The study of management has explored fields far beyond the conceivable realms; however one facet of management has been forever present in the minds of academics and industry workers. The ever examined topic of skills and work among managers in all levels of an organisation has been discussed and researched for decades. Various schools of thought exist within this topic and this paper will look to explore in detail the breadth of such thoughts. Ultimately, managers must posses a range of skills and perform a wide variety of tasks to achieve organisational goals. Academics such as Katz [1], Mintzberg [4,11], Fayol [10] and Paolio [5] have all explored this field and their findings will be discussed in detail throughout the essay. Although evidence exists to support the hypothesis that managers must posses both a range of diverse skills and work related activities that are determined by their level within the organisation; there is also contrasting research that concludes that some of the skills and activities performed by managers will be similar irrespective of their position within the organisation.
The skills of managers have long been examined and over time numerous academics have proposed that different skills sets will aid in the achievement of organisational objectives [1,2,3]. There is no doubt that skills are fundamental in the effort to obtain organisational goals but the question remains, how do skills relate to managers in different levels of the organisation? Robert L. Katz, a management expert in the mid 1950’s proposed a theory based upon a set of three skill classes which were deemed vital to managers across the traditional three tier hierarchy of management [1]. Katz developed the theory of technical skills, int...
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11. Mintzberg, H., “The Managers Job: Folklore & Fact.” Harvard Business Review, July-August 1975; reprinted in Mintzberg, H., “Mintzberg on Management: Inside our strange world of organizations.” New York: The Free Press, 1975
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14. Carroll, S., Gillen, D., “Are the classical management functions useful in describing managerial work?”, Academy of management review, Vol. 12, No. 1, 1987
This report sets the terms followed by managers .The report will be split into 3 different 0parts first stating what the concept and model of the ‘Managerial Escalator’ is by referring back to Rees & Porter’s aim and concept of the model, also stating their view on the ‘Managerial Escalator’, the second part of the report would aim to justify and analyze whether or not the two managers results match with the managerial responsibilities and launch the amount to which their progression into management, and daily management routines, fit into the Managerial Escalator.
Tsoukas, H. (1994), “What is management? An outline of a metatheory”, British Journal of Management, vol.5, pg.289-301
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
Fayol identified the classical managerial functions as planning, organizing, commanding, controlling, and coordinating(Carroll and Gillen, 1984), of which the first 4 were identified by Hitt(2012) as being the principal functions(PODC) applicable in contemporary workplaces. As the PODC functions occurs in tandem(Davis, 1967), hence, the actions taken by Johnson in his capacity as the CEO encompasses them all. The following would attempt to examine each function individually, and though they are integrated, they would be linked with the function that is displayed to the greatest extent.
Wren. (2005). The History of Management Thought (5th ed.). Danvers, MA: Wiley & Sons. (Original work published 1976)
In management, there are many functions a manager has, and even more skills a manager must possess. Managers must have technical skills, conceptual skills, and especially human skills. For a manager to have human skills, it means that they can understand, communicate, support, and motivate their employees, helping them to reach high levels of productivity. Employees who are managed by someone who genuinely cares about them, are more happy and more productive, therefore benefitting the company as a whole.
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
In my opinion, there are some managerial roles that a manager needs to follow to become successful in the company. Depending on organizations these managerial roles changes and to be successful in business, every organization must assign right person for managerial roles. Finding a right person to a particular managerial role is really hard to do but there is another factor that we can consider here, which is the managerial skills. Managerial skills help a person to perform the managerial roles effectively. So by evaluating a person’s managerial skills we can identify whether he is suitable for particular managerial job or not. There is a company called Tata group, which is one of India’s biggest company, follows certain procedures which is called the Tata way, for dealing managers which includes hiring, training and assigning efficiently and effectively. This is reason why managerial job in the Tata group became my favorite job. This paper examines how this unique procedure for dealing managers make the Tata group successive and how can the study of organizational behavior help to replicate it and maybe even improve it.
Bateman, T.S., & Snell, S.A. (2011).Management: Leading and collaborating in a competitive world (9thed). New York, NY: McGraw-Hill Irwin.
This essay attempts to analyse the relevance of Katz human skill in the manager’s work and discuss the growing importance of customer and social media which have impacted manager’s work. “A manager is someone who coordinates and oversees the work of other people so organisation goals can be accomplished.” (Coulter&Robbins, 2014, p 31) The manager that I had interviewed is Ms T. Ms T is a marketing manager who is the middle manager of Company A. Middle managers are managers between the lowest level and top levels of the company who supervise the duties of the first-line manager. (Coulter & Robbins,2014). She is required to plan marketing activities and policy in response to customer trending and meet the organisations goals. Company A is an
Viitala(2005) concluded another theory about management competencies that contains six categories which are relevant to technical , knowledge , knowledge, leadership and supervisory competencies, social and intrapersonal. Technical competencies allow managers to handle the content of processes that they are responsible for by using tools, procedures and techniques. Business competencies are related to any business, it makes managers to think, to lead in the managing system. Knowledge management competencies include a lot of professional management knowledge such as concept formation and problem solving. Leadership and supervisory competencies are meant to lead people, support people and participate people. Social competencies include the ability of manager to establish the relationship with stakeholders. Intrapersonal competencies trend to provide the ability of self-control for managers.
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
After moderate research, it has been concluded that there are three essential skills that managers need. These skills are technical skills, conceptual skills, and human skills. These range of skills are required for a manager’s job. Dramatically, these skills will change as a person is promoted to management. At a certain degree of each of these skills are required of different levels in the organization could vary. Basically, some or all of these skills must be possess by all managers in each of these important areas in order to effectively perform.