{"id":53,"date":"2015-04-21T21:30:48","date_gmt":"2015-04-21T21:30:48","guid":{"rendered":"https:\/\/courses.candelalearning.com\/masterybusiness1xngcxmaster\/?post_type=chapter&p=53"},"modified":"2015-10-05T21:28:46","modified_gmt":"2015-10-05T21:28:46","slug":"reading-managerial-skills","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/clinton-introbusinesswmopen\/chapter\/reading-managerial-skills\/","title":{"raw":"Reading: Managerial Skills","rendered":"Reading: Managerial Skills"},"content":{"raw":"

Managerial Skills<\/h2>\r\nTo be a successful manager, you'll have to master a number of skills. To get an entry-level position, you will have to be technically competent at the tasks you\u00a0are asked to perform. To advance, you'll need to develop strong interpersonal and conceptual skills. The relative importance of different skills varies from job to job and organization to organization, but to some extent, you'll need them all to forge a managerial career. Throughout your career, you'll also be expected to communicate ideas clearly, use your time efficiently, and reach sound decisions.\r\n
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Technical Skills<\/h2>\r\nYou'll probably be hired for your first job based on your technical skills<\/span>\u2014the ones you need to perform specific tasks\u2014and you'll use them extensively during your early career. If your college major is accounting, you'll use what you've learned to prepare financial statements. If you have a marketing degree and you join an ad agency, you'll use what you know about promotion to prepare ad campaigns. Technical skills will come in handy when you move up to a first-line managerial job and oversee the task performance of subordinates. Technical skills, though developed through job training and work experience, are generally acquired during the course of your formal education.\r\n

Interpersonal Skills<\/h2>\r\nAs you move up the corporate ladder, you'll find that you can't do everything yourself: you'll have to rely on other people to help you achieve the goals for which you're responsible. That's why interpersonal skills<\/span>\u2014the ability to get along with and motivate other people\u2014are critical for managers in midlevel positions. These managers play a pivotal role because they report to top-level managers while overseeing the activities of first-line managers. Thus, they need strong working relationships with individuals at all levels and in all areas. More than most other managers, they must use \"people skills\" to foster teamwork, build trust, manage conflict, and encourage improvement.[footnote]Brian Perkins, \"Defining Crisis Management<\/a>,\" Wharton Alumni Magazine, Summer 2000, accessed October 8, 2011.[\/footnote]<\/span>\r\n

Conceptual Skills<\/h2>\r\nManagers at the top, who are responsible for deciding what's good for the organization from the broadest perspective, rely on conceptual skills<\/span>\u2014the ability to reason abstractly and analyze complex situations. Senior executives are often called on to \"think outside the box\"\u2014to arrive at creative solutions to complex, sometimes ambiguous problems. They need both strong analytical abilities and strong creative talents.\r\n

Communication Skills<\/h2>\r\nEffective communication skills are crucial to just about everyone. At all levels of an organization, you'll often be judged on your ability to communicate, both orally and in writing. Whether you're talking informally or making a formal presentation, you must express yourself clearly and concisely. Talking too loudly, rambling, and using poor grammar reduce your ability to influence others, as does poor written communication. Confusing and error-riddled documents (including e-mails) don't do your message any good, and they will reflect poorly on you.[footnote]Brian L. Davis et al., Successful Manager's Handbook: Development Suggestions for Today's Managers,\u00a0<\/em>Minneapolis: Personnel Decisions Inc., 1992, p 189.[\/footnote]<\/span>\r\n

Time-Management Skills<\/h2>\r\nManagers face multiple demands on their time, and their days are usually filled with interruptions. Ironically, some technologies that were supposed to save time, such as voicemail and e-mail, have actually increased workloads. Unless you develop certain time-management skills<\/span>, you risk reaching the end of the day feeling that you've worked a lot but accomplished little. What can managers do to ease the burden? Here are a few common-sense suggestions:\r\n