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Management Skills

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ST. JAMES COLLEGE
ST. JAMES COLLEGE

There are three primary skills important for successful management: technical skills involving specialized knowledge, human skills involving working with and motivating people, and conceptual skills involving understanding how an organization works as a whole. There are also five factors ("M's") relevant to management: men (staff), material (resources), machine (equipment), methods (strategies), and money (finances). Conflict is inevitable in organizations but can have advantages like clarifying issues or increasing creativity if managed properly. Poor communication, personality clashes, and competition for limited resources are common causes of conflict.

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MANAGEMENT SKILLS According to Robert L. Katz (in Stoner & Wankel, 1987) “if managers have necessary management skills, they will probably perform well and be relatively successful. On the other hand, if managers do not have necessary management skills, they will probably perform poorly and be relatively unsuccessful. There are three types of primary skills that are important for successful management performance.”
TECHNICAL SKILLS – involved using specialized knowledge and expertise in executing work-related techniques and procedures; this includes for example – computer programming, budgeting, accounting, being a musician, etc. Technical skills involve the ability to use tools, procedures and techniques in specialized field.
HUMAN SKILLS – is the ability to work with, understand and motivate other people either as individuals or groups. Human skills involve working with other organization’s members and to lead their work own work groups.
CONCEPTUAL SKILLS – involve the ability to see the organizations as a whole. Managers with conceptual skills are better able to understand how various functions of the organizations complement one another, the relationship of the organization to it’s environment and how changes in one part of the organization affect the rest of the organization.
5 M’s in MANAGEMENT MEN – refers to faculty and the support staff. MATERIAL – refers to things needed to do some important task such as stationeries, books, ballpens, blackboard, etc. MACHINE – refers to heavy duty things needed in order to accomplish difficult tasks such as computers, typewrites, photocopies, etc. METHODS – refers to approaches, strategies, and techniques utilized to make the people pursue their specific needs. MONEY – refers to the logistics needed without which some functions may not be observed or carried out.
CONFLICT AND CONFLICT MANAGEMENT Conflict is inevitable, and although hazardous to any relationship especially to management is not the end of the world. It has its advantages and liabilities.
ADVANTAGES -clarifies issues and positions - increases motivation and energy -builds internal cohesiveness -leads to motivation and creativity -increases involvement -improves problem-solving quality -can increase productivity -can prevent stagnation
LIABILITIES -can distract from goal achievement -causes defensiveness and rigidity -polarize the group -distorts reality -decreases productivity -can be debilitating -destroys morale -creates suspicion and distrust  
CAUSES OF CONFLICT Misunderstanding or communication failure Personality clashes Value and goal differences Substandard performance Differences over method Responsibility issues Lack of cooperation Authority issues Frustration and irritability Competition for limited resources Non-compliance for rules and policies
LEVELS OF CONFLICT INTRAPERSONAL LEVEL (within the individual) -contradictory, incompatible emotion and impulses within the person.
INTERPERSONAL LEVEL (within the group) -differences in the group members’ goal and values, motivation, and interests.
INTERGROUP LEVEL (among groups) divergence between the values and norms of the group and those of certain segments of the community of which the group is a part.  
CONDITIONS FOSTERING CONFLICT A leader can maintain a low-conflict setting within the organization by being aware of the elements of conflict and the condition fostering it.
Factors that predispose individuals to engage in unnecessary conflict: Poorly defined jobs, tasks, responsibilities and range of authorities. Prior history of conflict between two or more people or groups. Interdepartmental relationships that frequently place members at cross purposes, traditional adversary relationships. Unreasonable levels of pressure and pace in the organization.
Factors that predispose individuals to engage in unnecessary conflict: Severe economic downturn that jeopardizes the job security of organization members. Overly competitive climate fostered by top management and managers at various levels. Favoritism shown by managers. Primitive, accusative, or threatening style of treatment by a unit manager leading to escapist behavior such as blaming, shifting responsibilities.  
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS   Give people as much responsibility as they can safely handle. Remember to say thank you. Know when to push and when to stop. Smile and the world will smile at you. Take the terror out of computerization.
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Don’t understimate the peril of boredom. Teach people to accept change. Avoid too much administration. Teach employees to recognize their own stress signs. Never give authority without responsibility and never give responsibility without authority.
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Treat people as people – not tools. Teach people to say no. Make sure that people have proper control over the machinery they use. Help employees prepare for retirement. Democracy rule OK! Encourage forgiveness and discourage grudges
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Encourage independence. Teach employees to ask for help. Encourage independence. Make sure your company show that it cares. Encourage sensible exercise habits. Personalize the environment. Make sure employees know how to relax.
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Personalize the environment. Make sure employees know how to relax. Always keep communication lines open. Put purpose into people’s lives. Control competitiveness. Show people that you are interested in them. Banish ambiguity.
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Avoid conflicting rules and regulations. Criticize but with care and thought. Use encouragement to strengthen the weak. It’s the little things that count. Remember the loser. Learn to anticipate the problems. Make the most of people’s skills.
OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Remember that colonialism doesn’t work. Allow the employees to show their anger. Ensure employees take their holiday. Remember that “failure” isn’t always a dirty word. Don’t fuss. Master the art of reprimand. Good planning can help to defuse deadline.  

More Related Content

Management Skills

  • 1. MANAGEMENT SKILLS According to Robert L. Katz (in Stoner & Wankel, 1987) “if managers have necessary management skills, they will probably perform well and be relatively successful. On the other hand, if managers do not have necessary management skills, they will probably perform poorly and be relatively unsuccessful. There are three types of primary skills that are important for successful management performance.”
  • 2. TECHNICAL SKILLS – involved using specialized knowledge and expertise in executing work-related techniques and procedures; this includes for example – computer programming, budgeting, accounting, being a musician, etc. Technical skills involve the ability to use tools, procedures and techniques in specialized field.
  • 3. HUMAN SKILLS – is the ability to work with, understand and motivate other people either as individuals or groups. Human skills involve working with other organization’s members and to lead their work own work groups.
  • 4. CONCEPTUAL SKILLS – involve the ability to see the organizations as a whole. Managers with conceptual skills are better able to understand how various functions of the organizations complement one another, the relationship of the organization to it’s environment and how changes in one part of the organization affect the rest of the organization.
  • 5. 5 M’s in MANAGEMENT MEN – refers to faculty and the support staff. MATERIAL – refers to things needed to do some important task such as stationeries, books, ballpens, blackboard, etc. MACHINE – refers to heavy duty things needed in order to accomplish difficult tasks such as computers, typewrites, photocopies, etc. METHODS – refers to approaches, strategies, and techniques utilized to make the people pursue their specific needs. MONEY – refers to the logistics needed without which some functions may not be observed or carried out.
  • 6. CONFLICT AND CONFLICT MANAGEMENT Conflict is inevitable, and although hazardous to any relationship especially to management is not the end of the world. It has its advantages and liabilities.
  • 7. ADVANTAGES -clarifies issues and positions - increases motivation and energy -builds internal cohesiveness -leads to motivation and creativity -increases involvement -improves problem-solving quality -can increase productivity -can prevent stagnation
  • 8. LIABILITIES -can distract from goal achievement -causes defensiveness and rigidity -polarize the group -distorts reality -decreases productivity -can be debilitating -destroys morale -creates suspicion and distrust  
  • 9. CAUSES OF CONFLICT Misunderstanding or communication failure Personality clashes Value and goal differences Substandard performance Differences over method Responsibility issues Lack of cooperation Authority issues Frustration and irritability Competition for limited resources Non-compliance for rules and policies
  • 10. LEVELS OF CONFLICT INTRAPERSONAL LEVEL (within the individual) -contradictory, incompatible emotion and impulses within the person.
  • 11. INTERPERSONAL LEVEL (within the group) -differences in the group members’ goal and values, motivation, and interests.
  • 12. INTERGROUP LEVEL (among groups) divergence between the values and norms of the group and those of certain segments of the community of which the group is a part.  
  • 13. CONDITIONS FOSTERING CONFLICT A leader can maintain a low-conflict setting within the organization by being aware of the elements of conflict and the condition fostering it.
  • 14. Factors that predispose individuals to engage in unnecessary conflict: Poorly defined jobs, tasks, responsibilities and range of authorities. Prior history of conflict between two or more people or groups. Interdepartmental relationships that frequently place members at cross purposes, traditional adversary relationships. Unreasonable levels of pressure and pace in the organization.
  • 15. Factors that predispose individuals to engage in unnecessary conflict: Severe economic downturn that jeopardizes the job security of organization members. Overly competitive climate fostered by top management and managers at various levels. Favoritism shown by managers. Primitive, accusative, or threatening style of treatment by a unit manager leading to escapist behavior such as blaming, shifting responsibilities.  
  • 16. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS   Give people as much responsibility as they can safely handle. Remember to say thank you. Know when to push and when to stop. Smile and the world will smile at you. Take the terror out of computerization.
  • 17. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Don’t understimate the peril of boredom. Teach people to accept change. Avoid too much administration. Teach employees to recognize their own stress signs. Never give authority without responsibility and never give responsibility without authority.
  • 18. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Treat people as people – not tools. Teach people to say no. Make sure that people have proper control over the machinery they use. Help employees prepare for retirement. Democracy rule OK! Encourage forgiveness and discourage grudges
  • 19. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Encourage independence. Teach employees to ask for help. Encourage independence. Make sure your company show that it cares. Encourage sensible exercise habits. Personalize the environment. Make sure employees know how to relax.
  • 20. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Personalize the environment. Make sure employees know how to relax. Always keep communication lines open. Put purpose into people’s lives. Control competitiveness. Show people that you are interested in them. Banish ambiguity.
  • 21. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Avoid conflicting rules and regulations. Criticize but with care and thought. Use encouragement to strengthen the weak. It’s the little things that count. Remember the loser. Learn to anticipate the problems. Make the most of people’s skills.
  • 22. OUTLINE SUMMARY OF COLEMAN’S MEASUREMENT ON MANAGING PEOPLE FOR HEALTH PROFITS Remember that colonialism doesn’t work. Allow the employees to show their anger. Ensure employees take their holiday. Remember that “failure” isn’t always a dirty word. Don’t fuss. Master the art of reprimand. Good planning can help to defuse deadline.