the original, focus of an organization’s activities that differentiates it from others and makes a vital contribution to its success. The concept of core business became prominent in the 1980s when diversification by large companies failed to generate the anticipated degree of commercial success. In 1982, Tom Peters’s and Robert Waterman’s book In Search of Excellence suggested that organizations should stick to the knitting and avoid diversifying into areas beyond their field of expertise. An organization’s core business should be defined by the core competences of the organization. -
3 базовая квалификация
2.4 базовая квалификация (Core Competences): Совокупность наработок, опыта и производственных признаков предприятия, оцененных им и обеспечивших принципиальный вклад в достижение коммерческого успеха с помощью менеджмента знаний, например путем ликвидации информационной неграмотности, развития культуры распространения знаний и т.п.
Источник: ГОСТ Р 53894-2010: Менеджмент знаний. Термины и определения оригинал документа
Русско-английский словарь нормативно-технической терминологии > базовая квалификация
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4 critical success factors
Gen Mgtthe aspects of a business that are identified as vital for successful targets to be reached and maintained.Critical success factors are normally identified within such areas as production processes, employee and organization skills, functions, techniques, and technologies. The identification and strengthening of such factors may be similar to identifying core competences, and is considered an essential element in achieving and maintaining competitive advantage. -
5 Hamel, Gary
(b. 1954) Gen MgtU.S. academic and consultant. With C. K. Prahalad, introduced the concept of core competences and argued for an innovative approach to corporate strategy creation, based on emotion as well as analysis. They coauthored Competing for the Future (1994), which set out their revolutionary but well-respected view of strategy.Hamel believes that too many managers operate essentially on a hand-to-mouth basis, not devoting sufficient time to thinking about and planning for the future. He argues that developing strategy (‘strategizing’ in his terminology) should be an ongoing, radical, and inclusive process that habitually challenges existing assumptions, involves as many people as possible, and looks for its inspiration as often outside the organization as within it. -
6 Prahalad, C. K.
(b. 1941) Gen MgtIndianborn academic. Developer with Gary Hamel of a new view of competitiveness, strategy, and organizations in reaction to traditional strategic thinking. Prahalad and Hamel originated the ideas of strategic intent, core competences, and strategy as stretch, and published them in Competing for the Future (1994). -
7 competence
Gen Mgt, HRan acquired personal skill that is demonstrated in an employee’s ability to provide a consistently adequate or high level of performance in a specific job function. Competence should be distinguished from competency, although in general usage the terms are used interchangeably. Early attempts to define the qualities of effective managers were based on lists of the personality traits and skills of the ideal manager. This is an input model approach, focusing on the skills that are needed to do the job. These skills are competencies and reflect potential ability to do something. With the advent of scientific management, people turned their attention more to the behavior of effective managers and to the outcomes of successful management. This approach is an output model, in which a manager’s effectiveness is defined in terms of actual achievement. This achievement manifests itself in competences, which demonstrate that somebody has learned to do something well. There tends to be a focus in the United Kingdom on competence, whereas in the United States, the concept of competency is more popular. Competences are used in the workplace in a variety of ways. Training is often competence based, and the U.K. National Vocational Qualification system is based on competence standards. Competences also are used in reward management, for example, in competencebased pay. The assessment of competence is a necessary process for underpinning these initiatives by determining what competences an employee shows. At an organizational level, the idea of core competence is gaining popularity. -
8 divestment
Gen Mgtthe sale or closure of one or several businesses, or parts of a business. Divestment often takes place as part of a rationalization effort to cut costs or to enable an organization to concentrate on core business or competences, and may take the form of a management buy-out.
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