The purpose of this study was to identify and explain the dimensions, components and indicators in competency development for bank managers. To achieve this goal, the qualitative research approach and semi-structured interview method have been used. To formulate the res
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The purpose of this study was to identify and explain the dimensions, components and indicators in competency development for bank managers. To achieve this goal, the qualitative research approach and semi-structured interview method have been used. To formulate the research framework, literature and the history of managerial development were developed with emphasis on study management competencies and frameworks and interview questions. The interviews were conducted in the statistical society of the managing of the tose,e taavan Bank and implemented through a targeted sampling method. The study population was bank managers and statistical sample of 21 people. The data collection tools were interview forms and analytical method, content analysis. Findings of the research showed that for the development of managers' competency, five dimensions, twenty components and one hundred and thirty-two indicators should be considered by educational planners. The five dimensions are: 1) mental -value dimension, 2) communication dimension, 3) technical - specialized dimension, 4) managerial dimension and 5) ability dimension. Twenty components include public values, organizational values, insights and attitudes, personal characteristics, individual communication, interpersonal communication, banking communication, leadership, professionalism, financial-banking knowledge, technology knowledge, educational-research skills, self-management, management of others, business management, emotional ability, mental ability, experiential ability, academic ability and physical ability. The one hundred and thirty-two indices are presented in the final model. The results of this research indicate that for competency development of managers in the field of money and banking, a model consisting of a central core should include the elements that form the competencies of management and the community supporting the development of managers, the second layer affects the managers' developmental plans, and the five dimensions, twenty components, and one hundred and thirty-two Indicators.
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