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Introduction
Management skills is the practice of understanding, developing and deploying people
and their skills. Well-implemented skills management should identify the skills that job
roles require, the skills of individual employees, and any gap between the two.
The skills involved can be defined by the organization concerned, or by third party
institutions. They are usually defined in terms of a skills framework, also known as a
competency framework or skills matrix. This consists of a list of skills, and a grading
system, with a definition of what it means to be at particular level for a given skill. [1]
To be most useful, skills management must be an ongoing process, where individuals
assess and update their recorded skill sets regularly. These updates should occur at
least as frequently as employees' regular line manager reviews, and certainly when their
skill sets change. Skills management systems record the results of this process in a
database, and allow analysis of the data, typically to assist with project staffing or hiring
decisions.[2]
To perform management functions and assume multiple roles, managers must be
skilled. Robert Katz identified three managerial skills essential to successful
management: technical, human, and conceptual. [3] Technical skill involves process or
technique knowledge and proficiency. Managers use the processes, techniques and
tools of a specific area. Human skill involves the ability to interact effectively with
people. Managers interact and cooperate with employees. Conceptual skill involves the
formulation of ideas. Managers understand abstract relationships, develop ideas, and
solve problems creatively. Thus, technical skill deals with things, human skill concerns
people, and conceptual skill has to do with ideas.
A manager's level in the organization determines the relative importance of possessing
technical, human, and conceptual skills. Top level managers need conceptual skills that
let them view the organization as a whole. Conceptual skills are used in planning and
dealing with ideas and abstractions. Supervisors need technical skills to manage their
environment conducive to
Figure 2 :This model provides a theoretical frame for the act of communicating.
As stated in conceptual skills, human skills also can be learned through education and
training, as well as be developed through experience. Organizations increasingly utilize
advanced programs in leadership skills and team leadership as they seek to
capitalizeon the advantages of self-managed teams. To manage personal interactions
effectively, each person in an organization needs to learn how to empathize with other
people in order to understand their view points and the problems they face. One way to
help managers understand their personal strengths and weaknesses is to have their
superiors, peers, and subordinates provide feedback about their job performance.
Thorough and direct feedback allows managers to develop their human skills.
Top managers use conceptual skills while making a decision since it affects the entire
organization. He needs human skills which involve the ability to work well with other
people both individually and in groups. Being chief executives officer he should look for
to motivate the employers of the organization. Human is the most important asset of an
organization and human (interpersonal) skills are regarded as the most important set of
skills for a manager in todays competitive environment. Creating culture, building the
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Figure 3 :Relative Amount of Time That Managers Spend on the Four Managerial
Tasks.
b.) Write a brief biography of one successful manager of your choice in your own
words. Then, explain how he or she demonstrates ANY THREE (3) managerial
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Boundless
https://www.boundless.com/management/textbooks/boundless-
management-textbook/introduction-to-management-1/additional-roles-and-skillsof-managers-20/conceptual-skills-of-successful-managers-130-7574/ ,
25 November 2014. Web. 01 December 2014 .
Enclosure
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