The most important consideration has to be the manager effectiveness. From this quality all the other facets in a manager depend upon. To be effective should be the main concern for any manager. So we study the management skills with this idea in mind.
In a world of continuous change thanks to the technological and scientific advances there is an increasing need for new and better leaders in all of the fields of the business spectrum. There is a growing need for a higher vision in the way business is done, so management skills fill up a very prominent place in the ladder of success in any corporate environment. To achieve many of its goals any company looks for the best people with the best qualities so they can fulfill its expectancies with certain reliability. Managers should be endowed with many different skills as we will see in the following pages. Their effectiveness will be the source for the success of the business enterprise, so there are many strong demands placed on the managers' shoulders in relation to their skills.
Leslie W. Rue and Lloyd L. Byars (2005) in their book "Management: Skills and Application" (PowerPoint format) deals with the most relevant principles of Management. They make the distinction of the different kinds of management into three classes: Top management, middle management and supervisory management (chapter 1, slide 6). In the slide 7, chapter 1, they state that the tasks or functions of management are planning, organizing, staffing, leading, and controlling. As the roles of management they specify three roles in slide 9, chapter 1: interpersonal roles (figurehead, relationship builder, leader), information-related roles (monitor, communicator, spokesperson), decision making roles (entrepreneur, disturbance handler, resource director, negotiator). All this gives us a clear picture of the scientific nature of Management.
On the other hand, Gerald M. Blair considers that the manager of a small team has to play the roles of planner, provider, and protector at the same time.
In chapter 1, slide 10, of the cited book by Rue and Byars (2005) the authors delimit the management skills into three categories: conceptual, human resources, and technical; and they define them in the following way:
Conceptual: help managers understand how different parts of an organization relate to one another and to the business as a whole.
Human resources: needed by managers to understand and work with people.
Technical: specific abilities that people use to perform their jobs.
Gemmy Allen, on the other hand, speaks about the same categories in the article entitled "Management Skills" referring to one book by Robert Katz:
"Robert Katz identified three managerial skills that are essential to successful management: technical, human, and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill concerns people, and conceptual skill has to do with ideas."
In this way they agree in these main