Digitalisation And Its Impact On Leadership Competences In Production Work

This contribution tackles the effects of digitalisation on leadership in production work. Based on the assumption that production work in the future will be characterised as more flexible, networked and digitalised, the digital transformation will lead to changes in business models, organisations and work design. Accordingly, changed and new competences are needed by executives. There is a new generation of executives who have to view business differently and use different sets of competences to lead employees. In this paper, an overview will be given about digital trends and their impact on leadership. Secondly, definitions of terms about leadership and the difference between traditional management and digital leadership will be illustrated. Furthermore, competence sets for leadership in digital transformation in production work will be outlined. These competence sets can be described both by several competences subsumed under the term - interactional competences - and by competences needed to establish a work design conducive to learning, facilitating and enabling competence development of employees. We think that these two competence bunches depict the core of future competences of executives in production

State-of-the-Art report of industry requirements

Research report of the ProLearn Network of Excellence (IST 507310), Deliverable 8.7Report based on analyzed and verified requirements in the area of professional training and qualification

Competence management - a smart strategy-oriented approach

Today, organizations are increasingly specialized in their activities and faced with turbulent markets. It is therefore becoming more and more important for organizations to manage competences internally, and a continuous competence development for employees and managers emerges as a key factor for achieving and maintaining an excellent organizational performance. Numerous approaches are already implemented in organizations worldwide. Since using a standardized, adoptable and strategy-oriented competence management approach has turned out to be the most efficient solution to support organizational objectives such as the transformation to digitalized workplaces, the "Fraunhofer Kompetenz-Kompass", which will be illustrated in this paper, was developed in order to give orientation how to implement competence management into an organization in a systematic and standardized way. The approach is conceptualized as a modular kit, including necessary steps and approaches, which then need to be customized to meet the specific requirements of different organizations. Precisely spoken, the approach consists of the following six modules, which have to be understood as sequent phases: (1) strategic context, (2) competence strategy, (3) competence model, (4) competence measurement, (5) competence development and (6) competence evaluation. Within this framework, necessary competences are derived from tasks, activities and processes which support the strategic needs of an organization. Therefore, the competence model can be easily adapted to new challenges and is able to actively flank organizational change processes. The groups addressed with this paper are managers of organizations as well as HR departments and applied research units