Capital Ethiopia Newspaper

About management Part 3

In the past two weeks, we looked into what the roles are of a manager and what it takes to be an effective one.

We saw that the roles a manager plays are:
Interpersonal roles – working directly with other people.
Informational roles – exchanging information with other people.
Decisional roles – making decisions that affect other people.
The skills of a manager were classified as follows:
Technical skills – the ability to perform specialized tasks.
Human skills – the ability to work well with other people.
Conceptual skills – the ability to analyze and solve complex problems.
We also saw that technical skills are required more of the manager at department level, while the manager at higher levels in the company needs to apply more conceptual skills. Human skills are always required if the manager is to be effective in getting the most out of the workers.
Another view of critical managerial skills is illustrated below and can be used as a quick “checklist” to assess your skills and identify possible areas for further personal development.
Have a look and give yourself a score:
A = Strength  B = Fair  C = Requires further development
Analytic thinking – the ability to understand, integrate, interpret and explain patterns in complex situations.

A  B  C
Behavioural flexibility – the ability to modify personal behaviour to reach a goal or respond to situational changes.

A  B  C
Decision making – the ability to use logic and information to choose among alternatives in complex situations.

A  B  C
Leadership – the ability to stimulate and guide individuals or teams toward goal or task accomplishment.

A  B  C
Oral communication – the ability to clearly and persuasively express ideas orally to individuals and groups.
A  B  C
Personal impact – the ability to create a good early impression; to command the attention and respect of others.

A  B  C
Planning and organizing – the ability to set and keep a course of action and to allocate resources to reach goals.

A  B  C
Resistance to stress – the ability to maintain work performance while experiencing significant personal stress.

A  B  C
Self objectivity – the ability to realistically assess personal strengths and weaknesses as applied to a job.   
A  B  C
Tolerance for uncertainty – the ability to maintain work performance under uncertain or unstructured conditions.

A  B  C
Written communication – the ability to clearly and persuasively express ideas in various written forms.     
A  B  C
If you have given yourself an “A” score on skill 9, you will realize that there are areas for personal improvement in some of the other skills. Few managers will be excelling in all aspects of management and there is always room for improvement and personal development. This can take place through formal training or in a less formal setting, on the job. In any case, the goal is to improve management skills and thereby improve effectiveness. Management training is important, in part, because managers exert such important influence on the performance and satisfaction of other workers. Thus, improvements in management skills have the potential for extended positive impact throughout an organization.