Management - Robert Katz

* Skills:- Relate, recognise and take considered action, communication, recording and reporting and personal skills

What is management? According to Kinicki Williams textbook “Management, management is defined as the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization resources (Ch. 1, pg. 5 Management: A practical introduction). I believe in order to be an effective manager you must be a positive, goal orient, organized individual. I also believe an effective manager is an individual that motivates their staff and leads by example. I believe all managers should follow the management process.

What is Management? This is in itself is open to debate in various cultures and practices as there are a number of different managers across all areas of life from a shift manager, upper, lower and middle management to a football club manager. To me a manager is an individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her, but can also just be held

Peoples skills are important this is needed during work or even in general, good people skills are defined as the ability to listen, to be able to communicate and to relate to others on a person or professional level. Good people skills also extend to include empathy, patience, engendering trust, flexibility, a sense of humour, negotiating, honest and problem solving.

Each of us possess personal characteristic strengths that makes each of us unique. As individuals these strengths allow us to add value to all of our relationships both personally and professionally. For many of us, we can recognize the characteristics and how they add value to lives, unfortunately though many of us will struggle voicing these strengths openly during job interviews, performance evaluations, or team meetings. One of the first challenges is to understand that we are all lifelong learners and it is through these experiences that we develop these strengths which allows us to become an essential part of a relationship whether it is a personal or professional relationship. As within the realm of a Human Resource Professional the ability to recognize these strengths in people we must also recognize them within ourselves so that we may leverage those skills to advocate for both the employee and the organization. Throughout my life, my strengths have tended to gain more clarity and centered on my profession because form many of the majority of our time is spent there. Some of my personal characteristics that will bring value and strength to any organization are: organization, communication, the ability to be discrete and ethical, conflict management/problem solving and change management. As in many organization HR management requires a very orderly approach. Throughout my

Management is a planning and controlling process for reaching organizational goals by working with peoples and other organizational resources.

Part of a human resource leader is communication, accessibility, and empowerment of ones employees. I feel my skills in open communication, information sharing, decision fairness, outcome concern, and credibility help in many ways. Because I am credible and concerned about outcomes my employees believe in me and know that I have their backs. With good communication and information sharing my employees know that I am accessible to talk. Finally, my decision fairness empowers others to be involved in our daily tasks. I scored highest in action under core leadership skills, which include: decision making, communication, and mobilizing others. I feel this supports my frame of leadership as well. Moreover, I feel mobilizing others makes employees feel respected and valued. When employees feel their leaders are emotionally invested in them it empowers them to do well for the leader. Finally, in adaptive leadership I scored highest in organizational justice, which includes: decision fairness, information sharing, and outcome concerns. Decision fairness increases satisfaction, productivity, and keeps employees on

According to a survey called “The State of American Jobs”, 54% of workers believe that training/skills development throughout their work will be essential, while 33% says that it is important but not essential. In identifying future candidates, skills should be the focal part of this. The demand for particular occupations or specialties are changing every 5 or 10 years, and this is set to accelerate. Most transferable skills remain constant and are tangible. Skills is the foundation of learning. Many tests have come out in order to test skill competencies. This will help employees identify the best employees for the job.

This course discusses managerial competence in understanding the human output of organizations from the viewpoints of individual, group, and organizational systems levels. Emphasis is given to assessing one’s personality and values and to applying course material to one’s work environment. (Formerly BUSI 500)

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 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.

Management involves the tactical aspect of day to day functions and who keeps control of the work environment to make sure the organization is moving forward and in the same direction of the company’s vision. Managers are faced with many responsibilities each day, one of which is managing people. The goal of a successful manager is to achieve the highest productivity of the organization by way of the people he/she manages. A manager is more of a problem solver and takes care of work areas relating to people management, time management, decision making etc.

Organisational skills: human resource manager requires an orderly approach. Organized files, strong time management skills, and personal efficiency are key to HR effectiveness.

The third major chapter deals with people skills, which is the art of anticipating how others feel, how to influence their emotions and how to works together with others. These are the skills necessary for performing well in group situations. Being able to anticipate, what others want and how to use this to reach one’s own goals.

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