First Manager's Needed Skils

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

An organization’s management roles can be quite different and diverse, depending on the industry, its culture and the ultimate goals of the organization. Managers on different levels of an organization play several roles and exercise multiple skills as they effectively and efficiently, integrate the work of people through planning, organizing, leading and controlling. Historically, there are three key management viewpoints: classical, behavioral and quantitative. To be an exceptional manager, it is essential to embrace a viewpoint

True False 43. Henry Mintzberg discovered that managers typically devote large blocks of time to planning. True False 44. Managers with high levels of skill mastery tend to have better subunit performance and employee morale than managers with lower levels of skill mastery. True False 45. At its core, management is about dealing effectively with people. True False 46. According to recent research, effective female and male managers have significantly different skill profiles. True False 47. The successful 21st century manager shares access to power and key information. True False 48. A successful 21st century manager views people as a potential problem. True False

Robbins (2001) wrote, "Mintzberg (1973) concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs. These 10 roles are primarily concerned with interpersonal relationships, the transfer of information, and decision-making."

These skills are important in the workplace. Developing information, analyzing data, evaluating facts, perspectives, and formulating support point of view and conclusions. Conceptual skills involve the ability to critically analyze. Having the ability to come with a strategy to reduce patient complaints about food service. Interpersonal skills are those that a manager communicates with and work well with other individuals. A manager who communicates with subordinates and a manager counsels an employee. Technical skills reflect the ability to perform a specific work task. Manager designs and implements modification to a computer-based staffing model. All of the above will help me develop my soft

3) Robert Katz identified three essential skills that managers must have to reach their goals. What are these skills?

Two critical skills and competencies for managers that I believe are important for teams, organizations, as well as local and global communities are conceptual and interpersonal skills.

Harvard Business Review’s article, Skills of an Effective Administrator (1974) by Robert Katz is not to be overlooked. Katz advises three types of skills which are directly linked to various levels of the organization. He (Katz) states lower level members rely heavily on technical skills. Technical skill is the basic function and processes of performing tasks. We can conclude that this skill is particularly important for lower level staff since they are less involved in decision making for the company, and more performance geared. As for top level executives, technical skills become decreasingly important. Instead, higher levels within the organization are required to have conceptual skills. After all, senior level members need to be able to recognize the overall impact of their decisions. Noticeably, small decisions within departments have the ability to affect other branches. Acting hastily with decisions and strategic planning may hinder other areas if the entire body is not considered. Katz concluded with the notion in which both levels must have human skill. Empathy and effective communication are considered human skills. Enhancing human skill will aid in the improvement of work relationships with individuals. As we know, improving leader/follower relationships supports the influence of

The purpose of this assignment is to show the personal and professional skills needed to become a General Manager of a Littlemore’s superstores to support their strategic direction.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

The key skills that a manger needs to successful mangers are conceptual, analytic, interpersonal, technical, and communication. Conceptual skills are having the ability to think in abstract terms (Pride, W. M. (2017). Meaning a manager need to be able to solve problems, formulate processes and understand. Analytic skills are having the ability to identify problems correctly, generate reasonable alternatives, and select the best alternatives to solve problems (Pride, W. M. (2017). Interpersonal skills are having the ability to deal effectively with other people (Pride, W. M. (2017). Technical skill are specific skills needed to accomplish a specialize activity (Pride, W. M. (2017). And communication skills are having the ability to speak, listen,

Managers play an important role in many organizations, they must be able to handle many different situations, and adapt their management style to different situations. The way a manager goes about getting things done and achieving the goals of an organization is known as the management process, also called the four management functions: planning, organizing, leading, and controlling (Kinicki, A., & Williams, B. K. 2013, P.9). Many managers possess three main skills; Technical, the ability to get things done; Conceptual, the ability to think analytically; and Human skills, the ability to work well in cooperation with others ((Kinicki, A., & Williams, B. K. 2013, P.22). Using the management process and possessing the technical, conceptual, and

Similarly, Mintzberg’s view also has some weaknesses. He defines management as what managers actually do and summarized 10 roles theory (Mintzberg, 1973). However, it is not certified what managers actually do is what managers should do. The aim of management studying is to find the best way to manage and organise organizations. In Mintzberg’s study (1973), his research object is five American chief-executive officers. These managers may have very successful career and good reputation, but it does not mean their behaviours of managing businesses are the best; maybe there are any other methods which can reach higher achievement. In addition, it is also not certified that what CEOs do is same as what managers do. There are three different levels of managers in organizations: top-level managers such as CEO, middle-level managers and first-level managers. They are all responsible for different areas, which means their roles should not be identical. Therefore, these make Mintzberg’s administrative theory not perfect.

Lastly, the final competency identified by the skills approach is human skills, which are the knowledge about, and ability to work with people. Further, these skills help a leader to work effectively with follower, peers, and superiors to accomplish the organizations goals (Northouse, pg 45). A democratic political system such as Germany’s necessitates the need

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).