Creating a management personnel competence service-management-based model

Service management is regarded by the author as a philosophy of management which dictates that it be largely oriented at satisfying the specific needs of an individual customer through providing a tailored value-effect service product, as well as at an organizational creation of tailored-product- offer opportunities and conditions and a linkage between the goals and benefits (profit) of the parties involved in the service-provision process (organizations, customers, other interest groups). The article deals with the issues of realization of service management principles by means of the currently much promoted and implemented HR tool as competence management. Practice demonstrates several different competence models, with the most widely employed in Russia being the 20-faceted model, it being highly adapted to the Russian specific environment. In the article, the author provides a thorough analysis of the model and proposes a 20-faceted-model-based manager competence approach, which is fully in compliance with the requirements of the new profession-knowledge- and personnel-qualification-driven quality economy. The approach as proposed by the author rests on a 24-competene model, with the competences divided into 6 groups: personal qualities; intrinsic motivation; management skills, decision-making skills; corporate knowledge management skills, interpersonal skills. The approach slows to assess and evaluate an organization's management, as well as identify several its key levels: unacceptable for a manager, border-line case, developing management, expert management, master management.