Non-Technical Managerial Skills Required for Business Managers
| dc.creator | Younes Velosa, Miguel Simón | |
| dc.creator | Echeverri Rubio, Alejandro | |
| dc.creator | Vieira Salazar, Jaime Andrés | |
| dc.date | 2023-09-25 | |
| dc.date.accessioned | 2025-10-01T23:49:02Z | |
| dc.description | Purpose: This study aimed to identify non-technical managerial skills that enhance the performance of technically trained managers in small and medium-sized businesses in Bogotá and Medellín, Colombia. Design/Methodology: The study used a descriptive, quantitative, non-experimental research design. A total of 142 questionnaires were administered to managers, and a focus group was conducted to categorize, select, and propose the required non-technical skills. Findings: The study revealed a correlation of managers’ characteristics, work-related needs, and life circumstances with the development of non-technical skills. Hence, interpersonal skills emerge as crucial for technically trained managers to embark on their careers. Consequently, business schools should reconsider how they teach non-technical managerial skills, so that emotional intelligence becomes the cornerstone for training competent managers. Conclusions: It can be inferred that a non-technically trained manager should prioritize cultivating four non-technical managerial skills: team building, assertive communication, task delegation, and self-awareness. Originality: This article stands apart from other studies on non-technical managerial skills due to its focus on a specific study case involving technically trained managers in SMEs from Bogotá and Medellín, Colombia. In addition, it includes a classification and assessment of these skills within the specified context. | en-US |
| dc.description | Objetivo: El objetivo del estudio fue la identificación de las habilidades gerenciales no técnicas que promueven un mejor desempeño de los directivos con formación técnica de pequeñas y medianas empresas en Bogotá y Medellín (Colombia). Diseño/metodología: La metodología fue descriptiva, con un diseño no experimental de tipo cuantitativo. Se aplicaron 142 encuestas a directivos y se llevó a cabo un grupo focal para clasificar, seleccionar y proponer las habilidades no técnicas necesarias. Resultados: La investigación evidenció una relación entre las características de los directivos, sus necesidades laborales y sus condiciones de vida con el desarrollo de habilidades no técnicas. De acá que las habilidades interpersonales aparezcan como las más importantes para que los directivos con formación técnica inicien su carrera. Por lo tanto, las escuelas de negocios deberían repensar la forma de enseñar las habilidades gerenciales no técnicas, de manera que la inteligencia emocional se establezca como base para la formación de gerentes competentes. Conclusiones: Se concluye que un directivo con formación no técnica debe enfocarse en el desarrollo de cuatro habilidades gerenciales no técnicas: formación de equipos de trabajo, comunicación asertiva, delegación y autoconocimiento. Originalidad: Este artículo se diferencia de otros estudios relacionados con habilidades gerenciales no técnicas en cuanto al caso estudiado (directivos con formación técnica en pymes de Bogotá y Medellín, en Colombia), además de aportar una clasificación y valoración de dichas habilidades para el contexto específico mencionado. | es-ES |
| dc.format | application/pdf | |
| dc.format | application/zip | |
| dc.format | text/xml | |
| dc.format | text/html | |
| dc.identifier | https://revistas.itm.edu.co/index.php/revista-cea/article/view/2549 | |
| dc.identifier | 10.22430/24223182.2549 | |
| dc.identifier.uri | https://hdl.handle.net/20.500.12622/7111 | |
| dc.language | spa | |
| dc.publisher | Instituto Tecnológico Metropolitano - ITM | es-ES |
| dc.relation | https://revistas.itm.edu.co/index.php/revista-cea/article/view/2549/2931 | |
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| dc.relation | https://revistas.itm.edu.co/index.php/revista-cea/article/view/2549/3021 | |
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| dc.rights | Derechos de autor 2023 Miguel Simón Younes Velosa, Alejandro Echeverri Rubio, Jaime Andrés Vieira Salazar | es-ES |
| dc.rights | https://creativecommons.org/licenses/by-nc-sa/4.0 | es-ES |
| dc.source | Revista CEA; Vol. 9 No. 21 (2023); e2549 | en-US |
| dc.source | Revista CEA; Vol. 9 Núm. 21 (2023); e2549 | es-ES |
| dc.source | 2422-3182 | |
| dc.source | 2390-0725 | |
| dc.subject | managerial skills | en-US |
| dc.subject | non-technical managerial skills | en-US |
| dc.subject | small and medium-sized enterprises | en-US |
| dc.subject | management training | en-US |
| dc.subject | business managers | en-US |
| dc.subject | habilidades gerenciales | es-ES |
| dc.subject | habilidades gerenciales no técnicas | es-ES |
| dc.subject | pequeñas y medianas empresas | es-ES |
| dc.subject | formación gerencial | es-ES |
| dc.subject | directivos empresariales | es-ES |
| dc.title | Non-Technical Managerial Skills Required for Business Managers | en-US |
| dc.title | Habilidades gerenciales no técnicas necesarias para el directivo empresarial | es-ES |
| dc.type | info:eu-repo/semantics/article | |
| dc.type | info:eu-repo/semantics/publishedVersion |
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