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The Euro Mediterranean Management Approach 3.
Personal development
Walter Baets, PhD, HDR Associate Dean for
Research MBA Director Professor Complexity ,
Knowledge and Innovation Euromed Marseille
Ecole de Management
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The Hybrid Business School Developing
knowledge management through management
learning Walter Baets and Gert Van der Linden,
Prentice Hall, 2000 Corporate Virtual
Universities A matrix of knowledge and learning
for the new digital dawn Walter Baets and Gert
Van der Linden, Kluwer Academic, 2003
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Euromeds Management Approachour specificity
Individual

• Personal development
• Emotional development
• Leadership
• Making a difference
• Self motivation
• Joy
• Involvement
• Responsibility
• Respect

• Quantitative approaches
• Control/performance
• Management by
• objectives
• Models
• Financial orientation
• Short term efficiency
• Production management

Mechanistic management approach
Personal Development (Learner centered)
Interior
Exterior

• Dynamic system behavior
• Management in complexity
• Management in diversity
• Knowledge management
• Community of practices
• Ecological management
• Ethics in management
• Social corporate responsibility
• Sustainable development
• The networked economy
• Emergence, innovation

Holistic management approach
Euro- Mediterranean beliefs, values
culture (identity)

• Historic legitimacy
• Diversity
• Sociology
• Humanism
• Relativism
• Complexity
• Social responsibility
• Euro-Mediterranean
• (long term perspective)
• Sustainable development

Collective/Networked
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Personal development in the ESC program
My first job
PRO-ACT Employ My employability
Professional Experiences
PRO-ACT Recherche
Electives
Year 3
Electives
Electives
Coaching
PRO-ACT Elective 1/2
PRO-ACT International
Year 2
Core courses
Core courses
Pro-Act Employ Road Book
PRO-ACT Languages
Personal Development Plan
Year 1
Core courses
Core courses
Metizo (30h)
My dream, my personal project, my ambition
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Wanderer, your footprints are the path, and
nothing more Wanderer, there is no path, it is
created as you walk. By walking, you make the
path before you, and when you look behind you see
the path which after you will not be trod
again. Wanderer, there is no path, but the
ripples on the waters.
Antonio Machado, Chant XXIX Proverbios y
cantares, Campos de Castilla, 1917
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Development of managerial competencies
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Organic competencies Organisation specific
(context specific, function specific) Generic
competencies (more abstract ones, longer
term) (Epistemology of inquiry reflecting thought
processes, deeper understanding of reflective
practice and critical distance, individual and
shared double loop learning, articulate, live,
communicate and translate a shared
vision) Changing competencies (change related
time related) (emerging, transitional, and
maturing competencies, technology related
competencies, business development
competencies) Managerial capabilities (Behavioral
skills, communication skills, presentation
skills, leaderships skills, negotiation skills,
time management, team building, personal
effectiveness)
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Figure 3-3
Generic Competencies
Organic Competencies
Changing Competencies
Individual Skills, Knowledge
Capabilities
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Figure 3-5
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The ideal curriculum
Activities, courses, projects, experiences
HR function
Managerial competencies
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Figure 5-4
Collaborative learning space
Distributed Intelligence
Concepts Knowing that
Stories/ Cases Knowing why

• Concepts around
• Corporate Knowledge Domains
• Business, Organisational, and Managerial Processes

Conceptual Learning Base
Knowledge
Competencies/ Capabilities Knowing how
Guiding Principles
Competencies Workshops
Tools and Solutions
Individual Development Plans
Action-learning Projects
Competency Development
Reflection-in-Action
Multidisciplinary Cases Testimonials
Personal Journals
Teaching Philosophy/ Assessment/ Dialogue/
Self-evaluation
Pedagogical Approach
Collaborative Platforms
Communities-of-Practice
Learning Laboratories
Network of Expertise
Knowledge Tanks
Knowledge Creation Space
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The coaching manager
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(No Transcript)
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Which managerial competencies ?
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Managerial competencies

• Competency
  Actions Relations Personal
• Analytical skills
• Problem solving
• Project management skills
• Vision development
• Managing performance
• Client orientation
• Euro-Mediterranean orientation
• Decision making skills
• Group working
• Communication
• Leadership/motivation

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Managerial competencies (2)

• Competency Actions
  Relations Personal
• Coaching
• Respect for the human being
• Self-motivation
• Creativity and innovation
• Entrepreneurship
• Management learning
• Stress management
• Social responsibility
• Ethical dimension
• Personal mission

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Detailed competencies

• Analytical skills
• Problem solving skills
• Identification of variables and constraints
• Identification of information sources
• Information management
• Create solutions and prioritize them
• Project management skills
• Scenario building
• Identification of multidimensional solution
  spaces
• Risk management
• Structuring and controlling

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Detailed competencies (2)

• Vision development
• Understanding the economic context
• Anticipate competitive evolution
• Imagine and create innovative actions
• Produce coherence/holism
• Managing performance
• Managing indicators
• Translate ideas in actions that create value
• Information- and IS management

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Detailed competencies (3)

• Client orientation
• Dont produce for yourself
• Master and develop quality
• Satisfy customers (internal and external)
• Euro-Mediterranean orientation
• Stop ethnocentric thinking
• Make use of European and Mediterranean diversity
• Use diversity as a constructive principle
• Learn about diversity (cultural, religious)
• Euro-Mediterranean networking

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Detailed competencies (4)

• Decision making skills
• Operationalize
• Install a Management Information System
• Anticipate, correct and analyze
• Propose actions
• Communication skills
• Manage communication supports
• Organize communication flows
• Anticipate communication needs

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Detailed competencies (5)

• Groupworking
• Master team oriented parameters and attitudes
• Understand and identify each others role
• Enrich roles
• Anticipate hurdles
• Share knowledge and experience
• Flexibility
• Adaptibility

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Detailed competencies (6)

• Leadership/Motivation
• Propose and assume responsibility
• Create synergy
• Listen
• Construct
• Convince
• Motivate
• Support and back-up your co-workers

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Detailed competencies (7)

• Coaching
• Evaluate
• Inform
• Organize and support workplacelearning
• Respect for the human being
• Have an open mind
• Be aware of and accept differences
• Be tolerant and show humility
• Be sensitive for context

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Detailed competencies (8)

• Self-motivation
• Be able to motivate yourself in all circumstances
• Be involved, ever more
• Creativity/Innovation
• Be open for and apply change
• Dare to innovate
• Embrace complexity and variety (dont limit)
• Be a continuous learner
• Allow and support others to learn continuously

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Detailed competencies (9)

• Entrepreneurship
• Be an entrepreneur
• Be an actor in development
• Management learning
• Progress your own knowing
• Learn from your errors
• Incorporate continuous learning
• Personal mission (Metizo)

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Detailed competencies (10)

• Stress Management
• Time management
• Conflict management
• Prioritize difficulties and opportunities
• Social responsibility and sustainable orientation
• Take societal responsibility for your actions
• Societal/environmental engagement
• Ethical mission

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How to develop them (the Euromed Approach)
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Create and manage employability the personal
development value
ProAct Emploi road book 360/PEP Coaching Self
-assesment
Professionalizing experiences Company mission,
Internships Apprenticeship, Projects
Admission Savoir faire savoir être savoir
devenir
PRO ACT EMPLOYMENT
Trajectoire building long term career potential
Core Courses Basics of management Managing
complexity
Personal learning path Elective courses Learning
diversity
International expérience
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Pro-Act Employ Road Book