Managers need a whole cadre of skills to create a productive workplace, including technical and quantitative skills. However, leadership and communication skills are critical to organizational success. When managers have solid interpersonal skills, there are positive work outcomes for the organization. These outcomes include lower turnover of strong employees, improved recruitment pools for filling employment positions, and a better bottom line.
The job of managers is not to just accomplish the task, but to accomplish the task through other people. In order to facilitate that process, managers must make decisions, allocate resources, and direct activities toward the desired outcomes.
Managers do this in the context of an organization, a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
The second grouping is informational roles. Within this category, we find the role of monitor, when a manager has to gather and organize a wide variety of information. The manager then must decide what information is important and what information is necessary for their team members; this translates into the role of the disseminator. Finally, when the manager is responsible for giving information to outsiders, they fall into the role of the spokesperson.
There are three main areas of essential manager’s skills that help us gain a better understanding of what managers do.
The first group is technical skills where the manager is called upon to apply specialized knowledge or expertise.
The second group is human skills in which the manager must exhibit a strong competency in working with others and motivating them toward organizational goals.
The final group is conceptual skills where the manager needs the mental ability to analyze and diagnose complex problems and situations.
A group of researchers, led by Fred Luthans, researched the link between...