MANAGEMENT SKILLS

A manager job is varied and complex. Manager needs certain skills to perform the duties and acclivities associated with being a manager.

During 1970s Robert L Katz research found that managers need three basic skills.

1. Technical skill

2) Human skill

3) Conceptual skill

SKILL NEEDED AT DIFFERENT MANAGEMENT LEVELS:

Using these skills managers must be able to see the organization as a whole understanding the relationship among various subunits and visualize how the organization fits into broader environment. These skills are very important at top level.

CONCEPTUAL SKILL

The ability to think and conceptualize about abstract and complex situation.

Conceptual skill relates to the top management only, because these are those people who are over all responsible for the failure and success of an organization.

It depends upon the top management how it controls the activities and makes long and short term plans for the successful operation?

1) if they want to establish a new unit forecasting regarding all aspects is necessary because resources of the organization should be utilized efficiently.

2) If they are going to introduce a new product in the market then ,

a) At which time you launch your product?

b) What will be price?

c) How to attract the people ?

d) What are other factor which will beneficial?

To think and decide regarding all that is the relationship of the top management. When top management thinks and makes decision regarding all these aspects then we will say that it is conceptual skill.

HUMAN SKILL

The ability to work well with other people individually in a group.

From the figure we can see that human skills are necessary for all type of management whether it is top, middle or lower level management.

Human skill is very necessary for every person whether he is the employee in the organization or not. Because manager face people within the organization. They should know that:

• How to face them
• How to communicate
• How to lead
• How to motivate
• How to guide them in difficulties and how to encourage them at some sorrow occasion.
• How to create trust and brotherhood among themselves. So that they work well with best interest of the organization.

TECHNICAL SKILL

Knowledge of and proficiency in a specialized field

We can also see in the figure there is a technical skill. Technical skill includes knowledge of and proficiency in

• Engineering
• Computer
• Finance and manufacturing

All front line managers should be skilled so that staff did not feel any problem.

DESIGN SKILL

Design skill is the ability to solve the problem in such a way that will beneficial for the organization .If manager merely see the problem and become problem watcher then they will perform the duty of design skill. Therefore manager must have valuable skill so that he will be able to solve the problem in light of realities they face.

DECISION MAKING PROCESS

DECISION

“A choice from two or more alternatives”

DECISION MAKING

Decision-making is a key element of management because managers continually face decision in

• Planning
• Organizing
• Leading
• Controlling that effect the organization and its performance

ACCORDING OT BOVEE:-

“The process of reorganization problem generating and weighing alternative coming to a decision, Taking action and assessing the result

S.P ROBBINS:-

“The set of eight steps at includes identifying a problem, selecting an alternative and evaluating the decision’s effectiveness”

EXPLANATION

To solve a problem, or any thing keeping in view best interest of organization. In short decision making solve more problems of organization and also help in creation best decision

DECISION MAKING PROCESS

Problem

“A discrepancy between an existing and a desired state of affair “

CRITERIA

“Criteria that define what’s relevant in a decision”

IDENTIFYING THE PROBLEM

The first step is determining the problem. Problem means a discrepancy between present and proposed state of affair/. The manager who is the head of the department has to make the decision. First of all he must determine and identifying the desire roots of problem that problem could be solved toughly.

Furthermore, problem identification is not simple or in signification. Before something can be characterized as problem, manager have to be aware of the problem be under pressure to take action and have resources needed to take action.

IDENTIFICATION OF DECISION MAKING CRETIRA

In decision criteria, managers have to define what is relevant to the problem in decision such as

• Price
• Reliability
• Product
• Product model
• Guarantee & Warranty
• After sale service
• Useful life

Modern technological changes and where manager do not identify a particular criteria, is treated as irrelevant

ALLOCATION WEIGHTS TO CRITERIA

The factors of a criterion are not of equal importance. Therefore, we have to give them weights keeping in view their importance.

While purchasing computer we allocate weight to previous decision criteria.

CRITERIA WEIGHTS

Reliability 10

Screen size 8

Warranty 5

Weight 5

Price 4

Screen type 3

We allocate any other number for weights but according to their importance in decision making. In this the highest weight is 10 point.

DEVELOPING ALTERNATIVES

In this step we develop a list of all alternatives that can solve our problem. In this step evaluation of alternatives is not made.

For example, the problem is we have to purchase perfume soap then various alternative soap like Lux, Breeze, and Palmolive. These are the list of just various alternatives.

ANALAYSIS OF ALTERNATIVES

After identification of alternatives there should be analysis. While in analysis we kept in mind all weakness and strengths of the alternatives.

Analysis is done against the decision criteria so that decision could be in the best interest of organization.

SELECTING AN ALTERNATIVE

During analysis we analyzed the alternatives against their respective weights. After this step we will be in a better position to identify and select the most appropriate alternative, which gas high scores and also more important and relevant according to the needs of the organization.

IMPLEMENTATION OF ALTERNATIVE

Decision may fail if the implementation of the alternative is not properly done. Because it is the time of putting the choice into action.

The selected alternative is implemented into action and effective planning, organizing, leading and controlling influence decisions.

EVALUATION OF DECISION EFFECTIVENESS

The best step in the decision making process is to check the results of decision which is made. To check whether, the decision is solved according to standard.

Where decision is not fulfill the requirements of problem, the again decision making process started and carry on until satisfied.

TYPES OF DECISION MAKING

Following are the main two types of decision-making

1. Programmed decision
2. Non-programmed decision

PROGRAMMED DECISION

S.P ROBBINS: “A repetitive decision that can be handed by routine approach”

BOVEE:

“A decision made when the situation occurs frequently enough, or is sufficiently well structure to be resolved by applying predetermined decision rules”

Programmed decision-making is relatively simple because, be mostly depend upon the past solution. Manager do what they have done in past in the same situation.

For example, if a server in a restaurant spills drink in the coat of a customer does not require that manager goes through all the decision-making steps.

There will be some standards to handle routine or daily activities such as:

• Its reserve fault
• Damaged is significant
• Customer has asked for remedy
• After the entire manager has to retain the customer whether

They have to bear something or not

NON-PROGRAMMED DECISION

S.P ROBBINS:

“Unique decision that require customer made solution”

Bovee:

“ A decision made in situation where predetermined decision rules can not be applied, because the situation is less structured, occurs rarely, or is unique”

These are less clear-cut than programmed decision and are not made regularly. Therefore, manager cannot develop guidelines for handling similar decision in the future.

Following are the example of non-programmed decision.

• Whether to merger with another organization or not
• How to re-engineer to improve process
• What type of marketing strategy is needed for a new product?