Competitive Organizational Competences of the University

The purpose of this article is to reveal the author’s definition of competitive organizational competencies and to offer a tool for its practical perception - a matrix of perception of competitive competencies. For this, the article reveals the terminological difference between competence and competence and confirms the existence of such a difference in relation to not only the individual, but also the university. With regard to the organization, it is also possible to distinguish the knowledge-resource-expert aspect of the organization’s activities and the functional-active aspect. The organization develops collective, distributed, internal abilities (organizational competence) to perform actions that constitute a specific, specific direction of activity (organizational competence). The work describes a matrix of perception of competitive competencies, specially developed by the author, and proposes to use it as an analytical tool for university leaders. The properties of competence, which, on the one hand, reflect its activity content (i.e., the connection with a specific professional activity), and, on the other hand, have a competitive value and make sense in the context of competitive confrontation, are of priority importance. The matrix reflects the degree of proximity of the competence to the core of the business and the degree of uniqueness and specificity of the competence. The matrix of perception of competitive competencies proposed by the author makes it possible to clearly clarify the key, competitive, sectoral, auxiliary (additional), unique competencies of the university. When defining competitive organizational competence, the author discloses two methodological ways to combine competitive and competence-based approaches: to understand competence as a means or as a goal of competition. The author defines competitive organizational competence as a unique organizational ability that cannot be copied by competitors, which allows it to withstand competition at a high level of competitiveness. In this understanding, competitive competencies are not the goal of competition, but a means of competition, an instrument of competition.