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What Skills are necessary for effective Managers?
The debate as to what kinds of skills a managers needs to possess in order to remain effective at work goes back to the era of classical management thinking and more precisely to the contribution of Fayol (1911). He recommended that managers in order to function effectively, required skills such as analysing, planning, organising, monetary, authorising and enabling to which he also added the imperative communicating with others. Analoui (1993) has summarised the contribution of these theorists and concludes that, it was believed that while operations required technical and solely work related knowledge and skills, managers who occupied executive positions needed skills of managing work (determining objectives, forecasting, planning and organisation) and also managing people (directing, co-ordinating, controlling and communicating). Therefore, it was assumed that , people on work organisations were primarily rational entities functioning in a practical manner.
Managerial Roles
Analoui (1993) suggests that project managers frequently find themselves needing to make decisions. Being in charge of a department, unit or project brings with it the necessity to make decisions quickly and accurately. The skills of processing data is, therefore, one of the most essential tools in the project managers armoury. This category of skills has also been acknowledged by Mintzberg (1973) who suggested that managers nowadays have to play many roles of which decision making in one of the most important.
Theories and skills suggested by Mintzberg are as follows:
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Roles |
Management Skills |
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Interpersonal roles |
Figure head |
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Leader |
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Liaison |
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Informational roles |
Monitor |
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Dissemination |
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Spokesman |
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Decisional roles |
Entrepreneur |
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Disturbance handler |
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Resource allocater |
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Negotiator |
How to develop your managerial ability and competencies?
Management development is a challenging and rewarding process. It requires you to acquire skills as well as developing the ability to question your own level of competence and expertise, in relation to what is expected from you. In order to develop a manager must be motivated towards increasing his effectiveness and be prepared to recognise the need to change.
Opportunities for Development
your own experience
actions of other managers
talking with other managers
reading
attending courses
accepting responsibility for your own development
Also
gain awareness of your own development needs
establish objectives
identify opportunities
maintain and review your progress
Which Prospective in Management do you identify with?
Exercise:
In order to discover for yourself that managerial perspectives subscribe
to a set of dominant values, thoughts and beliefs, attempt the following
exercise which has been developed by Dr F.Analoui (1994) from the
Step one
Show your agreement or disagreement with the following statements by giving each a score of between 1 and 5, 1 being the lowest and 5 the highest.
A. In my opinion a manager,
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a) |
Should exercise total control over the activities of each individual or group in his/her organisation | |
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b) |
Ought to delegate control and authority to different departments and co-ordinate the overall activities of groups in order to meet the objectives of the organisation (project) | |
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c) |
Has to pay attention to the welfare of the individual or group, their social needs and enhance effective communication in order to achieve the organisations goals | |
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d) |
Ought to pay attention to the internal environment as well as the changes which are taking place outside of the organisation and are likely to affect the behaviour of people and/or the organisation | |
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e) |
Should be concerned with the task in hand rather than the people who carry out the task | |
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f) |
0ught to promote the participation in decision making, amongst the people in the organisation, in order to successfully achieve his/her objectives. | |
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g) |
Need not involve his/her subordinates in the process of decision making | |
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h) |
Should benefit from managerial skills such as effective communication, problem solving, conflict resolution and so on, necessary for dealing with issues related to people at work | |
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i) |
Should welcome ideas, suggestions and new proposals from subordinates and colleagues in order to enhance the achievement of the organisation's goals | |
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j) |
Needs to benefit from an extremely competitive personality with total dedication to task in hand | |
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k) |
Should view conflict and disagreement at work as the inevitable outcome of people's interactions with one another at work | |
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l) |
Requires a balance of task-related knowledge and skills and people-related skills to deal effectively with human and work aspects, whether from within or outside the organisation |
Step two
Now place the score given to the above statements into the table below:
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Statement score |
SM |
HR |
OS |
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a | |||
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b | |||
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c | |||
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d | |||
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e | |||
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f | |||
|
g | |||
|
h | |||
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i | |||
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| |||
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k | |||
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l | |||
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TOTAL: |
Prepared by Dr. Farhad Analoui (1994)
Note: The score you have gained represents your preference for a set of values and the degree to which you tend to share certain assumptions and beliefs with the advocates of the above schools of thought.
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