Essay about Robert Katz: Skills of an Effective Administrator

The skills theory of leadership is emerged as a simple and prominent theory in 1955, though Robert Katz had published his paper "Skills of an Effective Administrator" in the "Harvard Business Review." The

Documented in an employee survey (2012) conducted by the National Association of Colleges and Employees (NACE) the belief by many of the employers surveyed set a number of employee competencies they felt were essential. The findings resulted in a list of capabilities they felt were needed in order to proficiently desired by organizations. Effective verbal articulation within and outside of the organization’s structure, a team player that will a readily work with others, an administrator and convergent thinker, obtain and process data, while planning, organizing, and prioritizing work.

In conclusion, Dr. Bradberry’s 12 Habits of Exceptional Leaders provides an interesting and introductory list of the essential elements of great leadership. As previously noted, I believe the information presented is vaguely credible as it fails to provide evidence and effective methods to acquire these traits. Even though his article lacks additional evidential facts to support his allegations, the author made considerable points that distinctly relate with my business experience and the course material in this

In order to find out the how the managers become more efficient, many researcher devoted themselves to develop theories on what exactly skills or abilities does managers need. In 1955, Robert L. Katz developed three essential managerial skills or competencies: technical, human and conceptual. He also believed that different levels of managers need different skills within the organization. More specially, Katz thought that top managers need conceptual skills, middle managers need human skills and first line managers need technical skills. This essay will argue that first line manager not only need technical skills, but also need human skills(interpersonal skills), and will compare different views from researchers who support Katz’s ideas.

Strengths as a Salesman Dick Spencer has had an interesting career. He began as a salesman at Tri-American Corporation and quickly worked his way up the corporate ladder to management level. He experienced many achievements and also many roadblocks during that time. This case analysis will examine some of the contributing factors to his successes and failures as well as provide recommendations on how he could have been more successful as a manager. Dick Spencer experienced great success very early in his sales career. His outgoing, likable personality could have factored into that success. High levels of openness to experience are associated with curiosity and a willingness to entertain new

Strengths as a Salesman Dick Spencer has had an interesting career. He began as a salesman at Tri-American Corporation and quickly worked his way up the corporate ladder to management level. He experienced many achievements and also many roadblocks during that time. This case analysis will examine some of the contributing factors to his successes and failures as well as provide recommendations on how he could have been more successful as a manager. Dick Spencer experienced great success very early in his sales career. His outgoing, likable personality could have factored into that success. High levels of openness to experience are associated with curiosity and a willingness to entertain

During the time I worked for Javelin Technical Training Center, I had a Director of Education (DOE) who had two of the three skilled approach described by Northhouse, (2013). He had human and conceptual and needed assistance in the technical approach. As I read chapter three in Northouse, (2013) book, he discussed the importance of all three skills; however, it also depends on the management level that current person is in. The Director of Education (DOE) was part of middle management which required all three skills. However, his conceptual and human skills were effective which allowed co-workers and upper management to dismissed his lack in technical skills.

His article called The Good, the Bad, and the Ugly of Exceptional Leadership provides successful tips on how to succeed in the corporate world. He covers characteristics such as communication skills, how to maintain credibility, being yourself, and diplomatic ways to discipline staff members when needed. Johns words are held by experience in the medical field as a manager who holds a masters in Health Care Management along with everyday practices.

Boards of Directors ordinarily trust that changing an organization from just great to genuinely extraordinary requires an overwhelming identity - an egocentric boss to lead the corporate charge. Think "Cutting tool" Al Dunlap or Lee Iacocca. Actually, that is not the situation, says creator and administration master Jim Collins. The fundamental element for taking an organization to significance is having a "Level 5" pioneer in charge - an official in whom amazing individual modesty mixes incomprehensibly with extreme expert will. Collins paints a convincing and illogical picture of the abilities and identity characteristics important for viable administration. He distinguishes the attributes normal to Level 5 pioneers: modesty, will, fierce

Dr. Stephenson’s toughest challenge as an entrepreneur is personnel management. He doesn’t feel he received enough training in how to manage a staff full of unique personalities prior to starting his own business. For example, he struggles with what do with an employee who is great at his or her job, but doesn’t get along well with others. As a hard working professional, he finds it difficult to ensure all of his staff put in their best effort.

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

personalities are very direct when addressing an issue (Encheva, 2010). Taking this into consideration along with their high levels of motivational drive, one can expect them to excel in the professional world (Peneva & Mavrodiev, 2013).

The notion of character is ubiquitous throughout the literature as a main leadership trait of a good university or college president. However, Hernon and Rossiter (2007) contend such superficial traits as charisma or charm often are mistaken for leadership. Ultimately, charisma is “ephemeral” (p. 72). The more important character traits include efficacy, caring, innovation, and influence, as well as the ability to effect change within the institution itself and the broader society. While charisma and outward charm may indeed be short-lived, especially in the absence of the more important traits, the literature does show that taste, appearance, and image still rank high on various lists of desired presidential qualities (Bowles, 2013; Goff, 2003).

In the past, skills were more manual based. With the increasing use of technology in the industry, the demand for technology based skills have greatly improved along with manual based skills. There is an increasing need for qualified personnel who understand the industry and can bring changes within.

2. Once those employees progress in their careers and get promoted, what kind of skills would be needed?