Management is the process of getting work done with and through people. Supervisors and managers need good judgment, the ability to make decisions, and win the respect, trust and support of those they supervise.
Good management requires several skills.
First, technical skill is primarily concerned with “things”. It is the specialized knowledge, analytical ability, and familiar use of tools and techniques within that specialty. It requires people to have an understanding of and proficiency in the area where they work. When directing a unit, cell, or department, one should know how the unit, cell, or department works, what processes, procedures or technical requirements are, when and where to get help to solve problems, etc. Most vocational and on-the-job training programs are examples of this technical skill.
Second, team skills are primarily concerned with “working with people”. These skills are demonstrated in the way that people perceive and recognize the perceptions of their superiors, co-workers, and subordinates, and in the way they behave subsequently. It requires people to be aware of their own attitudes, assumptions and beliefs about other people and groups. From that, they are able to see the usefulness and limitations of their feelings and understand what others mean by their words and behavior. They are able to communicate to others and establish an atmosphere in which their employees feel free to express their ideas without fear of censure. They are also able to encourage people to participate in the planning and carrying out of tasks that affect them. In addition, they are sensitive to the needs and motivation of their employees so that they can judge the possible reactions to and outcomes of various courses of action they may undertake.
Third, conceptual skill is primarily concerned with “seeing the enterprise as a whole”. It requires people to recognize how the various functions for the organization depend on one another, and how change in any one part affects the others. From that, they are able to look at the big picture in which their organization functions and operates. They are able to balance the inputs and contributions of each functional area, while focusing on the right priorities. They are able to coordinate and lead various units, cells, departments or divisions into an effective team that benefits the overall welfare of their organization.
The focus on suitable types of skills depends on the level of management. Technical skill has great importance at the low level of management where people accomplish the mechanism of a particular job for which they are responsible. Team skill is essential to effective management at every level. They help people to be an effective group member and to build cooperative efforts within the team. Conceptual skill is needed mostly at the top level of management. These basic skills are so closely interrelated that it is difficult to determine where one ends and another begins.
Generally, skills improve management effectiveness; however, management cannot be the same for every situation. It’s a highly individual art. The way that works well for people in one situation may not produce the desired results in another situation. In addition to skills, management should be learned, experimented with, and experienced.
Experiences on the job are one of the most important elements that help to stimulate and boosts skills. Also, the desire and eagerness to do the job affect the way the people manage work. The more they devote time and energy to their job, the more they have learning experiences and chances to succeed.
In brief, skills, learning, and experiences are three main factors that help people manage and achieve what they want. Desire and willingness to do the job are the catalysts for success
NGUYỄN THẾ THIỆU
Oklahoma / Summer 2011 / USA
