Skills of Manager

There is general agreement that at least three areas of skill are necessary for the process of management:

technical, human, and conceptual.

• Technical skill. Ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific task; acquired from experience, education, and training.
• Human skill. Ability and judgement in working with and through people that includes an understanding of motivation and an application of effective leadership.
• Conceptual skill. Ability to understand the complexities of the overall organization and where one's own operation fits into the organization. This knowledge permits one to act according to the objectives of the total organization rather than only on basis of the goals and needs of one's own immediate group.

 The appropriate mix of these skills varies as an individual advances in management from supervisory to top management positions.
Proportionately less technical skill tends to be needed as one advances from lower to higher levels in the

Management Defined

We shall defined management as the process of working with and through individuals and groups and other

resources (e. equipment, capital, and technology) to accomplish organizational goals.
This definition, it should be noted, does not specify business or industrial organizations. Management, as defined, applies to organizations whether they are businesses, educational institutions, hospitals, political or military organizations, or even families. To be successful, these organizations require their management personnel to have interpersonal skills. The achievement of organizational objectives through leadership is management. Thus, everyone is a manager in at least certain activity.

Distinctions between Management and Leadership

Leaders conquer the context-the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them-while managers surrender to it. The manager administrates; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focus on system and instruction; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range; the leader has a long-range perspective. The manager asks how and when; the leader asks what

Purpose of Management

Management must meet the needs and aspirations of both followers and other stakeholders. Therefore, we

define management as influencing people and other resources to achieve meaningful results. "Leaders who are not getting results aren't truly leading. Or, more specifically, leaders who aren't getting desired results aren't truly leading. Leaders must must learn to understand and focus on desired results."

Successful organizations are deeply aware of their sense of purpose. Just as a search for meaning is a principal human motivation, it is also a principal characteristic of dynamic, growing organizations. These organizations have classified their responsibilities toward customers, society, the environment, owners, employees-all of the key stakeholders that are affected by their performance.