an explanation of the most important components of management competence in project based organizations

the aim of this paper is to highlight the issue of managerial competencies and competency model in industrial enterprises. this paper builds upon the theory of knowledge processing and its role as a theoretical basis for knowledge development in the area of managerial competencies. managerial competencies are becoming one of the key building blocks of success in a company to achieve both the mission and vision in creating added value and improve business performance and especially the development of their own people. a competency approach was adopted to define the collection of skills and behaviors required by an individual manager to prevent and reduce stress in their staff. competencies articulate both the expected outcomes of an individual's efforts, and the manner in which these activities are carried out. a managerial competency is more than just knowledge and skills. it involves the ability to meet complex demands, by drawing on and mobilizing psychosocial resources (including skills and attitudes) in a particular context. we explore differences and commonalities in competencies for the design in physical and virtual worlds by examining design input, process, and outcome. as the design of virtual worlds requires new skills and competencies, it also marginalizes engineering aspects that depend on physical conditions; however, several design features, methodologies and even designs are common to projects in both worlds.