Management SkillsIntroductionPeople who are given authority, acknowledged responsibility, and are held responsible for the results they achieve and the resources they used are in positions of command. People in positions of command will be more successful if they can manage and lead. The possession of managerial skills is commonly recognized as an advantage and a person who manages an organisation must have these managerial skills in order to succeed. Several skills are required to master the exigent nature of managerial work to meet the shifting trends in management. The most significant skills and proficiencies are those that allow managers to assist other in becoming more efficient and creative in their work.
The following section of this paper discusses these managerial skills and their importance. ManagementThe term ‘management’ has both a universal and a more explicit, historical meaning. The universal meaning arises from out comparatively open relationship to the world (Burgoyne and Reynolds 1997, p. 162). The basic meaning of ‘management’ is ‘getting things done’ through other people. However, we need to understand that management is a very complex task that needs more than just ‘getting things done’.
Management according to Montana and Charnov (2000, p. 2), is “working with and through other people to accomplish the objectives of both the organisation and its members”. This means introducing much importance on the members of the organisation and concentrating on the outcomes to be achieved rather than just objects or activities. This definition complements the perception that achievements of the member’s personal objectives should be incorporated with the achievement of organization’s objectives. The main purpose of management should be to obtain the ‘maximum prosperity’ for the employer, together with the maximum prosperity for each employee (Taylor 2004, p. 3).
‘Maximum prosperity’ here is not the hefty profit of owner but bring the business to the highest level of excellence in order to make the prosperity stable. In the same way, it is not more earnings for the member of staff but the development of each individual to the highest level of maximum efficiency in order to accomplish the maximum quality of work his ability can do. Many managers are more interested in setting objectives that are more concern of various activities rather than the outcome to achieve which according to (Payne 1999, p. 5) is flawed since objectives are much more positively stated as results.
Although the objectives are very clear to the to the person who set it, lots of supposed ‘objectives’ are extremely oversimplified to be of real significance to the people who is going to perform it, as they are mostly unaware of the full requirements of the objectives. High-quality or effective management suggest that a manager must only state the nature of the job and the time of implementation and refrain from telling his team members how to perform the job.
A manager is expected to achieve outstanding results because his success will affect the future of whole organisation (Sloma 2000, p. 6). The activity of management was characterized by five specific functions. These functions are planning, organizing, commanding, coordinating, and controlling. Consequently, all managers plans, organises, staffs, coordinates, motivates, leads, and controls (Montana and Charnov 2000, p. 6).