The level of managerial competencies of managers in scientific research and technological development institutions. Case study the Advanced Technology Development Center

Abstract

This study aimed to assess the level of managerial competencies of managers in the Advanced Technology Development Center with their various organizational levels, and to know the impact of scientific level, years of service and the position occupied by managers on the level of their managerial competencies. To achieve this goal, the researcher has developed a questionnaire which was distributed on a random sample of (32) researchers in different fields in the center. The researcher reached the following results: Managers in Advanced Technology Development Center, with their different organizational levels, possess an acceptable level of managerial competencies. That is, the knowledge, skills and attitudes that allow them to perform their administrative tasks effectively and to achieve the administrative objectives of the Centre. There are no statistically significant differences in managers' level of managerial competencies at the Advanced Technology Development Center attributed to the level of education variable, in the sense that although the sample varies in the level of education, they have the same impression of managerial competencies as their managers. The results also showed that there were no statistically significant differences in managers' level of managerial competencies at the Advanced Technology Development Center attributed to the seniority variable, in the sense that, although the sample was different in the length of their work in the company, they had the same impression of managerial competencies as the same as their managers. The results showed that there are statistically significant differences for the variables of managerial competencies attributed to the variable of the position occupied by managers in the Advanced Technology Development Center. It also showed the superiority of the occupants of the positions of "workshop manager", "project manager" and "deputy director" in conceptual competencies and relational competencies as well as personal and leadership skills, over the occupants of the positions of "team manager" and "unit or department head" whose rating was low.