ABSTRACT
This chapter discusses the seven people-oriented competencies: consulting, planning and organizing personnel, developing staff, motivating, building and managing teams, managing conflict, and managing personnel change. It provides s relatively concrete sense of the comparative emphasis executives and supervisors place on the people-oriented skills. Consulting is related to other assessment and evaluation competencies: task monitoring and assessing, which focus on internal technical data collection and analysis, and environmental scanning, which focuses on external technical data collection and analysis. Developing staff involves improving subordinates' effectiveness in their current positions and preparing them for their next position or step. Recognition involves intangible incentives such as showing appreciation and providing praise. Efforts to increase the positive effects of diversity are normally considered a part of building and managing teams, just as handling the negative aspects of diversity is grouped with managing conflict. Managing personnel change involves establishing an environment that provides the emotional support and motivation to change.
