Raising Managerial Competences in the Face of the COVID-19 Pandemic
More details
Hide details
International University of Logistics and Transport
Military University of Technolgy
Submission date: 2024-01-08
Final revision date: 2024-05-03
Acceptance date: 2024-05-07
Publication date: 2024-06-27
Corresponding author
Anna Borucka   

Military University of Technolgy
JoMS 2024;56(2):102-118
The impact of the COVID-19 pandemic on all areas of human life has been great. The prevailing disease also turned out to be a challenge for managers and the entire educational environment, which is the genesis of this article. Therefore, the aim of this article is to compare interest in the issue of improving managerial competences in the period before and after the Covid-19 pandemic and to draw conclusions in this area.

Material and methods:
The article contains a presentation of the results of research relating to the need to improve competences by the management staff of the organization before the pandemic (2018) and after its end (2022). The research covered middle-level managers and small business entrepreneurs.

The obtained results prove that it is necessary to constantly adapt to new market conditions and requirements, and new competences are indispensable in order to do so. Respondents see the need to improve the level of their knowledge, opting for forms that will not absorb them excessively (e.g. self-improvement). The respondents emphasize the need to know international issues and law, and the main inspiration for improving competences is the changeability of the company's operating conditions and concern for its fate. The COVID-19 pandemic emphasizes that, especially in such circumstances, improving managerial competences is indispensable.

The obtained results undoubtedly show significant changes that have taken place in the way of performing professional functions, including managerial ones and shaping the competencies of managers, but also the complexity of the analyzed phenomenon and the problems articulated in this area. The analysis carried out and its results constitute an important guideline for management practice, mainly in relation to people holding managerial positions.

Ahammad, M. F., Glaister, K. W., & Gomes, E. (2020). Strategic agility and human resource management. Human Resource Management Review, 30(1), 100700. https://doi.org/10.1016/j.hrmr....
Barham, H., Dabic, M., Daim, T., & Shifrer, D. (2020). The role of management support for the implementation of open innovation practices in firms. Technology in Society, 63, 101282. https://doi.org/10.1016/j.tech....
Drucker P.F. (1998). Management practice, PWE, Warsaw, 36; 146-147.
Evans Ch. (2005). Knowledge management, PWE.
Kozłowski, E., Borucka, A., Oleszczuk, P., Jałowiec, T. (2023). Evaluation of the maintenance system readiness using the semi-Markov model taking into account hidden factors. Eksploatacja i Niezawodność – Maintenance and Reliability, 25(4). https://doi.org/10.17531/ein/1....
Kuc, B. R. (2008). Perfect Management, PTM Management Publishing House.
Oehlhorn, C. E., Maier, C., Laumer, S., & Weitzel, T. (2020). Human resource management and its impact on strategic business-IT alignment: A literature review and avenues for future research. The Journal of Strategic Information Systems, 29(4), 101641. https://doi.org/10.1016/j.jsis....
Penc J. (2014). Managers and organizations of tomorrow, WSPol, Szczytno.
Polish Chamber of Commerce. PCC expert on the impact of the pandemic on the activities of companies, February 2022, https://kig.pl/ekspert-kig-o-p....
Sajkiewicz A. (2008). Competencies of managers in a learning organization, Difin, Warsaw, 81-87.
Sarvari, H., Chan, D. W., Alaeos, A. K. F., Olawumi, T. O., & Aldaud, A. A. A. (2021). Critical success factors for managing construction small and medium-sized enterprises in developing countries of Middle East: Evidence from Iranian construction enterprises. Journal of Building Engineering, 43, 103152. https://doi.org/10.1016/j.jobe....
Schleicher, A. (2020). The Impact of COVID-19 on Education: Insights from” Education at a Glance 2020”. OECD Publishing.
Ścibiorek Z. (2006). Investing in personnel, publisher: Adam Marszałek, Toruń.
Ścibiorek, Z., Borucka, A. (2022). Information in the decision-making process. Military Logistics Systems, 56(1), 147-160. https://doi.org/10.37055/slw/1....
Sułkowski, Ł. (2020). Covid-19 pandemic; recession, virtual revolution leading to de-globalization?. Journal of Intercultural Management, 12(1), 1-11. https://doi.org/10.2478/joim-2....
Terblanche, N. H. (2022). Managers’ responses to the initial stages of the COVID-19 pandemic: An executive coaching perspective. Personnel Review, 51(5), 1534-1552.
Thierry D. T., Sauret Ch., Monod N., Employment and competencies in the enterprise in the process of change, Poltext, Warsaw 1994, 21-28.
Veile, J. W., Kiel, D., Müller, J. M., & Voigt, K. I. (2020). Lessons learned from Industry 4.0 implementation in the German manufacturing industry. Journal of Manufacturing Technology Management, 31(5), 977-997. https://doi.org/10.1108/JMTM-0....
Verma, S., Gustafsson, A. (2020). Investigating the emerging COVID-19 research trends in the field of business and management: A bibliometric analysis approach. Journal of business research, 118, 253-261.
Wilson, E. B., Hilferty, M. M. (1931). The distribution of chi-square. Proceedings of the National Academy of Sciences, 17(12), 684-688. https://doi.org/10.1073/pnas.1....
Journals System - logo
Scroll to top