OUTLINE THREE MAJOR TYPES OF MANAGERIAL SKILLS

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There are three types of skills managers use to perform functions in management. The three managerial skills that are essential to successful management are technical, human, and conceptual skills. When achieving organisational goals, managers need these key management skills in order to understand and perform their functions, which are planning, organising, leading, and controlling. 'Management is an ongoing activity, entails goal attainment, and involves knowing how to perform management's major functions.' (Bartol, K., Martin, D., Tein, M. and Matthews, G., 000, Management, A Pacific Rim Focus, rd Edn, McGraw-Hill Sydney, pg. 5)

The function of planning is deciding the best method or plan to achieve organisational goals. The function of organising concentrates on using and allocating organisations resources, such as staff and non-human resources, so that plans can be carried out. Leading involves influencing employees to engage in the work behaviors required to reach organisational goals, and managers control organisational activity so that performance harmonizes to expected organisational missions. Managers routinely perform all of these functions, regardless of their level of hierarchy in the organization. However, managers also routinely perform the technical, human, and conceptual skills to create and maintain the internal environments of organisations.

To carry out a task or procedure, it is necessary for managers to have the knowledge of techniques and understanding of the organisation's field of interest. A technical skill is the ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific tasks. Marketing, E-business, technical skills, analytical skills, decision-making skills, problem-solving skills are only a few examples of technical skills that managers all around the world acquire. It is also a sound knowledge of management theories, and the abilities to apply the theories practically in the place of work. This skill may be acquired from experience, education and training. When made evident that tasks are effectively accomplished according to plan, technical skills are used.

To reach organisational goals as a team, managers lead employees to work towards their aim. Therefore, human skills are needed in order to control and motivate the workers. The ability of judgment for working with and through people is vital for managers to understand whether or not tasks are being accomplished. Developed human skills are observant in advantages and disadvantages of certain attitudes, assumptions, and beliefs in themselves, other individuals and groups in relation to the organisation. Case problems and improvised role-playing can effectively assist in the development of human skills, and self-examining personal concepts and values support the growth of useful attitudes towards him and others. Examples of human skills are delegating skills, leadership skills, negotiation skills, recruitment and selection, communication skills, mentoring and coaching skills, staff training and motivation.

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'It is common for many organisations to undergo restructuring in their human resources and personnel functions to ensure that the right people with the right human skills are at every level in the Department.' (UK Government Changes at the Home Office; Top management focus on delivery, M Presswire, Coventry, February 00)

Conceptual skill involves the ability to see the organisation as a whole, to identify how different functions in the organisation depend on one another, and to associate the organisation with the outside world. Managers analyse and diagnose important issues or patterns in complex situations. Training, coaching, guiding and assigning responsibilities allows managers to be aware of their internal environment, which can also strengthen and develop their conceptual abilities. To act according to the objectives of the total organisation rather than only on the basis of the goals and needs of ones immediate work group, managers must understand the complexities of the overall organisation and where ones own operation fits in the organisation. With this skill, they are able to construct strategy-making processes to approach existing and new opportunities that may benefit their organization.

In assisting to planning their goal, managers should acquire knowledge and be kept informed of new information relating to their organisation's field of interest. Managing Director of Janata Bank Murshid Kuli Khan believes that 'to meet the requirements of the customers of the 1st century, Executives conceptual skills should be enriched by acquiring knowledge in specific business areas, for example e-business.' (Bankers urged to acquire knowledge on e-commerce, The Independent, September 00)

The three managerial skills, technical skill, human skill, and conceptual skill apply at all hierarchy levels of management. The hierarchy levels are the basis of two main dimensions. One is the vertical dimension, which is the managerial level of the organisation that includes the first-level, middle-level, and top-level managers. The other is the horizontal dimension, which are the variations in managers' task and responsibility. However, the use of management skills varies in the vertical dimension of the hierarchy, as different levels of management require different amounts of skills.

Generally, the first-level managers need the greatest amount of technical skills, as they are responsible for day-to-day operations in pursuit of their goals. They are directly responsible for the work of operating and supervising technical and professional employees. However, technical skills decreases as managers move up the hierarchy levels for the reason that managers are moving away from people that are performing the technical work of the organisation.

Conceptual skills are the lowest amount of skill required for first-level managers. Yet, this is variable if strategic management responsibilities are delegated down from higher-level managers.

The decrease amount of technical skills for the middle-level managers is due to the fact that they are more distant from the technical employees. Middle-level managers implement the goals of top managers and co-ordinate the work of first-line managers. They also set tactical objectives, which focus on departmental issues and describe the results necessary to achieve organisation's strategic goals. Therefore, there is an increase in conceptual skills.

For the top-level managers, conceptual skills are the largest and most important skill required. These managers have the most power and take overall responsibility for the organisation. To stay ahead of competition, top-level managers set strategic goals that focus on broad issues and apply to the organisation as a whole.

In contrast, there is the smallest amount of technical skills required for the top-level management. Although top managers are furthest away from the technical day-to-day operations, it is vital that they have some technical knowledge of their organisation's products and services.

Naturally, all three levels of management require the same amount of human skills. To understand other employees, work effectively with them, and to get them to work together as a team is the effectiveness of this skill. Managers must establish good relationships with people internally and externally from the organisation.

Principles of good management are generally uniformed in both profit making and non-profit organisations. Management success is gained through accomplishment of mission and objectives. As managers perform their role and execute management functions, the three skills are routinely exercised. With the specific technical skills, they are able to reflect both an understanding of and accomplish daily tasks in their organisation's specialised field. To accomplish tasks through people internally or externally, managers must have strong communication skills to be able to develop relationships. This human skill allows managers to recognize different mixes in the skills according to the environment, which also allows them to lead and control activities to reach expected goals.

Although all three management skills are important at all three levels of management, conceptual skills become relatively more important at the top-level of management. They need the ability to visualize their organisation as a whole, and understand how they fit into the wider industry.

Nevertheless, throughout the organisation managers of different level requires different amount of technical skills, and conceptual skills to function effectively, but all require the same amount of human skills. 'All effective leaders have some technical, human relations, and conceptual skills, but leaders may vary considerably in their styles.' (Jordan, Debra J, Leadership styles Which one is right for you? The Camping Magazine; Martinsville; Mar 16)

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