Management Skills : In several ways, the skills that managers hold in the organization are the majorly treasured possessions of the organization. Poor managerial skills can beat the most thriving activities and in many cases can direct to the downfall of the organization.
Robert L. Katz proposes that three significant managerial skills that must be cultured and improved by the organization are conceptual, human and technical. The level of growth a manager has in each of these three skills will have an intense effect not only upon the accomplishment of the organization but also upon the career success of the manager.
The managerial skills are thus categorized mainly into:
· Conceptual Skills
· Human Skills
· Technical Skills
Human Skills :
Human skills include the skill to work with, inspire, and direct individuals or groups in the organization whether they are assistants, peers, or superiors. Human skills, as a result, speak about the individual''s proficiency and knowledge in communicating with others in such a manner that will augment the successful conclusion of the assignment at hand. Some human skills that are time and again essential for managers to put on show are efficient communication (writing and speaking), establishment of a constructive approach toward others and the work situation, progress of assistance among group members, and enthusiasm of assistants or coordinators.
The capability to work with, comprehend, and inspire other employees, both in person and in groups, characterizes human skills. Many employees are technically skillful but interpersonally ineffectual. They might be poor listeners, incapable of understanding the requirements of others, or have trouble resolving arguments or disputes. Because managers get things done through other people, they must have good human skills to communicate, inspire, and entrust.
Technical Skills :
Technical skills are those skills that are essential to perform a particular job. Examples of technical skills are sketching a plan for a new airfoil on an airplane, examining marketing statistics, finishing accounting statements, scripting legal credentials, or writing computer programs. Technical skills are generally attained in the course of training programs that an organization may proffer its managers or employees may be achieved by way of a college degree. Without a doubt, many business schools all the way through the country distinguish their job as providing graduates with the technical skills obligatory for them to be doing well on the work.
The technical skills are generally associated with the operations employed by the organization in its production process. For example, H. Lee Scott (president and CEO of Wal-Mart, who started his career as a store manager) and Eric Molson (CEO of Molson Coors Brewing, who began his career as a brew master) are other examples of managers. The CEOs of the Big Four accounting firms also began their careers as accountants. David Packard and Bill Hewlett, founders of Hewlett-Packard, also started out their careers as engineers.