Advanced Management

Task Outcomes
1. Define the concepts and analyse in detail.
2. Identify advantages and disadvantages of the model/concept.
3. Suggest relations to organisational procedures.
4. Critically analyse the theory
Consider that the theories associate with conflict, human resources, culture, power, management,
leader, skills.
Managerial Skills (Tamkin et al)
To meet organisational demands expected, managers require a wide range of skills; coaching,
communicating, delegating, facilitating, leadership, measuring and managing performance,
motivating, networking, problem-solving and decision-making, and providing feedback.
Tamkin et al (2003) suggest that managers need the ability to:
Empower and develop people, understand and practise the process of delivering through
the capability of others.
Manage people and performance, maintaining morale while also maximizing performance.
Work across boundaries, engaging with others, working as a member of a team, thinking
differently about problems and their solutions.
Balance technical and generic skills, the technical aspects of management and the
management of human relationships.
Advantages Disadvantages
It identifies the competency of the
managers and their abilities.
It suggests a guideline of effective
management.
Allows organisation to make quick
assumptions on individual capabilities.

It only relates to the abilities and skills
of the manager and not their individual
personality.
The guideline is broad, where an
individual might have above competent
skills in one area, they may lack skills in
another.
Can neglect talent based on the guide
and not consider the individuals
attributes.

The relation of this concept to organisations enables a system in which a candidates ability can be
identified through a process of guidelines, can the individual empower and develop people, can they
manage people and performance, embrace boundaries and engage with others, and able to balance
technical and generic skills. The processes allow an organisation to decide who best fits the position,
the relation of competencies and skills suggests a cohesion of ideas equal to scientific management,
employing individuals that best fit, denotes one best way; thus creating an efficient and capable
workforce. The theory allows the organisation to analyse the individual through their skill set and
managerial capabilities, although competency in may not suggest the individual is the correct
candidate. The theory does not factor the individuals experience, personality and their
characteristics, what they may lack in the abilities they make up for in perseverance.
Bibliography
Armstrong, M., (2005). Armstrong's Handbook of Management and Leadership, A guide to managing
for results. 2nd ed. London: Kogan Page Limited.