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Managerial Competencies Case Study

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Researchers in the field of entrepreneurship distinguish between entrepreneurial competencies and managerial competencies (e.g. Mitchelmore & Rowley, 2013; Mitchelmore & Rowley, 2010; Chandler and Jansen, 1992, Nuthall, 2006). Some suggest that competencies to start a business are different form those that are necessary to manage the buisiness through growth. Although competence in entrepreneurship requires competncies in both areas, entrepreneurial competencies are needed to start a business while managerial skills are needed to grow the business (Man et al., 2002). Jacobs and Pons (1994); and Hines (1995) as cited in Orser & Riding (2003, p.7), define managerial competence as “the ability to perform management functions effectively in a …show more content…

Here we note that they identified sets of entrepreneurial competencies, and managerial competencies. On the basis of this competencies framework, Mitchelmore & Rowley (2013) conducted a study on entrepreneurial competencies of women entrepreneurs pursuing business growth, and concluded that these were perceived by women entrepreneurs to be important for the success of a …show more content…

As such, the focus of this particular study is on functional experience/competencies. Many studies investigated the functional managerial skill gaps within small firms (e.g.Smith & Morse, 2005; Orser & Riding, 2003; Freel; 1999; Reuber & Fischer, 1994). The studies of the Canadian best managed business by Orser & Riding (2003) reulted in top ten challenges facing the SMEs including managing growth and change; human resources issues; market development and sales; business planning and strategy; implementing strategies; and leadership skills. Freel (1999) as cited in Mitchele Rowley (2010), noted that management deficiencies within small firms were claimed to include, poor planning, financial evaluation, inadequate delegation, lack of functional expertise and/or support; discontinuity of management staff and insufficient marketing. Smith and Morse (2005) as cited in Mitchele Rowley (2010 & 2013) on the basis of previous studies, observed two broad themes in managerial competencies: (1) functional competencies such as marketing and finance; and (2) organizational competencies such as the skills related to organizing and motivating, personal skills and leadership. In similar functional approach (Reuber & Fischer, 1994) found 16 areas of expertise including, general management, strategic

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