FACTORS INFLUENCING THE DEVELOPMENT OF DIGITAL MANAGEMENT COMPETENCIES OF MANAGERIAL PERSONNEL

SCIENCE AND INNOVATION INTERNATIONAL SCIENTIFIC JOURNAL VOLUME 4 ISSUE 12 DECEMBER 2025 ISSN: 2181-3337 | SCIENTISTS.UZ 118 FACTORS INFLUENCING THE DEVELOPMENT OF DIGITAL MANAGEMENT COMPETENCIES OF MANAGERIAL PERSONNEL I.N. Bukhоrov National Research University "TIIAME" Faculty of Energy, Deputy Dean for Youth Affairs https://doi.org/10.5281/zenodo.18065492 Abstract. A group of competencies that enable managers to solve organizational and management problems plays a key role in developing digital management competencies. Artificial intelligence is now better suited to making key management decisions. Management tasks are not limited to meetings and strategic documents. This article examines factors that contribute to the development of digital management competencies in managers. Keywords: managerial activity, attitude, creativity, situation, experience, and intuition. Introduction. In recent years, the world has transitioned into an environment where changes in leadership processes have become almost constant. New technologies, a sharp increase in demand, and competitors launching products within just a few weeks all create conditions in which the speed of human decision-making is no longer sufficient. Leaders can no longer afford to think for weeks, hold dozens of meetings, or wait for analytical reports. The market now operates according to different rules. In developing the digital management competencies of leaders, a group of competencies that enables the resolution of organizational and managerial challenges plays a crucial role. In this regard, it is necessary to take into account the results of existing research, as the task of developing these competencies has a distinctive, personalityoriented character. Analysis of Relevant Literature. At present, issues related to educational management, the selection of managerial personnel, and the assessment of their qualifications have been studied by R. H. Djuraev, S. Turgunov, F. Ravshanov, and others [2; 3]. O. M. Dyachenko emphasizes that managerial activity, due to its specific characteristics, is distinguished by its constant multivector nature and social character, these include: - the incorporation of various specific types of activities embedded in hierarchical relationships between subjects; - a fundamentally creative nature in solving non-standard situations; - high psychological stress and other negative mental states, which require an individual to possess significant intellectual resources; - a clearly expressed predictive nature of the problems being addressed; - the necessity of making responsible decisions in difficult situations; -very high demands placed on the personal and professional resources of the subject of activity [1]. All of these factors contribute to the development of digital management competencies among leaders. Managerial personnel are often in a state of excessive workload. They are forced to make decisions based on incomplete information, where some parts have not yet been processed, others have already become outdated, and some cannot be quickly interpreted. In such situations, a leader turns to personal experience and intuition.. SCIENCE AND INNOVATION INTERNATIONAL SCIENTIFIC JOURNAL VOLUME 4 ISSUE 12 DECEMBER 2025 ISSN: 2181-3337 | SCIENTISTS.UZ 119 Research Methodology. Artificial intelligence is currently performing core managerial decision-making more effectively. Management tasks are not limited to meetings and strategic documents; they involve a continuous flow of decisions: how much product to order, how to allocate budgets, which customers to prioritize, when to change prices, which risks to consider in planning, and many others. Artificial intelligence is already capable of handling a large portion of these tasks. It forecasts demand by taking into account seasonality, customer behavior, and market changes. It identifies risks in logistics, supply chains, finance, and customer-related processes. It generates optimal action scenarios—not just one, but dozens—demonstrating what may occur under different conditions. These models are more accurate than decisions based on human assumptions. Companies that have implemented such systems report fewer errors in certain processes, lower costs, more accurate budgeting, and increased efficiency. As we can see, managerial activity is characterized by its multifaceted nature and can be carried out using various methods. Based on this, the main objectives of developing digital management competencies among leaders include organizational issues related to the following: 1) developing employees’ individuality and creative expression; 2) encouraging and supporting various forms of activity in which employees’ personal growth and development are realized at all stages and levels of the work process; 3) creating conditions for updating the competencies applied in professional activity. Studying the specific features of managerial work as a type of activity made it possible to identify two leading components of managerial competence and, accordingly, two main strategies for their formation and development. The first component is focused on the ability to construct and reconstruct joint activities within the framework of solving a problem task, which is possible when tools of reflective thinking (schemas, management algorithms) are available. To achieve this, educational activity should be aimed at developing the empirical basis (in this case, its systemic complexity) and the ability to construct internal cognitive structures through which managerial competence is realized. The second component of managerial competence is oriented toward readiness and ability to apply the above-mentioned tools in carrying out collective activity to solve problem tasks. This component is associated with the presence of self-determination in the learner’s activity (as opposed to purely individual or subjective activity), where a conscious attitude toward managerial actions is regarded as a value. There are two main approaches to defining managerial competence: the first is based on the analysis of managerial functions, and the second is based on the psychological qualities of the individual. For both approaches, the general characteristics of managerial competence include: - focusing not on leaders’ innate abilities, intelligence, or knowledge, but on what they are able to do—their actions and results; - an intention to define and develop the concept of managerial competence based on a broad empirical analysis of leaders’ actual behavior; - identifying abilities, skills, and competencies not according to specific job characteristics, but based on generalized managerial roles, where, on the one hand, they are measurable, and on the other hand, they are acquired through training and practical experience. The various assumptions underlying these approaches are as follows. The functional approach focuses on observable outcomes—behaviors and work results. The concept of “competence” encompasses everything that an experienced manager is capable of SCIENCE AND INNOVATION INTERNATIONAL SCIENTIFIC JOURNAL VOLUME 4 ISSUE 12 DECEMBER 2025 ISSN: 2181-3337 | SCIENTISTS.UZ 120 doing and everything they can demonstrate in connection with specific roles and functions, but this is not directly tied to what they were formally taught. 1. Operations Management: 1.1. Managing and improving service and product operations: managing operations to ensure that products comply with quality standards; creating and maintaining the necessary conditions for effective work. 1.2. Participating in the introduction of changes to services, production, and systems: participating in the evaluation of proposed changes to services, production, and systems; implementing and assessing changes in services, production, and systems. 2. Financial Management: 2.1. Recommending, monitoring, and controlling the use of resources: providing recommendations on expenditures; controlling and monitoring the use of resources. 3. Human Resource Management: 3.1. Participating in the recruitment and selection of employees: identifying future staffing needs; participating in the evaluation and selection of candidates with consideration of teamwork and the organization as a whole. 3.2. Developing teams, individuals, and one’s own work to improve performance: developing and improving teams through planning and relevant activities; identifying, reviewing, and enhancing individual development activities; implementing self-development in the workplace. 3.3. Planning, allocating, and evaluating work performed by teams, individuals, and employees: setting and assigning work tasks for teams and individuals; planning activities and defining work methods to achieve goals; distributing work and evaluating the performance of teams, individuals, and one’s own work in terms of established objectives; providing feedback to teams and individuals on their performance. 3.4. Creating, maintaining, and improving effective working relationships: establishing and ensuring the trust and support of subordinates; establishing and maintaining the trust and support of the immediate supervisor; building and sustaining relationships with colleagues; identifying and SCIENCE AND INNOVATION INTERNATIONAL SCIENTIFIC JOURNAL VOLUME 4 ISSUE 12 DECEMBER 2025 ISSN: 2181-3337 | SCIENTISTS.UZ 121 reducing conflicts among employees; implementing procedures related to disciplinary actions and grievances; providing guidance and counseling to employees. 4. Information Management: 4.1. Obtaining, evaluating, and organizing information necessary for action: obtaining and evaluating information that supports decision-making; recording and storing information. 4.2. Sharing information to solve problems and make decisions: conducting meetings and group discussions to solve problems and make decisions; participating in discussions for problemsolving and decision-making; informing and communicating with others. Conclusion and Recommendations The competencies that ensure organizational and managerial activity include the following groups: 1) Organizational and managerial competencies: - readiness to build interpersonal communication and relationships on a democratic basis and to create a favorable emotional and psychological climate within a team; - the desire and ability to organize cooperation; - self-control and self-management; - knowledge of ethical and etiquette principles and rules, as well as the ability to apply them in practice; - the ability to establish contact with others and maintain a constructive level of interpersonal relationships; - the ability to exert constructive supervisory influence on subjects; - proper use of authority and powers; - the ability to clearly see the overall task, correctly and quickly comprehend problematic information, and interconnect its various components; - setting clear objectives; - taking into account all factors influencing the resolution of a problem; - generating alternative solutions to problem situations; - the ability to reason about alternatives and identify their positive and negative outcomes. 2) Communicative competencies: - adequacy in perceiving and evaluating the behavior of communication partners, and the ability to recognize the states, intentions, and motives of subjects through non-verbal signals; - the ability to construct a communication style appropriate to the specific conditions of a communicative situation; - the ability to find new constructive solutions in complex communication contexts; - the ability to develop constructive methods and use new approaches to resolve communication problems arising in the process of interaction; - orientation toward communication conditions, time, communication partners, and relationships with them; - the ability to communicate within a group and to find constructive methods for seeking group solutions in problem situations. 3) Pedagogical competencies: - the ability to reflect the psychological mood of a group; - the ability to foster an orientation toward achieving success and high-quality performance; SCIENCE AND INNOVATION INTERNATIONAL SCIENTIFIC JOURNAL VOLUME 4 ISSUE 12 DECEMBER 2025 ISSN: 2181-3337 | SCIENTISTS.UZ 122 - the ability to understand and take into account the personal characteristics of others in communication; - the ability to design one’s own personality and that of others, and to perceive prospects for personal development. This set of characteristics represents the factors contributing to the development of digital management competencies among leaders. In the form of a system of developed organizational and managerial competencies, knowledge, skills, value orientations, and personal qualities, it ensures the ability and readiness to perform organizational and managerial functions and enables both individual and collective managerial decision-making. The formation of these competencies allows managerial personnel, as both subjects and objects of management, to effectively address organizational and managerial tasks. REFERENCES 1. Dyachenko O. M. The problem of the development of abilities: before and after L. Vygotsky [Text]. Questions of psychology. -1996. № 5. P. 98–104. 2. Djuraev R. H., Turgunov S. Educational management. T.: Voris-Nashriyot, 2006. 3. Ravshanov F. Selection of managerial personnel and assessment of their qualifications. society and governance journal, 2008, Issue 3, p. 10. 4. Kholov A., Makhmudov I., Kadirova Sh., Bekimbetova G. Assessment of the managerial potential of young leaders. Monograph. T.: «Yangi Kitob» Publishing House, 2020. 192 p. 5. Kamaletdinova A. B. Managerial competencies of a leader as a factor in creating an organization’s competitive advantage. // «Psychological science and education» Electronic Journal, 2010, No. 5/ www.psyedu.ru /ISSN: 2074-5885/. 6. Kamaletdinova A. B. Managerial competencies of a leader as a factor in creating an organization’s competitive advantage. // «Psychological science and education» Electronic Journal 2010, No 5/ www.psyedu.ru / ISSN: 2074-5885/.