MANAGERIAL SKILLS

A skill is an individuals ability to translate knowledge into action. A manager must posses a wide variety of skills and abilities to carry out various management functions. Robert Karz (1974) has identified three basic kinds of skills necessary for successful managers. They are (1) Technical skills, (2) Human skills, and (3) Conceptual skills. However, at present diagnostic skills and digital skills are also prerequisites to managerial success.

(1) Technical Skills

Technical skills are the ability to use the procedures., techniques, and knowledge of a specialized field. For example, an accounting manager needs the basic technical sills of accounting profession. First line managers need a high degree of technical skills in order to supervise subordinates properly. The need for technical skill decrease as the manager moves up in the organizational hierarchy.

(2) Human Skills

Managers spend considerable time interacting with people both inside and outside the organization. Hence, managers need human skills. Human skills are the ability to work with, understand, and motivate other people. They are needed to get along with people and to get work done through people. Human skills include interpersonal skills such as communication, negotiation, bargaining, directing, leading, motivating, and conflict resolution. Human skills are very important at all level of management. The popularity of team based management has increased the necessity for interpersonal skills for all members of the organization. A manager who has good human skills is likely to be more successful than with poor human skills.

(3) Conceptual Skills

Conceptual skills represent the manager's ability to organize information to better understand and take a broad and farsighted view of the organization. They include the manager's ability to see the organization as a whole and understanding how different parts depend on one another, and a change in one part will impact the other parts. This allows them to think strategically to see 'big picture' and to make broad based decision that serve the overall organization. The importance of conceptual skills increases as the managers move up in the organizational hierarchy.

(4) Diagnostic Skills

Successful managers also possess diagnostic skills. These skills enable a manager to visualize the most appropriate response to a situation. A manager must diagnose and analyze a problem in the organization by studying in symptoms and then developing a solution. Much of the potential excitement in a manager's job centers on getting to the root of problem and recommending solutions. The importance of diagnostic skills increases as the manager is promoted to the higher level.

(5) Digital Skills

Managers who have digital skills have understanding of computers, telecommunication, and in particular, know how to use digital technology to perform many aspects of their jobs. These skills are important because using digital technology substantially increases a manager's productivity. Computers can perform in minutes tasks in financial analysis, human resource planning, and other areas that otherwise take hours, even days to complete. Thus, computer is an especially helpful tool for decision making. Software enables managers to manipulate data and perform 'what if scenarios, looking at the projected impact of different decision alternatives'.


Although the proceeding skills are all vital, the relative importance of each will vary according to the level of the manager in the organization. For example, first line managers generally need to depend more on their technical and human skills. These managers have greater contact with the work being done and the people doing the work. Digital skills are equally important at all level of management. Middle managers require a more even distribution of skills. Finally, conceptual and diagnostic skills are extremely critical to the top managers. Top management's primary responsibility is to make the key decisions that are executed or implemented at lower levels. This requires top managers see the big picture in order to identify opportunities in the environment and develop strategic plans to capitalize on these opportunities