Pages: 67-80
Introduction. Organizational performance is considered, in last decades, to be not only the result of using the capabilities and resources of the organization, but also the result of “how things are done” in the organization towards the achievement of the objectives set. The most complex evaluation and performance improvement programs are giving due importance today to issues such as organizational culture and human behavior; skills for change, managerial skills and managerial competences models, or intangible assets such as knowledge management and organizational learning. The emergence of knowledge management, further developing the concept of intellectual capital from the 1990s, led to the creation of a knowledge society in the last three decades.
Aim of the study. This paper aims to highlight that the corporate culture is perceived as a shift in thinking for employees and managers, and the managerial culture puts its full mark on it – through the role models offered by managers who continue to be the “hard core” of it. Putting into practice this approach, we will consider some aspects of how managerial skills and the managerial culture are shared and manifested today in the knowledge society.
Keywords: managerial skills; managerial competencies models; managerial culture; knowledge society.
