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.