A manager’s job is varied and complex. Hence, managers need certain skills to perform the functions associated with their jobs. During the early 1970s, Robert K. Kalz identified three kinds of skills for administrators. These are technical, human and conceptual skills. A fourth skill – the ability to design solutions – was later added to the above mentioned skills.
Technical Skills:
Technical
skills refer to the ability of a person to carry out a specific activity. In
order to do so, one needs to have knowledge of methods, processes and
procedures. Engineers, computer specialists, accountants and employees in
manufacturing departments all have the necessary technical skills for their
specialized fields. Technical skills are essential for first-level managers.
For example, employees at the operational level work with tools, and their
supervisors must be able to teach them how to perform the tasks assigned to
them using these tools. First-level managers spend much of their time in
training subordinates and clarifying doubts in work-related problems.
Human Skills:
Human
skills or interpersonal skills refer to the ability of a person to work well
with other people in a group. It is the ability to lead, motivate, and
communicate with people to accomplish certain objectives. Human skills are of
paramount importance in the creation of an environment, in which people feel
comfortable and are free to voice their opinions. These skills aid employees
during interaction with their supervisors, peers and people outside the work
unit such as suppliers, customers and the general public. These skills are
important for all levels in the organization.
Conceptual Skills:
Conceptual
skills refer to the ability of a person to think and conceptualize abstract
situations. It is the ability to understand and coordinate the full range of corporate
objectives and activities. These skills are most important at the top
management level, as top-level managers have the greatest need to see the “big
picture,” to understand how the various parts of the organization relate to one
another and associate the organization with the external environment.
Design Skills:
Design
skills refer to the ability of a person to find solutions to problems in ways
that would benefit the organization. Top managers should not only recognize a
problem but also suggest ways to overcome them. If they only see the problem,
they become mere “problem watchers,” and will prove ineffective. Managers at
upper organizational levels should be able to design a rational and feasible
solution to the problem by considering the various internal and external
factors.