Management Skills

Organizations have many types of employees. Some employees work on work on specific tasks and are not accountable for anyone but themselves. The work, they do is supervised by a manager, who is overseen by another supervisor or manager and this continues on until one reaches the top level of management. A manager in an organization is a supervisor who oversees and directs the work of their employees in the organization. The three core levels of management include, but are not limited to top level management, middle management, and first level management (Daft, 2014). This essay will cover the different types of management positions that each type of manager holds, and accountabilities of each level of management.

Managerial skills require both education and experience in order to recognize and develop the personal skills needed to put organizational resources to the best use. Conceptual, human, and technical skills create the whole system of managerial control insisting that typically planning and organizing require higher levels of conceptual skills, while leading and controlling require more human and technical skills (Jones & George, 2007).

Basically speaking, the skills involved in managerial jobs include technical subject skills, general management an organisation skills, analytical subject skills, social and cultural skills, management of people, communication and leadership skills, and political skills (Milan Kubr,1989). We can also look at the McGregor’s Theory X and Theory Y (McGregor 1957) where the theory X suggest that people have an inherent dislike for work and will avoid it whenever possible. It also states that people prefer to be directed, do not want responsibility, and have little or no ambition and also seek security above all else. These, specially the theory X suggest how the attitude and assumption can influence managerial behaviour at the end of the day. Applying and controlling through these factors will give a positive grip on managerial behaviours in workplace.

In Eshelman’s opinion, the three most important manager skills to possess are the ability to make impromptu decisions, have technical competency,

Outlined below is an summary of an article entitled “Managerial skills: what has changed since the late 1980’s” which explains changes in the skills since the 1980’s and outlines the skills the authors believed to be required for managers. We have also conducted an internal questionnaire to see how this paper applies to our organisation, whether further research is required and where we should focus our training programs for managers in the department.

            Leadership management is one of the most essential facets in our current generation and those to come. Exceptional leadership and management skills have the capacity of successfully carrying a company from one stage of development to the next, which synchronizes aspects of technology and adequate research. The leadership and management skills exhibited by iconic leaders are worth emulating because their names are noted throughout history due to their important roles in the development of our country. This paper critically draws the examples of the leadership styles of one of the United States most recognized leaders– Abraham Lincoln.

For managers to be effective in organizational management they must have experience and lead by example. Managers can set the example for their staff to emulate just by their physical presence in the job environment. The way a manager conducts day to day activities of management depends on their technical, leadership, and management skills. These skills are gained over time and managers continue to hone these skills constantly. Management theories are great teaching tools for managers since most of the them in some shape, form or fashion draw their management ideas from the theories of management which were developed and improved over the past centuries by earlier managers, theorist, and scholars.

Describe the four general skills necessary for becoming a successful manager (conceptual, interpersonal, technical and political skills).

communication skills; verbal, both one-on-one and with a group, and written, 5. people-management skill such as constructive feedback, conflict resolution, managing individual styles and personalities, 6. facilitation skills, 7. skills at interfacing across the organization and removing obstacles for the team, 8. ability to accept criticism, feedback, and input from others, 9. skills in using team-based tools such as brainstorming, organizing, decision-making, project management, conflict resolution, and so on, 10. selling skills; the ability to promote and sell the project both within and outside the organization which includes presentation skills (Kotelnikov, 2007).

It is evident that the Management Skills Development Assignment was the pinnacle of MGMT1000 course. It has allowed me to asses my strengths and weakness and provided me with opportunities to reflect upon personal experiences in which I endeavoured to improve my emotional intelligence. I am incredibly thankful to Dr. Jean Adams for providing me with a new form of education tailored to my own self-interests. I believe I have transformed into a better rounded individual thank to the various opportunities that were dawned upon me throughout this term. Lastly, I would like to thank my TA, PJ Esfandiari, for being such a comical and, yet, intelligent figure. I actually show up to your class, which means a lot, trust me. Thanks for everything

For the purpose of a deeper understanding on the theories and aspects of management, I have chosen two different individuals who both work as managers in their vastly different fields. Each one has had to developed their own use and understanding of the management skills, and how to used them to improve and adapt the fundamental skills of a successful manager to their everyday challenges.

In the management process, there is an array of activities carried out. These activities are centered on the practice of coordination so as to achieve the predefined objectives of an individual or an organization. Management is the practice of organizing and strategizing the available resources and personnel as well as the machinery and skills to work towards a specified goal (Rees & Porter, 2008). It is entirely about getting results from activities undertaken. Management is both a science and an art as it is the means by which the organization or group achieves the target. It is a field that emerged in response to when the definition of knowledge practically changed into a skewed definition rather that rational. Hence management is a creative and systematic course of knowledge practiced in generating results using individual and other resources efficiently and effectively.

What are the traits of a good manager? Stated precisely, a good manager is the one who has loads of confidence in his own abilities and possesses managerial skills like leadership,decision making abilities, multitasking and an uncanny knack to motivate employees.

Robert Katz identified three essential skills that managers need to have in order to reach their goals. What are these skills?

Managers are leaders in an organization. The success of the institution in one way or another depends on the critical analyzing skills that the managers possess for the organization. Among the vital skills are the communication skills that ensure that information flows from one point to another point without distortion. Moreover, managers should have proper planning, controlling and organization skills that will ensure an efficient allocation of resources. In the organization, proper division of labor in the institution as well as the establishment of the serene working environment for the workers (Armstrong, 2012). The conditions will ensure that the workers can thrive and give out their best